Social Media managerial implications for budget accommodation venues: use of Social Media platforms more effectively and efficiently

Depósito de investigación de la Universidad de Sevilla https://idus.us.es/ “This version of the article has been accepted for publication, after peer review (when applicable) and is subject to Springer Nature’s AM terms of use, but is not the Version of Record and does not reflect post-acceptance improvements, or any corrections. The Version of Record is available online at: http://dx.doi.org/10.1007/s11135-019-00932-3 ” Social Media Managerial Implications for Budget Accommodation Venues: Use of Social Media Platforms more Effectively and Efficiently Domínguez-Navarro, S1., & González-Rodríguez, M. R2. (2020). 1. Sara Domínguez Navarro, Phd. Facultad de Turismo y Finanzas, Universidad de Sevilla 2. María Rosario González Rodríguez, Facultad de Turismo y Finanzas, Universidad de Sevilla, rosaglezus.es (corresponding autor) Abstract Social Media has transformed people’s lives and behaviour. Over the past decade it has also transformed the Tourism Industry. Despite this triumph, insufficient research has been published concerning Social Media in tourism, particularly for the benefit of budget oriented accommodation venues. This study offers an empirical analysis of actions taken by a Budget Venue in Seville as a part of its Social Media strategy, together with the effects of those actions on the venue’s Facebook and Instagram profile pages. The study also proposes practical solutions that can improve the Social Media strategy of such company. Relevant statistical data was collected daily from Facebook and Instagram Insights, over a period of two months. Both theoretical and practical aspects are mentioned in the paper. Keywords: Social media, Tripadvisor, Instagram, Facebook, Twitter, Hotel Performance, Budget accommodation, Impact, Social Media Strategies, Online Travel Information 1. Introduction Social Media comprises networking sites and online applications that enable all internet users to create and share content, ideas and views, relevant to their own lives and experiences (BlackShaw and Nazzaro 2006). Platforms of this kind are now a commonplace phenomenon, due to humans’ inherent need to share information, backed by substantial advancements in the Internet technology. (Kim, et. al 2015; Tang-Mui and Chan-Eang, 2017). Essentially, Social Media transforms people’s lives and behaviour in the society – billions of users from across the globe are continuously on the web in search of new experiences and new outlets where to express opinions, socialize and start businesses (Nasihatkon and Kheiri 2016; Hudson et al. 2016). Tourism, on the other hand, comprises the act of physically travelling to places outside one’s usual environment, for leisure or business purposes (for no more than one consecutive year) (UNWTO, 2007). In other words, tourism fulfils a similar set of needs as Social Media does – it implicates a pursuit for new experiences and new possibilities for socializing and doing business. (Lickorish, and Jenkins.1997; Safko, 2012). A common peculiarity of a tourism product is the fact that it has to be consumed at the destination (Xiang, et. al 2015). More specifically, the tourism industry’s customer often has no other choice but to purchase an experience that cannot be seen, heard, smelled or touched until the change of location has taken place (Goeldner and Ritchie, 2007; Gonzlez, et al. 2014). This special characteristic has led to the development of new dynamic processes of promotion, which involve various amounts and types of information sources (Kang and Schuett, 2013). The tourism industry itself is highly complex and consists of tourist attractions, transportation, accommodation, restaurant businesses, and travel agencies (Gonzlez, et al. 2014). In the case of accommodation, promotion is as hard as it is for any other product. There are numerous tangible aspects involved; but only when all these aspects are put together is the experience wholesome (Mattila 2004; Xiang & Gretzel, 2010). Therefore, it is no longer sustainable to advertise a business merely by presenting photographs, videos and descriptions provided by the company. This is an impersonal approach that results in a large gap between reality and expectations (Xiang & Gretzel, 2010; Smith 2018). Today, potential customers prioritize shared experiences and unbiased travel-related reviews provided by individuals who have already consumed the product (Miguens et al. 2008). Consumer-to-consumer information is the new epitome of accommodation-related marketing. This calls for extensive establishment of Social Media Management within the sector (Capatina, et al. 2017). In the last decade, Social Media has had a growing impact on the tourism industry (Kim et al. 2015). As companies begin to promote their products in a more realistic way, they discard the old fashioned – overly idealised – promotional leaflets. Instead, these companies attempt to create a bond with their customers ahead of time, by exposing the daily life at the place (Michopoulou and Moisa, 2019; Mintel, 2013). The product becomes more tangible and organic. Updated information gives an idea of what it would be like to be right there, right now (Garrido-Moreno et al. 2018). In addition to hoteliers, major tourism organizations have also recognized that the experiences of past travellers play a vital role in the decision-making process of potential future travellers (Xiang & Gretzel 2010). Several related research papers have been published over the past year. Among other topics, these papers address customer decisions, EWM (Electronic Word of Mouth) and guest reviews (Lu et al. 2018). It should be noted that, to this date, most studies have been built around what is done at luxury resorts and 4 to 5-star hotels (Lu et al. 2018). According to the authors, economic hotels, B&B venues and family run inns remain largely unexplored, even though budget travel is rapidly gaining momentum and increasing its market share within the travel industry (Sancho and Buhalis. UNWTO. 1998). This research paper aims to bridge the gap between Social Media for Hotels and Social Media for budget accommodation (Lu et al. 2018), by delivering Social Media Management guidelines that a budget venue can follow. The study will be based on a collection of data obtained through hands-on experimentation, performed at a budget Hostel in Seville. The platforms to be studied are Facebook and Instagram. The data will allow to address the following research questions: Why is Social Media useful within the hospitality context for the Budget Accommodation sector? More specifically, what would be the managerial recommendations for this type of venue in regard to different social media applications? The results and conclusions of the data analysis carried out by this research will be utilised to draw Social Media strategies that budget accommodation venues can implement in order to: improve or develop an image that unambiguously represents the company’s philosophy and attributes; attain superior client loyalty patterns; gain advantage over competitors within the same service category and beyond; use Social Media platforms more effectively and efficiently; become better contributors to the overall economy. 2. Literature Review 2.1 Emergence of Social Media in the Tourism Industry. The increasing presence of Social Media and new technologies in people’s lives creates an environment where companies are required to adjust their business models to cater to Social Media (Black-Shaw, 2006). Owing to the growing need for standardisation, scholars were compelled to research the topic over the past two decades. In the late twentieth century, Poon (1993) and Sheldon (1997) revealed that tourism and internet technology had been growing conjointly. By 1999, the invention of blogging offered travellers an opportunity to share their experiences, travel tips and opinions with their peers (Burbano, 2012). Online travel information had become recognised as an important asset for the tourism industry (Gruter et.al,2013). In the book The Culture of Connectivity: A Critical History of Social Media, Jose Van Dijck described the Social Media phenomenon as an answer to the human need to manifest social life. According to Van Dijck, sharing travel experiences with friends, browsing through holiday photographs and watching home videos had gradually been transferred from real life onto Social Media platforms (Van-Dijck, 2013). Beside social interactions, Wang and Fesenmaier (2004) observed advantages of Social Media in managing customer relations, from the perspective of a business. The authors recommended that customer oriented content be created, with the purpose of engaging potential clients. Despite the extensive research that had been done on the topic, the experts were failing to develop successful strategies that consistently helped businesses cope with the demands (Chung and Buhalis, 2008; Leung et al. 2013). Meanwhile, related applications were growing in popularity (Chung and Buhalis, 2008). Social Media was proving to have a significant impact on travellers’ decision making processes (Gretzel, 2010). Abundant opportunities for interaction between tourism proprietors and consumers were emerging (Pantelidis, 2010; Schmallegger and Carson, 2008). Furthermore, Pantelidis provided empirical evidence of the importance of cautiously monitoring and managing these Social Media interactions. Subsequently, researchers warned that the internet had already reshaped the way tourism related information was shared and collected (Buhalis and Law, 2008). Future travellers were anticipated to increasingly plan trips and share experiences through Social Media, forcing companies to invent tools and implement strategies that could draw benefits from user generated content (Miguens et. al 2008). Successful adaptation of a number of applications that catered to the changes in tourism behaviour had commenced (Porter, 2011). In 2012, Conrady and Buck identified Facebook and TripAdvisor as the two of the most prevalent Social Media outlets where to obtain pre-travel information from. LinkedIn and Twitter were also emerging as experts and major disseminators of travel related information (Conrady and Buck, 2012). Presence and active participation of hotels on Social Media channels proved to bring positive outcomes, particularly for recognising guests needs and expectations, distributing hotel information and reaching potential guests (Wang and Fesenmaier, 2004). In a related research, Sigala (2011) attempted to isolate the specific outcomes of a successfully implemented Social Media strategy. Understanding the customer’s profile, monitoring and maintaining online reputation, attracting new customers, increasing online presence, delivering information, increasing perceived reliability of hotels’ products and services thanks to first-hand information, answering customer inquiries, feeding real-time information, starting businesses through WOM, and allowing customers to express themselves, among others, were the advantages proposed by the author, which summarised the increasing Social Media authority within the Hotel and Tourism Industry. A study from 2010 by Lanz et.al. reviewed early Social Media programmes that were carried out at several hotels and hotel chains. According to the study, Starwood Hotels and Resorts were the first hotel corporation to introduce a networking website with a live Social Media campaign. Beginning in 2006, the campaign encouraged tourists to share travel experiences with the global audience. Furthermore, in 2008, Aloft Hotel Chain – a subsidiary of Starwood Hotels and Resorts – successfully installed the chain’s properties onto a trending online application called Second Life, which enabled potential clients to explore Aloft Hotel’s venues in a computer generated world before making decisions (Lanz et.al. 2010). Hyatt Hotels and Resorts formed a community site in 2006, with an intention to cater specifically to the Gold Passport Loyalty Club members (Lanz et. al, 2010). In addition, Hyatt Careers’ Facebook page was compiled, to assist the company in addressing an additional type of potential customers – the future employees (Hyatt Hotels and Resorts, 2019). By 2009, Sheraton utilised Facebook, Twitter, Flickr, blogging platforms and direct emailing schemes to offer customers a chance to win a free holiday at one of Sheraton’s luxurious properties, in exchange for sharing travel experiences through Social Media (Sheraton, 2019). Marriott Hotels and Resorts followed by launching campaigns on Twitter, Facebook and YouTube, with a purpose of celebrating 50 years of Hawaiian statehood and granting free holidays on the island (Lanz et al, 2010; Marriott, 2019). Holiday Inn, Intercontinental Hotels and Resorts, Hotel Indigo and Wyndham Hotels and Resorts popularised Facebook fan pages throughout the sector, while Hilton Hotels, Tiara Hotels in Portugal and McDonalds Hotels in the United Kingdom benefited from Twitter campaigns (Minazzi and Lagrosen, 2013; Lanz et. Al, 2010). Nonetheless, according to Sigala (2011), only a few companies were capable of thriving, while the rest failed to implement strategies that yielded positive results in the Social Media realm. According to Chan and Guillet (2011), the principal reasons for the failure to cope were lack of corporate communication and lack of accessibility to the business’s Social Media channels. 2.2 Social Media Channels in the Tourism Industry. In the earliest stages of Social Media, most research publications addressed the general aspects of these media, in relation to human needs and behaviours (Van-Dijck, 2013). As Social Media began to branch out into various industries, the need for its effective management prompted a wide range of studies, specific to each of the affected sectors (Garrido-Moreno et. al, 2018). According to the authors, Hotel and Tourism Industry has been widely explored regarding its relation to Social Media, with a recent focus on specific applications, which reshaped the way Tourism Businesses interacted with clients. Among a growing number of these applications, TripAdvisor, Facebook, Twitter and Instagram were found to dominate the sector (Masic & Kosar, 2016; Sanliöz Ozgend and Kozak, 2018; Hsu, 2012; Martinez-Villa, 2012; Smith, 2018). TripAdvisor Sanliöz Ozgend and Kozak (2015) evaluated TripAdvisor as the world’s leading travel site, with its operations spanning over 45 countries. By 2018, Tripadvisor had over a 702 million reviews and eight million registered tourism businesses (accommodations, flight carriers, restaurants and attractions) and was present in 49 countries (Tripadvisor, 2019). As Conrady and Bucks (2012) pointed out, TripAdvisor paved the way for Social Media to enter the Tourism Industry, by becoming the first pre-travel planning tool for the increasing number of internet-dependant travellers. Law (2006) defined TripAdvisor as a social Media site – one that provides unbiased recommendations for hotel businesses and tourism related businesses at large , while Jeacle and Carter (2011) categorised it as a forum where travellers could share experiences. Conversely, Leung et al., (2013) recognised TripAdvisor as an instrument that hotel businesses had begun to utilise as a way of enticing potential guests, as well as for gaining competitive advantage. At present, in addition to hosting client generated content and business related information, this platform offers a possibility of comparing information from 200 booking engines (Tripadvisor, 2019), thus broadening the range of Social Media related services and demonstrating the rapid growth of Social Media dominance within the Tourism Industry. Despite TripAdvisor’s growing popularity over the years, researchers noted that Facebook and Twitter swiftly emerged as potential Social Media forerunners for the tourism market (Minazzi and Lagrosen, 2013). Bulencea and Egger (2013) supported these claims, classifying Facebook and Twitter as the leaders among all tourist information sites. Facebook Facebook emerged as an alternative web-based tool that enterprises utilised to provide information, advertise products and answer customers’ inquiries, in addition to promoting and hosting customer generated content (Chan and Guillet, 2011). By 2007, the company had entered French, German and Spanish markets, gradually becoming a global trend (Martinez- Villa, 2012). According to Hsu (2012), within the next five years, Facebook had become the leading Social Networking site, enabling hotels to serve a broad international market from a single channel. In addition, the platform showed to turn an increasing number of satisfied customers into loyal ones (Capatina et al. 2017). Noone et al. (2011) added that attaching personalised links on Facebook helped lead potential clients to the hotel’s booking engine or website, thus increasing the number of direct bookings, minimising the need for intermediaries and creating financial benefits for the business. Twitter Whilst barriers in communication between corporations and individuals were fading, Twitter appeared as a tool that brought additional efficiency to this open interaction (Atadil, et. al 2010). Short and straightforward messages allowed companies to broadcast every important occurrence in real-time, maintaining the clients and the general public constantly informed (Bigné, et. al 2018). As Martinez-Villa (2012) pointed out, this swift communication became an essential tool in strategic Social Media marketing, giving way to the appearance of a supplementary branch of blogging, known as microblogging. Starwood Hotels and Resorts (@StarwoodBuzz), Hilton Hotels (@HiltonHotels) and Melia Hotels International (@MeliaHotelsInt) are said to have implemented particularly successful Twitter campaigns (Twitter, 2019). Instagram As TripAdvisor gradually began to lose its leading role among a plethora of Social Media applications, Instagram emerged as a tool for mobile phones with a significant competitive advantage over similar platforms (Martinez-Villa, 2012; Smith,2018; Wozniak et al. 2017). In “Instagram Abroad: Performance, Consumption and Colonial Narrative in Tourism” 2018, Smith regarded Instagram as one of the world’s most popular and fast-growing Social Media Platforms. In addition to travel writing, Instagram adds to one’s travel diaries a dimension that stimulates various senses – as Smith points out – referring to photography, videography and sound recording at a destination. The author added that 20 percent of the interviewed international travellers reported using Social Media as a window to life. By enabling the traveller to spontaneously capture and share experiences, Instagram inspires a build-up of particular emotions associated with a destination, rendering the application a useful tool for destination marketing (Sumarjan et al. 2013). Consequently, when a potential visitor browses through the application’s archives in search of information, the compound system of hashtags delivers photographs and related emotions, which help create a more detailed mental image of the selected destination, in comparison to verbal or written representation alone (Smith, 2018; Sumarjan et al. 2013). Despite the triumph of Social Media since its debut, insufficient research has been published regarding its context within the Tourism Industry. There is also a lack of related literature for the Hotel Businesses. Effective strategies for Social Media management have yet to be empirically investigated. With the aforementioned in mind, this research aims to answer the following questions in order to bridge the gap in the literature concerning the effects that Social Media has on hotel’s image and reputation and consequently on its overall performance: RQ1: Why is Social Media beneficial for the Budget Accommodation sector? RQ2: What can Budget Accommodation venues do to gain popularity in the Social Media realm? RQ3: Do the same strategic principles apply for different social media applications? 3. Methodology To recap, the main aim of this study is to bridge the Social Media Marketing gap that exists between upscale hotels and budget accommodation venues, by delivering practical guidelines that budget enterprises can follow, in order to increase their Social Media presence. To achieve these goals, the study adopts a descriptive research design and relies on primary data analysis, in addition to the literature review. Quantitative data was acquired from statistical services provided by Facebook and Instagram over a period of two months (16/02/2019-16/04/2019), at a Budget Accommodation venue in Seville. Seville is a wellknown destination in Spain, with a steady increase in tourist arrivals and an observable growth of the Budget Accommodation sector in the recent years (www.visitasevilla.es). In 2018 Seville was named the world’s “Best Destination for Your Travel Plans Next Year”, by Lonely Planet Magazine. In late 2018, Seville hosted the European Film Awards, followed by Goya Awards (Spain’s most prominent film awards festival) and the WTTC (World Travel & Tourism Council) in 2019. MTV Awards 2019 are also expected to take place in Seville (Visita Sevilla, 2018). The study extensively refers to “posts”, which are considered to be the motor of Social Media. Posts refer to any type of material that was shared, whether it was a photograph, a message, a video recording, or a combination – known as “Stories”. Particularly in tourism, photographs with short messages are currently among the most widespread posts, as they combine the informative aspects of micro-blogging and the appeal of spontaneous traveller’s expression (Martinez-Villa, 2012; Sumarjan et al. 2014). Stories appeared on Instagram’s platform in 2016, achieving an immediate success (Cyca, 2018, Driver, 2018). This feature allows users to post groups of related photographs, videos, or live appearances, knowing that the publication will inevitably vanish in 24 hours (Read, 2016). Although not as prevalent as on Instagram, Facebook Stories provide noteworthy potential for promotion, partly because they can only be seen for a limited period of time (Driver, 2018), but also due to the fact that there is less competition among Facebook Stories, as Driver points out. In order to analyse data collected on Facebook, an integrated statistical research tool called “Facebook Insights” was used. The tool generates some of the essential categories of data, related to the channel’s visitors’ behaviour: The “Page Reach” unit refers to the number of people who viewed any of the company’s posts, within a selected time period; “Page View” represents the number of times the company’s profile page was opened in total; “Most Engaged Posts” calculates the number of times people engaged with the company by means of “reactions”, “comments” and “shares” of the company’s posts. In addition to the aforementioned data, Facebook also provides counts of “New Page Likes”, “New Followers”, “Clicks to Website”, “Phone Number Clicks”, “Clicks to Get Directions”, Page Button Clicks”, “Past Posts” that show engagement and likes, and “Total Likes”. The company’s profile page reveals the rate score. Similarly, Instagram provides its own statistical research engine, under the name of Instagram Insights: The provided data sets closely resemble Facebook’s categories. The users have the possibility to: obtain information about the number of “Profile Visits” within a 6. Conclusions, Recommendations & Study Limitations Conclusions Good management of online applications can generate competitive advantage on the market. In recent years, Social Media has proven to play a vital role in travel planning and decision making processes of billions of travellers (Nasihatkon and Kheiri 2016; Hudson et al. 2016). Since its earliest appearance, companies, as well as scholars, have tried to find the most effective methods to use these resources to promote goods and services inexpensively, or even without a fee. More recently, Social Media unravelled a new dimension – the opportunity to bridge the gap between reality and marketing tactics, by providing users with honest insights into what it feels like to be at the venue. This trend led to better customer satisfaction and retention. In addition, direct messaging, which usually accompanies these applications, enabled companies to address their customers’ inquiries without delay from any place with an internet connection. All these aspects help businesses build communities, establish their brand names and minimise the need of intermediaries. Numerous useful Social Media strategies have been developed over the years. AS an example Hotel Speak (www.hotelspeak.com) recommends: Embrace your Location; Get to Know the Staff; Present Your Rooms and Facilities; Show the Details; Present the Food and Beverages Offered; Encourage People to Post about You. In case of four and five star hotels, these open-ended strategies have proved to be convenient (Qualman, 2016). Departments of Marketing and Communication, as well as Community Managers dedicate a large portion of their working hours towards maintaining their image and strengthening the brand identity. Social Media, in this case, is a small extension of a marketing strategy that spans various other mediums and relies on large budgets. Clients are often aware of what their preferred brand has to offer, and they are true “fans” of the venue that they are visiting. Through Social Media programs, upscale hotels and resorts essentially maintain their loyal fans informed. Beyond that purpose, there is only moderate pressure on these mega-brands to excel and adapt in the ever-changing Social Media realm (Nikou, et. al 2016). In case of budget venues, the brand reach is often insignificant and the image is relatively vague, due to the fact that not many people are aware of the history and culture of these venues. Their marketing budgets are small to non-existent, and the word-of-mouth is limited by the small number of guests that can stay at the venue. Social Media can bridge the gap that exists between budget and upscale accommodation, by allowing all companies to achieve fair and widespread online presence that is financially affordable. However, it is of utmost importance for the managers and employees of such venues to be aware that overly-generalised Social Media strategies come with the risk of producing clusters of overly-generalised followers, thus lowering the percentage of actual future clients, diminishing loyalty patterns, and rendering Social Media strategies that are cumbersome, impractical, and in the worst case, harmful. Recommendations Budget venues are encouraged to diligently refer to the analytical tools, such as Facebook and Instagram Insights, and consider the benefits and drawbacks of different strategies discussed in this article. As a general rule, visible daily activity is essential, usually in the form of posts and stories. In the early stages, the posts should cover various topics and appear at different times of the day, which will help obtain data about the customers’ preferences. Photographs featuring people are preferred, and if tagged, they can promote new friendship requests and new followers. Liking and following accounts and content that match the company’s own values is vital, as well as liking content about the venue, posted by others. In addition to Social Media presence, the company needs to revise the accounts regularly – making sure that the friends, followers and groups followed match the culture and philosophy of the venue. Account revision will also provide important information about the target market’s needs, allowing the company to form a highly strategic Social Media program. Lastly, the program should not resemble a marketing campaign, but rather a social expression of what the venue has to offer. In current Social Media environment, an Instagram profile is not only an advantage, but a must. As a rule of thumb, a successful account on Instagram needs to have more followers than profiles it follows. In addition, a company needs to keep track of who their followers are, due to the fact that many users follow and “unfollow” haphazard profiles in attempt to gain followers. Posts that get the most attention on Instagram are the ones that provide a sense of community - photographs of people, celebrations and lifestyle. On the other hand, Facebook thrives on practicality. Answering private messages promptly and publishing posts with useful information can attract travellers to the hostel’s page and increase the number of direct reservations. Facebook “Stories” are gaining significant attention - possibly due to the fact that Facebook is currently not overcrowded with this type of posts; this makes them a potentially powerful tool for rapidly improving visibility of a profile. On a final note, the option of linking Instagram posts to Facebook renders unsatisfactory results. Users of different Social platforms have different expectations. Therefore, each account has to be unique and no overlapping of content between platforms is advised. The general and specific recommendations are summarised in Annex A. Limitations Although this research has generated new and invaluable insights for Budget Accommodation venues, it is presented with limitations, which may be overcome in future research. The study took place over a period of two months, between the peak and shoulder seasons. For future research, it would be beneficial to establish a longer timeframe. The research focused solely on Facebook and Instagram profiles of a well-established budget venue, in a city with well-developed Tourism Industry. More than one venue of equal category should be analysed in order to maximise the reliability of the findings. Moreover, additional Social Media channels need to be looked into. From an ethical standpoint, it would be reasonable to take into consideration the feelings of guests towards being monitored on Social Media. Even though sharing content is a matter of free choice, not all those who participate are aware that their creative inputs are being used for promotional purposes. In order to counteract these ethical issues, a venue may consider disseminating physical questionnaires that add transparency and demonstrate genuine efforts to increase customer satisfaction through data collection. This could serve not only as a step forward towards more ethical data evaluation, but it could also: broaden the scope of collected information; help strengthen the brand’s integrity; promote stronger bonds with customers. 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Insight’s tool main metrics Facebook Instagram Most Engaged post Profile Visits Stories Reach New Page Likes Impressions New Followers Followers Click to website Following Page Reach Number of posts per day Page View Stories Rate Score Top Locations Posts Age Range Total Likes Gender Table 2. Daily Evolution on Facebook metrics: February-April 16- Feb 17-Feb 18-Feb 19-Feb 20-Feb 21-Feb 22-Feb *** 10-Apr 11-Apr 12-Apr 13-Apr 14-Apr 15-Apr 16-Apr Total Likes 980 982 983 983 983 984 985 *** 1007 1011 1012 1013 1015 1015 1015 Page Reach 33 74 60 538 105 195 65 *** 57 223 376 251 195 85 92 Page views 2 13 4 6 11 4 12 *** 3 15 9 5 8 5 8 Clicks to website 0 0 0 0 1 0 0 *** 0 0 0 0 0 0 0 Note: For practical reasons, only data from the beginning and the end of period analysed is displayed.(first and last week of the period). *** refers the period not displayed: 23-feb-9-Apr. Table 3. Daily Evolution on the Instagram metric Account: February-April 16-Feb 17- Feb 18-Feb 19-Feb 20-Feb 21- Feb 22- Feb *** 10- Apr 11- Apr 12- Apr 13- Apr 14- Apr 15- Apr 16- Apr Followers 270 272 282 281 288 289 286 *** 351 354 358 357 354 352 358 Profile Visits 132 128 123 130 117 70 61 *** 96 81 57 57 55 63 65 Reach 314 312 315 319 328 284 270 *** 271 265 295 295 302 285 285 Impressions 1315 1266 1133 1150 1015 860 847 *** 776 846 1344 1344 1444 1193 1193 Note: For practical reasons, only data from the beginning and the end of period analysed is displayed.(first and last week of the period). *** refers the period not displayed: 23-feb to 9-Apr.