The demand for cosmetic products is generally declining globally, but growing among female Generation Y (Gen Y). Gen Y (18-34 years) are large in size and disposable income and are high users of various social media platforms. Thus, cosmetic companies are competing to capture this market segment. However, the type of social media platforms, which can best attract and induce cosmetic products interest among this fickle and notoriously disloyal market segment is unknown. This study therefore employed the AIDA model to examine the effectiveness of YouTube, Instagram and Facebook in igniting female Gen Y South Africans‟ interest in cosmetic products. Data was collected from 220 respondents. Structural equation modeling results revealed that the cosmetic products interest is ignited by YouTube and Instagram ads and not Facebook ads. Implications are provided.

Customers’ opinions on social network platforms are known to influence peer behaviour (Bai, 2011; Eirinaki, Pisal, & Singh, 2012). Customers are also known to be more engaged in sharing their experiences by writing online reviews and recommendations that may be useful to others (Cantallops & Salvi, 2014; Tang & Guo, 2015; Xu & Li, 2016). Actually, user-generated content (UGC) on social network platforms has emerged as an important source for understanding and managing consumers’ expectations, particularly using automated and semi-automated knowledge extraction techniques from text such as text mining and sentiment analysis (Zhang, Zeng, Li, Wang, & Zuo, 2009). This research analyses dimensions of online customer engagement and associated concepts in customers’ reviews through (i) a global sentiment analysis using positive, neutral and negative sentiments and (ii) a topic-sentiment analysis to capture latent topics in online reviews. Furthermore, it examines what influences customers to contribute their online reviews, beyond the features of each focal company or brand. The research methodology is based on a text mining approach, using the MeaningCloud tool. The study focuses on Yelp.com reviews and includes a random sample of 15,000 unique reviews of restaurants, hotels and nightlife entertainment in eleven cities in the USA. An innovative customer engagement dictionary is created, based on previously validated scales using known dimensions of engagement, experience, emotions and brand advocacy, and extended using WordNet 2.1 lexical database. The research findings reveal a high impact of the engagement cognitive processing dimension and hedonic experience on customers’ review endeavour. The study results further indicate that customers seem to be more engaged in positively advocating a company/brand than the contrary. The findings will help social network managers to reinforce their platforms.

A fashion social platform is a system that leverages the power of social connectivity to enable individuals to interact, accumulate information and create social values in fashion marketing. Fashion social platform participants, through their collective intelligence, give social platforms essential competence to solve economic and social issues, gather social capital, and create customer value. This study highlights the critical value of fashion social platforms and explains the relationships between knowledge sharing, social capital, and sustainable customer value. They examine (1) the effects of social network properties on knowledge sharing in fashion social platforms, (2) the effects of knowledge sharing on social capital, and (3) the effects of social capital on customer value in fashion social platforms. In the context of social platforms, this study clarifies the concept of customer value, the role of knowledge sharing, and the relationships between social capital and customer value. The study constructs a theoretical model regarding fashion social platforms and sustainable customer value that offers possible implications for fashion marketing practitioners.

Introduction Why should we study marketing management processes in social network platforms? Today’s rapidly growing creative companies must adopt social network platforms. Indeed, the “twenty-first century’s wealth comes from platforms” Thus “those who possess platforms dominate the wealth of the future” (Hirano & Hagiu, 2010). After the Lehman Brothers-initiated financial crisis, companies began developing platform strategies as a cutting-edge management method for assuring consistent and stable growth. Platform strategies call for gathering relevant groups of people together in a network that then creates new business. (Hirano & Hagiu, 2010) In this study, we study a social network platform to show how marketing management processes can be applied to social network platforms. Literature Review Social Network Platforms In recent years, social network platform sites such as Facebook, Twitter, and KakaoTalk have evolved to bring people together online. Social network services (SNS) are rapidly infiltrating daily lives and facilitating communications among people by means of computers (Correa et al., 2010; Powell, 2009). Users reside at the center of social platforms where they can socialize and express a wide range of behaviors. As a force for change, social platforms are influencing marketing strategies as well. Advertising has been traditionally one-way communication from company to customers through public media and portal sites. Recently, the paradigm has changed (Yeo, 2014): companies establish relationship with customers through social platforms that allow them to talk with customers directly, exchange opinions, and share ideas. As a result, large-scale corporations, mid-sized/small companies, and one-owner companies have turned their attention to social platforms (Jhun, 2013). Moreover, the revolutionary wave has affected such diverse areas as politics, economics, society, culture, and environmental causes. Researchers have responded to social platform developments with studies that deal with concept, construction, policy, development, spatial information, social platforms, and governmental roles (Choi et al., 2012), and that deal with social platform’s social influences and future directions (Lee & Jung, 2011). Researchers have studied functions and utilization of social platform using web services and policies to support collaborative research (Pignotti & Edwards, 2012), sharing shopping information (Der Ho et al., 2010), customer engagement (Cheung, Lee, & Jin, 2011), and senior social platforms (Farkas, 2010). Social platforms emerged so recently that academic studies have failed to keep up with the urgent need to study the phenomena realistically (Yeo, 2013). Method In this study, we analyze phase 1 secretary platform by Cybermoon Co., Ltd., which has four main functions: Product name: On-Secretary PlatformCore Services ● Phase 1. Assistant Service ● Phase 2. Vision Maker Service ● Phase 3. Collaboration and Sharing Service ● Phase 4. Social Sales Service ● Phase 5 Assistant Call Center Service Objective On-Secretary Platform aims to yield optimized productivity by offering secretary functions to experts working for one person-companies, small-scale companies, or small traders. - Next generation SNS-based social secretary management service uses Twitter and Facebook. - Online and offline secretary management service grows with users and assists them with every aspect of their lives. - Service dispatches 90,000 online secretaries and 10,000 offline secretaries to assist clients. Target Market - General customers: individuals who want to establish businesses. - Businesspersons: presidents of one-person or small companies, and the self-employed - Experts: consultants, coaching specialists, lawyers, and professors - Public organizations such as job-search organizations, business creation support organizations, infrastructure-expansion organizations, education centers for the unemployed, social education centers, education for retired people, and lifelong learning centers. Customer Value Proposition - Survey and analysis on the services needed by single entrepreneurs. - Survey and analysis of services needed by potential entrepreneurs. - Survey and analysis of services needed by experts. - Survey and analysis of services needed by public organizations. Assets and competition - 20-years of developing IT business services and operational systems - Patents for core techniques and experts with development abilities Functional strategies and programs - Secretary function: selection of AI (artificial intelligence)-type character and growth by consistent learning - Chatting function: task reporting via letters, voices, and holograms - Program: cloud-based social platform service - Service method: online service and offline call-center service. Marketing Mix(Richard & Colin, 1992) Figure 1. Managing Marketing Strategies and the Marketing Mix SWOT Analysis Figure 2. SWOT Analysis Contribution of this research ● Academic contributions This study could contribute to understanding diverse applications and developing theory regarding platforms to help to consolidate theoretical fundamentals regarding marketing management processes for using platforms. Finding various marketing methods and studying their relationship would contribute to future platform-based management strategy. ● Practical contribution This study could help companies, governments, society, and individuals efficiently utilize marketing management processes when using platforms for continuous growth and progress.

This research was conducted to undertake the impact of advertisements on multiple social media platforms on consumer responses. The study also researches internet and social media consumption habits of consumers of different demographics. The results largely suggest that positive consumer responses in form of better brand engagement, loyalty and recall are associated with organizations that indulge in promoting their products and services on multiple social media.

Launched in 2008 and 2010 respectively, Instagram and Pinterest are two of the fasted growing social media platforms with 220 million users combined (Leverage 2014, Techcrunch 2014, Loren & Swiderski 2012). Their success is due to their simplicity and a focus on visuals rather than text, furthermore they are described as platforms with strategic potential for fashion brands (Wired 2012). Despite this, many fashion brands have been slow to engage with them. However the Huffington Post (2012) suggests that the visual social media has a wide appeal with respect to both brand positioning and increasing awareness. Recent research by Mashable (2014) highlights that referral traffic and spend is higher from Pinterest users than Facebook users, and this contributes to the rationale for study. The aim of this reseach is twofold, firstly it is to explore the reasons for the utilisation of visual social media platforms within a fashion brands marketing planning cycle, and second it seeks to identify the strategic and operational ways in which fashion brands can use them. For the purpose of this paper only Instagram and Pinterest are investigated. Using a qualitative and inductive approach, the study will use in-depth elite interviews with 6 UK fashion brands (2 Luxury, 2 mid-market, 2 value) alongside content analysis of their platforms. This will enable the research to also consider how each platform can be harnessed at different levels of the market therefore contributing to the lack of empirical applied research in this area.