Draft Twitter Guidelines
Barnes and Noble at Temple Law
Sean O’Connell
Twitter is a powerful tool that can be used to post information about our store and to build a stronger community and customer base. It is often a problem to figure out the best means of communications with customers. There is phone, email, or in person communications; but many customers are much more passive and would be more interested in helping themselves to information.
We have undertaken a twitter and should set a base set of guidelines for its use. In these guidelines I hope to create consistency and value. Both of these are essential to keeping customers engaged with our twitter and with our store. It is fairly obvious that random clips of 140 letters would hold little value to customers so we will seek guidelines to start from and expand as needed.
The three main focuses of twitter should be the three main functions of our store: Café, Books, and Temple Gear. Each of these areas can have either informative “tweets” that consist of pure information or promotional information. It is important to keep up both of these. Twitter is popular and successful if it has value to its followers, both in content (i.e. book reviews) and in money (i.e. sales and promotions).
Café
SOUP: The main café Tweet should be each day’s soups. Soup is one of our popular items and is what draws most of our regular customers. Posting the soup of the day on our twitter will bring our regulars to our site and introduce them to this new practice.
DRINKS: At the beginning of each promotional period Twitter should be used to promote the new corporate promotions for the season or month.
SPECIALS: Twitter should be used to promote the occasional meal deal in the Barnes and Noble Café. This will help promote use of the twitter and also make our customers more used to our online presence. One day per week should be designated as the Tweet special, possibly on “Twitter Tuesday”.
Books
Bestsellers: Twitter should be used to announce the new bestsellers being added to the College Bestsellers list each week. This tweet should also remind followers about our discounts for bestselling books.
New Releases/Features: As new releases arrive it may be advisable to post them on Twitter with a short summary and also list if it is being offered at any pricing discount.
Staff Suggestions: Our store has a great deal of staff that enjoying reading and luckily different genres of books. As we see fit staff can recommend a book they have read through twitter in the hopes of attracting some of our followers. This also helps to show that we have a sincere interest in our store.
Special Events: Special events should be posted two weeks, two days, and again the day of a special event (i.e. book signing). Special events may also include discounts on books, and the acquisition of local interest books. Twitter may also be a valuable resource for Textbook buyback and also textbook ordering from staff and students.
Temple Merchandise
New Merchandise: As new merchandise is brought in it would be very useful to post this on twitter along with details of the product, pictures, and a limited time discount on the product. The discount offers two advantages. It first offers real value to our Twitter follower and may also sell more products early on so that they are seen around campus, helping future sales.
Special Event Merchandise: If merchandise is acquired for a special event such as the 125th anniversary merchandise or basketball t-shirts, this could be a valuable tool to promote these products.
Brand Sales: Regular sales of Jansport, Champion, Redshirt, and all other brands in our store should be promoted through Twitter. These tweets should clearly state the product, discount, and also feature a picture.
Clearance Sales: As large amounts of products are reduced in price they should be promoted on Twitter along with the regularly scheduled clearance sales.
It may become clear that there is a lot of information to be posted on twitter, which is why I recommend picking certain days for certain tweets. New clothing should be tweeted as it arrives and new sales should be tweeted as they occur. But, some tweets will most likely become standard and should be limited so as not to crowd our profile.
Sunday, July 12, 2009
Monday, July 6, 2009
Proposed Stae Funding Decrease
Sean O’Connell
Temple University
July 7, 2009
The American Recovery and Reinvestment Act of 2009 (ARR) provides that states are to provide to public institutions of higher education funding greater than that provided in the 2008 and 2009 fiscal years. The aim of section 14002 of this act is to continue the pattern of increasing funding for public education annually even in the face of diminishing state tax revenues. This act, from the Federal government all comes with funding to support this provision.
Currently passed due is the Pennsylvania state budget, which sets forth how money that is tied to the ARR is to be distributed amongst public universities and colleges. In its current form the budget has specifically excluded four states related universities: Temple University, Pennsylvania State University, Pittsburgh University, and Lincoln University. Governor Rendell has provided the rationale, for their exclusion, that they are not under the “absolute control” of the State of Pennsylvania.
Overall, this exclusion would cause Temple University to lose a combined total of $31million, compared to the previous fiscal year. There are wide ramifications of this exclusion; the most notable to students would be an increase in tuition of around 11%.
The University had taken steps earlier in the year, while planning its own budget, to make room for decreased state funds in this time of economic turmoil. The University board of trustees worked to provide more direct funding for financial aid, releasing $7million. Also, the board worked with university administration to limit a tuition increase to 2.9%, the lowest in years. The actions of the board of trustees recognize Temple Universities mission to provided access to education and recognizes that education is an investment in the future of our City, State, and Nation.
If the state budget passes in its current form these steps taken by the university would do little to offset the possible $30million loss in funding.
The Universities position is that Temple’s exclusion from the definition of “public institutions” is uncalled for and unsupported by law or practice. The Universities Council addressed this concern in a memorandum to University President Hart. Since 1965 Temple University has received state funding and has reserved three seats on the Board of Trustees for appointments by the state and one seat for the governor himself. Temple is recognized as an instrument of the state and therefore a public institution. It is made clear in both state and national legislation that Temple University is a public institution of higher education.
Numerous letters from University administration have been sent to the state capital including a letter from President Hart to the United States Secretary of Education in Washington D.C. Temple Student Government (TSG) has begun a drive to collect letters petitioning Governor Rendell to rethink his position. Within the first 12 hours of the TSG movement more than 600 letters had already been received.
Temple University
July 7, 2009
The American Recovery and Reinvestment Act of 2009 (ARR) provides that states are to provide to public institutions of higher education funding greater than that provided in the 2008 and 2009 fiscal years. The aim of section 14002 of this act is to continue the pattern of increasing funding for public education annually even in the face of diminishing state tax revenues. This act, from the Federal government all comes with funding to support this provision.
Currently passed due is the Pennsylvania state budget, which sets forth how money that is tied to the ARR is to be distributed amongst public universities and colleges. In its current form the budget has specifically excluded four states related universities: Temple University, Pennsylvania State University, Pittsburgh University, and Lincoln University. Governor Rendell has provided the rationale, for their exclusion, that they are not under the “absolute control” of the State of Pennsylvania.
Overall, this exclusion would cause Temple University to lose a combined total of $31million, compared to the previous fiscal year. There are wide ramifications of this exclusion; the most notable to students would be an increase in tuition of around 11%.
The University had taken steps earlier in the year, while planning its own budget, to make room for decreased state funds in this time of economic turmoil. The University board of trustees worked to provide more direct funding for financial aid, releasing $7million. Also, the board worked with university administration to limit a tuition increase to 2.9%, the lowest in years. The actions of the board of trustees recognize Temple Universities mission to provided access to education and recognizes that education is an investment in the future of our City, State, and Nation.
If the state budget passes in its current form these steps taken by the university would do little to offset the possible $30million loss in funding.
The Universities position is that Temple’s exclusion from the definition of “public institutions” is uncalled for and unsupported by law or practice. The Universities Council addressed this concern in a memorandum to University President Hart. Since 1965 Temple University has received state funding and has reserved three seats on the Board of Trustees for appointments by the state and one seat for the governor himself. Temple is recognized as an instrument of the state and therefore a public institution. It is made clear in both state and national legislation that Temple University is a public institution of higher education.
Numerous letters from University administration have been sent to the state capital including a letter from President Hart to the United States Secretary of Education in Washington D.C. Temple Student Government (TSG) has begun a drive to collect letters petitioning Governor Rendell to rethink his position. Within the first 12 hours of the TSG movement more than 600 letters had already been received.
Wednesday, July 1, 2009
PWD: A Model of Sustainable Business
Sean O’Connell
Philadelphia Water Department:
A Model of Green Business
July 1, 2009
Philadelphia is attempting to make it-self the “Green” city of America or at least making our region known for sustainable decision making. Many organizations have begun investing in sustainable business practices, but the business plan for a truly sustainable and profitable enterprise still isn’t clear. A model of a sustainable, environmentally and profitably, business is right here is Philadelphia. Most semi-public utility companies are known for unprofitability, but the Philadelphia Water Department is a leader in the nation in reducing its environmental impact on society, while keeping a profitable business.
The Philadelphia Water Department has been known for centuries for its innovation. The first city in America to provide drinking water to residents, the PWD has been the focus of international attention many times, for innovation in hydro power and water distribution techniques.
Originally water was brought from the Schuylkill River, processed and pumped farther into the city. Fairmount Park was created to protect the city’s water supply by preventing development of the area around the river. The park became a destination as a natural attraction in a large city and as a model of water processing abilities.
Over time even the protection of Fairmount Park couldn’t stop pollution from taking a hold on the river. Since the rivers around Philadelphia flow first through many other cities farther instate, water arriving at Philadelphia was already contaminated. This lead to the eventual closing of the first water treatment facility, the Fairmount Water works, in the early 20th century.
To replace it, new techniques of water processing were put in place on the Delaware and Schuylkill rivers. In 1972 the Federal Government enacted the Clean Water Act, which set standards for water cleanliness both as it comes out of the faucet and as it is returned into the river.
Since the Philadelphia Water Department has invested over 1billion dollars into its water processing system, making it an international award winning company again. PWD has the unique ability to watch its product from the beginning to end and make sure it has as little of an impact on Mother Earth as possible. Dirt taken in the cleaning process is reused as natural fertilizer and water being put back into rivers exceeds all national standards.
Even though it takes the extra effort to reduce its impact on the Earth, PWD has remained very profitable business. This allows it to grow, invest, and serve its customers even better.
PWD is a local company that can teach our region a great deal about being responsible to nature and to society. While it is a unique business it still offers evidence that profitability and sustainability can be complimentary goals.
Philadelphia Water Department:
A Model of Green Business
July 1, 2009
Philadelphia is attempting to make it-self the “Green” city of America or at least making our region known for sustainable decision making. Many organizations have begun investing in sustainable business practices, but the business plan for a truly sustainable and profitable enterprise still isn’t clear. A model of a sustainable, environmentally and profitably, business is right here is Philadelphia. Most semi-public utility companies are known for unprofitability, but the Philadelphia Water Department is a leader in the nation in reducing its environmental impact on society, while keeping a profitable business.
The Philadelphia Water Department has been known for centuries for its innovation. The first city in America to provide drinking water to residents, the PWD has been the focus of international attention many times, for innovation in hydro power and water distribution techniques.
Originally water was brought from the Schuylkill River, processed and pumped farther into the city. Fairmount Park was created to protect the city’s water supply by preventing development of the area around the river. The park became a destination as a natural attraction in a large city and as a model of water processing abilities.
Over time even the protection of Fairmount Park couldn’t stop pollution from taking a hold on the river. Since the rivers around Philadelphia flow first through many other cities farther instate, water arriving at Philadelphia was already contaminated. This lead to the eventual closing of the first water treatment facility, the Fairmount Water works, in the early 20th century.
To replace it, new techniques of water processing were put in place on the Delaware and Schuylkill rivers. In 1972 the Federal Government enacted the Clean Water Act, which set standards for water cleanliness both as it comes out of the faucet and as it is returned into the river.
Since the Philadelphia Water Department has invested over 1billion dollars into its water processing system, making it an international award winning company again. PWD has the unique ability to watch its product from the beginning to end and make sure it has as little of an impact on Mother Earth as possible. Dirt taken in the cleaning process is reused as natural fertilizer and water being put back into rivers exceeds all national standards.
Even though it takes the extra effort to reduce its impact on the Earth, PWD has remained very profitable business. This allows it to grow, invest, and serve its customers even better.
PWD is a local company that can teach our region a great deal about being responsible to nature and to society. While it is a unique business it still offers evidence that profitability and sustainability can be complimentary goals.
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