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What’s your story?

Contents. 04. Introduction 06. Preface 08. Methodology 08. Supporting Research

10. The Findings 11. The Social Storyteller 12. Personal Professional 14. The Connected Creative 16. Offline? What does that mean 18. Employ Me 20. To Summarise 22. The Opportunity 23. What will your story be? 24. External Audit 24. Market Overview 25. Shaping Social 26. Market Growth 27. PESTLE 28. Competitive Landscape 32. Future Outlook 33. Bridging the Gap 34. The Solution 36. The Brand 38. Branding Guidelines 40. The Business 44. Justification 45. Business Goals 46. How we aim to operate 48. Marketing Mix 52. Consumer Segments 53. Business Objectives 54. Smart Objectives 56. 3-5 Year strategy 58. The campaign 61. Tick tock, Timing is Everything 62. Marketing Timeplan 64. Capital Funding 65. Profit and Loss 66. Measures of Success 67. Mckinsey’s loyaly loop 68. Analysing the Risks 70. Lasting Legacy



In response to worldwide development, globalisation has enabled new opportunities and interactions amongst the industrial sector, due to constant connectivity, and the ambitious mind-set of the generation Y. In addition, the rise of social media is changing the way individuals interact, both offline and online. On an average, a daily American spends almost 3 hours per day surfing social media, across the globe, this is equivalent to 101.4 minutes per day (Statista. 2016). These statistics show how consumers are no longer interested in what is going on around them, but also, what is happening online. Today, having an online identity is just as important as offline identity. In particular, generation Y and generation Z are heavily influenced and absorbed by the social media, which impacts their decision-making, buying behaviours, and attitudes. Ultimately, today’s consumer is visually drawn to the material they can aspire and relate to.

order to connect on a meaningful level with the consumer, allowing them to stay engaged and eager for more. The stage two report shall consider the influence social media has over generation Y’s behavioural habits, and how they interact with regards to networking and job prospects, in order to devise a solution in support of young people starting their career. This report conducts further research to outline a concept for pre-professionals, whilst providing social and economic benefits to the UK economy.

“Humans absorb information visually about 100-150 times faster than words. It makes sense because we’ve been doing this for millions of years. If we can once again distill words down to visuals, it becomes a more powerful method of interaction.” (Scott Galloway. 1. 2014) Together, these factors heavily impact upon communication strategies for brands, and further affect the way people network and market themselves today. Ultimately, communication strategies have evolved to facilitate this shift, in


Fig 1. The internet of everthing.



Prior to the study, former research was undertaken, investigating how the boundary between work life and personal life has almost diminished, as today’s modernized society blurs consumer lifestyle into an all-consuming reality. The question was devised through a killer insight found in the future thinking project, which identified how technology is integrated within consumer lifestyles, and their online access, and how business and personal relationships should be embraced.


In addition, stage one of the project aimed to identify a solution to: ‘How organizations can support work-life integration for the employees of the future, to ensure brand loyalty.’ Research found that the blurring boundary between consumer’s work and personal life did not affect them, and did not appear as an important topic area. However, the research identified the two following killer insights, which are as follows:

1 Successful networking is built upon global connections, combining passion and creativity. 2 The strength and prospects when like-minded people are brought together, and how this enables endless opportunities with regards to networking for the future.


Fig 2. How do I manage my work-life balance?

These insights provided viable information to investigate further the importance of online networking, in order to ensure the loyal connections for the future. Evidently, the study revealed how further research was needed to be undertaken, in order to gain an in-depth understanding to online networking, and how it needs to be embraced, with regards to the conversations amongst relationships, brands and businesses, to certify engagement and further fuel creativity and ambiguity.


To support the body of the report and ensure validity, further quantitative and qualitative research was conducted to help gain valuable insights from the external environment, which was analysed to gain a full understanding of generation Y’s online behavioural habits. The study shall further distinguish how the rise of self-promotion, constant connectivity, and their ambitious mind-sets impact upon their online interaction with regards to employment for the future. Nonetheless, the study focuses on the evolution of recruitment, and the impact of social media for hiring future talent (See appendix A1 for full research methods, and the strengths and weaknesses).

Supporting Research.

The survey posed some questions, which aimed to identify how generation Y currently manage their social media, in comparison to the text-heavy networking sites. Ultimately, this meant, the behaviours between students and graduates would slightly differ, therefore, to overcome this issue, the focus group was divided into students and graduates. This was to ensure validity amongst their behaviours and receptions with regards to the topic questions.

Research Aims

1 To analyse generation Y’s behavioural habits 2 Discover the impact of the rise of self-promotion and the opportunities it enables 3 Analyse the impact social media holds with regards to recruiting and hiring the correct talent 4 Identify the impact of visual imagery with regards to online interaction


“Young people are more inclined to use social media networks than other age groups are, and image-heavy sites such as Instagram, Pinterest and YouTube work particularly well for fashion� (Mintel Report. 2015).






ss Let



The social story-teller. The social aspects of social media

To achieve the aim of the survey, and find out the importance of social media in the lives of generation Y, the findings show that 40% of the consumers check their social media at least once an hour, if not more. More importantly, “young people are still the main drivers behind usage of both social and media networks� (Mintel Report. 2015), and when surveyed, not a single respondent stated that they did not use social media. Ultimately, this shows how generation Y prioritize social media within their digital lifestyles. However, it is debateable that social media consumes too much of their time, and is not proactive, because consumers continue to grow and expand their online presence. When analysing generation Y’s online behaviours, 96% of the respondents stated that their main activity is to stay in touch with their family and friends, worldwide. These results were predicted due to the global accessibility of social media. Nevertheless, further research found that 83% of the respondents used social media to share their photos and other images. This was further discussed to identify how the cohort interacted and related to the heavily pictorial content online. The results found that 74% used it as a source of inspiration, and 70% stated that they used it to interact with brands, in hope of inspiration. The results from the study emphasised the importance of imagery and the impact it holds, with regards to user engagement. In support of the report, this area required further exploration into the pictorial content of social media, specifically to attract online business opportunities.


Fig 4. The social score.

Job advertisement engagement could now be measured within a couple of minutes of advertising a post, and candidates could be directly screened according to their social profiles. But most importantly, social media opened up a gateway to the passive job seeker. (Alison E 2015)

Personal Professional

Fig 5. Global connectivity for professionaly everywhere.


In comparison to the online networking sites, 91% of the respondents stated that social media enable the consumers to showcase their personality online, however, the study shows that the same cannot be said for corporate networking sites. Aside from this, the research found that 74% of the respondents used social media to showcase their passions and future aspirations. However, findings from an interview with an industry expert in recruiting noted, “recruiting today isn’t about if consumers fit the requirements, its much more than that. As a business we look for people with passion across numerous areas” (X,2016). Ultimately, this kind of information can only be found from online search engines, without contacting the person directly. Yet, today’s consumer is disregarded instantly if their personal profile coincides with their professional profile. Therefore, consumers are pressured to manage more than one social media platform, in order to appeal to the correct audience.

businesses, brands and individuals collide to create a truly dynamic and visual industry” (Tomes. Mark. 2013). Tooms states, “we” exist in a colourful world, and together, society creates great dynamic and visual sectors. However, the statistics show the importance of the creative sector, as the “UK creative industries generate £84.1bn a year to the UK economy” (Direct Gov. 2015). Yet, in order to analyse the current support that young people received during and after university, further research was carried out to gain insights into what support is currently out there for pre-professionals within the creative sector.

From the study, a graphics student stated: “LinkedIn brings me no benefits, I want to showcase my artwork, not just write about it” (Z,2016). This highlighted the importance of networking platforms with regards to different professions, for example, what works for business students is not going to work for the students from the school of art. The quote above highlighted the significance to investigate this issue further, specifically from the point of view of students, and what support they currently receive, and whether it efficient enough. “While each social media channel certainly has a place in the marketing mix, none have quite managed to hit the mark when it comes to the creative industry. We exist in a colourful, interactive world where


Fig 6. The internet is the route to everything.




Simalirities with online social recruitment sites

100% of the respondents stated that they were familiar with recruitment site LinkedIn, followed by 64% who spoke of indeed and 36% of monster. This shows the positive impact of online recruitment, as the respondents from the study were all highly aware of these sites. Therefore, these results were expected, as generation Y today live digital lifestyles, however, it seems these sites fail to target this age group successfully



39% USE IT TO CREATE NEW ONLINE CONNECTIONS Creative consumer behaviours

perceived as ‘off putting’ to generation Y, which presently has resulted in the lack of engagement from this demographic. In order for consumers and businesses to interact online, mutual interests and reciprocal content today is notified as a necessity.

When surveyed, 43% of the consumers found professional networking sites to be text-heavy and dull. They further stated that as the site was uninteresting, it resulted in their lack of usage and engagement. In addition, only 41% of the consumers stated that they used professional networking sites weekly, and not daily.

“If we are to really hammer home the value of the creative industries and get the industry the recognition it deserves, we need to join forces. We need to give the creative industries the social network treatment and give individuals, creative agencies and brands a place where they can really come together.” (Tomes. Mark. 2013)

When queried through further research, it was seen that corporate networking sites lacked user engagement. It further identified that the content was not necessarily relevant or catering their needs. Results found that the pre-professionals studying within the creative sector felt: ‘as though they should be operating across these online recruiting platforms, seeing as everybody else is’, (see appendix A4 for full discussion). In response, additional research was conducted about why consumers felt so strongly towards this matter. The results found, 57% of the consumers stated that professional networking sites do not enable them to showcase their personality, alongside their career aspirations. The latter results identified 91% of the respondents who stated that they interact differently across professional networking sites, in comparison to their activities amongst social media sites. Even though professional networking sites are to be managed in a corporate manor, the lack of engagement and text-heavy content is

CREATIVE. Fig 7. Professional? Personal? You tell me.




Due to the instant accessibility of information, generation Y have never experienced offline recruitment. This generation is trapped in a digital daze, and the rise of constant connectivity continues to fuel online accessibility. “In 2020, perhaps recruiting will look more like online and mobile dating where matches are determined both by keywords and other fit factors” (Cruz. Esther. 2015). This was further noted in the insights taken from the stage one report, as successful networking come as a result of global connections. Additionally, “professional networks are transforming the way recruiters find talent according to LinkedIn’s 2015 global recruiting trends. Ultimately, statistics from the report show the following: “quality of hire is the most valuable firing metric, followed by time to fill,” ‘which has increased by 73% over the past four years’ (Tolan.Josh.2015).

as the study show that they are an essential tool for hiring talent. “Social media has s empowered individuals to voice their opinions and concerns and share content in ways no one could have imagined. Along the way, geopolitics and the world of business has been radically transformed.” (Wellons. C. Mary. 2014) Highlighting how social media allow the users to be imaginative and inventive with their profiles, this is a key element for recruitment sites to take forward their hiring candidates, in order to gain a well-rounded perspective of the person before making further arrangements.

Fig 8. Showing how people are more interested in what’s going off, online.

This shows the high levels of potential for social sites, which is rapidly becoming a growing source for quality candidates. In addition, for recruiters to maintain their current positioning, it highlights vast opportunities for businesses to utilize social sites,


Fig 9. It all starts with a click of a finger.


Employ Me. Pick me. Pick me!

they are the go-to place for advice and guidance for the students in search of employment, (see appendix A9 for full in depth interview). Then, it was found that after graduating, the students can still access their recruitment support sites, but their role is more tailored towards ‘helping students get the job,’ and not necessarily through their areas of expertise.

To further analyse the recruitment evolution, segmentation of the target demographic, and the current support they receive from their institutions, in-depth research was conducted to identify the processes that graduates go through when looking for employment within the creative sector. This subject is perceived as a hot topic. Currently, the overall employment rate for working age graduates is at 87.5% (Direct Gov. 2015), which is the highest level seen since 88.3% recorded in 2007 (Direct Gov. 2015). However, the study found that the recent graduates struggle to secure a job in the field of their degree, up to a year after leaving university. A discussion around this matter was carried out to further identify the gaps that young people are noting while obtaining future employment. In addition, universities are under presser to leverage their students into employment, however, the findings showed that students felt their universities did not account for the industrial sector they were looking to pursue a career with. They felt that in order to achieve successful engagement with their employers they required further guidance and support.

In support of the students, PebblePad is an e-portfolio for the institutions to invest in and provide the learners with an online networking site to interact, collaborate, and learn from one another. Students can further reflect and receive guidance to ensure future successes and maintain their PebblePad portfolio after university. By using online resources, it further shows the evolution of online activities, and how it is being utilized to support the students after their time, and the benefits social media can bring while operating in a corporate environment. “While estimates through 2039 are not available, experts agree that by then, use of social media will be ubiquitous and integrated into our daily lives in a multitude of ways” (Wellons. C. Mary. 2014).

In addition, this was inquired further, with a student employment advisor. It was then discovered that




The Problem.

The findings from the study show how the rise of social media has empowered the rise of online self-promotion as well. However, consumer data today is accessible from every angle. Nonetheless, it could be argued that the consumers are not happy about data transparency online, yet, they continue to connect and upload content onto the social networking sites. Furthermore, the leading social networking site, LinkedIn, was found that it was not meant for everyone and lacked user engagement amongst this generation. As the research identified correctly, it did not enable the consumers to appeal to employers in the correct way to suit them. Ultimately, the study analysed how social media sustains a high level of importance in generation Y’s lifestyle, in comparison to corporate networking sites, which lack user engagement. In order to re-engage this generation, recruitment sites need to connect with the consumer on a profound level, to meet the needs of the consumer and maintain loyalty and trust.


The Complication.

“Social media is changing rapidly. We are going from a world of simply tweeting about our cat, periscoping about our lives, to deducing that information to create more impactful and tailored messages� (Agrawel. AJ. 2015). Initially, the impact of social media showed that the recruiters viewed candidates from a holistic perspective. (See appendix A8 for how recruiters are using social sites). Therefore, an online profile is no longer enough. Apart from this, if recruiters were to utilize social media and algorithms, the process would become quicker and more efficient, tailoring the correct candidate to the role.

Fig 10. There is always a solution to a problem.

The Opportunity.

“Between 2014 and 2015, consumer social platforms Pinterest, Tumblr, Instagram and LinkedIn experienced the biggest growth, yet the major players within the market remained relatively stable and its growth has now begun to plateau” (Chaffey. D. 2016). As the findings show, market potential is on the increase, alongside user engagement, highlighting vast opportunities for new market entrants. This is due to the younger users who manage their platforms and broaden the number of networks they are currently using. As a result of this, user engagement shall remain a high priority for the established networks. Evidently, online relationships enable networking opportunities, which 10 years ago would not have existed. As a result of this, cross-sector collaborations have taken place to create new business ventures. With this huge success in mind, how can businesses further relate to the consumers about their job prospects? Society has already begun evolving the way consumers market themselves to appeal to businesses, therefore, society shall further evolve, to help candidates make a lasting impression on the recruiters. Online access today enable the recruiters to scope out the potential employees through online social channels. “Social recruiting is now the norm, 93% of recruiters use or plan to use social to support their recruiting efforts” (Jobvite.2014). The report aims to devise a concept to bridge the gap between self-promotion, networking, and recruiting for the future, in order to portray a professional online identity. The devised solution shall support pre-professionals to promote themselves and appeal to the correct target audience.


A lot of people have guessed at the structure of creative industry careers; none has had the evidence to support anything other than informed hunches. The issue is important. The industry is important economically, but more fluid and project based than most. (Hutton.W.2015)

What will your story be? Fig 11. This opportunity is for you. 23


Recruitment has been one of the ancient yet prominent industries. Throughout this evolution, one aspect has remained the same ‘Change is the trend’. (Reddy S. 2014)

Market Overview.

Society comes in numerous forms. However, the report specifically focuses on recruitment through social media, for creative networking to aspire towards future opportunities.

employers who used social media to hire found a 49% improvement in candidate quality through traditional recruiting channels. However, this number has steadily increased since 2008 due to the growth within the UK economy’ (Jobvite.2014).

“55% of recruiters have reconsidered a candidate based on their social profile (up 13% from 2013)” (Jobvite.2014).

For hiring through social channels, “89% of all recruiters report having hired someone through LinkedIn” (Medved.JP.2014).

‘Businesses and recruiters are utilizing social media as a primary method to reach their target demographic, to review social profiles and uncover mutual connections and further evaluate their written and design work before taking the applications further. In today’s society, social media enables recruiters to find quality hires by targeting talent, engaging candidates, evaluating applicants and showcasing their brand. (Jobvite.2014). In addition,

‘However, Facebook and Twitter were trailed by a by a wide margin and it only reached 26% and 15% success, respectively. Showing for these platforms it wasn’t as efficient and affective’ (Segun. Akiode 2013).


Shaping Social. key market trends

The concept shall consider the key market trends which currently shape the recruitment market and what the businesses need to take forward, in order to meet the consumers’ needs for the future. In addition, relevance is a key factor, apart from time consumption. Not only will this impact social media strategies for the brands, but also, it will further create an impact upon the businesses while maintaining online connections, creating new ones, and building online relationships. TREND Micro Trend: Multimedia of Content

Macro Trend: Enterprise social media




“With the explosive growth of images and videos on the Web, there is an urgent need of techniques for efficient analysing and indexing multimedia contents.” (MCRL.2016)

Social media has become a way of organizing, browsing, and searching for multimedia data. Social sharing is processed on a vast scale, however, across the social sites as ‘tagging,’ ‘image geo-location’ and ‘social clues’, which are all implemented to filter search engines and create a robust system to help improve the overabundance of social information.

Consumer demands are becoming more superior, and, at a larger scale. Therefore, for both brands and businesses, they need to implement these trends, making relevant data accessible and reliable from every angle. A current brand that is ahead of delivering this service is Instagram. In relation to marketing, branding, and promotional material, the key focus will be the quality of the content and driving engagement.

Consumer social media is experiencing rapid growth across global markets. In addition, enterprise social media has begun to emerge for organizations, creating an internal/ external network for the companies.

Enterprise social media services are intended to support the colleagues and users through private online communities. Examples of social enterprises in corporate environments are Tibbr, Yammer and chatter. Which all connecting colleagues seamlessly and further showing the evolution of social media. As the findings show, both consumer social media and enterprise social media has evolved to facilitate consumer needs, showing how social media is becoming the way of life.

To facilitate this, modifications have been made to classic social platforms to generate visibility of an enterprise, for example, Facebook at work. This shows how strategies are being implemented to improve human and environmental wellbeing, which would result in maximised profits and employee wellbeing.

Fig 12. The key trends that are currently shaping social recruiting.


Market Growth.

The market shows high degree of potentials for new market entrants who would utilize social media to give them a competitive edge if they are to combine the key aspects from each market.

‘In addition, in regards to the recruitment industry, social media is the greatest opportunity for recruitment agency’s to grow over the next five years’ (Mintel Report 2015).

“Social media certainly has strong value for those already in the recruitment industry, but agencies regarding it as the greatest growth opportunity will be challenged by those that have already embraced the media” (Mintel Report 2015).

Not only is the social media market experiencing growth, as economic upturn continues to rise, the recruitment market is set to expand, creating new opportunities and jobs for the consumers. Therefore, in order to reach the candidates, it is vital that social media and recruitment agencies work together, offering new opportunities. For the future, the recruiters’ greatest growth opportunity is through social media.

This highlights that if businesses customize social media to their needs and exploit the benefits it holds when looking for successful candidates, these factors together will result in huge successes all round. However, if businesses fail to do so, they will lose their competitive edge as the market grows, due to the overabundance of new entrants and competitors maintaining a strong market position. Correspondently, the market for 2016 is predicted to have a growth of 7%, with the market expecting to expand by 21% in real term by the end of 2020 (Mintel Report. 2015) These statistics shows that the market is at a strong, economic position.

Ultimately, if the candidates maintain an online presence through social media, it will impact their success rates for future employment. As the study show, recruiters are looking beyond a profile and into the life of the consumers.

Fig 13. Highlighting the market potential.





Forecast cuts in general government employment are predicted to reach 1.1 million less by 2018-19 compared with 2010-11 (OBR. 2011). Alternatively changes in the government policy make up political factors, however if it appears theirs lack of political stability in turn it may add a risk factor or potentially lead to a major loss for businesses. For governments to alter their rules and regulations is shall in turn affect businesses.


UK economic growth is amongst strongest in Europe. The temporary agency sector is forecast to grow by 29% from 2014 to 2019. (EY.2015) Factors such as high pay rates for skilled contractors, an ageing workforce and staff shortfalls in areas like the medical sector will boost expansion.

Political marketing amongst social platforms can impact consumer opinion due to being heavily influenced by individuals.

IMPACTS ON RECRUITING The political situation of a country affects its economic setting.

In addition, political factors can result in grants or loads for small businesses that are struggling, in order to help them succeed.

Underlying market conditions remain strong in the UK. With the economy expanding, skill shortages appear an issue and will therefore increase the value of placements and work-experience for younger people.

The economic environment affects the business performance. However, with the UK operating a strong economic position this shall therefore create greater employment opportunities for businesses. Some economic rebalancing is expected as a direct consequence of fiscal retrenchment, with a marked shift away from employment in public sector activities. The share of public administration, health and education in total employment is, in fact, projected to decline from 26% to 25% between 2012 and 2022. (Mintel Report. 2015)

Government forecasts, contained in the Working Futures analysis, indicate a steady recovery from the recession, with around 1.9 million additional jobs by 2022 compared with 10 years earlier. (Mintel. Report. 2015) The value of the permanent placements sector is forecast to increase by 19% in real terms between 2016 and 2020. Graduate recruitment is expected to rise, bolstering the sector, along with demand for staff in skilled functional roles, such as marketing and IT. The trend towards hiring graduate and junior staff to be trained in house will also support permanent placement billings in the next two years. Growth is expected to slow in the long term as vacancy numbers ease and temporary staff are increasingly taken on as permanent employees. (Mintel Report 2015) Social

The rise of online social interaction has resulted in an increase in business participation advertising online to enhance brand value and connect with the consumer. Ultimately social enables brands and consumers to stay in touch by providing online interactions by enabling them to appeal to new opportunities.

Helps small businesses and entrepreneurs grow, connect and provide online services. The rise of global connectivity has enabled collaborations for businesses across industry sectors, combining areas of expertise in order to enhance online presence by allowing brands to appeal to new consumers.

Social has enabled recruiters to scope out talent from a holistic perspective. Market trends are beginning to emerge showing relevance is key, therefore social for recruiters provides endless opportunities in order to hire the correct candidate.

Techno logical

Universal access to the internet.

The rise of digital marketing has resulted in personalized content through the use of algorithms and data transparency.

Online sourcing and profiling in order to find the right candidate has become accessible for recruiters. Alongside tracking past history and online activities.

Employment agencies act 1973 – Research conduct of employment agencies and employment business regulations 2003. (Mintel 2015)

If taxes and inflation rates rise, it would result in reduced revenue for businesses. In turn, this may impact future strategies for larger companies, however smaller businesses would be more heavily impacted.

Legal considerations in regard to employment provision for under-privileged castes will result in a positive impact on recruitment policies of organizations.


The Conduct of Employment Agencies and Employment Businesses Regulations 2003. (Mintel 2015).

There are certain laws which would need to be implemented if brands were to use interns rather than hiring staff.

The Communications Act 2003, responsible of cultural secretary. In addition, laws cannot change a person’s online behaviour. Environmental

Today’s consumer spends time searching, scrolling and surfing, which have enabled consumers to interact through their smartphone, tablet or laptop.

Fig 14. Analysing the landscape. 27

Enhanced working skills, through businesses and organizations as its accessible online its resulted in reduced amount of travelling. Due to online accessibility, it means less paper is being wasted alongside transportation emissions.

Online is becoming integrated within consumer lifestyles. Therefore, consumers are becoming accessible wherever they are through smartphones. In addition, this means online interviews are taking place, alongside calls and tests.

Competitive Landscape.

Market Situation.

By analysing the market situation, it allowed further insights into which strategies currently do and do not work while maintaining a successful business. The competition was analyzed throughout the UK market, looking at both online and offline networking and recruitment sites. The perceptual maps looked at both direct and indirect competition, to identify the brands with low brand awareness to the mainstream ones competing in the marketplace for the same target consumer.

Fig 15.

Facebook continues to be the largest social network by a considerable margin while continuing to add to its total active user base again in 2013. Since 2012, monthly active users increased 16.5% to 1.23 billion and daily active users increased 22.5% to 757 million, but Facebook’s greatest success has been a 39% increase in its mobile monthly users, totalling 945 million by December 2013. (Mintel Report. 2014) 28

Indirect Competititors.

The brands operating within the social media market are all indirect competitors, and as they are operating within the same market, the new concept shall enter, but fail to provide the same functions (see appendix A12 for table analyzing the leading social networking platforms, and what to take forward from them). As highlighted, UK social media’s perceptual map shows a gap between the corporate social networks and creative social networks. The research shows the lack of engagement with the corporate networking sites,which is due to their deficiency of originality in the marketplace. However, as analyzed within the market trends with corporate network rise, it will also increase the market growth and its attractiveness.

See To Believe.

Instagram is currently leading the social media market for making creative content and creative sharing, followed by several other creative brands which are competing to become the market leader, as highlighted. “Visual media do more than communicate information, they inspire emotion and action. Serving a potent cocktail of visual and mobile, Instagram could be the first platform that delivers on the promise of social commerce via the power of user-generated content” (WGSN.2014). Furthermore, the study identified the consumers who prefer to interact through creative sharing and conversation. “We predict that in the near future, brands featuring user-generated content alongside brand-created content will be the rule rather than the exception” (Pau. S. 2014). Ultimately, the research findings show pictorial content is key, alongside relevance.


Direct Competitors.

Ultimately, the current brands operating within the recruitment market are all direct competitors to the new concept, as they will replicate the idea in a similar way (See appendix A13 for direct competitors and what to take forward). However, research findings show that LinkedIn is currently the market driver, owning 74.86% of the recruitment market (Mintel Report 2014). But, the target market for the study have yet to experience offline recruitment, therefore, it is only applicable for analyzing the online competitors which the concept will compete against, (for potential threats and direct competitor market share, see appendix A13).

Fig 16.


Market Driver. LinkedIn

Amongst the competition, LinkedIn’s search filters, real-time updates, private messaging, and recommendations give the brand an extensive competitive edge. However, the study identified how generation Y perceive the platform to be ‘business facing, boring, text heavy and dull’ on several occasions. This is a downfall for the brand, and although LinkedIn operates within the social media market, it is mainly used for recruitment and networking purposes, therefore, their direct competition lies within the recruitment market. However, LinkedIn, specifically for business opportunities, battle heavily with consumer involvement, in comparison to the social media sites. Alternatively, it provides consumers from a corporate environment a platform which would appeal to future employees, however, for creative consumers, it fail to help them portray their talents and expertise. Ultimately, to say the UK creative industries generation £84.1bn a year to the UK economy, businesses could cater for pre-professionals in a more proficient manor in order to ensure the right candidate for the role (Direct Gov. 2015). In addition, the findings from the study classified LinkedIn as a platform which was going through a downfall, specifically with regards to the future opportunities for young people within the creative sector.


Net income for LinkedIn increased 24.1% for the year, up from £18.1 million to £22.4 million. (Mintel Report. 2014)

As of December 2013, mobile traffic represents 41% of all traffic to LinkedIn. (Mintel Report. 2014)

Between 2012 and 2013, LinkedIn saw a substantial 37% growth in users. Between December 2011 and December 2013, LinkedIn has almost doubled its user base, increasing 91% from 145 million users, to 277 million users. (Mintel Report 2014)

Future Outlook. Go to place for recruiters

Market Attractiveness

Through analysing both the social networking and recruitment market, the lack of platforms for initial self-promotion became clear. Ultimately, whilst there are current self-promotional sites within the market, the research found that the only self-promotion sites that the students and graduates named were social networking sites. This is due to the impact of social media and how today’s consumer is surrounded by the overabundance of online social interaction. For generation Y, social media provides conversation, opinions, and diverse assumptions, which is why, managing two social platforms in today’s society is more convenient and worthwhile to this cohort. (For additional information on the social media market attractiveness in regards to recruitment see appendix A11 for Porter’s 5 forces analysis).

In consideration of these rapid shifts, recruiters for the future shall connect with candidates through related interests and aspirations to ensure future success. As for the consumers, it is key to promote themselves, in order to appeal to the correct target viewer. This was further identified amongst the study, where both the students and graduates felt as though they did not receive the industrial expertise from their institution. Therefore, in order to compensate, they currently manage more than one social platform to segregate their personal and professional online identity. This additionally highlights an opportunity for a new brand to enter the marketplace and bridge this gap.

Bridging 32

Fig 17.

the Gap,

Between Social Media and Recruitment.

In order to support pre-professions to ensure future employment, the gap between social media and recruitment needs to be bridged by taking forward the elements from each, in order to meet with the consumer needs.




Fig 18.

Solving the problems for the poorly served digital dreamer and the contemporary creative. In order to fulfil the needs of the consumer, the new business concept shall provide a solution to facilitate the evolution of recruitment for the future, whilst incorporating the impact of social media, specifically in the way how consumers today interact online. In support of the concept, the research identified ‘the most highly shared pieces of content on mediums such as Facebook, Twitter, and Instagram are pictures. These serve not only as great sources of enjoyment, but are the easiest ways to inform someone about a topic’ (Agrawel. AJ. 2016). Furthermore, it is important to understand how the process can be tailored and operated in a specific manner, to ensure that the target demographic generation Y are engaged and satisfied with the service. In addition “between 2013 and 2014, there was an increase of 110,000 (7.3%) in the number of jobs in the Creative Economy held by individuals with at least a degree or equivalent” (Mintel Report 2015). (See appendix A16 for the roles within the creative economy, and the importance for supporting it). Highlighting the growth and importance of the pre-professionals entering the creative sector, therefore, the devised concept shall support the value of the creative industry, due to the growth of “nearly 10% in 2012, the highest amount of any UK industry. Employment went up by 8.6%, compared with 0.7% in the UK overall’ (Guardian 2014). These statistics highlight the opportunities for an industry sector in need of reinforcement. (See appendix A16 for creative occupations, within the creative industry). In addition, the study showed consumers operating within this sector receive a lack of support, in order to ensure future success.


Fig 19.

Fig 20. Logo.


The brand is built upon four key elements: honest connections, the inventive incentive, trusted rewards, and creative conversation. Together, they form the brand name HITC4. These traits are integrated closely with the brand essence, values, and characteristics, to celebrate pre-professionals branding themselves on the route to employment. The brand name is memorable, crisp, and concise, to fit within the branding guidelines and form a recognizable identity.

Fig 21. 38

Fig 22.



Where LinkedIn fails to bridge the gap between social media and recruitment, HITC4 aims to overcome these issues, and further offer an alternative solution to employment. For generation Y, it is all about ‘brand me’. The business shall operate two business models, business to consumer (B2C) and business to business (B2B).

Mission To connect pre-professionals with future employees through the power of imagery. Enabling honest and successful connections. Vision To envision a world where connections are made through shared passions, ambitions, and creativity.

HITC4 as an enterprise

HITC4 shall further launch as an enterprise, which is all about learning, evolving, and giving back to the community (discussed in greater details in communication strategy). ‘With the UK viewed as a pioneer of social enterprise and the associated practices of social investment and social value,’ (Social Enterprise UK. 2015). The support of young people shall lie in the heart of the brand but further provide financial, social, and economic benefits to the UK economy. In addition, ‘the value of the permanent placements sector is forecast to increase by 19% in real terms between 2016 and 2020.’ (Mintel Report 2015)


Fig 23. Providing lasting connectins.

To ensure that HITC4 is easy to navigate and the content is consistent for all users, the site shall be made up of mainly pictorial content, allowing both users and viewers to connect through imagery and interact through fewer words. This is due to the research findings, which found that consumers are visually stimulated, as a picture is worth a thousand words. In addition, the branding guidelines shall remain consistent and recognizable when compared to the competitors, both online and offline. This shall ensure that all promotional material and website design shall be specific to meet the requirements.


For combating the issues and insights associated with online networking and connections, the site will allow feedback and consumer opinions, which shall be taken into consideration, in order to continually develop the site.

Fig 24. B2C.

Business 2 Consumer.

For the consumer, the benefits of HITC4 will be that it enables every student and post-graduate to share their journey throughout the university, in order to portray a well-rounded perspective of themselves and their beliefs. HITC4 shall further provide a platform for the students to appeal to future employees through: An online profile Jobs and news board Blog style discussion board Visual imagery


Strategic Vision

Through honest, successful relationships, we intend to become the go-to place for recruiters to be enticed by our users. We would be changing networking forever.

Business 2 Business.

Fig 25. B2B.

In addition, the key benefits that HITC4 will provide to the businesses is that it will facilitate recruiters with a go to place regarding future employees. HITC4 will further portray a well-rounded perspective of the users, where the viewers can search for their specific requirements and shortlist both students and post-graduates who are entering the working world. For a business perspective, they can access: Student profiles Discussions boards Number of user activity Job postings


Justification. Predicted Usage

In order to predict the level of usage amongst the platform from the users and viewers, primary research was conducted in the form of a focus group and an online survey. The information gathered was vital for the logistics of the concept.

User Usage

Viewer Usage

“If it’s an exciting way to network, who’s to say it won’t be used more often especially if it enables you to generate conversation and voice your opinion to other students studying within the same field.”(See Appendix A10, for testing the concept and justification from generation Y).

In correspondence with the high levels of usage estimated from the students, it shall, therefore, provide a wide variety for the viewers when searching the platform for young talent.

The findings identified that on average 8/10 millenials check their social media hourly, in comparison to professional networking sites where 4/10 state that they check it less than weekly. With these statistics in mind, the predicted usage of HITC4 on an average will be that the platform is operated 3 days out of 7 (every other day). This is the most likely outcome, however, the best outcome is when it will be used daily, and in the worst case, it will be used weekly.

Ultimately, from a recruiting perspective, these numbers will differ. However, secondary research was conducted, in order to gain an understanding that if 1 in 3 businesses bought into the service after their freemium trial ended, it would therefore ensure a value of 33.3% partners for the first year. Alternatively, whilst conducting the research with recruitment agencies, their perception of the concept was positive, and therefore, showed high levels of interest due to the freemium service which was prior to the subscription.

In addition, the number of students studying in the school of art and design at Nottingham Trent University on an average is 2,176.Therefore, in conclusion, if HITC4 could appeal at 1 in 2 universities throughout the UK, it would ensure on an average of 87,040 users per year. With the potential of 40 universities buying into the scheme after 2 years, without considering the website development, in order to expand the user base for future outlook. Therefore, this shows high levels of usage for HITC4.


Business Goals

1 To become the go-to place for recruitment. 2 To increase employability for students and graduates. 3 To guarantee HITC4 as a diverse leader for ensuring jobs within the creative sector.


The SWOT analysis of the competitors (see appendix A14) highlights a gap for HITC4 to position itself within the marketplace and build an organizational reputation and recognizable industry position through the points of difference. 1 Providing a solution to ‘text heavy’ networking sites 2 Branding students and their talents from a holistic perspective 3 HITC4 is an enterprise, therefore, investing the profits back into the business in the support of young people


Furthermore, it provides the unique selling point:

‘Personality goes beyond a profile.’

Giving HITC4 a competitive edge and allowing it to differentiate itself in the marketplace. The platform shall enable both the students and recruiters to relate through imagery, shared interests, and assumptions.




Fig 26.


The Marketing Mix.

In order to become a customer-centric brand, the 4ps-cs have been applied, in order to facilitate the needs of the consumer. Product to Consumer Value The brand name, HITC4, came from the initial first letter of the four elements, together forming its identity. In addition, HITC4 is about long-lasting connections, life-long commitment and loyalty, which are represented in the brand traits and values. For the positioning of HITC4, it shall be put into the recruitment market, however, it would operate as a social platform and make online connections. This is due to the study which identify how consumers are seeking a platform to promote themselves in an effective, yet professional manner. Ultimately, the content users on the platform will resonate with employee interests, and therefore, enable successful connections by adapting projects and online materials, to tailor it towards their future aspirations, in order to be viewed by industry experts. The variation of self-promotion, sharing, networking, and recruiting makes HITC4 multidimensional, giving it more than one purpose. In addition, online discussions and content from the users will prompt notifications to their online connections, which shall be used to showcase thoughts and leadership amongst the chosen subject areas, to add value to the users’ online identity. HITC4’s promise shall

be delivered to the consumers, and both the social and consumer value shall be assessed through the measures of success, to ensure HITC4’s achievement.

Users will further experience HITC4 on a daily basis, to create conversation and awareness around their subject areas and further engage peers from the institutions throughout the UK. This will further support their studies and allow them to support one another.

Fig 27.


Fig 28. Money isn’t everything. Price to Costs

Users shall access the platform free of charge. As the brand will launch as an enterprise, it will not be relying strictly on price, but more on student satisfaction and the benefits to the users in comparison to the competition. Additionally, the greatest expenditure for the creation of HITC4 will be the website development, however, once the site is up and running, any additional costs will be for the upkeep, maintenance, and for making updates to the site. However, businesses and agencies shall advertise job postings and opportunities for the pre-professionals, which is where the revenue for HITC4 will come from within the second year. In addition to this, the service will eventually be distributed through university portals and become a corporate social media platform all through the institutions in the UK. All profits made will be reinvested into the brand to evolve and develop the ways to leverage students into the workplace. This may potentially be through the workshops, and furthermore, hands-on interaction with the students and graduates to ensure their future in the workplace.

Place of Convenience

Consumers can access HITC4’s portal online, from a mobile device, tablet, or a computer. It is vital that both the mobile and the desktop site are strong, due to the domination of mobile usage amongst the chosen demographic. The brand is designed to fit around the user’s lifestyles, and it is a flexible social platform, with regards to the current recruitment sites. In addition, the brand shall launch an app at the end of year three, once brand awareness has been generated, alongside the assembly of loyal connections. As the study identified, respondents stated they were sceptical about downloading the apps they are unfamiliar with. Therefore, by making loyal connections first-hand, it will benefit the brand with the reception it has within the marketplace before launching the app.

Fig 29.

Fig 30. Providing Convenience.


Promotion to Communication

The promotional and communication strategies shall ensure and engage the relationships with the consumers and partners. Specific promotion material shall target consumers in a lively, humorous manner, to entice them to visit HITC4 and set up a user profile. First-hand promotion will allow HITC4 to appear at the fresher’s week, recruitment fairs, and trade shows. It provides both students and universities to sign up for the subscription free of trial for a limited period. This will allow both to interact with HITC4 ambassadors, and understand the core message that lies in the heart of the brand. In addition, promotional materials to target the recruiters and agencies shall appear to be both sleek and professional. HITC4 is a proficient social networking site, and it shall clearly define the initial purpose and benefits for recruitment. Both processes of promotional material shall ensure the same level of purpose, for both customization and standardization, in order to strike a balance on the overall image of HITC4. All promotional material will be used solely to raise awareness of HITC4 and engage them with the core message of the brand. Consumers will be able to utilize the platform in a professional manner, together with businesses to secure long-lasting connections.

Fig 31. Ensuring Success.

Our People

HITC4 shall launch as an enterprise, and therefore, open source people who are passionate about student satisfaction, student support, and the future of pre-professionals. By outsourcing technology volunteers with technical skills and engagement, they shall maintain the upkeep of the platform and ensure all operations are running smoothly. Apart from keeping the content up-to-date and track consumer usage, by open sourcing people to work alongside us, it shall further enable HITC4 to become a place of learning. It will also support pre-professionals from other industry sectors, providing them with the experience and an opportunity to develop themselves and their skillset, whilst maintaining the platform.


Our Partners

HITC4 looks for partnerships with businesses and agencies from the creative sector to encourage collaborations with users and further list jobs, internships, and opportunities for the students to get involved. In order to ensure successful connections, brands, businesses, and agencies must appear and advertise on the site, where they can subscribe and search our user profiles. To utilize HITC4’s search engine, it is key that each investor posts at least 3 opportunities for the students every month during the freemium trial. This is to ensure student satisfaction and also to overcome the risk of businesses using it specifically for their benefits. Ultimately, with HITC4’s aim to partner with institutions throughout the UK in the near future, it shall bring them great benefits, save recruiters both time and money, and further show the university as an industry providing additional support, if they are willing to invest in it for the students and their time after university.

The Consumer. Segmentation

DEMOGRAPHIC 18-26 Student Undergraduate Postgraduate Low Income (Part time job) Multicultural

PHYCOHOGRAPHIC Social Tech savvy Present on social media Value honesty Forward thinkers Ambitious Egar to developing themselves Open to new opportunities

BEHAVIOURAL Culturally aware Open-minded Willing to work for for free Hardworking Voice their opinion Participate in social sharing daily

HITC4 shall appeal to the university students studying within the creative sector who are between the ages of 18-26. Our consumer is currently a pre-professional, digitally engaged, and participates daily in social sharing. When together, we envision a world where connections are made through shared passions, ambitions and creativity. 52 Fig 32. The Consumer.

The Consumer Objectives.

Just for you To make HITC4 an essential destination for both students and recruiters, in order to ensure successful connections. Successful Connections Rejuvenate the perception of online recruitment to both agencies and candidates by utilizing social media and allowing them to connect through mutual interests.

The Market Objectives.

Market Leader To become the market leader in the recruitment market, and then, go to places for employers within the creative sector. Markets & profits Increase footfall and sales through broadening the distribution channels and reach out to new target customers.

Social Support Objectives.

Personalization To develop an infrastructure throughout the institutions to create an online culture for the students to demonstrate their creative flair from all angles. Employability Maximize the statistics of the student employability up to a year after graduating to further achieve and exceed the academic ranking for universities in the UK.



1 To increase online usage amongst the businesses and consumers, and increase sales by 13% by October 2018. 2 To expand our consumer base and broaden our target market by distributing HITC4 through online university portals. Increase sales by 20% by December 2018.


Fig 33. Instant Access.


3-5 year Marketing Strategy. Year 1

In order to kick-start this new business venture, crowdfunding shall be done creatively to establish an online presence. This will further attract attention from the potential partners and outsourced investors who are keen to participate for the success of the brand. In addition, B2B marketing shall take place, in order to ensure loyal connections for the launch of 2017.

Year 2

Once HITC4 has established an online presence, the second stage is to create further awareness and involve the consumers. By involving the consumers, HITC4 shall educate both people and partners to establish and build relationships and engage them with first-hand knowledge of the brand. Additionally, research found that the recruiters are looking to get to know the person before shortlisting their applications. An interviewee specifically stated: “we’re interested in analyzing the candidates, not just in regards to their professional lifestyle, but how they behave outside of work. It is key to our business image since our employees are our brand ambassadors,� (X,2006) highlighting the importance of finding out more online, before taking applications further, since it is less time-consuming. Therefore, recruiters shall access the site from a viewing perspective, where they can filter applicants. This is where B2C marketing will be implemented. HITC4 shall provide partners with first-hand knowledge, in hope to continue expanding the user base. Midway through the second year is where the brand shall pitch the opportunity for the universities to run the service through their online portals, enabling instant accessibility for students studying within the creative sector. However, research findings identified that the universities are less likely to buy into the scheme without measuring the success of the platform, therefore, credibility is key.


Marketing Objectives 1. 2. 3.

To impact the growth of partners by 7% by 2018. To increase the number of users by 40% a year after launch. To obtain a number of 17,000 online users by September 2019.

In order to achieve the marketing objectives, the following implementations will take place between years one to five.

Year 3

Years 4&5

The core message of HITC4, is to brand the students from a holistic perspective, through an academic profile. In addition to this, ‘100% of universities are active across social media,’ (UCPA.2015) clearly highlighting the importance in engagement and appealing to the direct target audience. For promoting the university, social media is an effective marketing tool, however, it is not used as effectively when marketing their students.

For the future outlook of the brand, it aims to broaden the user base by expanding the features of the platform, in order to cater for a more diverse number of sectors within the creative industry, (see appendix A15 for chosen industry sectors it aims to cater towards). In addition, the platform shall not yet be accessible for everyone, however, the expansion will mean the number of users will increase alongside the number of partners advertising for a more diverse number of jobs and internships.

In spite of this, HITC4 aims to solve this concern. The four key elements chosen for the business are based upon the key findings from the study to facilitate both students and recruiters. In the third year, HITC4 aims to expand its marketing strategies, ensuring 1 in 2 university agreeing to distribute the platform through their online portal. However, in order to show the viability of the platform, success from the students and partners from the first and second year is vital for moving forward, apart from the reception received from the brand ambassadors throughout the UK. In turn, the brand aims to have increased the number of users to 17,000, and to also have increased the partners HITC4 works with.

In order to expand, HITC4 shall implement a 2% commission from every job position filled on the site. This is due to the money being reinvested into the brand, in order to grow and diversify for the future. Lastly, the brand shall introduce an app in year 4, as the study showed the users are more likely to download an app once they have made an emotional connection with a brand. Therefore, providing easy access to the users and viewers on the go.


THE CAMPAIGN. Communication Objectives

1 To grow the user base by 60% a year after launch. 2 To promote the differentiation of the brand amongst competitors, and educate consumers on the brand to ensure loyal connections.

Key Media Message

To promote HITC4 as a user-friendly brand that connects pre-professionals and future employees, ensuring long, lasting connections.


Fig 34. Communications Timeline.


Applying the 4e’s of Communication.

HITC4 shall be a new brand entering the marketplace, therefore, it is essential to aim at their target demographic effectively to ensure engagement. Ultimately, the communication channels for targeting the consumers in comparison to the partnerships for HITC4 will differ. However, the initial communication method shall be distributed through on-campus promotional material across universities and institutions.

Enable Third Stage: Brand ambassador HITC4

Engage First stage: Awareness

To generate awareness and develop the persona of HITC4, crowdfunding shall be the first act of engagement. This will allow the consumers to emotionally connect with HITC4, and further create trusted partners of the people who want to be a part of the brand. In order for the people to provide hope and belief for HITC4, brand books shall be distributed to the universities, institutions, and businesses to request donations for an enterprise. In addition to online awareness, HITC4 shall expand its online presence through the following social media sites, to further promote the brand and generate awareness. The key communication method to generate awareness shall be the promotion of HITC4 as an enterprise, which is built upon the support of young people.

In order to educate the students about HITC4 and ensure repeat visits and loyalty from the consumer, HITC4 shall appear at the recruitment fairs and freshers’ fairs, all through the UK. This will provide support and ensure that the students make the responsible choice of setting up a profile on HITC4. This will further inform the students and recruiters of the overall brand aims and the story it tells the consumer. The key message to promote both recruiters and pre-professionals is to make HITC4 an essential destination to create lasting connections. In addition, by providing first-hand information, the brand ambassadors will help consumers set up their profile there and then, if they wish to do so.

Personality goes beyond a profile Encourage Second Stage: The benefits

Exemplify Fourth Stage: Especially for you

In order to communicate the offerings of HITC4 and the welfares it offers, direct marketing methods shall be implemented, once the awareness has been generated. Both promotional and marketing material shall be distributed through the fresher’s booklets, student publications, and press releases, to inform the students of the benefits of HITC4. It is easy to navigate the pictorial profile. This will provide insights into the features on the site, without revealing the full benefits it holds for creative students, both during and after university. This aims to drive engagement to the website where the students can discover the benefits HITC4 has to offer in comparison to their competitors.

Ultimately, to ensure revenue, HITC4 shall rely on recruitment and agency advertisements for the first year, before pitching the brand to universities. Therefore, in order to ensure lasting connections, branded books shall be distributed to the businesses, agencies, and recruiters. This will educate them first-hand and provide them with the key information they need to know about HITC4. However, by the time the connections are made with industry, student profiles will have already been set up and HITC4 will already have launched. In addition, each branded book shall be distributed with a freemium of a three-month trial period. This shall allow them to embrace HITC4, with the aim to safeguard their loyal partners. In addition, HITC4 shall continue to appear at the events all over UK, but they will have more industry looking to ensure advertisements on the site.


Tick tock, timing is everything. Who are to access HITC4, and when?

Fig 35. Maloney’s diffusion of innovation was used to highlight who will access the brand and when. The diagram show that the innovators will be the people involved in crowdfunding, and are excited by a new opportunity and project. Apart from that, the workers who will be outsourced, due to their fascination and first-hand experience, would also bring to new innovations. Secondly, the early adopters will be the students who are keen and interested to try out new social sites and new ways of networking. Furthermore, recruitment agencies and businesses which are advertising on the platform will also filter into the early adopters. The aim is to use freemium as a trial period, in order to ensure loyalty from the brands and encourage a subscription service. Finally, the early majority will be the universities and institutions that buy into the scheme, in order for HITC4 to run through their portal, providing easy access for the students, in return for their university rankings to rise and highlight the concern for addressing their employment after graduation.


Marketing Timeline. Years 1,2 and 3.

The table shows a time-plan of the marketing methods that shall be implemented between 2016 through to 2020.

Marketing Timeline 2017-18 1) Brand books sent to universities/ institutions 2) Social media launch 3) Online social media competitions 4) Promotional posters/flyers 5) Website launch 6) Appearance at freshers fairs 7) University publications

Marketing Timeline 2018-19 1) Brand books distributed to recruitment agencies 2) E-brand books distributed to businesses 3) Appearance at recruitment fairs 4) Pitch idea to universities/institutions 5) Press releases 6) Appearance at freshers fairs 7) University publications 8) University Promotional material 9) Online competitions distributed through social media and institutions Marketing Timeline 2019-20 1) Appearance at recruitment fairs 2) E-brand book distribution to businesses 3) Brand book distribution to recruitment agencies 4) Brand books sent to universities/institutions 5) Pitch idea to universities/institutions 6) Student workshops 7) Press releases 8) Publications 9) Online competitions distributed through social media and institutions 10) Appearance at freshers fairs 11) Student workshops



Feb Mar Apr May Jun Jul

Aug Sep Oct Nov Dec











Capital Funding. Investment Proposal

The funds raised will secure the business at the beginning, before it begins to generate profits. The figures estimated are lower than what is likely to account for risks, and if the potential grants are not all granted or the response from crowdfunding isn’t as successful as estimated.




Government Funding: Awards for all

Awards for all 32 is a Lottery Grants scheme aimed to award grants between £300 and £10,000. It is targeted at social schemes for the social economy sector. Areas they fund in relation to the concept are: ‘the promotion of education’ and ‘the start up of new groups.’ To apply for this grant, you complete an online application form, however, feedback will not be given until 10 weeks after the application.



Crowdfunding is a way of sourcing income for the project from contributions from a large number of people, in return for a benefit. The concept shall be crowdfunding through the site Indiegogo, as it ensures that even if the initial target is not met, you are still able to keep the current profits raised. However, the sites take 9% of the money raised, if the target is not met, and only 4% of the profits of the target is reached.


Social Enterprise Grant: NESTA

NESTA prioritise ‘social action.’ Two key areas that they want to see investment focused on are: - Delivering positive social outcomes - Inclusive, accessible, and affordable innovations addressing the social needs The company is passionate about the increase in educational attainment, employment readiness, and employment rates. To apply for this investment, an online application is available from their site.




Fig 36.


Profit and Loss.

Accounting for year 1, 2 and 3 2016-17 Total Revenue Direct Costs: Brand Ambassadors Gross Profit Gross Profit Margin


Year +1

Year +2

Year +3




£1,232.10 £64,800 £58,410 47%

£720,000 £97,200 £622,800 87%

£1,440,000 £129,600 £1,310,400 91%

OVERHEADS Website Development Website Maintenance Marketing University Marketing Liscencing Competition Giveaways

£7,000 £70 -

£5,000 £2,500 £2,600 £70 £1,000

£5,000 £4,000 £70 £1,000

£3,000 £5,700 £5,700 £70 £1,000

Total Overheads (indirect)






Net Profit (assuming 20% corporate tax) Net Profit Margin


£46,728 37%

£530,240 73%

£1,048,320 72%

Tax (assuming 20% corporate tax)





The expected forecasts are based upon the assumption that 1 in 3 recruitment agencies or businesses will buy into the scheme for £3,000 per month. Although HITC4 is not predicted to have any income within the first year, the revenue onwards is predicted to have a 37% increase in the net profit for 2018. (See appendix A16, for first year cash flow forecast). This differs in year three, as HITC4 aims to distribute the portal through institutions and universities throughout the UK. Additionally, if universities were to buy into the scheme for £6,000 per year, combined with the revenue from partnerships with agencies, the net profit will increase to 73%. However, in order to grow and expand, HITC4 will have to reinvest the profits to develop and maintain the upkeep of the site.


Fig 37. Success is not made, it is built.

Measures of Success.

The aim of the concept is to secure the future economy of the global workforce. The success shall be measured through the number of agencies advertising jobs on HITC4, and the number of active users.

1 If in the second year the universities start beginning to buy into HITC4 to run specifically through university portals, this new business venture will be deemed as a success. 2 Online activity for the users of HITC4 will help gauge the success, as the increase in online activities, conversations, and interactions will be used to measure the success, apart from the increase of businesses and agencies advertising job posts. 3 Furthermore, more research will be conducted after 3 years, to analyse student and graduate satisfaction of HITC4 and ensure the success of the brand.


Mckinsey’s Loyalty Loop.

By using the Mckinsey’s loyalty loop, it further allows the tracking of consumer behaviours through the four phases to ensure loyalty and repeat visits. Consideration Students will evaluate the initial set of brands to promote their self, based on touch points and brand perception. Therefore, HITC4 shall convey a clear understanding of its values, and beliefs as well through the communication channels, in order to connect with the consumer at a deeper level, creating an emotional connection with the brand.

Bond Ultimately, the bond between HITC4 and the consumer shall be made through the power of sharing. Allowing the consumer to share opinions and aspirations around their content and online connections will result in generating conversation on a more meaningful scale

Evaluate Consumers will weigh up the benefits of the brand, in comparison to its competitors until they find a brand which would suit their purpose. Ultimately, to overcome this issue, HITC4 shall promote the four elements that structure the brand, and further promote the long-lasting connection it aims to generate. Additionally, promoting HITC4 as a professional, yet creative platform, to connect through.

Fig 38. On-going exposure In order to fulfil the consumer expectations from HITC4, their online activity and interaction shall attract the recruiters and high level of interest towards their profile. This will result in the increase in consumer activity online, and will reflect on the user in a positive manor. In return, this will influence further activity amongst the site, users, and viewers.


Analysing the risks.

Throughout the marketing strategy, the following risks and limitations were noted. However, these issues have been addressed alongside the need to be aware throughout the operation of the strategy.





Operating as As the recruitment process is not a traditional a social media recruitment method, the talent may be missed if platform businesses and users fail to utilise the platform effectively. Due to the platform assessing an individuals potential bases solely on an online profile may result in unethical practices. Competitors operating a strong market position Reception in the market Level of uncertainty

The brands currently operating within the market hold a strong market positioning alongside a loyal consumer base. This shall therefore make it harder for HITC4 to enter the market, it shall take time for the brand to develop a strong resemblance against competitors. If universities don’t buy into the scheme.



The study identified social media has evolved the recruitment process by making it more open and democratic. Therefore, the brand isn’t trying to replace traditional recruitment methods it is just taking the key aspects from recruiting sites and social media to merge them together in order to re-engage generation Y.

5 4


In order to overcome this issue, it is vital the branding is portraying the correct message. As candidates have become more conscious about making the right move every time they put themselves in the job market.

Whilst conducting research the reception from universities was positive. However, in order to ensure successful pitches it is vital the measures of success within the first 18 months show the brands performance, in order to overcome the level of uncertainty universities and institutions may have. In order to ensure trusted partnerships businesses shall firstly be educated on our strategic vision, our mission and the opportunities we aim to provide. In all, alongside the freemium trial demonstrating a positive response from candidates this aims to safeguard loyal connections in order to move forward and grow as a brand.

Low business partners within the first year

If connections with businesses are not ensured within the first year before launching, this shall heavily impact the brands activities.


Financial risk

No income within the first year.


Ultimately the first year shall be all about creating awareness and introducing the concept. Therefore, all though the brand shall not be making money the funding from grants and crowdfunding shall cover all expenses within the first year. As the profit and loss accounts show, by the end of the third year the brand shall be making a 73% net profit.

Transparency of data

Concerns over privacy and data transparency online could be perceived as a downfall for HITC4.


In order to ensure data transparency isn’t an issue, legal requirements shall be implemented in order to ensure copyright protection.


To ensure users portray the correct image, key instructions will be publicized on the platform to help users brand themselves in the correct manner to suit them.

Data transparency can often result in an inaccurate picture of an individual.

Social media in corporate environment

Due to social medias fundamental attributes and interactions it may not appeal professional within a corporate environment and the response may not be taken seriously


To ensure the platform is used in a professional manner, the site shall be monitored for any unusual activities. In addition, the communications of the brand shall voice HITC4s purpose, although it is personal and professional the site shall be specifically operate as a professional platform.

At what age do pre-professionals stop using HITC4

Since HITC4 is targeted at pre-professionals entering the workplace, at what age would users stop using the brand within the creative sectors, since they will always have frequent updates of work to display?


To overcome this issue the platform aims to grow with the user. HITC4 is already predicting expansion into universities and broadening its user base, for the future it may potentially evolve to target an older demographic. Where the platform may also fuel collaborative opportunities. However, this would require research. For now it is currently targeting the younger demographic in order to meet generation Y’s needs.

Fig 39.


for future and to achieve its objectives. The start up capital of HITC4 is low, in comparison to the report highlighting low levels of risks, and together, this shows HITC4 is a cost-effective platform, with the power to develop further, once revenue is produced after the second year. For the future, the brand shall become an internal network where it shall then position itself in the market gap, in order to grow and certify a percentage of the market share. As all risks have been address and counteracted there is no reason for the strategy to be unsuccessful.

Lasting Legacy.

This credible business venture may seem risky at first, however, research shows that social media is diversified to improve the ways to assist in a proficient manner. In addition, due to the rapid growth within the UK recruitment market, it highlights the huge potentials for the new brands entering the marketplace, with unique selling propositions.

Ultimately, by combining social sharing, networking, and self-promotion, for recruitment, together, these elements shall re-engage the generation Y’s online activity to further create longer, lasting connections. In addition, as the market evolves, so shall HTC4, by investing time into research and identify emerging trends, alongside reviewing user satisfactions.

In addition, the strategies outlined are devised to implement and complement one another, and to grow the brand’s presence in order to establish strong relationships amongst the partners and users. The brand is yet to establish an online presence, therefore, it is vital that crowdfunding creates a buzz around the concept, in order to open new opportunities for the brand, apart from partners to work with, and the means to elevate HITC4 in the future. The maintained focus of HITC4 is built around student satisfaction, and therefore, future profitability shall be reinvested into the brand, to grow and evolve and provide students with additional support on their route to employment. Evidently, the brand shall monitor the satisfaction, in order to better make recommendations



Fig 40.


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Fig 1. The internet of everything. (2016) By Stephen F Deangelis: Available at URL: http://www. enterrasolutions.com/category/business (Accessed 6th May 2016) Fig 2. How do I manage my work life balance. (2016) By Deepak Malhotra: Available at URL: http://drdeepakmalhotra.in/blogs/work-life-balance-in-24x7-atmosphere/ (Accessed 6th May 2016) Fig 3. Lets get started. (2016) By D3 Images : Available at URL: http://www.fotosearch.com/ search/ (Accessed 6th May 2016) Fig 4. The social score. (2016) By J. Anderson: Available at URL: http://hubpages.com/business/ Motivating-Managing-Retaining-Generation-X-and-Generation-Y-Employees (Accessed 6th May 2016) Fig 5. Global connectivity for professionals everywhere. (2010) By Alan Knox: Available at URL: http://www.alanknox.net/2010/09/internet-ministry-global-connection/ (Accessed 6th May 2016). Fig 6. The internet is the route to everything. (2016) By Bruce Jones: Available at URL: http:// www.engropartners.com/articles/to-attract-top-talent-be-intentional/ (Accessed 5th May 2016) Fig 7. Professional? Personal? You tell me. (2012) By Stephanie Buck: Available at URL: http:// www.social4retail.com/the-power-of-gen-y-in-todayrsquos-and-tomorrows-workplace-infographic.html (Accessed 6th May 2016) Fig 8. Showing how people are more interested in what’s going off, online: (2016) By Jane Livo79

nen: Available at URL: http://www.theguardian.com/world/series/millennials-the-trials-of-generation-y (Accessed 6th May 2016) Fig 9. It all starts from the click of a finger. (2016) By Employ me Toronto: Available at URL: http://www.employmetoronto.com/ (Accessed 6th May 2016) Fig 10. There is always a solution to a problem. (2013) By Dan Black: Available at URL: http:// danblackonleadership.info/archives/3745/solution (Accessed 4th May 2016) Fig 11. This opportunity is for you. (2015) By Sarah Lee: Available at URL: https://www.linkedin. com/pulse/right-opportunity-you-sarah-lee (Accessed 6th May 2016) Fig 12. Key trends shaping the recruitment market. (2016) By Own Reference. Fig 13. Highlighting the market potential. (2015) By: Trialogue: Available at URL: http://trialogue.co.za/csi-growth-slows-in-2014/ (Accessed 6th May 2016) Fig 14. Analysing the landscape. (2016) Own Reference. Fig 15. UK Social Networking Market (2016) Own Reference. Fig 16. UK Recruitment Market (2016) Own Reference. Fig 17. Bridging the gap (2016) Own Reference. Fig 18. Solving the problems for the poorly served digital dreamer and the contemporary creative. (2014) by John Torinus: Available at URL: http://johntorinus.com/general-blog/business-and-education/business-and-education-business-and-education/new-governor-plug-brain-drain/ (Accessed 6th May 2016) Fig 19. HITC4 (2016) Own Reference. Fig 20. Brand Logo (2016) Own Reference. Fig 21. The brand essence model (2016) Own Reference. Fig 22. The branding guidelines (2016) Own Reference. Fig 23. Providing lasting connections. (2014) By Devine Media Entertainment: Available at URL: http://www.divinemediaentertainment.com/wp-content/uploads/2014/03/mi_presento.jpg (Accessed 6th May 2016) Fig 24. B2C (2016) Own Reference. Fig 25.B2B (2016) Own Reference. Fig 26. HITC4 info-graphics (2016) Own Reference. Fig 27. Logo (2016) Own Reference. 80

Fig 28. Money isn’t everything. (2015) by Zammit Lucia: Available at URL: http://camunico. com/business-is-a-social-enterprise/ (Accessed 6th May 2016) Fig 29. Like. (2011) by Deviant Art: Available at URL: http://ockre.deviantart.com/art/Facebook-LIKE-Button-209023799 (Accessed 6th May 2016) Fig 30. Providing Convenience. (2016) Own Reference. Fig 31. Ensuring Success. (2014) By Andrew Colley: Available at URL: http://www.itnews. com.au/news/acma-to-offer-self-service-portal-for-spectrum-licensing-396279 (Accessed 6th May 2016) Fig 32. The consumer (2016) By Own Reference. Fig 33. Instant Access (2016) by Melanie Schweitzer: Available at URL: http://newsroom.1and1.com/2014/11/13/dell-provides-dedicated-servers-for-the-new-11-business-line/ (Accessed 6th May 2016) Fig 34. Communications timeline (2016) By Own Reference. Fig 35. Maloneys diffusion of innovation. (2010) by Chris Maloney: Available at URL: https://innovateordie.com.au/2010/05/10/the-secret-to-accelerating-diffusion-of-innovation-the-16-rule-explained/ (Accessed 6th May 2016) Fig 36. Capital Funding for the concept. (2016) By Own Reference. Fig 37. Success isn’t made, it’s built. (2014) By Julia Urlaub: Available at URL: http://taigacompany.com/how-social-media-is-a-tool-for-engaging-others-in-sustainability/ (Accessed 6th May 2016) Fig 38. Mckinseys loyalty loop (2012) By Antony Mayfield: Available at URL: http://brilliantnoise.com/blog/brilliant-model-the-loyalty-loop (Accessed 6th May 2016) Fig 39. In depth risk analysis (2016) By Own Reference. Fig 40. Lasting Legacy (2016) By Own Reference.



A1. Methodology table A2. Survey results from generation Y A3. Survey results from universities A4. Focus group amongst students A5. Focus group amongst graduates A6. Branding justifications A7. Email interview with industry expert A8. How recruiters are utilising social A9. 1-1 Interview with student advisor A10. Testing the concept A11. Porters five forces, analysis of market attractiveness A12. Indirect competitor analysis A13. Direct competitor analysis A14. SWOT analysis of recruitment market A15. Budgeting justification A16. Creative occupations A17. Cash flow forecast A18. Glossary A19. Tutorial record sheets A20. Learning timeplan A21. Ethical checklist A22. Project decloration

Word Count: 7,992


A1. Methodology Table. RESEACH METHOD







An online survey was conducted to analyse patterns of online social behaviours in correspondence to the topic area. Using a sample of 150 generation Y respondents.

By conducting an online survey it allowed a wide number of respondents, unrestricted of location or gender. By consuming anonymous responses it allowed respondents to be honest, therefore ensuring viability to the study.

The survey was only distributed online, therefore offline responses may have ensured a more varied perspective of the topic matter. However, by distributing the survey through forums, student room and social media it provided the most efficient way to target this demographic.



An online survey was sent to 20 universities with a school of art and design, in order to distinguish a broader perspective on a social platform in a corporate environment. However only 5 universities responded.

The results were examined through typeform, therefore the answers appeared anonymous. This was to ensure validity and honesty from respondents.

The survey results only provided a response from the candidate that filled out the survey. However, if other members of staff were to answer the survey it may have posed a difference in opinion.

The first focus group participated of 7 students in order to gain a broader understanding of the support they feel they currently receive, how students within the creative sector market themselves and to gain an understanding of their online behaviours in regards to job prospects.

By dividing the focus group between students and post-graduates of both genders it enabled a broader understanding of the process they go through on the route to employment. It enabled the study to analyse the results from both perspectives to ensure a well-rounded discussion.

The views and opinions given can not be generalised, due to the results coming from 7 student respondents and 7 post-graduate responses.

A great industry expert, who is currently managing a recruitment agency with numerous contacts. Therefore providing in depth insights to ensure a broad understanding of past recruiting and the course of recruiting for the future.

Short questions were asked in order to ensure it didn’t affect their schedule.



Lack of responses means the idea cannot be generalized, however further research would need to be conducted before distributing through university portals.

The respondents did not know one another, therefore it could result in shy or closed responses.

The second focus group participated of 7 post-graduates who had recently graduated with a degree in the creative field. Therefore, the focus group provided insight into what they’re wanting and how they feel they are not catered towards. Additionally, to test the idea the focus groups were combined in order to test the branding guidelines and justification of the concept. PRIMARY


Email interview with expert in the recruiting field. To identify how recruitment has evolved and the impact of social media.

The answers were limited and the response time was slow therefore further questions to gain a deeper understanding were not asked. The same questions were also sent to 9 other recruitment agencies, however only one responded. Therefore the data can not be generalised.



One to one interview with staff member working as a student employment advisor.

By conducting a one-to-one interview it meant a conversation was generated around the topic area, instead of single responses.

As a result of busy schedule only 5-10 minutes was dedicated for the interview.

By allowing follow up questions this further ensured more in-depth qualitative data was collected for the study. SECONDARY

Quantitative and Qualitative

To fulfil the gaps within the study, secondary research was conducted through, journals, books, online sources, databases, magazines and industry reports to ensure the gaps were filled and to gain depth around the topic area.

Enabled a global perspective on my topic area, therefore it didn’t provide any restrictions or limitations to the research collected. The wide range of knowledge and views provided the study with a broader viewpoint, which allowed for a more critical analysis.


Some sources may be out of date. Bias opinions may impact the validity of the study as data can often be mistrusted.

A2. Survey Results from Generation Y.




A3. Survey Results from Universities. Response 1 1. Please share any current thoughts about how you would you feel about a social media platform being distributed through your university portal. I think the university would need first hand information that social media within our school would benefit our students. 2. Do you believe by allowing students to interact and share their ideas/working progresses it would benefit them within their studies? Allowing students to discuss their ideas will further aid idea pooling and further show employees they aren’t afraid to voice their opinions and share their thoughts in a positive manner to help others. Yes 3. On a scale of 1-10, how effective do you believe this platform would be for students? 5/10 4. Do you believe students would manage this social platform like they currently manage their other social media sites? In regards to networking and job prospects, not necessarily for personal use. However, the platform would allow students to incorporate their personalities and passions in a professional manner. I believe it would solely depend on how interactive the platform was to be. 5. The four key elements of the platform would be built upon: -Networking -Sharing -Self Promotion -Recruitment In relation, is their any specific features/services you strongly believe your students would benefit from? What students would the platform be for? For our students it wouldn’t facilitate all industry sectors 6. In addition, if your institution were to buy into this service, is their any particular features you would want to see? Benefitting both yourself and your students. I think interaction would be the most vital element, however that will work. 7. On a scale of 1-10, how likely it is that your institution would buy into this service for students? 1 being unlikely, 10 being most likely. 5/10 Due to lack of trust at present. 8. If so, how would your institution prefer to buy into this service? (One off payment/monthly) That would have to be discussed further with someone in a higher position.

9. Furthermore, how much would your institution be willing to pay for the service? (estimates if possible) For a service like this I assume it would be between £5,000 - £8,000 as a rough guess.


10. Is their anything in return you would expect if you were to buy into the service? This would have to be discussed further.

Response 2 1. Please share any current thoughts about how you would you feel about a social media platform being distributed through your university portal. I think its an affective way to target students through their smartphone. 2. Do you believe by allowing students to interact and share their ideas/working progresses it would benefit them within their studies? Allowing students to discuss their ideas will further aid idea pooling and further show employees they aren’t afraid to voice their opinions and share their thoughts in a positive manner to help others. Yes 3. On a scale of 1-10, how effective do you believe this platform would be for students? 6/10 4. Do you believe students would manage this social platform like they currently manage their other social media sites? In regards to networking and job prospects, not necessarily for personal use. However, the platform would allow students to incorporate their personalities and passions in a professional manner. Yes, students revolve their lives around social media, so I don’t see why not. 5. The four key elements of the platform would be built upon: -Networking -Sharing -Self Promotion -Recruitment In relation, is their any specific features/services you strongly believe your students would benefit from? An interactive live feed? Allowing interaction and providing them with the opportunity to voice their opinions. 6. In addition, if your institution were to buy into this service, are their any particular features you would want to see? Benefitting both yourself and your students. The features would have to be discussed to find out whether it would work or not first. 7. On a scale of 1-10, how likely it is that your institution would buy into this service for students? 1 being unlikely, 10 being most likely. 5/10 as I’m still uncertain as to what the key functions are. 8. If so, how would your institution prefer to buy into this service? (One off payment/monthly) I assume a yearly basis? 9. Furthermore, how much would your institution be willing to pay for the service? (estimates if possible) Maybe £3,000-£6,500


10. Is their anything in return you would expect if you were to buy into the service? Student satisfaction is what we would want. Alongside the credibility of our university.

Response 3 1. Please share any current thoughts about how you would you feel about a social media platform being distributed through your university portal. I could see it working, students love social media. 2. Do you believe by allowing students to interact and share their ideas/working progresses it would benefit them within their studies? Allowing students to discuss their ideas will further aid idea pooling and further show employees they aren’t afraid to voice their opinions and share their thoughts in a positive manner to help others. Yes 3. On a scale of 1-10, how effective do you believe this platform would be for students? 6/10 4. Do you believe students would manage this social platform like they currently manage their other social media sites? In regards to networking and job prospects, not necessarily for personal use. However, the platform would allow students to incorporate their personalities and passions in a professional manner. It depends, what would be the key functions? For students they want to interact, therefore if they were able to I believe it would ensure further engagement to just using it in turn of recruitment. 5. The four key elements of the platform would be built upon: -Networking -Sharing -Self Promotion -Recruitment In relation, is their any specific features/services you strongly believe your students would benefit from? I think these elements compliment one another. 6. In addition, if your institution were to buy into this service, are their any particular features you would want to see? Benefitting both yourself and your students. Somehow linking their working progresses to the site? That may be an attractive element from a recruiting perspective. 7. On a scale of 1-10, how likely it is that your institution would buy into this service for students? 1 being unlikely, 10 being most likely. 5/10 Due to un-predictable success rates. 8. If so, how would your institution prefer to buy into this service? (One off payment/monthly) This is not something I can say. 9. Furthermore, how much would your institution be willing to pay for the service? (estimates if possible) This would have to be discussed further. 10. Is their anything in return you would expect if you were to buy into the service? To boost our attractiveness as a university to future students.


Response 4 1. Please share any current thoughts about how you would you feel about a social media platform being distributed through your university portal. It could be fun for students to interact in a different way, it would probably ensure trust from recruiters if universities were to buy into it. Showing they’re supporting students. 2. Do you believe by allowing students to interact and share their ideas/working progresses it would benefit them within their studies? Allowing students to discuss their ideas will further aid idea pooling and further show employees they aren’t afraid to voice their opinions and share their thoughts in a positive manner to help others. Yes 3. On a scale of 1-10, how effective do you believe this platform would be for students? 5/10 4. Do you believe students would manage this social platform like they currently manage their other social media sites? In regards to networking and job prospects, not necessarily for personal use. However, the platform would allow students to incorporate their personalities and passions in a professional manner. Yes 5. The four key elements of the platform would be built upon: -Networking -Sharing -Self Promotion -Recruitment In relation, is their any specific features/services you strongly believe your students would benefit from? Be able to browse profiles in source of inspiration for ideas. 6. In addition, if your institution were to buy into this service, are their any particular features you would want to see? Benefitting both yourself and your students. Trust would be the vital element. 7. On a scale of 1-10, how likely it is that your institution would buy into this service for students? 1 being unlikely, 10 being most likely. 5/10 As I currently don’t fully understand your concept. Again, in relation to the trust aspect we would want to know it was feasible for us. 8. If so, how would your institution prefer to buy into this service? (One off payment/monthly) Maybe a yearly cost? Every 6 months?

9. Furthermore, how much would your institution be willing to pay for the service? (estimates if possible) £3,000 per year ?

10. Is their anything in return you would expect if you were to buy into the service? We would want constant updates of the brand and how they aim to grow and develop and how that would benefit us.


Response 5 1. Please share any current thoughts about how you would you feel about a social media platform being distributed through your university portal. Students are always pressured to visit advisors, maybe this would solve the issue if they could access it online? 2. Do you believe by allowing students to interact and share their ideas/working progresses it would benefit them within their studies? Allowing students to discuss their ideas will further aid idea pooling and further show employees they aren’t afraid to voice their opinions and share their thoughts in a positive manner to help others. Yes 3. On a scale of 1-10, how effective do you believe this platform would be for students? 5/10 4. Do you believe students would manage this social platform like they currently manage their other social media sites? In regards to networking and job prospects, not necessarily for personal use. However, the platform would allow students to incorporate their personalities and passions in a professional manner. Yes 5. The four key elements of the platform would be built upon: -Networking -Sharing -Self Promotion -Recruitment In relation, is their any specific features/services you strongly believe your students would benefit from? I personally believe my students would benefit from talking to one another and creating discussions online, with both recruiters and brands. This is what the market place is currently lacking. 6. In addition, if your institution were to buy into this service, are their any particular features you would want to see? Benefitting both yourself and your students. I think the features would need to be further discussed. At present I’m unsure on the interactive element. I think measuring the feasibility would be key before taking the concept any further. 7. On a scale of 1-10, how likely it is that your institution would buy into this service for students? 1 being unlikely, 10 being most likely. For the future 8/10. 8. If so, how would your institution prefer to buy into this service? (One off payment/monthly) Yearly, that way it would mean purchases would last for at least a year.

9. Furthermore, how much would your institution be willing to pay for the service? (estimates if possible) £5,000 – For the future I believe the benefits would help guide our students to where they want to be.

10. Is their anything in return you would expect in if you were to buy into the service? To promote our university as a place for working with our students.




A4. Focus Group Results - Students. LEWIS | SHARON | RACHEL | CHARLOTTE | HALLY | JAMES | WILLIAM All students are studying within the school of Art and Design from Lincoln, Sheffield, Nottingham and Leeds Universities. First question, so how do you currently manage your social media? Lewis: To be honest, I’m never off it. Sharon: I’m the same, whenever I’m bored I like to sit and scroll, I actually sound quite sad. Rachel: Yeah me too, I tend to post like every day or every other day though. I’ve got to keep people interested and it keeps me engaged. Charlotte: Yeah unless I’m busy or at work I find myself scrolling down Instagram or Facebook. But I post a little more often, maybe once a day it depends what is going on at the time. Hally: Yeah, same. James: Yeah pretty much me too, apart from I find it boring! I don’t know what keeps me coming back for more, I think I’m just nosey. William: Yeah, I love a good browse! Second question: So in regards to promoting yourself and your work. How does social media play a part in this? Do you find you prefer to keep your professional and your personal profile separate? Or do you prefer to combine them? How do you manage it? Hally: OMG no! That would literally be the worst. Imagine looking at all my nice graphics work and then seeing a photo of me from a night out. I DON’T THINK SO. Sharon: Yeah I’m not really into that either. James: Mmm, see I don’t know, I kind of like that people can see me for who I actually am, like why would you try to be someone your not? William: Yeah, but James come on what Hally’s saying has a point? Like there’s a limit mate, you don’t want to overstep it. James: True but I don’t know, I’m not down for this fake life, like if someone is going to employ me it’ll be because of who I am not because of what something says I’m ‘supposed’ to be. Lewis: Come on though, we all enjoy having fun but there is a time and a place if you ask me. Charlotte: Yeah, I get that but at the same time like you’ve got to be professional if you want people to notice you in the correct way. Like some employer’s wont take you seriously if your profiles got drunken pictures, and the activities you get up to on a weekend. James: Yeah, I guess so. Rachel: Yeah I’m not a fan of mixing them, it gives off the wrong impression. For textiles, I use Isuu, Pinterest and Instagram in a professional manner and keep Facebook and twitter for my own use. Ok, that’s great! So if you’re keeping your person and your professional profiles separate, as most of us have agreed, bar James! Then what social platforms do you currently use to appeal to the correct target audience? Rachel: LinkedIn? Seems to be the place its all at nowadays. Charlotte: Yeah, LinkedIn. James: Yeah I think I’ve got a LinkedIn profile, I can’t say I really use it much though. It bores me! Williams: Same man, like I don’t get it. Rachel: I get it but like for me, it doesn’t really benefit me. Like it allows me to write about my work but it doesn’t allow me to show any of it! Plus, what is that skill endorsement all about?! Charlotte: (Laughs) Yeah, I know! It seems so pointless, like what’s the point in saying you’ve got the skills, I’d rather just show them! William: Yeah totally, like we aren’t business students we don’t just write essays like we produce creative stuff. Yet we have nowhere to put it? Lewis: Yeah, I’m a graphics student I want somewhere to showcase my work, not just talk about it. Hally: See that’s why I like Instagram! I mean, its nothing like LinkedIn but the hashtags allow you to target people in a direct but indi-


rect manner if that makes sense? I’ve even got my professional Instagram link on my CV. Sharon: Yeah I do that with Instagram, the hashtags really help to get attention from like such a broader audience! Plus inkedIn brings me no benefits, I want to showcase my artwork, not just write about it! So for you guys you’d say Instagram’s more effective? James: To be honest, I’ve never tried it but I don’t really like LinkedIn so now you’ve said it I’m going to give it a go. It makes more sense like my architectural drawings are on some online portfolio but I’ve never really had much recognition for them. Hally: Honestly, it’s so rewarding when people notice your work and compliment you for your talents. Rachel: Yeah I’d highly recommend it. I mean LinkedIns good for putting you’re experiences online and what not, but I want to show people my artwork that’s what I want in life. The only experiences I have are to help me get there! William: Yeah I like it, I mean I don’t keep as on top of it as my personal one but it’s still pretty damn effective. Sharon: See, I just like the visual aspects of it. I find things so much more interesting to look at than read about. Charlotte: Yeah same, it doesn’t really interest me if I have to read a big chunk of text to get to the whole concept of an idea. Sharon: That’s what gets me, give me a pretty picture any day! Lewis: Yeah, I see where you’re coming from. It’s more inspiring to me, especially seeing other peoples work it motivates me to get mine done! So if you were to combine aspects from LinkedIn and Instagram, which aspects would you take from each? Hally: Urmm, definitely the visual aspects of Instagram, and the feed its so much easier to navigate than LinkedIn. Lewis: Yeah definitely the feed, LinkedIn’s really confusing I still don’t know how to post. It makes you choose what topic area of whatever it is, I tried it for my dissertation research and just gave up in the ended and posted in on some forum. Sharon: Hahaha, I know exactly what you’re on about! Rachel: Omg don’t! That is literally the most annoying thing ever, especially when it constantly reminds you people are trying to connect it drives me insane. I mean its nice that they try to inform you but it just makes me not want to go on there. Charlotte: Yeah that is frustrating. See I don’t mind LinkedIn, I quite like that recruiters can view your profile. It’s like an easy way to get noticed. Lewis: Yeah I got an email off someone on there, contacting me about a potential job interview. It was so weird because I barely even use it. I suppose its good though. Hally: Yeah I’ve been noticed a few times. I’m sceptical though, that’s the only issue. William: See I quite like LinkedIn, I suppose for me I’d take the content from there but combine it in with the visual aspects of Instagram. I guess that way you’d get the best of both worlds. Ok that’s great! So if there was a new platform that bridged the gap between LinkedIn and Instagram how inclined would you be to using it? Hally: Yeah for sure! William: Yeah that makes sense, I’m pretty sure the majority of people on my course would be keen to use it. Lewis: I think that would solve all our problems. Rachel: Yeah I’d definitely use it. Especially if it was more social media based, it would be another platform to sit and scroll through! Charlotte: Omg we love a good scroll! Haha, yeah that would work for me. I get bored easily so anything that requires effort or heavy reading is just a no no. Sharon: So is this going to be a real thing? James: Haha Sharon. For me it would be ideal though, I can’t deal with the pressure we’re under to use LinkedIn I still just don’t get it and I don’t feel like I ever will. (LAUGHS) That’s great guys thank you for your time! I shall be in touch once the concept has been devised and we shall discuss the implementation.




A5. Focus Group Results - Graduates.

GEORGE | MICHAEL | JOSEPH | SARAH | REBECCA | LINDA | EMMA Each of the students graduated in 2015 with a degree in the school of Art and Design from Manchester, Sheffield, Nottingham and Birmingham University. First question, so what have you all been doing since you graduated? George: I was pretty lucky, I got an internship through my dad so I’m working their 5 days a week and its paid, bonus! Michael: Ahh that’s good, I’m still working my job at Sainsbury’s can’t say I’ve not tried to get a job but it’s so hard without experience. I feel so unwanted! Sarah: Yeah same, I only have like 2 weeks work experience from the Easter holidays whilst we were at uni, but it doesn’t benefit me in any way. Sometimes, I even consider taking it off my CV because it doesn’t seem to be helping. I feel like I need to do more voluntary work, but I’ve got a degree? Surely that should be enough. Joseph: Yeah I work a part time job, but on the side I try and take any opportunities I can. I recently wrote a column for the local papers, I don’t feel like it does anything but its just something to get my voice out there, alongside references on my CV. Rebecca: Yeah I’m unemployed ‘lol’. I’m focusing on my artwork even though its long. I can’t say I want to get settled in a job I know where I want to be. Linda: Mmm see, I’m quite happy working a part time job and interning, the only thing is I enjoy interning at the place I’m at. But it doesn’t pay, plus my salary is decent at work, so I feel like I’m stuck. Doing what I love at the minute doesn’t pay, but what I hate doing pays a decent amount. Sooooo annoying. Emma: Haha, I feel you. I’m the same, I know where I want to be but it seems no one wants to help you get there. So as you’ve all been a student, what support have you/ do you receive after graduating? Linda: We get emails, and newsletters but to be honest I don’t find it helpful I find it really annoying! Rebecca: Yeah same! Joseph: That stuff is the worst. Honestly don’t think I even bother reading it, it just goes straight in the bin. Sarah: Yeah same. George: Couldn’t agree more. Michael: It’s just a nightmare. Emma: If you ask me they’re just wasting their time and effort. Plus half the time it isn’t even related to anything I’m doing. As a student do you not receive access to alumni after graduation? Rebecca: Yeah I’ve used alumni a couple of times, it isn’t too bad but to be honest I just never think to use it. Emma: That’s the same with me, everything like that kind of just fades into the background after uni. George: Yeah same, I cant really say it crosses my mind but I know its there. Michael: See personally, I don’t really like it. There’s job sites for jobs, so what’s the whole point? Everyone just uses the generic sites anyway. It’s first come first serve with Google. Sarah: You have got a point. Linda: Yeah, I’m so bad for that! Joseph: Same, Google is my life. I literally don’t know how I’d get anywhere without it. So as a post-graduate, how would you say you market yourself and your design work in order to attract attention? Either for collaborative opportunities or for job prospects, or just to get it out there! Joseph: I like issuu, either that or Facebook. I like to share it and get a response, it makes it seem more worthwhile. Linda: I’m the same, either Facebook or Instagram, I don’t know what it is but compared to online profiles it’s just so much more affective. Plus I’m always on social media, so it doesn’t seem like an effort it’s more enjoyable, if it can be enjoyable? (Laughs)

Micheal: Yeah I get you, see for me I try to get my work into galleries and things but it’s so hard. I just really don’t like the thought of sharing it with friends and family, that isn’t going to get me to where I want to be. Rebecca: Yeah Instagram’s where it’s all at for me. I link it to my CV, I find it so affective in comparison to other things I’ve tried. The only thing is Instagram’s more about interactions, whereas I want my work to appeal to designers, basically I just want to get noticed. George: Yeah same, social media does the trick for me. I even began selling some things through Facebook? I mean I don’t even know if that’s legal but I’ve made a fair bit of profit. Emma: Yeah socials driving engagement for me. I love people talking about my work and ideas I’ve produced. There is just so much satisfaction coming from that. So, we’ve established social media is the most affective tool for marketing yourselves, however, do you use professional social sites such as LinkedIn? Or do you not find it necessary since social media is working for you? Rebecca: Mmm, I’ve got a profile does that count? Emma: Yeah me too, I don’t really know how I feel about it though. I get that it’s good and what not, but its so damn hard to navigate. Michael: Can we not. It’s awful, I have no other words. It literally plucks my brains every time I visit the site. However, it works for my friend, I think she studies politics or something like that. George: See I don’t mind it. I’ll give you that though it is confusing. Linda: Yeah I think it’s alright, I like how you can connect and endorse one another on skills and what not. But for me personally, I don’t think it provides any benefits. If anything I’m the same, the busy content puts me off using it. It’s dull and text heavy. Joseph: I’ve had a few notices on there. Can’t say they went anywhere though. It is good to have a go to place for recruiters though, having the talent in one particular search engine must make their jobs a hell of a lot easier. Rebecca: Mmm, for me, I’m not a fan. Sarah: No, me either. I mean I do use it occasionally, but that’s because you constantly receive notifications when people connect with you. Emma: Yeah that’s also really off-putting, I hate been hassled. I turned the notifications off from the app. George: (Laughs) Yeah I did the exact same! Ok, so we’ve established LinkedIn isn’t for everyone, however, if you were to take aspects from social sharing networking sites in comparison to LinkedIn how would you describe an idea networking platform? Joseph: Creative, interactive, hassle-free and fun! Sarah: Visual, the less text the better. I strongly believe this is the best way to engage people. Text just scares everyone away. Rebecca: Mmmm, definitely a discussion feed. I like to voice my opinions and share my thoughts, plus feedback helps me grow and develop with my skills. Joseph: I guess it would be more informal than LinkedIn, but not too informal. Maybe like Facebook, but instead it would operate in a similar way to LinkedIn, however visually it would look like Instagram? If that made any sense. (Laughs) George: Yeah man, I like that idea! Linda: For me, I agree with Sarah. I think the visuals make a massive difference. As they say an image can speak a thousand words! Michael: See I like the professional appeal to LinkedIn, but ill definitely agree it’s a nightmare to use. For me, I’d take the professional element, alongside providing the connection between people and recruiters. That would be ideal! Oh and also visuals, us design students love the visual aesthetics! Emma: Yes! Visuals are key. I think we may be bias in that sense just because we’re design students, but oh well! Who wants to read text when you can look at amazing work? That’s what people need to value. Ok guy’s cheers! I shall be in touch once the concept has been devised and we shall discuss the implementation.

A6. Branding Justification. To ensure the brand aesthetics were visually appealing to the con-

sumer, each logo was numbered allowing the participants to tick their favourite. By allowing the consumer to voice their opinion, this meant the brand could satisfy their needs, however it cannot be generalized as the sample was only made up of 14 respondents. The study however enabled the brand to collect a justified idea of the consumers’ opinion.


The decided logo received 12/14 responses, which therefore meant it would be the chosen identity to represent the brand.


I 4











A7. Email Interview Results - Industry Expert. Dear Sir/ Madam, I hope this email finds you well. My name is Holly Overland, I’m in my final year of university studying Fashion Marketing and Branding at Nottingham Trent University.  For the second stage of my dissertation I am investigating the importance of incorporating imagery, personality and passions within the networking community to further enable brands, businesses and consumers to relate to one another through images. The overall aim is to enhance interaction across industry sectors, to further support and encourage new business opportunities through a new social platform.  As I am currently in the early stages of research I would love to gather some insight from you as your academic opinion would give me further knowledge within this area. I would interested in hearing your thoughts on my idea and wondered if you could possibly give me any further knowledge into: 1. The need to support young people at the early stages of their career. Supporting young people at the start of their career is highly important on our agenda. For graduates that have recently left university it can be a daunting time, they aren’t necessarily sure what job role they want to peruse, however they are under high levels of pressure in order to ensure success in the area of their expertise. This is where our consultancy and academic opinion comes in, we aim to guide students in the correct direction. We firstly begin by looking at their degree and what avenues it could lead them. Secondly, we take into consideration candidates’ interests and career aspirations, then thirdly it’s all about where they want to work, that’s usually the key issue in regards to securing a job. 2. What are the benefits of providing a go to place for bringing people together to share thoughts and opinions? For us, we feel by talking to our candidates over Skype or a phone call is just as effective to meeting in person, it’s just less time consuming and doesn’t require travelling expenses. However, we like to get to know our candidates, we don’t try and push jobs upon them we aim to work alongside them. To our favour we’re interested in analyzing the

candidates, not just in regards to their professional lifestyle, but how they behave outside of work. It is key to our business image since our employees are our brand ambassadors.

3. How recruiting over the past five years has radically evolved and the impact social media has had on this evolution. For us, we search all of our candidates to find out some background information in order to ensure they’re correct for the job. I think social media plays a big part of recruitment in today’s society. As people, we are all online, that’s where we find out information at the click of a finger and this is the same within my personal life and my work life. You always want to know whom you’re connecting with before you arrange to take an application further. I would say social media for us, works, however this may not be the same for all agencies. Plus recruiting today isn’t about if consumers fit the requirements, its much more than that. As a business we look for people with passion across numerous areas. 4. How do you utilize social media for talent online? In addition, for searching for talent we use professional networking databases. LinkedIn is a key tool we use and it displays consumers’ key skills, aspirations and previous experience. We always ask candidates when joining the agency to link us to their online portfolio, this way we can view their talents and areas of expertise in order to tailor jobs to fit their needs. 5. In your opinion, would you say social media, in regards to recruitment, shows potential for the future? Yes definitely. I strongly believe be are just at the beginning of the evolution of social media, it has already begun to be distributed through corporate environments showing how it’s diversifying in order to work with todays people. Thank you for your time, if you need any further information please feel free to ask.     Many thanks,       Holly


A8. Recruiters Utilizing Social Media. Results - Jobvite Social Recruiting Survey.


Recruitment Proficiency through social media Only 18% consider themselves to be experts




A9. 1-1 Interview with Student Employment Advisor. Hello Isabel, so today I’m going to ask you a few questions to gain insight for my dissertation in regards to how you support your students during university and if they currently receive any support after graduating. Isabel: That’s great, I’m ready when you are! So as a student advisor, do you contact your students or do you tend to find they come to you when they need advice? Isabel: In honesty it varies depending on the time of the year. As a student support advisor our students know where to find us. But around the time of leaving university we tend to re-contact them just so they know where we are if they need anything. Other than that we conduct lectures occasionally, but the majority of the time students come to us when they need help with their CV, job applications and so on. Ok that’s great, do you help your students find jobs then if they come to you or is your service more tailored to supporting them? Isabel: As a university, our students have access to alumni, so more often than not job posts are listed on there. If students come to us in support of what direction to go in, in support of the industry their studying within we can point them in the right direction, but we don’t specifically search for positions. We’re here to support them get them where they want to be, so we tend to help them with applications. The students that come to us tend to know where they want to go, so we just help to ensure they get there in the most proficient manner. I see what you mean! Is there not a place in the university where students can go to receive job advice? Isabel: Yes of course! We provide advice for all our students. We have workshops on a weekly basis to involve students on how to behave, body language and how to contact industry experts in the correct manner. I see what you mean! That’s great. Do you, as a university, have online chats to talk to students to help them while they’re applying for jobs? Since I assume when they come to you they aren’t filling out the application there and then seeing as the majority of it’s done online. Isabel: Tell me about it our whole systems run online! (Laughs) In honesty everything is going online but I don’t know whether I agree with it or not. I find it impersonal and we like to get to know our students and involve them. At the end of the day their satisfaction reflects on us as a university so we want to do everything to ensure that. But surely to connect with people between the ages of 18-25 the best way to do this is through online sources? Isabel: True, it could be argued that’s the best way. I mean consumers are run by their smartphones, however I find it all too overwhelming! But as a student, studying, I find my phone is the route to everything. Therefore, I’d rather receive advice and support through online sources in comparison to meeting in person. Isabel: I guess you could say that’s true, I mean we tend to receive a lot of emails from students asking questions about their CV, how to start a covering letter and so on, so maybe it is a more effective way to support them. So back to the question on the live chat, do you feel your university would benefit from a service like that? Isabel: Mmmm, see I’m not sure if a live chat would be the answer. But I definitely think there’s potential in regards to online and supporting students. At the end of the day we want our students to get to where they want to be and if we can support that in any matter, then by all means we aim to do so. I see where you’re coming from. The research I’ve been undertaking for the past few weeks highlights vast amounts of potential in regards to student support and the feedback I’ve received from students. Especially, students studying within a creative industry, like art and graphics for example. Do you provide any services in order to support you’re creative students? Or is it the same for all students across the board? Isabel: For our students who study within the school of art and design, they showcase their work at the end of each term. This way it allows outsiders to come and look round our institution to see the talent we’ve produced. It also allows students to receive feedback on their work, which we found from a student survey they find it highly motivating. Ooo interesting! I know at our university we have our degree show, but that’s just at the end of each year! So in regards to students receiving feedback and showcasing their work, is this just purely offline or do they have to chance to share it online and appear to a wider audience? Isabel: For us, its just offline. We like to keep the experience unique.


But surely, that doesn’t allow your students to reach as many viewers, in comparison to how it would be distributed online? Isabel: That’s true, I think the use of online material in regards to self promotion and networking as a university is just at the forefront. I think in the near future everything will be online, either that or we’ll be using digital devices to showcase our students work here in the gallery. (Laughs) I think that’s everything, that’s great, thanks for your insights and expertise opinion! Isabel: No worries Holly, please email me if you have any more questions in regards to your studies. I’m more than happy to help! Thanks!


A10. Testing the idea with both students and graduates. For the future. GEORGE | MICHAEL | JOSEPH | SARAH | REBECCA | LINDA | EMMA LEWIS | SHARON | RACHEL | CHARLOTTE | HALLY | JAMES | WILLIAM A focus group was conducted combining both students and postgraduates in order to test the idea, predict the usage and how they see themselves using the platform in the near future. So hello again guys, I know a few of you have met from the focus group we previously conducted looking into your online behaviours and what support you feel you receive as a student or graduate. So today, I know we’ve already tested the branding justifications but we’re going to discuss the concept further to find our your opinions and how you feel the platform would benefit you in the future. So to start, you’ve all got a brief overview of the business idea and the brand in front of you, are there any current opinions you feel towards what you’ve seen? George: I like it. Michael: Yeah me too! Hally: Yeah I love the logo and the name its so catchy. William: Yeah same, it’s kind of cool but at the same time it holds its value well within its name. Emma: Same I love what it stands for! Rachel: So let me get my head around this, you’re bridging the gap between LinkedIn and Instagram? Yes Rachel that’s correct! Rachel: Ahhh I like it! Charlotte: Yeah I know I’d use it. James: Same, like I think the brandings really strong as well, it stands out! Plus there’s nothing like HITC4 already so I think its pretty cool. Thanks guys, I’m glad you’re pleased with the concept. All you’re feedback was taken into consideration after speaking to recruitment agencies and student support advisors! That way we aim to satisfy both your needs! So please speak up throughout the questions if you feel you need to query anything. So moving forward, obviously we looked at how often you manage your social media pages. How often do you feel you’d use HITC4, after it had launched? So imagine the platform had been with you throughout your journey at university and you were familiar with it. What’s your thoughts? Linda: To be honest, from what you’ve described it kind of seems like I’d use it as a second Instagram, like maybe not quite as often, but I’d definitely keep on top of it. James: Same, as I said before I don’t really use LinkedIn, but I’m never off Facebook, Twitter and Instagram. So if it managed to engage me in a similar way it would just become another platform to sit and scroll through! Emma: Yeah I reckon maybe every other day? Not every day! Rebecca: Yeah I’m the same as Emma, I think every day would maybe be a little too much so maybe every other day would work. Sarah: Yeah I like the idea if it being every other day. Maybe in the future as it grows it could become bigger? For now though I reckon it would be something I would update either when I was bored, or when I had sat and scrolled through all the other social platforms. (Laughs) Joseph: Yeah, I can see it working.


Lewis: Same, I think it would definitely work in regards to showing my work online in the hope to get noticed. Hally: Yeah that’s like me, knowing recruiters would be viewing the platforms gives me hope. Whereas Facebook and Instagram doesn’t exactly appeal to the correct target audience. Charlotte: Yeah, plus LinkedIn’s just dull and my mum uses it. Lol Sharon: (Laughs) Omg mine too! She loves it though and she’s always pestering me to use it. Micheal: That’s the same, it just doesn’t keep me interested. George: Same, I think I set up my profile and I have never updated it since. Whoops! Oh well. I think for me HITC4 would work, I like the social aspects more, it keeps me engaged knowing people will talk about my work and would further allow me to take in any feedback for future reference. James: Yeah! So can people talk about your work? Yes that’s right, it allows you to view other peoples profiles in addition to creating a conversation around their work, or recent events and so on. Lewis: Oh okay cool. So like new gallery exhibitions and things? Cool. Hally: See I like that, it would be like I’m doing something productive that’s actually quite informal and fun. Joseph: Mate that’s what we all want. (Laughs) Rebecca: Yeah I think it’s definitely got potential. It’s not like theres any other sites out there that provide anything like it. Sharon: Yeah, I can’t see why students wouldn’t want to use it. I mean people who start university don’t really know where they belong for the first few weeks. So it’s another way the help them get on their feet and get to know the people on their course? If that makes sense, because then as you said before its connecting through mutual interest. Linda: Omg yeah, I remember starting university. Michael: Same, it would be cool to know what other people enjoy instead of just assuming they like this course and that’s it. (Laughs) Rebecca: (Laughs) I know, I remember stalking everyone on Facebook in hope to get to know them. That way it wasn’t so awkward. Charlotte: (Laughs) Same! I mean, we all had mutual interest in Textiles anyway, but it was nice to get to know them a little more. I think if HITC4 allows personal and professional elements it would really help with consumer confidence alongside their work but also in addition to voicing their opinion. Because we don’t really have a place to be heard. It’s more like we just share our opinion of someone’s day out on Facebook or something, like it’s not very proactive. George: Yeah! Emma: Omg I know, I love a good nosey. Rachel: Same, but it would be good to put the social aspects of social media to good use other than to fill up my time when I have nothing better to be doing. Plus, if it meant there are opportunities for jobs at the end of it I think I would actually take time out to make it look good and to appear professional. Because I wouldn’t say my current social media platforms are very professional. Joseph: Yeah same, I think I’d actually make the effort to make it work, if that makes sense? Ok cool! So say you were all using the platform on a regular or daily basis as we identified, do you think you would continue to use HITC4 after findings a job and after leaving university? Or do you think once you got a job that would be it? Do you potentially see a future? Rachel: Absolutely!


Emma: Of course, like why wouldn’t I if it acted as a social platform. Joseph: I think I would still use it, but I don’t think I would use it as much as what I would during university. Just because once you get a job your timing becomes limited, whereas when you are a student, you feel as though you have all the time in the world! Rebecca: Yeah I agree with Joe, I’d still use it but I think it will be more to talk about events and exhibitions throughout the country. I mean I would probably still upload my work but I just don’t see it being as often due to time restraints. Hally: Yeah I agree with Rebecca, I would definitely still use it! Michael: Same, I just think that constant updates and what not wouldn’t be as frequent. It would depend more on how much spare time I had, but I’m always going to want to study within a creative field so of course im interested in keeping up on what’s going off, latest trends and even what the students from where I used to study are doing! James: Yeah we’ve all got that lovable emotional attachment with our uni! Linda: (Laughs) Omg, I know, it’s so nice to see what everyone’s doing though and again with people form up and down the country who studied within the same field. For me I think I’m just nosey. But I’d definitely keep on top of it, it just might become weekly not daily. Plus surely when you get a job you stop using LinkedIn altogether sooooo.. Sharon: Yeah, I work part time and I never check LinkedIn, can not cope! Joseph: (Laughs) I feel like we’re all here to slate LinkedIn. Charlotte: I’m not slating it, I just think we’ve all established it isn’t for us! Like we’re creative, does LinkedIn provide any kind of creative element to you?! Emma: haha, nopeeeeee. Ok guys, so you’re all saying for the future, you can see yourself using the platform to keep yourselves updated, but not necessarily to upload your work? Emma: Yeah basically, who know though maybe I’ll continue textiles on the side after uni, so if I do then I would be inclined to share it. But I reckon it’s purely down to time. Sharon: Yeah, I reckon it would be down to timing. Who know though when I eventually get a job maybe we’d share our content from a brand perspective, or would it just be limited to users and viewer? Not necessarily, that would be conducted through further research! But I definitely feel the platform has potential to interact with brands for the future. Rachel: Yeah I love the idea of that! Emma: Same. Joseph: See for me I reckon I’d continue to upload my work. Like why not, it may provide collaborative opportunities for the future. Michael: Yeah same, like I use Facebook and Instagram all the time so I don’t get why not. Linda: Yeah me too, plus I love a good nose and its always rewarding to get feedback. George: Yeah I agree with that, that’s the only thing that gets me through. Knowing I don’t have a job but knowing my work is appreciated pushes me to strive for more. Sharon: I know, it actually makes my stuff feel worthwhile. Joseph: Same, I could definitely see me using it. Charlotte: Same, I don’t see why not, you know me I would get a degree in chillin’ and scrolling if I could. (Laughs) Rachel: Yeah I would! Why not, you wouldn’t have anything to lose! Thanks guys! Your comments have been a massive help, I’ll keep you all informed on how everything goes.


A11. Porters five forces. Measuring market levels of attractiveness.

Threats of new Due to the high levels of market share from the current brands operating within the recruitment market, it entrants proves difficult for the new brands entering the market, with hope to gain a proportion of the market share. However, with regards to variation and modification of the current aspects of recruitment, combined with the aspects of social media, would allow the platform to operate as a socially interactive one. This would further enable a new brand to establish itself, in order to attract consumers and differentiate itself from the competitors. However, for the new market entrants, it is key to provide a differentiation and economic benefits at a reasonable cost. This would, therefore, allow them to establish themselves without having to overcome as many barriers, in comparison to the corporate recruitment site. Threats of substitutes

There are currently a number of competitors who are operating within the recruitment market, and they are already successful and well-established. Therefore, for new market entrants, it is vital that they understand the current landscape and analyse the competition, in order to identify what they can take from their competitors and how they can offer a unique selling point (USP), in order to give the brand some differentiation, ensuring consumer loyalty, and to further ensure that they are positioning themselves above their competitors.

Bargaining power of buyers

As a number of brands are offering similar services to online networking, it means, the new concept shall have to communicate the power of their USP, in order to engage with consumers and partners to promote the benefits and exclusivity of the brand. In addition, to ensure that the partners buy into the usage of the concept, instead of choosing competitors, they shall have to be educated and personalized through first-hand knowledge, in order to ensure that they become emotionally engaged, reduce the level of their bargaining power, and ensure their partners would not receive these benefits elsewhere.

Bargaining power of suppliers

In order to overcome the price sensitivity and bargaining power, new brands entering the marketplace would need to consider the current trends emerging within the market, to drive the customers to the platform and show that they are catering to the consumers’ needs. For brands that filter search engines, they must note how consumers interact on recruitment sites, and take into account the impact of social media, which will, therefore, provide the concept with a competitive edge, while understanding how they engage the consumers. In addition, it is also found that transparency is the key in all areas of consumer lifestyle, and therefore, in order to ensure attractiveness, honesty, and connectivity on a deeper scale, these factors are all vital for maintaining a competitive edge, along with differentiation.

Competitive Rivalry in the market

Due to the number of direct and indirect competitors who are competing in the market, it should be noted that some brands are already well-established. Therefore, the new concept shall have to promote the benefits on combining the aspects from its competitors, and move forward, in order to meet the needs of generation Y. This shall, therefore, enable the brand to position itself with a high level of market attractiveness, and ensure brand awareness is considerably higher than its competitors, thus, fill the gaps in the market. However, for new entrants, it is considerably harder to be instantly successful, as the current brands make it difficult to gain loyal consumers alongside market share.



“We’re building Instagram to allow you to experience moments in your friends’ lives through pictures as they happen. We imagine a world more connected through photos”. (Instagram.2015)

“We want to give you the power to share and to make the world more open and connected”. (Facebook. 2016)



Facebook Facebook at work keeps work profiles and personal profiles separate. The new business venture for Facebook has already showed high levels of interest.

Recently adapting a ‘non-chronological newsfeed’ where instead the social site will be filtered in order of relevancy and what Instagram perceives is most relevant to the consumer.


Facebook at work enables a more efficient workplace. This shows how businesses are accepting social media and utilizing it to cater towards their needs.

Alternatively, from a consumer perspective it enables them to organize their feed in regards to their interests. Highlighting how they’re adopting market trends and to cater for the consumer needs, making relevant content key.


The table below analyses what to take forward from the leading social networking sites, operating as indirect competitors within the market. Analysing their currently strategies and effectiveness, in order to devise a concept in support of young creatives. Facebook is just an early adopter to expand its social platform to corporate environments and grow the business to broaden their target demographic. However, this highlights numerous opportunities across industry sectors for social networking to be used in regards to connecting online with co-workers, new business prospects and future endeavours.

This is currently working for consumers, brands and businesses, allowing them to connect on a personal and emotional level to create successful lasting connections. In addition, recruiters can take this strategy forwards and connect with candidates through visual media in order to ensure the correct connection is made for the position.

“Visual media do more than communicate information, they inspire emotion and action. Serving a potent cocktail of visual and mobile, Instagram could be the first platform that delivers on the promise of social commerce via the power of user-generated content.” (WGSN Report. 2015)


A12. Indirect Competiton.


A13. Direct Competition. Threats. BRAND





“For us sharing is a lifestyle and for this reason our main goal is to see how our users interact with each other by sharing information, photos, news, business opportunities, etc. We believe that together we can make the world more sociable and informed.” (Wellwer, 2014)

Wellwer is a global social networking site, with the aim to connect people, companies and cities in new and exciting ways.

Although Wellwer is a potential risk to the new concept. It currently lacks brand awareness and user engagement. As a result of this, if Wellwer were to grow its online presence their strategy and concept would be similar to the new brand. However, due to its lack of presence, it proves an opportunity for the concept to enter the market and overcome the brand. Therefore for the new concept, targeting the correct audience in the most affective manner is key to ensuring loyalty and success.

Monster provides recruiters with the means to find better candidates alongside allowing consumers to search for jobs, boost their CV and current employment opportunities.

Due to Monster operating on a global level, as a platform for both recruiters and consumers in search for a job it therefore shows high levels of similarities in regards to the new concept. However, to overcome monster the platform shall be visual, providing recruiters to reach consumers through mutual interests. Ultimately, this shall give the new concept the cutting edge in regards to market competition.

LinkedIn is current and innovative. It enables consumers to connect with business to ensure future endeavors. However, it is lacking user engagement as the study notified the site to be highly boring.

LinkedIn’s strategy is focussed on professionals and professional information. Together these factors allow it to stand apart from the competition, yet provide little value for pre-professionals. This is where the new concept shall differ. In support of young people their needs shall lie in the heart of the brand in order to ensure future success.



“We are the worldwide leader in successfully connecting people to job opportunities.” (Monster.2016)

“To connect the world’s professionals to make them more productive and successful. When you join LinkedIn, you get access to people, jobs, news, updates, and insights that help you be great at what you do.” (LinkedIn. 2016)

Direct Competitor Market Share. BRAND




100 services 200 countries



65+ services 110+ countries



30+ services 40+ countries





The table below analyses the brands operating within the recruitment market. However, the concept shall firstly need to establish its presence within the market in order to ensure loyalty from consumers to affectively gain market share.


A14. Market SWOT analysis. STRENGTHS

The brands currently operating within the recruitment have established a strong market position, alongside a recognizable identity both off and online.


All brands operating within the market lack engaging marketing strategies.



The study found consumer engagement is lacking in regards to interaction amongst Additionally, each of these corporate sites. Howservices operates online. ever, the recruitment The competitors within the mar- However, depending on the market is currently very ket have already gained a loyal demographic this isn’t affeccompetitive due to the consumer base and currently tive for everyone. similarities amongst appeal to a large number of brands competing withtarget audiences. Not all of these sites have an Recruitment sites are corpo- in the marketplace. app. Ultimately, for the young- rate and the study identified The brands currently managing er cohort, by providing easy they lack user engagement. Exclusivity is an eletheir position provide an online access from there phones Therefore, the market high- ment the recruitment community. Allowing both users would in addition ensure furlights vast opportunities for market is lacking. and recruiters to interact and ther engagement. recruitment sites to modify They fail to provide the tailor their search engine to the their platforms, in order consumer with a ‘wow’ specific requirements. They don’t allow for reviews to become more visually factor. In addition the and feedback. Which could appealing to ensure user consumer fails to stay Additionally, the sites are probe perceived as a lack of trust engagement. engaged and results in fessional and corporate, there- for the consumer not knowing going elsewhere. This fore showing they are skilled whom they are connecting In addition, it shall allow also means consumers and trained in the required with. their consumers to interact are not loyal to a spearea. Whilst giving off a specialonline more enjoyably. cific recruitment site, ised approach. Due to the recruitment sites they just utilize their operating as corporate platUltimately, relevance is search engines and d forms, they continue to lack key. However, for recruitthen move on to the presence amongst social ment sites, they can further next site. media. However, to ensure ensure relevance is key loyalty from generation Z and through the means of algoY social media is at the forerithms and tracking consumfront of their online activities. ers in order to facilitate their By lacking an online social online needs. In addition, media presence, it only drives resulting in consumer satisa sufficient number of traffic faction and repeat visits. to the site.

A15. Budget Justification.

The impact of social media enables collaborative opportunities across industry sectors. For recruitment sites to collaborate with social media platforms, it would allow them to integrate elements of each and target a new consumer base.

The initial cost to custom build the platform is estimated between £5,000-15,000. Therefore, £7,000 has been set aside in order to build the basic framework of the network in the first year as the quote shall be able to provide the basic functions required for HITC4. From then onwards, profits made shall be reinvested in order to develop and grow the site. This quote came from echo innovate it.


A16. Creative Occupations.

“The Creative Industries accounted for 1 in 17 (5.8%) of all jobs in the UK in 2014, higher than in 2013 when they accounted for 5.6% of jobs. It ranged from 1 in 30 jobs (3.3%) in Northern Ireland to 1 in 8 jobs (11.8%) in London. Almost a third (31.8%) of all Creative Industries jobs were based in London.� (Direct Gov 2015).



Total Inflow







Total Outflows

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Open Balance

Closing Balance


Legal and Accounting


Salaries: Brand Ambassadors




University Marketing


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A17.Cash Flow. Accounting for year 1

A18. Glossary. DEFINITION Creative Economy “Includes the contribution of those who are in creative occupations outside creative industries as well as those employed in the creative industry.” – Direct Gov. 2015 The creative economy is made up of all the creative industries alongside creative jobs. Creative Industry

Creative Occupation

“A subset of the creative economy that includes just those working in the creative industries, irrespective of their occupation. (They may either be in a creative occupation or in other roles).” – Direct Gov. 2015 See appendix 16 for all roles within the creative industry.

“A subset of the creative economy, which includes all those working in a creative occupation. Irrespective of the industry that they work in.” – Direct Gov 2015. The following are listed as creative industries: -Advertising/Marketing -Architecture -Crafts -Fashion Design -Product Design -Graphic Design -Film/Tv/Radio -Photography -IT -Museum Studies -Music Performance -Visual Arts -Publishing

Young Creative

A person who is yet to start their career studying in the creative field.


Student currently studying

Generation Y

A person born between 1975-1995

Generation Z

A person born between 1995-2015


Business to Business


Business to Consumer


A19. Tutorial Record Sheets.






A20. Learning Time Plan.


A21. Ethical Checklist.


A22. Project Decloration.


Profile for sincerelyholly

Final Year Business Plan, Marketing Plan and Communications Plan.  

Third year, final project

Final Year Business Plan, Marketing Plan and Communications Plan.  

Third year, final project