Starbucks Social Media Analysis

Topics: Social media, Twitter, Facebook Pages: 4 (1224 words) Published: March 25, 2012
DATE: February 23
SUBJECT: Analyzing Social Media: Starbucks

The following memo will address the use of social media for the Starbucks Organization. A brief introduction to Starbucks will be given along with an introduction to social media. Key points that will be addressed include the types of social media used in relation to the rhetorical situation (audience, purpose, and context) in which the social media connection is used, how Starbucks uses the context of the social platform for an intended purpose to a specific audience, and the extent to which Starbucks uses its social media presence in an effective manner.

Starbucks Overview
The Starbucks Corporation was formed in 1985 and today operates in over fifty countries. Starbucks operates under the company’s objective to “stand as one of the most recognized and respected brands in the world” (Starbucks). The company has found a large-scale and interactive way to do this: social media. With over 28 million ‘likes’ on Facebook, 2 million followers on Twitter, and the company’s own social media site, MyStarbucksIdea, Starbucks is finding innovative and creative ways to connect with customers (Starbucks).

Social Media Overview
Social Media is described by professors at Tufts University as, “media used to collectively describe a set of tools that foster interaction, discussion and community, allowing people to Web Communications build relationships and share information” (). Some of the most visited social media sites include Facebook, Twitter, Digg, YouTube, Foursquare, and Flickr. While there are common constituents in each social media site, there are also key differences that make each site unique.

Starbucks and Social Media
Starbucks has had a social media following for many years and continues to find innovative and interactive ways to manage customer responsiveness. As most companies view social media as a marketing channel, Starbucks...
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