CC BY
77
25. National Bank of Romania. [On-line] // Financial stability Report 2016, http://www.bnro.ro/Regular-publications-2504.aspx, No 1, Year 1 -New Series, p.46 - 78.
26. National Bank of Romania. [On-line] // The Hystory of NBR -http://www.bnro.ro/Brief-History-of-the-NBR-2730.aspx, 2016.
27. National Bank of the Republic of Belarus. [On-line] // Financial Stability in the Republic of Belarus 2015, https://www.nbrb.by/engl/ publications/FinStabRep/, 2016
28. National Bank of the Republic of Belarus. [On-line] // Hystory, https://www.nbrb.by/engl/today/about/history, 2016
29. National Bank of the Republic of Belarus. [On-line] // Official exchange rate data, https://www.nbrb.by/engl/statistics/rates/ratesDaily.asp, 2016.
30. National Bank of the Republic of Belarus. [On-line] // Raport of the National Bank of the Republic of Belarus for 2015, https://www.nbrb.by/ engl/publications/report/Report2015e.pdf, 2015, p. 10-17
31. National Bank of the Republic of Belarus. [On-line] // Statistics Bulletin no 1 (50), https://www.nbrb.by/engl/publications/bulletin/ Stat_Bulletin_2016_01e.pdf, p.196, 2016
32. National Bank of Ukraine. [On-line] // Banking System Indicators, https://bank.gov.ua/control/en/publish/article?art_id=34705283&cat_id=3479 8612, 2016.
33. National Bank of Ukraine. [On-line] // Financial Stability Report 2016, https://bank.gov.ua/doccatalog/document?id=32247009, 2016.
Р. Брату, канд. екон. наук, доц.
Ушверситет ¡мен1 Луч1ана Блага, Ci6iy, Румунт
34. National Bank of Ukraine. [On-line] // Banking Sector Review October, https://bank.gov.ua/doccatalog/document?id=37796168, 2016
35. National Bank of Ukraine. [On-line] // Hystory, https://bank.gov.ua/control/en/publish/article;jsessionid=c64199A5714DDB FA514CAF2801CFD218?art_id=37384&cat_id=37375, 2016
36. World Bank. [On-line] // G20 Basic set of financial inclusion indicators, http://databank.worldbank.org/data/reports.aspx?source=g20-basic-set-of-financial-inclusion-indicators, 20l6
37. World Bank. [On-line] // Global Financial Development, http://databank.worldbank.org/data/reports.aspx?source=global-financial-developments 2016.
38. World Bank. [On-line] // Official Exchange Rates, http://data.worldbank.org/indicator/PA.NUS.FCRF?locations=BY, 2016
39. World Bank. [On-line] // World Development Indicators, http://databank.worldbank.org/data/reports.aspx?Code=NY.GDP.MKTP.CD &id=af3ce82b&report_name=Popular_indicators&populartype=series&ispop ular=y#, 2016
Hafliwwna go peflKonerii 15.05.16 Date of editorial approval 26.08.16
Author's declaration on the sources of funding of research presented in the scientific article or of the preparation of the scientific article: budget of university's scientific project
РОЗВИТОК Ф1НАНСОВИХ ТА ГРОШОВИХ ПЕРЕКАЗ1В В КРАНАХ RBMU
Метою даноУроботи е оценка стану розвитку ф/'нансово'У системи в 3 з цих кран, з якими Свропейський союз встановив вiдносини в рамках Програми партнерства, додавши Румунiю також. Дослiдження засноване на емпiричних даних про структуру i дiяльнiсть фiнансових систем краУн ЯБМи (РумунП, БiлорусiУ, УкраУни та Молдови). Результати корелюють з впливом припливу грошових перека-зiв для сприяння розвитку фiнансових систем, особливо банквських систем, а також зi зворотним каузальним пiдходом. Ключовi слова. фiнансова система, банквська система, грошовi перекази.
Р. Брату, канд. экон. наук, доц.
Университет имени Лучиана Блага, Сибиу, Румыния
РАЗВИТИЕ ФИНАНСОВЫХ И ДЕНЕЖНЫХ ПЕРЕВОДОВ В СТРАНАХ RBMU
Целью данной работы является оценка состояния развития финансовой системы в 3 из этих стран, с которыми Европейский союз установил отношения в рамках Программы партнерства, добавив Румынию также. Исследование основано на эмпирических данных о структуре и деятельности финансовых систем стран ЯБМи (Румынии, Белоруссии, Украины и Молдовы). Результаты коррелируют с влиянием притока денежных переводов для содействия развитию финансовых систем, особенно банковских систем, а также с обратным каузальным подходом.
Ключевые слова. финансовая система, банковская система, денежные переводы.
Bulletin of Taras Shevchenko National University of Kyiv. Economics, 2016; 12(189): 25-30
УДК 339.5
JEL classification: M31, M39
DOI: https://doi.org/10.17721/1728-2667.2016/189-12/4
A.-C. Budac, PhD, Associate Professor "Lucian Blaga" University, Sibiu, Romania
MARKETING CONSIDERATIONS ON BRAND COMMUNITIES
Most consumers spend an important part of their free time looking for online information about the brands before taking a decision to purchase. The Internet is the main factor which has led to a considerable increase of the time allotted by consumers for search and comparing information about brands, as a step preceding the decision to purchase and also one of the most important factors that influence the interaction between the brand and the consumer.
Although the general trend is that the public to become more active and more involved in the choice of the brand, consumer's responses to its messages obviously depend on cultural, social or economic factors. The work has the purpose to clarify what brand community means and how it appeared - if it was really built from scratch or it has already existed in a latent way and it must only be recognized - the characteristics of successful communities, which of the objectives of the brands can be achieved by means of these groups, what is the role of social media in the development of these communities, what kind of types of members are likely to be encountered inside of the online communities and what is their proportion for each and which are the research methodologies that can give support to companies in monitoring these groups.
Key words: digital strategy, social media, online brand communities.
Introduction
The instant attractiveness of the brands is mostly due to the story behind them. What does this 'story' mean in Social Media? At the beginning, there were mostly a few ingredients - humanization, involvement, impulses and commitment. There are brands which are simply adored by consumers, others are mentioned in conversations between friends and others are kept only for themselves. The translation from behind these actions is called feedback, and this feedback is to be found in the mission of each brand
storyteller. It is about that extra powerful emotion which returns to the storyteller with each action of the consumer.
How do we define Social Media? In the first place we must say it had the ability to intervene and to give value to quick reaction of feedback. This quickness is the one that made the differentiation. By social tools, consumers were encouraged to be actively involved in the story about the brand, at each step of the creation process. Nothing to frighten or unfollow, freedom of expression urged the consumer to write their own story in connection with the
© Budac A.-C., 2016
brand and Social Media has only enabled the tale to be liked only by a simple click.
However, behind impulses and small "commitments" of the consumers, brands must constantly socialize with big ideas, agile thinking and bold actions to inspire passionate online consumers in an environment that is fairly new. Brands must know how to communicate through social media invented tomorrow, where the consumer is already ready to get involved. Social Media works so quickly and brands must adapt accordingly. In fact, the brand story is the same, but it should allow consumers to quickly connect to it. Brands like Nike, Apple, Starbucks and Coca Cola are among the first that through Social Media knew how to encourage their fans to help the brand to become one of the most popular social brands. All these big names on the market were able to approach people, to create a promise for them, to inspire their attitude or simply to teach them to be cool.
Besides all these, Social Media knew how to create the story of the brands by visual means (ex. Timelines on Facebook, videos on YouTube or photo albums on Flickr,
Instagram, etc.), thus capturing a bigger market and activate consumers.
And all this time, the great advantage of Social Media is considered to be the humanization factor: it invigorates consumers' mornings by creating their own story, not just the brand itself. Social Media managed to shape costumers' behaviour, relationships and classic brand strategies [8, 12].
Definitions and types of brand communities The idea of community, as geographical area based on familiar and emotional values went through a process of adaptation and transformation especially due to the development of Internet and communication technologies which has led to the emergence of online brand communities, tremendous businesses opportunities, in the light of the impact on the purchasing behaviour of consumers [1]. Online brand communities made possible to acquire the same values and identities across geographical distances, identities built around certain brands [4].
Online communities, in general, can be of several types (see Тab.1)
Table 1. Different Types of Online Communities and Hybrid Communities
Type Definition Characteristics
Community of Action Community built with the purpose of using the collective power in order to make change in the world • focus on reference points • update progress • facilitate the commitment of the group and the exchange of best practice în order to achieve the goals
Community of Practice The community who carry out the same activity • focus on what is new and proved to be true • search for reliable surveys • the agreed field of knowledge
Community of Place The community united for geographical reasons • focusing on events, people or local activities • mutual cycles (people who support mutually)
Community of Interest The community of people who share a common interest • focus on the depth to the considered interest • socializing discussions which would lead to the achievement of the objectives • impulses to much more profound discussions
Community of Circumstance The Community united by a common situation or an external challenge • focussing on the support granted to deal with the situation • a lot of discussions to getting one another, making relations
Community of Place and Action The community of people who want to change something in their area • focusing on local problems and protection of the served community, minorities or groups of interests
Community of Place and Practice The community from a geographical area of the people who carry out the same activity • the focus on making local connections between the people in the same field to increase competition în comparison with other regions
Community of Place and Interest Community of people who share interests in a particular area • focusing on local informal meetings where people with similar interests can meet and make friends
Community of Place and Circumstance Community of people who face the same problem in their area • focusing on bringing all local groups together and provide a real significant support
Community of Action and Practice Community of people who want to change something in their field • concentration of forces on changing or improving the respective field, or prevent completion of something positively related to that field, especially în ca se of new technologies
Community of Action and Interest Community of people who want to change something about their common interest • focus on preserving that special something related to their interest, the change or improvement of the interest
Community of Action and Circumstance Community of people who want to change something about their situation • focusing on changing support to that circumstance or long term helping those who are in a similar situation
Community of Practice and Interest Community of people with the same activity but share another common interest • focusing on people who have a certain belief or interest in the subject. It usually creates hesitation to social activities around common interest
Community of Practice and Circumstance Community of people participating in the same activity and are facing the same situation • focusing on how those people go through the unique situation which are facing with. It is based on the support and it often involves latest findings
Community of Interest and Circumstance Community of people who share the same passion and face similar situations • focus on discussions about common interest or support for self-discovery activities
Source: adapted after feverbee.com
More than 90% of community projects, especially those related brands, consists of communities of interest. The disadvantage is that these communities of interest are
competing in the consumer's mind with their free time, this is the reason they develop the hardest of all communities.
Muniz & O'Guinn [15] refers to online brand communities as "Specialized, non-geographically bound community, based on the structured set of social relations among admirers of the brand".
When we talk about the benefits that online communities offer to their members, we refer to the following (Malooney - Krichmar and Preece [15], Butler et al. [5], Johnson and Ambrose [11], Preece [16]:
• exchange of information (access to more information by involving the whole community members)
• sense of belonging (community members come to feel they belong to something, by placing them where they can be themselves). It gives the members the sense of security that they belong to a group and new friendships may be created.
• mutual support (it allows getting help from others who are able to offer). Members help each other in solving life problems or by providing opportunities such as jobs or other resources that members would not otherwise have access to. All this in an environment of trust, fairness and empathy.
• great influence (being active in a group gives members more influence than they could have individually)
• flexibility (access to the community is flexible and it requires an investment of time as flexible)
• exploration opportunity (it allows members to explore things together that otherwise they would not have been able to: new ideas, resources, experiences)
• permanent presence (the ability to access messages, articles, community hyperlinks, images, text messages anytime, the ability to easily control each community member's involvement)
On the other hand, the benefits offered by online communities, brands around which are created, relate to: customers' fidelity (via the opportunity to obtain information on their needs and expectations and to improve the customers' experience), increase public awareness and visibility and the possibility to improve the image quality, getting ideas of new products or of improvement of the existing ones or processes, time saving with the collection and distribution of information.
Online brand communities have certain characteristics as a result of the interaction of its members [4]; they must be taken into account by brand managers in order to exploit the opportunities in achieving results: participation level and interaction of members in the community and between them; the quality of relationships in the community, given by the level of consumer satisfaction related to benefits; the identification of community members as part of the brand; the quality of communication within the community, measured by relevance, frequency and duration. Online brand communities as marketing tools contribute to business development, as far as brand managers take into account four factors identified above.
Objectives achieved through brand communities
The community is the group of people whom you always have close, that you can always rely on and who involve themselves in the consolidation and promotion of a brand. A community must be an exclusive group (club, if it is to be called so), consisting of people who support constantly a brand that offers them more benefits than a simple audience.
To have blog readers have or fans on Facebook does not mean that you have created a community no matter how often they would interact with you. They are nothing else but an audience that has developed in time. The audience follows you online and is aware of what you do -so it can leave anytime. Community does more than follow you - it helps to create and promote content to the
audience, so it is part of your team. The community will not leave you as long as you manage it properly.
The community should be a group of people large enough to be manageable and close relationships with them must be created. The more effective the communication campaigns are, the greater the audience and the number of customers. But for the community the same communication campaigns do not work. Increasing community is an activity more related to human resources than communication. New members of a community should be recruited and passed through a selection process based on motivation, involvement and interest. Communication campaigns are meant to be received by the audience and have a certain effect as well as converting them into customers.
The community, like any marketing team, can help in creating content for the media - especially for blogs and Facebook becoming true endorsers of a brand. The more people there are in the community who are bloggers or journalists, the more advantageous. The most important lesson offered by inbound marketing is that general public is not interested about brands, but it is interested to be told about how one brand or another can offer solutions to their problems.
The strategy of creating a community can apply for (almost) any business. The most important thing is that the community always must be an exclusive group that is not open to anyone. Exclusivity brings quality which ensures a higher level of success.
A community is based on an honest commitment. The story is not related to the "prizes", but it is about to share the same values, to fight for the same cause, to spend quality time together or to inspire one another. Commitment based only on immediate gain is not sustainable, long-term loyalty cannot be built on material benefits.
The life cycle of online brand community
The concept of life cycle of online community is based on research conducted by Iriberri and Leroy [10] and it is used to determine at what level the community is at present and where it wants to be in the future. The concept was developed by theorists and practitioners and it has the following stages: inception, establishment, maturity, mitosis / death (see fig. 1).
The first stage of the life cycle of online brand community begins when the brand interacts with the target audience and ends when the community has gathered a mass of critical members. We can say that there is a critical mass when at least half of the community activity is generated by its members and not by the community manager. At this stage, the focus should be on the following activities: inviting members to participate and keeping them active, initiating discussions and encouraging members to participate in these discussions, creating relationships with community members, creating interesting content for community members, organize regular events online.
The second phase of the life cycle of online brand community begins once a critical mass of members was formed and ends when 90 % of the work community is generated by its members and they begin to develop the sense of community. At this stage, the following activities are required: inviting members to participate and keeping them active, initiating discussions and encouraging members to participate in these discussions, creating relationships with community members, creating interesting content for community members, organizing regular online events and recruit volunteers, promotion of the community activities, collecting and analyzing data, managing possible conflicts between members.
The third stage-maturity, begins when more than 90% of the community activity is generated by its members and
ends when the activity is entirely self-sustained and the sense of community is very high. The specific activities of this stage are: to stimulate community growth, the leadership of the community, recruiting volunteers and training them to take over specific activities from the previous phase (increase and create, managing discussions and answers, creating relations between the members, events and activities), development of the sense of the community by sharing evolution, exclusivity, more powerful personality, optimize the platform and establish indicators for monitoring the activity.
The fourth or last stage, mitosis or death begins when the community is entirely self-sustained and ends when it is
divided into much more focused smaller communities. This is usually due to the fact that the community becomes too large and its members feel increasingly less connected with the others. Once the community has reached this level, the number of members begins to decrease. The solution in this case is dividing the community into smaller groups based on friendships already created or based on more specific interests. A community can be divided into groups according to demographic, geographic or psychological criteria and it starts its own life cycle by the received supported until it will be self-sustained.
Inception
Slow, direct, growth Limited levels of engagement No sense of community 0 - 50% activity initiated by community
Establishment
Referral/Direct growth Medium levels of engagement Limited sense of community 50 - 90% activity initiated by the community
Maturity
Referral/Promo growth High levels of engagement Strong sense of community
90 - 99% activity by the community
Mitosis
Community splits/grows into more focused groups Repeats from inception for each unique group
Fig. 1 The four stages of online community development
Source: feverbee.com
The key of developing a clear and coherent strategy is to understand the life cycle of the online brand community. Once the strategy, the targets, the indicators are defined, the life cycle of the community becomes a map that helps in understanding how the goals will be achieved. Determining the stage of the life cycle of a community, involves the evaluation of three important indicators: community development, engagement and the sense of community. The development of the community means to understand the evolution of the number of active members (not registered) of the online community. This can be measured by the number of members who have contributed to the community in the last month. The difference between a single input and respectively more inputs is the member's engagement. The more the community members are involved the more developed is the community. It is not at all easy to keep the community members involved over a long period of time. Measuring this indicator can be achieved through: the average number of contributions of the community members (active), its average number of answers to a question, the average time to receive an answer to a problem, the average number of visits of a member (active). The third indicator, the sense of community takes into consideration several factors such as: membership, influence, wish fulfilment, sharing emotions. It can be measured by a score derived from the results of a
research model developed by Chavis, D. M., Lee, K.S., J. & D. Acosta in 2008 as Sense of Community Index.
Building a brand community online
Millions of people spend time on social networks daily, where they consume and generate content. In addition, social media can reach more people by increasing the sphere of influence and understanding better the customers. Social networks can help in gaining confidence because they represent an opportunity for fans to promote the products. When you praise someone, you gain trust of people more easily. Social media has thus become the most powerful promotional channel of all times. Businesses have become increasingly aware of this and allocate increasing budgets for social networks in order to target the consumers [17].
Online brand communities represent a very different environment from the rest of promotion channels, they are based on an interaction of giving something and getting something. Starting from the existing customers, they use calls-to-action and discounts to convince them to connect, then pass to special events, contests, exclusive offers fun content or even face to face meetings. Social media offers a lot of opportunities, but like any environment of digital space it requires a strategy. For example, it is very important to determine which networks are suitable for a particular brand, to identify where to focus. Large networks like Facebook, Twitter, Instagram, Google Plus and LinkedIn have very large audiences, which means that their
existing and future customers certainly spend time in these virtual spaces. Thus presence on these social networks is imperative for brands in order to get in touch with them.
Besides large networks, there are niche networks focused on specific topics and audiences. The people here are passionate about those subjects and seeking a detailed content: TripAdvisor for travel reviews, OpenTable for restaurant reviews. There are many social networks specialized in different industries, they have a smaller number of members, but they are the most important for a particular brand.
In building a community it must be taken into account the purpose and the social network. Some social networks are used for personal relationships, others are focused on content distribution and others are used for networking and business. Each of them is attractive for brands as people discuss products and services all the time. But context is important, so posts must be simple, interesting and useful; sale messages are not recommended. In distributing content, social networks offer to a lot of potential customers' information such as statistics, case studies, infographics, reviews and more. Those for business attract people looking for business contacts, jobs and employment. It is very important to understand the role of each social networking and the objectives of the people who are there.
One last thing that is required to be planned is how to communicate with each audience in social networks belonging to the brand. The tone of voice should be adapted to the specific network and the type of interaction monitored: professional sound voice, authoritative when the audience consists of people of formal and professionals such as LinkedIn or spiritual and playful where customers are more relaxed and come from a more personal social network. A generous and welcoming tone attract more new people and existing customers enjoy appreciation from the brand. By profile page, brands can deliver news and have conversations with their audience. These social media profiles are indexed by search engines. If the content has quality there are more chances for the social pages to appear in the search results. Hence, the probability of reaching the public is much higher and the chances of attracting new customers may increase.
Building a presence in social media takes time. Posting original and interesting content leads to more visibility. Accelerating the process is possible through paid promotion posts which helps to reach a wider audience. This is how social media advertising works: it allows a very specific targeting and the ability to quickly increase visibility. Measuring the impact of a campaign on social networks is not complicated by web analytics tools and social media management. It is possible to achieve results such as: the number of people who have established links, the trend of activities, the most interactive posts, the number of votes, who are fans of the brand, how they assimilate the content and interact with it.
Social networks are important tools, but also can cause some problems to businesses, such as: the possibility of bored audience unless attractive and quality content is offered, automatic irrelevant content posting, engaging in too many activities or actions.
Conclusions
In conclusion Social media is part of people's lives and it is a great opportunity for brands. Social networks bring people together to interact and share information. They have become indispensable very fast.
When building online communities, social networks should be decided in order to be suitable for the brand, where customers can find the brand, which of the following
networks customers spend time on: Facebook, YouTube, Pinterest, Twitter, Google Plus, LinkedIn. One or a combination of networks depending on brand strategy can be chosen. Once you create your account on a social network, it is time to know your "neighbors". Building relationships within community takes time. But if it helps to spread the news about your business and it is an investment that it is worth.
For a brand, community must be like a marketing team; it helps to create and promote content for the audience. It is not enough to communicate with community members; there must be organized activities for them to have the opportunity to know one another. Each community member must feel that they belong to a group.
Brand communities have become connection between the consumer and the marketer, this fact has a considerable influence in developing brand loyalty [15].
References
1. Adjei, M., Noble, S., & Noble, C., (2010), The influence of C2C communications in online brand communities on customer purchase behavior., Journal of the Academy of Marketing Science, 38(5): 634-653.
2. Baldus, B.,J., Voorhees, C., Calantone, R., (2015), Online brand community engagement: Scale development and validation, Journal of Business Research 68: 978-985.
3. Brodie, R.,J., Ilic, A., Juric, B., Hollebeek, L., (2011), Consumer engagement in a virtual brand community: An exploratory analysis, Journal of Business Research 66(1): 105-114.
4. Brogi, S., (2014), Online brand communities: a literature review, Procedia - Social and Behavioral Sciences 109: 385-389.
5. Butler, B., Sproull, L., Kiesler,S., Kraut, R. E. (2005), Community effort in online groups: Who does the work and why? In Leadership at a Distance, S. Weisband and L. Atwater Eds. Lawrence Erlbaum Associates Inc, Mahwah, NJ.
6. Chavis, D.M., Lee, K.S., & Acosta J.D. (2008), The Sense of Community (SCI) Revised: The Reliability and Validity of the SCI - 2. Paper presented at the 2nd International Community Psychology Conference, Lisboa, Portugal.
7. Erdogmus, I.,E., Cicek, M., (2012), The impact of social media marketing on brand loyalty, Procedia - Social and Behavioral Sciences, 58:1353 - 1360, doi: 10.1016/j.sbspro.2012.09.1119.
8. Hennig-Thurau, Thorsten, Malthouse, Edward C., Friege, Christian, Gensler, Sonja, Lobschat, Lara, Rangaswamy, Arvind, Skiera, Bernd, (2010), The impact of new media on customer relationships, Journal of Service Research, 13(3): 311-330, DOI: 10.1177/1094670510375460.
9. Howard, R. (2010), HOW TO: Manage a Sustainable Online Community, http://mashable.com/2010/07/30/sustainable-online-community/ #UxHi._wE4uqO retrieved in April 2016.
10. Iriberri, A., Leroy, G. (2009), A Life Cycle Perspective on Online Community Success, ACM Computing Surveys, ACM Computing Surveys, 41 (2), Article 11, 2009 DOI: 10.1145/1459352.1459356.
11. Johnson, J., Ambrose, P. J. (2006), Neo-tribes: The power and potential of online communities in healthcare. Commun. ACM 49, 1, 107-113.
12. Kaplan, A.,M., Haenlein, M., (2010), Users of the world, unite! The challenges and opportunities of Social Media, Business Horizons, 53(1): 59-68.
13. Maloney-Krichmar, D., Preece, J. (2005), A multilevel analysis of sociability, usability, and community dynamics in an online health community. ACM Trans. Comput.-Hum. Interaction 12, 2, 201-232.
14. McAlexander, J. H., Schouten, J. W., Koenig, H. F. (2002), Building Brand Community, Journal of Marketing: January 2002, Vol. 66, No. 1, pp. 38-54.
15. Muniz, A. M., O'Guinn, T. C., (2001), Brand Community, Journal of Consumer Research, 27(4): 412-432.
16. Preece, J. (2000), Online Communities: Designing Usability, Supporting Sociability, Wiley, New York, NY.
17. Saxena, A., & Khanna, U., (2013), Advertising on Social Network Sites: A Structural Equation Modelling Approach. Vision (09722629), 17(1), 17-25. doi:10.1177/0972262912469560.
18. Schmidt, K.,N., Iyera, K.,S. (2014), Online Behaviour of Social Media Participants' and Perception of Trust, Comparing Social Media Brand Community Groups and Associated Organized Marketing Strategies, Procedia - Social and Behavioral Sciences, 177: 432 - 439, doi: 10.1016/j.sbspro.2015.02.389.
19. Zaglia, M., E., (2013), Brand communities embedded in social networks, Journal of Business Research 66: 216-223.
20. Zhou, Z., Zhang, Q., Su C., Zhou, N., (2012), How do brand communities generate brand relationship? Intermediate mechanisms, Journal of Business Research 65: 890-895.
Hafliwwna go peflKonerii 20.04.16 Date of editorial approval 26.09.16
Author's declaration on the sources of funding of research presented in the scientific article or of the preparation of the scientific article: budget of university's scientific project
А.-К. Будак, канд. екон. наук, доц. Ушверситет ¡мен1 Луч1ана Блага, С1б1у, Румун1я
МАРКЕТИНГ М1РКУВАНЬ ДЛЯ БРЕНД-СП1ЛЬНОТ
Бiльшiсть споживачiв витрачають значну частину свого вльного часу на пошук iнформацíУ в lнтернетi про бренди, перш нж при-ймати рiшення про покупку. 1нтернет е основним фактором, який призвiв до значного збльшення часу, вiдведеного споживачами для пошуку i порiвняння iнформацíl' про марки, як крок, що передуе р/'шенню про покупку, а також одним з найбльш важливих фактор/в, що впливае на взаемодю мiж брендом i споживачем.
Хоча загальна тенденця така, що спльноти стають бльш активними i бльш залученими до вибору марки, вiдповiдi споживача на Ух повiдомлення, очевидно, залежать в/'д культурних, соцальних i економiчних чинниюв. Робота мае на метi з'ясувати, що означае бренд-спльнота, i як виявилося, - якщо вони дйсно були побудован з нуля, або вже снували в латентному станi, i лише чекали на визнання - то як характеристики успiшних спльнот, як з цлей брендiв можуть бути досягнутi за допомогою цих груп, яка роль со-цальних медiа в розвитку цих спльнот, якого типу елементи, ймовiрно, можуть виникнути всередин онлайнових ствтовариств i яка Ухня частка, як е до^дницью методики, що можуть надати пiдтримку компаням в монторингу цих груп.
Ключовi слова: цифрова стратегiя, соцальн медiа, iнтернет-спiльноти бренду.
А.-К. Будак, канд. экон. наук, доц.
Университет имени Лучиана Блага, Сибиу, Румыния
МАРКЕТИНГ СООБРАЖЕНИЙ ДЛЯ БРЕНД-СООБЩЕСТВ
Большинство потребителей тратят значительную часть своего свободного времени на поиск информации в Интернете о брендах, прежде чем принимать решение о покупке. Интернет является основным фактором, который привел к значительному увеличению времени, отведенного потребителями для поиска и сравнения информации о марках, как шаг, предшествующий решению о покупке, а также один из самых важных факторов, влияющих на взаимодействие между брендом и потребителем.
Хотя общая тенденция такова, что сообщества становятся более активными и более вовлеченными к выбору марки, ответы потребителя на их сообщения, очевидно, зависят от культурных, социальных и экономических факторов. Работа имеет целью выяснить, что означает бренд-сообщество, и как оказалось, - если они действительно были построены с нуля, или уже существовали в латентном состоянии, и только ждали признания - то какие характеристики успешных сообществ, которые из целей брендов могут быть достигнуты с помощью этих групп, какова роль социальных медиа в развитии этих сообществ, какого типа элементы, вероятно, могут возникнуть внутри онлайновых сообществ и какова их доля, какие существуют исследовательские методики, которые могут оказать поддержку компаниям в мониторинге этих групп.
Ключевые слова: цифровая стратегия, социальные медиа, интернет-сообщества бренда.
Bulletin of Taras Shevchenko National University of Kyiv. Economics, 2016; 12(189): 30-36 yflK 336
JEL classification/UDC: C13, C18, C83, M42
DOI: https://doi.org/10.17721/1728-2667.2016/189-12/5
E. Dascalu, PhD, Professor Spiru Haret University, Bucharest, Romania, L. Nasta, PhD Student Bucharest University of Economic Studies, Bucharest, Romania
SAMPLING IN EXTERNAL AUDIT - THE MONETARY UNIT SAMPLING METHOD
This article approaches the general issue of diminishing the evidence investigation space in audit activities, by means of sampling techniques, given that in the instance of a significant data volume an exhaustive examination of the assessed population is not possible and/or effective. The general perspective of the presentation involves dealing with sampling risk, in essence, the risk that a selected sample may not be representative for the overall population, in correlation with the audit risk model and with the component parts of this model (inherent risk, control risk and non detection risk) and highlights the inter-conditionings between these two models.
Key words: statistical selection models, non-statistical selection models, population, sampling unit, sampling risk, non- sampling.
Introduction
Auditors need to collect competent, relevant and reasonable audit evidence, in order to ground their opinion. In the instance of a significant data volume, it is not possible or effective to exhaustively examine the population to be assessed. In such instances, the investigation space is reduced through sampling techniques. Sampling in audit allows auditors to enforce audit procedures only on the items selected in the sample and to extend the resulting conclusion to the overall population of the economic operations under consideration.
Tests are conducted by examining documents and implementing audit procedures which would lead to conclusions drafting based on them. The population making up a category of economic operations may be represented by assets or invoices lists, centralised situations of the creditor or debtor and other similar ones.
The size of the sample depends on the sampling risk accepted by the auditor, the selection of adequate methods, in relation to the actual situation, representing a decision which contributes to sampling risk minimization; the selection method is chosen based on the auditor's professional judgement.
The article introduces an overall logical scheme of the selection process, based on which a succinct review is made - but dealing with all theoretical and practical interest items - the two important classes of selection methods: statistical methods (various types of selection: MUS, systematic, stratified, multi- level, random selection), as well as non statistical methods (judgemental selection, block selection).
The statistical selection methods use the probability theory and statistical formula to set the sample size, including to consider and to assess the sampling risk, making it possible to obtain conclusions valid for the overall population.
The non statistical selection methods offer rough results, which may not be extrapolated so as to be representative for the overall population, due to the selection process nature, which does not offer each element of the population equal selection chance.
The article further completes the theoretical, formal information (procedures, computation formula, selection of values for parameters) with specific calculation examples, analysed in detail for the MUS (Monetary Unit Sampling) method.
© Dascalu E., Nasta L., 2016
