Mediaboss Marketing

MKT 555 Social Media

This course provides students with a broad approach to the history, theory, technology, impact, and strategic uses of social media. Social media (such as Twitter, Facebook, blogging, podcasting, and so on) are relatively inexpensive and accessible technologies that enable individuals, almost instantaneously, to create, publish, edit, and/or access messages intended for audiences ranging from a single recipient to millions of readers or viewers. Students will learn how to explore the possibilities and limitations of various social media and will learn how to apply and adapt basic and advanced marketing strategies to construct and critically evaluate social media texts, their impact, and their practical use in marketing contexts. Students will also examine the general strategic uses of social media for advertising, marketing, public relations, journalism, and civic and political participation. Finally, students will gain basic hands-on experience with several forms of the most current social media technology.

MKT 655 Social Media Marketing Strategy

This course will develop the students' ability to effectively and successfully create, and implement a social media marketing campaign and evaluate as well as measure its success. Intensive skill building will be placed on creating, applying and integrating the appropriate social media tool that will enable marketers to build high-value relationships with their constituencies. The course will focus on key elements such as determining and matching social media tactics with the appropriate target market and developing strategies to engage those markets using relevant social media channels.

MKT 666 Social Media Marketing Campaigns

This course will develop the student's ability to effectively and successfully create and implement a social media marketing campaign and evaluate as well as measure its success. Intensive skill building will be placed on creating, applying and integrating the appropriate social media tools to meet the marketing objectives of the organization. The course will focus on key elements such as a) audience, b) campaign objectives, c) strategic plan, d) tactics, e) tools, and f) metrics to measure the campaign.

Foundation Courses

This coursework may be exempt based on undergraduate coursework.

MBA 501 Mathematics and Statistics for Business

This is an applied course, which will provide students with the mathematical knowledge and skills that underlie many courses offered in the school of business. Students will learn the fundamental concepts and methods of linear algebra, mathematical functions, differential calculus and statistics and their applications to business. They will also sharpen their quantitative, analytical and problem-solving skills that are so important for success in the world of business today.

MBA 502 Economics for Business

This course is intended to provide the student with a concisely focused yet rigorous introduction to both micro- and macroeconomic theory needed at the foundational level of a graduate degree program. Some of the topics to be addressed include: market behavior; demand theory and related elasticity concepts; production and cost theory; managerial decision-making in perfectly competitive and imperfectly competitive markets; GDP determination; unemployment and inflation; and fiscal and monetary policy.

MBA 503 Financial Reporting and Analysis

This course is designed to help future business leaders across all functional areas appreciate and understand the rules and regulations, processes and procedures, and significance of financial accounting statements and reports. It provides a balanced presentation between how statements are prepared and, more importantly, how to analyze these statements and footnotes to assess a company's performance within the industry and management's performance within a particular company. New government regulations have made the integrity and quality of financial accounting information everyone's responsibility. This course will help future business leaders conduct better internal audits, improve forecasts and valuations, and make better management decisions.

MBA 610 Business Law

This course focuses on the theory and application of business regulations and the laws of contracts, agency, property and business organizations. Background preparation: 3 credit hours in business law or the equivalent.

OL 500 Human Behavior in Organizations

This course is a study of individuals and groups and their interaction. Students examine theories of motivation, communication, leadership, power and change with practical relation to contemporary issues. They also study organizations for key design variables and reward systems aimed at improved performance and organizational efficiency through employee motivational programs, participative management and cooperative decision making.

MBA Core 1: must complete foundations prior to enrollment in core

MBA 515 Business Environment, Innovations and Entrepreneurship

This course will focus on the basic of business by introducing the student to the business environment, by focusing on the big picture, on identifying internal and external opportunities for growth, and resource management. The course will also present techniques for managers to stay current and to apply creative solutions to problems. The students will be introduced to the programmatic themes of globalization, leadership, team work, and ethics.

MBA 520 Accounting and Financial Analysis

Finance is the language of business, and in this course students will take their understanding of finance to the next level by using analytical skills when dealing with financial reporting. Students will apply financial and analytical skills gained in prior coursework, as well as principles of corporate finance, to business decision making. The course covers financial statements and other reports, the basics of financial forecasting and budgeting, and the communications and vocabulary related to financial statements.

MBA 550 Leading in an Organization

The course will focus on people management at all levels: individual, team, internal and external networks. Interpersonal skills will be focused upon, as well as strength finders. The students will learn conflict management, negotiations, and how to develop a creative culture. The students will also learn how to establish productive relationships, motivate people, and align teams and individuals to a vision; as well as how to be an agent of change.

MBA 560 Marketing and Strategy

The course will focus on brand management and how marketing should be approached as a partner in strategic decision making, both internally and externally. Students will study strategic positioning, market opportunities, pricing strategies, market analysis, as well as product differentiation. SWOT analysis and the marketing mix will be covered in a decision making focus, together with the programmatic themes of globalization, leadership, team work and ethics.

MBA Core 2: must complete MBA Core 1 prior to enrollment in MBA Core 2

MBA 635 Ethics, Corporate Culture and Social Responsibility

This course is a continuation of MBA-550 and it looks at corporate culture and social responsibility, on how to build a sustainable business and how to promote corporate ethics and values. The course also looks at how to deal with group think, diversity and cultural awareness, civic engagement, and how to be at the forefront of using environmental and sustainable practices that have a positive global impact. The course will also discuss personal ethics, in relationship to corporate ethics, governance and civic mindedness.

MBA 640 Finance, Economics, and Decision Making

This course is a continuation of MBA-520, and it focuses on decision-making based on quantitative and qualitative data, microeconomic variables, and internal financial priorities. The course will hone operational and investment decision-making skills with respect to organizational sustainability and growth, mergers and other business combinations, debt vs. equity funding, capital markets, etc. The course will also touch upon foreign currencies, foreign direct investment (FDI) and international trade.

MBA 665 Government Impact on Business

The course will focus on the macroeconomic aspect of business, including the governmental side (local, national, international), by diving into public policy, regulatory bodies, regulations' impact on business, trends and current politics and their impact on business, power structures and lobbying.

MBA 690 Operations Management and Technology

The course will present aspects of project management, monitoring and measuring KPIs; as well as taking advantage of technology to create automation and sustainability. Students will learn to collect, identify and determine quality measures and use common methodologies and strategic planning processes. The course looks at technology management and operations management from a strategic perspective, creating a common view into the different layers of a business.

Capstone Course:

MBA 705 MBA Capstone

As the final stop in students' journeys toward earning their MBA, this capstone course integrates previous coursework and practical experience with a focus on authentic demonstration of competencies outlined by the program. Rather than introducing new concepts, students will synthesize and integrate prior learning to design or develop a capstone project as a culmination of their studies.

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MBA in Social Media Marketing Online | Masters Program | SNHU

Innovative customer engagement is at the heart of every successful travel brand. Join North America's No.1 forum for topsocial media and mobile professionals to share cutting edge strategies, ideas and real world case studies to drive forward innovation and win those all important digitally savvy customers.

Confirmed speakers read as a who's who of the online travel industry. From KLM through to HotelTonight - Don't miss your opportunity to network with an unrivalled travel industry elite.

Don't miss out! Conference passes are selling fast. Find out more about prices & registrationhere

Download NowClick here to download your copy of the event e-brochure

New for 2015, the event will be co-located with EyeforTravel's Mobile & Innovation in Travel conference and EyeforTravel's Start-up Village. One conference pass gives you access to all 3 events providing excellent value for money!

Gary MorrisonSVP & Head of Retail Expedia Worldwide

Amanda Richardson VP of Product HotelTonight

Kathleen ReidenbachSVP, Marketing Kimpton Hotels

Randy DearbornVice President Multimedia & Guest Technology MGM Resorts International

Allen DarnellCTO Silvercar

Doug CarilloVP Sales & Marketing Virgin Hotels

Jeremy ColemanVice President of Digital Vail Resorts

Carla PearseSVP Sales & Business Development Lonely Planet

Further speakers include:KLM, Kimpton Hotels, HotelTonight, MGM Resorts, American Airlines, Hilton, Vail Resorts, Commune Hotels,Skyscanner, Google, Hotels.com and many more! See the fullspeaker list here

Group discounts available upon request. Don't miss your chance to register at the lowest rate! For prices and registration info, visit this link

Follow the event discussions on twitter using the hashtag #smtravel15

Download NowClick to download the complete speaker line up

Group discounts are available upon request For more information on prices and registration click here or email gina@eyefortravel.com

The 2 day conference is your one-stop yearly shop to prepare, align and benchmark your social and mobile efforts against the industry as a whole. Over90%of past attendees would recommend attending the event!

Hear what the attendees to the 2014 event have to say about the conference in this video excerpt:

Click here to watch the video

This is my 5th EyeforTravel conference, Every single time I come home with tons of ideas and insights from Travel Industry experts who face the same problems and obstacles we do, it's not retorical, it's a hands on, right on target event! No lalaland presentations, real people, real problems, creative ideas! Love it!

Sal Lizarraga, Avis Mexico

EFT is a great opportunity to stay current with trends, players and strategies in mobile and social. The networking is fantastic and the EFT staff are incredibly professional. Well Done!

Mikiah Fender, Virtuoso.com

This conference was an excellent way to find out how social media and mobile strategies are being utilized in a variety of hospitality sectors e.g airlines, DMOs, hotels both large and small. The caliber of speakers was top-notch and they shared their best practices in meaningful detail and some were even open enough to discuss their failures as well.

Paula Greaves, George Brown College

The Eye for Travel Conference provided the opportunity to hear and network with leading travel and tourism brands and experts to benchmark innovation and digital strategic directions, and learn from innovative case studies in social and mobile

Michael Hauser, Tourism Victoria

Excellent event - fantastic quality of presentations, both in who presented, and in the content that was covered. Was also a great opportunity to network with people that really know how to drive innovations in the travel industry.

Mike Supple, Milestone Internet Marketing

I continue to recommend Social Media and Mobile Strategies for Travel to colleagues and peers based on the wealth of content and knowledge assembled.

Gregg Tilston, Flight Centre Travel Group

The event was a valuable opportunity to hear from the leaders in a field that is fast-changing and increasingly important for the travel industry.

Brett Perkins, Rosewood Hotels & Resorts

It was my first Eye for Travel conference and I thought it was tremendously helpful - it was great to hear from industry leaders on what is working and to get a peek into the future from those on the forefront of mobile in the travel industry.

Piper Stevens, Loews Hotels

The event provided great insights into how each segment is attacking the mobile and social challenges. It's helpful to see the evolving mindsets and understand the industry challenges.

Amy McCarty, EGS Inc

A great opportunity to gather business intelligence, learn more about the future ahead and exchanges opinions with others facing the same questions ahead as myself.

Maarja Edman, Visit Vasternorrland

EyeForTravel's Social & Mobile Strategies for Travel had a high concentration of new and actionable information per unit time.

Jonathan Isernhagen, Travelocity

This conference is content-rich; the speakers as well as attendees share great ideas and tips. I'm going home with a list of items to implement right away.

Babs Harrison, Enchantment Group

It is exciting to see the changes in the travel industry through the eyes of the creators, influencers, and industry leaders.

Teresa Rodriguez, Huffington Post

This is my first EyeforTravel conference and I was very impressed with the lineup of speakers, organization of breaks and networking opportunities, hotel accommodations, and quality of content. I'd definitely be interested in attending again!

Jasmin Vias, Cvent

Download NowClick to download the complete agenda and speaker line up

Go here to read the rest:
Social Media Strategies for Travel 2015 | EyeforTravel San ...

August 26, 2015

Im so excited to be leading my very first webinar on September 9th with Social Media for Nonprofits. The presentation will focus on how to raise the relevance of your cause and make your message sing like a well-harmonized choir in all of your marketing channels. Often armed with a limited marketing budget its likely that youve felt that you need to do what has worked for you in the past in each channel instead of translating your campaign for each. The webinar will offer some strategies and ideas to help you bring it all together. Read More

POSTED IN: Blog

August 20, 2015

POSTED IN: Blog

August 12, 2015

Working in the nonprofit sector is essentially doing a lot with very little. I always have more than I can do and far fewer resources. Personally, I oversee and produce between 12-20 live programs and conferences in thirteen cities in three countries, I speak at 6-10 conferences, and I organize around 30 digital programs every year. There are hundreds of people I communicate with that are our stakeholders- from sponsors, attendees, partners, and media to vendors and venues. I rarely endorse or write about technology providers. I try to be platform neutral, but in this series, I am going to share with you all my top tools and how I use them to do more with less. Friends dont hide resources and the secret of their success from friends! So here we go! (more) Read More

POSTED IN: Blog

August 4, 2015

The following is a guest post from Joshua Schukman of WonderWe. The first thing anyone will tell you as you craft your social media presence is that you have to have content to share. From blogs, to photos, to videos, theres really no end to the different types of content youll be encouraged to produce. We non-profiters are used to telling stories and creating content, but the internet is now so saturated that it can be hard to get heard above the noise. Thats why I want to challenge the notion that content is king. (more) Read More

POSTED IN: Blog

July 27, 2015

POSTED IN: Blog

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Social Media For Nonprofits

"I'm not a doctor," runs the joke. "I just play one on T.V." Television and other forms of mass media, it seems, are often highly adept at making complicated tasks look simple.

This is especially true when it comes to marketing. A thirty-second ad for toothpaste will seem incredibly simple, even a bit silly--yet we'll find ourselves humming the jingle in the car on the way home. When we stop by the grocery store a week later, we might pick up that toothpaste, caught by its colorful box and placement on the shelves. We've been grabbed by a successful marketing campaign. It might seem so simple, we're barely aware of it--but it really represents a huge amount of research, design, and testing done by the toothpaste corporation.

Social marketing is based on the same principles used to sell that tube of toothpaste. It means to use commercial marketing techniques to try and improve social problems. A social marketing campaign might be used, for example, to try to reduce violence against women, or to increase the number of people who sign up as donors for the national bone marrow registry.

Managing a social marketing campaign might look fairly simple--like you're just putting up more posters to raise awareness of the lead poisoning problem in your community, for example. In reality, however, it's much more than that. Social marketing is no less than a shift in how you view and run your program or organization. It can be a very effective approach, but it's one with many details to consider.

On the following few screens, we'll try to make concrete how you can accomplish many of these details. We'll start by touching briefly on the importance of social marketing and when might be a sensible time for your group to draw up a social marketing campaign. Then, we'll dive into the details of how to manage a social marketing program. We'll include how to separate consumers into individual groups and how to find out what those groups want (and how you can give it to them). Then, we'll discuss designing the message, choosing the medium, and finally, implementing and evaluating your work.

Social marketing is an approach with a lot of advantages. Perhaps the two most pointed benefits are:

So when is the proper time to run a social marketing campaign?

It will depend quite a bit on your program or organization, of course, but generally speaking...

This doesn't mean your organization or program has to have a lot of money to use a social marketing approach. Excellent social marketing can be done on a shoestring budget, if people are excited and willing to put a lot of effort into making it work.

The management of a social marketing campaign is comprised of four major parts, which can each be broken down in turn:

Define the problem.

This is the first step of your social marketing campaign. The problem is probably something you already understand, or you wouldn't be considering such a campaign to begin with. Whether it is child hunger or environmental abuses, you know what you've set out to solve.

Articulate the problem

What is not as certain is that you have articulated that problem, or that it has been written down and is understood in the same manner by all members of the group. If you haven't done so, now is the right time to work together and get it done. That way, everyone is starting the work from the same place, and future misunderstandings can be avoided.

When defining the problem, be sure to do so broadly, without suggesting possible solutions. For example, your problem might be defined as, "Too many students drop out of school in our community," instead of "We need to improve teacher training so students will stay in school." Or, "Many women are physically and/or emotionally abused by their partners," instead of, "We need to build more women's shelters." By defining the problem more widely, the group remains open to more solutions, improving chances you will be able to solve the problem.

How do you do it? By deciding what are important factors for your group. Do teen parents tend to immunize their children less often than older parents? If so, you might want to consider teen parents as a subgroup. Can case workers help convince parents to immunize their children? Then they might be another subgroup.

Traditionally, subgroups have often been created by the following characteristics:

Which characteristics does it make most sense for your group to use? You might know immediately; all it will take is a few moments of brainstorming among members of your group. If you're not completely certain, or want to be sure you've thought of everyone, the following list of questions might prove helpful.

Questions to help choose appropriate subgroups:

The answers to these questions will differ according to the problem or issue you are addressing, the resources you have, and the community you live in. Having the answers laid out in front of you, however, you are sure to make informed choices when choosing subgroups to target.

First, you'll want to look up general information about people in your target group. Where do they live? How much money do they make? How much schooling have they had? Many such records are open to the public, and can be had from the Census Bureau, hospital records, school records, the public library, or elsewhere.

Next, you'll want to find out what your consumers think about the problem: how they feel about it, barriers to solving it, and what they want (what will convince them to change their behavior). This knowledge is crucial to setting up an effective campaign.

The marketers originally considered running only one campaign discussing the significance of the disease in their town. Looking at what they have learned, however, they realize that they need to create very different messages and services to effectively reduce the spread of AIDS in the area.

As social marketers, you will want to find out where members of your target groups are on this continuum, and how you can nudge them on to the next step.

For example, in a campaign to reduce the spread of AIDS, marketers discuss the problem with members of their target groups, and find clients have many different beliefs and attitudes about the disease. Some people are still unsure of what exactly AIDS is, or all of the ways it can be spread--they need to be brought to the "knowledge about the problem" stage. Others believe it is not a problem for them personally, or that "AIDS doesn't exist in our town;" these people are ready for messages on the problem's importance. Still others may believe in the problem's importance, and have taken actions to protect themselves, but do not do so consistently; they are having difficulty maintaining that change.

Also, you'll want to find out what's stopping people from using your program. If you don't understand the barriers and costs of your solution to your target audience, it's a good possibility your work will come to nothing.

You might think, "Wait a second. We have a program to teach adults to read, and it's free! There aren't any costs or barriers to coming and learning. Why don't we have more people who show up?" But by talking to members of groups you have targeted, you learn:

After learning this information from potential users, the group is ready to make the changes needed to breathe new life into the program.

You also need to learn what people want--what can entice them to change their behavior. To use a commercial example, think about the campaign Pepsi ran not too long ago. They said, "Drink Pepsi. Get stuff," and by doing so, capitalized on people's love of getting "stuff" free.

Your program or organization probably doesn't have the resources of the Pepsi-Cola Corporation. But you can use this information on a smaller scale, and have very positive results. You might find out, for example, that many women aren't using the science and math tutoring center because everyone who works there is male, and (women feel) the tutors are often sexist and discouraging towards women. What the women want is to have some female tutors as well.

Some of the most common include:

Once you have heard from your target groups, you're ready to start planning.

You might also try to decide if starting with any particular group is likely to set off a "domino effect;" that is, if you can convince one group to change their behavior, will that convince others to follow?

For example, if you can convince older students in a school to become involved in an effort to recycle their soda cans and newspapers, younger students might follow without any specific efforts on your end.

These aren't simple questions, and the answers aren't going to be readily apparent. But by taking the time to decide now, you'll save yourself work and headaches in the long run.

For example, if you are trying to increase the number of students who use the free clinic, publicizing the benefits might be enough of a draw for students whose school is across the street. If you want to convince students from the high school on the other side of town, however, your task is more difficult. You might decide to open a satellite clinic on their campus, or provide free bus vouchers for those who come to the clinic.

However, if your group is trying to convince parents to immunize their children, you might have the same strategy for everyone you are targeting: promote the benefits of immunization and the advantages of the clinic. But the message would be phrased differently for high school mothers, for members of the professional community, and for members of the immigrant community, many of whom don't speak English. The medium would be different as well--the message for professionals might take the form of a technical article in the city magazine, for teens it might be a presentation at a meeting of teen mothers, and you might rely on word of mouth for the immigrant community.

Often, as we see in the immunization example above, strategies can be generalized for the different groups we work with. But be careful, and make sure that's true for your situation. Most importantly, remember the information you've received from members of those groups--using it will help your program to fly.

First, develop messages based on the strategies you decided on above. What do you want to say, and to whom? And most important, how are you going to say it?

Think about the language your target audience speaks. Sometimes, this is obvious--messages to Hispanic members of the community may be much more effective in Spanish; messages about illiteracy will be better placed on the radio or television than in the newspaper.

But even beyond this, the way you say things is important. Young people often have a language all their own, and if you are directing a message at them, it should be in their language. Some groups of people tend to be wary of any authority, and won't take kindly to having "expert opinion" thrown in their face; for other groups, this is the only thing they will listen to. You should have already discovered what is important to your audience; use this understanding as you design messages.

You might also want to consider using what's sometimes known as "panel design." That is, design messages that follow up on one another. For example, you might air advertisements or talk about the importance of physical exercise in general for a few months, and then, when the idea has had time to turn about in people's heads for a while, you can promote new exercise classes being offered at the community center. Or ads talking about the negative consequences of smoking can be followed by the creation of smoking cessation classes--which could be followed in turn by a support group for those who have quit. Using this method is an effective way of moving people along the "continuum of understanding" discussed earlier.

Finally, as the saying goes, the more the merrier! If you have the resources to create and disseminate many different messages, do it. Diversity is key to survival in the biological world, and we, as community organizers, would do well to learn a lesson from the natural scientists. The more times a message is given, and the more ways in which it is told, the more likely people are to really hear it--and finally, to follow it.

At this point, much of the hard work is over; you just need to go out and do what you planned. If you have planned the details carefully, this part should come together naturally.

After the plan has been implemented, though, you're still not done. Social marketing is a continuous process, and the next step you need to take is to monitor your work, and make sure it's effective. This evaluation is covered in great detail in: Evaluating Community Programs and Initiatives, but some of the highlights include:

If a social marketing campaign is aimed at long-term behavior change in the community, then it really never ends. This is true for local health initiatives or any other intervention meant to change community behavior: It really only works when people can see it, and when they continue seeing it, day in and day out. If you turn your back for a minute, the whole thing can fall apart. Eternal vigilance is not only the price of freedom; it's the price of any social change program or initiative.

The only exception is when the goal is time-specific and narrow. "We want to make sure Wal-Mart can't build here" might be a time-limited campaign, and be over when it's over. Long-term behavior change is rarely so limited. For example, "We want all kids vaccinated" goes on until babies stop being born in the community.

Managing an effective social marketing campaign takes a lot of thought, resources, and elbow work. As in regular marketing, a lot of "behind the scenes" work takes place before a 30 second advertisement is ever aired. Effective efforts, however, have made huge differences in the lives of us all. Campaigns have helped us reduce our risks for heart disease and lung cancer; they helped us eradicate small pox and are helping us to realize what the World Health Organization terms, "a world without polio." Your organization, too, can use this powerful tool to help you achieve your goals.

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Chapter 45. Social Marketing of Successful Components of the ...

Following the incredibly successful World Social Marketing Conference in Sydney 2015 we are delighted to announce, with the help of all our supporters and sponsors, that the 5th World Social Marketing Conference will take place in Washington D.C, USA in April 2017.

The mission of the World Social Marketing Conference is to act as a vehicle to help build a global movement dedicated to capturing, spreading and nurturing good practice in Social Marketing, as well as increase the efficiency and effectiveness of Social Marketing practice at both operational and strategic levels.

We are committed to running the World conference at locations around the world every two years to in order to build a truly global community of Social Marketers. At our last conference representatives from over 40 countries came together to exchange ideas and good practice

Social Marketing is a set of evidence and experience based concepts techniques and principles that provide a systematic approach to understanding behaviour and developing social interventions that work. It is a fusion of science, experience and practical know how.

New ideas and evidence will be presented by global thought leaders and practitioners. The event will bring together practitioners, academics, policy makers, researchers and industry to explore and enrich Social Marketing practice around the world.

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Washington DC 2017 | World Social Marketing Conference