nalysts started arguing that the company lacks a sustainable future and many were of the opinion that Twitter does not have an efficient marketing strategy. This report has aimed analysing Twitter’s past and present records to map out its journey. Subsequently, its marketing strategy – which is largely undefined – has been evaluated and the future strategies have been recommended. The capability of Twitter to earn profits has also been touched upon while analysing how the company may capitalise on its popularity. Finally, an action plan has been recommended.
The current topic necessitates an analysis of the business case of the popular microblogging service called Twitter. Headquartered in San Francisco, the organisation had commenced it business in 2006. It had an almost instantaneous success because of the fact that it shares numerous characteristics with most of the commonly used communication tools such as “email, IM, texting, blogging, RSS, social networks and so forth” (O’Reilly & Milstein, 2009, p.7). However, the uniqueness of this service lies in the fact that messages that are sent and received on it “are no more than 140 characters, or about the length of a news headline” (O’Reilly & Milstein, 2009, p.7), and hence, they can be easily read as well as written. Owing to the speed at which information is shared through it, it has been argued that companies must be present on Twitter as it is an invaluable platform that helps in bootstrapping marketing activities. On a more precise note, with Twitter, companies (especially start-ups and SMEs) “can help their search engine rankings and website traffic” (Thomases, 2010, p.90). In the light of the immense business potential that Twitter is capable to offer, this case analysis will aim at evaluating its current situation and part record. Simultaneously, attempts will be made to comprehend the marketing strategy of Twitter in order to recommend future strategies. In addition to these,