Cross Functional Project

Cross Functional Project | Jain University
CHAPTER – 1
Company Profile
1.1 About the Company

Time Inc. is an American mass media company founded on November 28, 1922
by Henry Luce and Briton Hadden and based in New York City. It owns and
publishes over 100 magazine brands, most notably its flagship Time. Other
magazines include Sports Illustrated, Travel + Leisure, Food & Wine, Fortune,
People, InStyle, Life, Golf Magazine, Southern Living, Essence, Real Simple,
and Entertainment Weekly. It also owns the UK magazine house Time Inc. UK,
whose major titles include what’s on TV, NME, Country Life and Wallpaper.
Time Inc. also operates over 60 websites and digital-only titles including
MyRecipes, TheSnug, HelloGiggles and MIMI.
Time Inc. also owns the rights to LIFE, a well-known magazine that has been
published in many different formats. Time Inc. currently owns and runs
LIFE.com, a website dedicated to news and photography.
In 1990, Time Inc. merged with Warner Communications to form the media
conglomerate Time Warner. This merger lasted until the company was spun off
on June 9, 2014. Internationally, Time Inc. licenses some 70 editions of its
magazines for publication outside the US. It publishes more than a dozen
magazines in Mexico, including business title Expansion and celebrity
magazine Quién, through its Grupo Expansion (GEX) unit. Among some 55
UK titles from IPC are what are On TV and Woman.
The economic recession in the US has had a significant impact on Time Inc.,
part of an industry that was already struggling to compete with the increasing
amount of free or low-cost content made available by the explosion of digital
publishing.
Time Inc. is dealing with a massive shift of readers and marketers to the Internet
and digital readers. The company launched versions of some of its magazines
for Apple's iPad. The issues are available through Apple's iTunes App Store for
download, a single issue at a time. At this point it offers all of US titles on
multiple digital devices and platforms, allowing subscribers to the print edition
free digital access.
TIME ANALYTICS & SERVICES PVT. LTD. 1

1.2 History of Time Inc.

Nightly discussions of the concept of a news magazine led its founders Henry
Luce and Briton Hadden, both age 23, to quit their jobs in 1922. Later that same
year, they formed Time Inc. Having raised $86,000 of a $100,000 goal, the first
issue of Time was published on March 3, 1923, as the first weekly news
magazine in the United States. Luce served as business manager while Hadden
was editor-in-chief. Luce and Hadden annually alternated year-to-year the titles
of president and secretary-treasurer. Upon Hadden's sudden death in 1929, Luce
assumed Hadden's position.
Luce launched the business magazine Fortune in February 1930 and
created/founded the pictorial Life magazine in 1934, and launched House &
Home in 1952 and Sports Illustrated in 1954. He also produced The March of
Time radio and newsreel series. By the mid-1960s, Time Inc. was the largest
and most prestigious magazine publisher in the world. (Dwight Macdonald, a
Fortune staffer during the 1930s, referred to him as "Il Luce", a play on the
Italian dictator Benito Mussolini, who was called "Il Duce").
Once ambitious to become Secretary of State in a Republican administration,
Luce penned a famous article in Life magazine in 1941, called "The American
Century", which defined the role of American foreign policy for the remainder
of the 20th century, and perhaps beyond.
President Franklin D. Roosevelt, aware that most publishers were opposed to
him, issued a decree in 1943 that blocked all publishers and media executives
from visits to combat areas; he put General George Marshall in charge of
enforcement. The main target was Luce, who had long opposed FDR. Historian
Alan Brinkley argues the move was "badly mistaken", for had Luce been
allowed to travel, he would have been an enthusiastic cheerleader for American
forces around the globe. But stranded in New York City, Luce's frustration and
anger expressed itself in hard-edged partisanship. Luce, supported by Editor-
in-Chief T. S. Matthews, appointed Whittaker Chambers as acting Foreign
News editor in 1944, despite the feuds Chambers had with reporters in the field.
In 1963, recommendations from Time Inc. based on how it delivered magazines
led to the introduction of ZIP codes by the United States Post Office.
Luce, who remained editor-in-chief of all his publications until 1964,
maintained a position as an influential member of the Republican Party.Holding
anti-communist sentiments, he used Time to support right-wing dictatorships in
the name of fighting communism. An instrumental figure behind the so-called

"China Lobby", he played a large role in steering American foreign policy and
popular sentiment in favor of Nationalist leader Chiang Kai-shek and his wife
Soong Mei-ling in their war against the Japanese.
The merger of Time Inc. and Warner Communications was announced on
March 4, 1989. During the summer of that same year, Paramount
Communications (formerly Gulf+Western) launched a $12.2 billion hostile bid
to acquire Time Inc. in an attempt to end a stock swap merger deal between
Time and Warner Communications. This caused Time to raise its bid for
Warner to $14.9 billion in cash and stock. Paramount responded by filing a
lawsuit in a Delaware court to block the Time/Warner merger. The court ruled
twice in favor of Time, forcing Paramount to drop both the Time acquisition
and the lawsuit, and allowing the formation of the two companies' merger which
was completed on January 10, 1990. However, instead of the companies
becoming defunct, the impact of the merger and its resultant financial shock
wave gave off a new corporate structure, resulting in the new company being
called "Time Warner".
In 2008, Time Inc. launched Maghound, an internet-based magazine
membership service that featured approximately 300 magazine titles from both
Time Inc. brands and external publishing companies. On January 19, 2010,
Time Inc. acquired StyleFeeder, a personal shopping engine.
In August 2010, Time Inc. announced that Ann S. Moore, its chairman and chief
executive, would step down as CEO and be replaced by Jack Griffin, an
executive with Meredith Corporation, the nation's second-largest publisher of
consumer magazines. In September 2010, Time Inc. entered into a licensing
agreement with Kolkata-based ABP Group, one of India’s largest media
conglomerates, to publish Fortune India magazine and the yearly Fortune India
500 list.
On March 6, 2013, Time Warner announced plans to spin-off Time Inc. into a
publicly traded company. Time Warner's chairman/CEO Jeff Bewkes said that
the split would allow Time Warner to focus entirely on its television and film
businesses, and Time Inc. to focus on its core print media businesses. It was
announced in May 2014 that Time Inc. would become a publicly traded
company on June 6 of that year. The spinoff was completed on June 9, 2014.
As of September 13, 2016, Rich Battista has been promoted to president and
CEO, replacing Joe Ripp.
Time Inc. purchased American Express Publishing Corporation's suite of titles,
including Travel + Leisure, Food & Wine, Departures, Black Ink and Executive

Travel on October 1, 2013. On January 14, 2014, Time Inc. announced that
Colin Bodell was joining the company in the newly created position of
Executive Vice President and Chief Technology Officer.
However, he was let go May 19, 2016 On February 5, 2014, Time Inc.
announced that it was cutting 500 jobs. However, most of the layoffs are at
American Express Publishing. Since April 2014, the Chairman of Time Inc. has
been Joseph A. Ripp. Ripp has been Chief Executive since September 2013. On
May 28, 2015, Time Inc. announced the purchase of entertainment and sports
news site FanSided. On February 11, 2016, Time Inc. announced that it has
acquired Viant, a leading people based marketing platform and owner of
MySpace. In February 2017, it was reported that Meredith Corp. and a group of
investors led by Edgar Bronfman Jr. were considering pursuing Time Inc.
On April 28, 2017, the company's board of directors drops the plan of selling
the company and instead focuses on growth strategies.
Figure 1.2 Time Inc. History

1.3 SWOT Analysis

SWOT analysis is a process that identifies an organization's strengths,
weaknesses, opportunities and threats. Specifically, SWOT is a basic, analytical
framework that assesses what an entity (usually a business, though it can be
used for a place, industry or product) can and cannot do, for factors both internal
(the strengths and weaknesses) as well as external (the potential opportunities
and threats). Using environmental data to evaluate the position of a company, a
SWOT analysis determines what assists the firm in accomplishing its
objectives, and what obstacles must be overcome or minimized to achieve
desired results: where the organization is today, and where it may be positioned
in the future.
1.3.1 Strengths
➢ We are able to respond very quickly as we have no red tape, and no need
for higher management approval.
➢ We are able to give really good customer care, as the current small
amount of work means we have plenty of time to devote to customers.
➢ Our lead consultant has a strong reputation in the market.
➢ We can change direction quickly if we find that our marketing is not
working.
➢ We have low overheads, so we can offer good value to customers.
1.3.2 Weaknesses
➢ Our company has little market presence or reputation.
➢ We have a small staff, with a shallow skills base in many areas.
➢ We are vulnerable to vital staff being sick or leaving.
➢ Our cash flow will be unreliable in the early stages.
1.3.3 Opportunities
➢ Our business sector is expanding, with many future opportunities for
success.
➢ Local government wants to encourage local businesses.
➢ Our competitors may be slow to adopt new technologies.
1.3.4 Threats
➢ Developments in technology may change this market beyond our ability
to adapt.

➢ A small change in the focus of a large competitor might wipe out any
market position we achieve.
As a result of their analysis, the consultancy may decide to specialize in rapid

response, good value services to local businesses and local government.
Marketing would be in selected local publications to get the greatest possible
market presence for a set advertising budget, and the consultancy should keep
up-to-date with changes in technology where possible.
1.4 A Study of the organization structure

Time Inc. is more of a matrix sort of a structure. We have VP’s of strategic
Business Units’s (BU’s) under the board and the CEO. The CEO has the next
level of Regional CEO’s under them. These regional CEO’s in turn have the
various VP’s of different BU’s These include the VP’s of the various technical
business units such as: Software, Global Technology Services, Sales and
Distribution, Global Business Services, India Software Labs, CHQ-HR, HR
Services Team, Finance, Legal, IT, Communications, Marketing and Strategy,
Sales Operations.
Each of these Units in turn has their BU head’s, managers and employees. Each
of these Units also have their own support functions of HR (HRP), finance,
sales, communications etc. which in turn report cross functionally to the main
Support BU’s as well.
Figure 1.4 Time Inc. Organization Structure

1.5 Matrix/Cross Functional Management advantages and

disadvantages
1.5.1 Key advantages that organizations seek when introducing a matrix

include:
➢ To break business information silos - to increase cooperation and

communication across the traditional silos and unlock resources and talent
that are currently inaccessible to the rest of the organization.
➢ To deliver work across the business more effectively – to serve global
customers, manage supply chains that extend outside the organization, and
run integrated business regions, functions and processes.
➢ To be able to respond more flexibly – to reflect the importance of both the
global and the local, the business and the function in the structure, and to
respond quickly to changes in markets and priorities.
➢ To develop broader people capabilities – a matrix helps develop
individuals with broader perspectives and skills who can deliver value
across the business and manage in a more complex and interconnected
environment.
1.5.2 Key disadvantages of matrix organizations include:
➢ Mid-level management having multiple supervisors can be confusing, in that

competing agendas and emphases can pull employees in different directions,
which can lower productivity.
➢ Mid-level management can become frustrated with what appears to be a lack
of clarity with priorities.
➢ Mid-level management can become over-burdened with the diffusion of
priorities.
➢ Supervisory management can find it more difficult to achieve results within
their area of expertise with subordinate staff being pulled in different
directions.

CHAPTER – 2
Cross Functional Study
2.1 Cross-Functional team

A cross-functional team is a group of people with different functional expertise
working toward a common goal. It may include people from finance, marketing,
operations, and human resources departments. Typically, it includes employees
from all levels of an organization. Members may also come from outside an
organization (in particular, from suppliers, key customers, or consultants).
Cross-functional teams often function as self-directed teams assigned to a

specific task which calls for the input and expertise of numerous departments.
Assigning a task to a team composed of multi-disciplinary individuals’
increases the level of creativity and out of the box thinking [clarifies]. Each
member offers an alternative perspective to the problem and potential solution
to the task. In business today, innovation is a leading competitive advantage
and cross-functional teams promote innovation through a creative collaboration
process. Members of a cross-functional team must be well versed in multi-
tasking as they are simultaneously responsible for their cross-functional team
duties as well as their normal day-to-day work tasks.
Some researchers have viewed cross-functional interactions as cooperative or

competitive in nature, while others have argued that organization’s functional
areas are often forced to compete and cooperate simultaneously with one
another (“coopetition”) and it is critical to understand how these complex
relationships interplay and affect firm performance.
Decision making within a team may depend on consensus, but often is led by a
manager/coach/team leader. Leadership can be a significant challenge with
cross-functional teams. Leaders are charged with the task of directing team
members of various disciplines. They must transform different variations of
input into one cohesive final output. Cross-functional teams can be likened to
the board of directors of a company. A group of qualified individuals of various
backgrounds and disciplines are assembled to collaborate in an efficient manner
in order to better the organization or solve a problem.

Some organizations are built around cross-functional workflows by having

reporting lines to multiple managers. This type of management is called matrix
management, and such organizations are often called matrix organizations.
2.1.1 Effects
The growth of self-directed cross-functional teams has influenced decision-
making processes and organizational structures. Although management theory
likes to propound that every type of organizational structure needs to make
strategic, tactical, and operational decisions, new procedures have started to
emerge that work best with teams.
2.1.2 Less unidirectional

Up until recently, decision making flowed in one direction. Overall corporate-
level objectives drove strategic business unit (SBU) objectives, and these in
turn, drove functional level objectives.
Today, organizations have flatter structures, companies diversify less, and

functional departments have started to become less well-defined. The rise of
self-directed teams reflects these trends. Intra-team dynamics tend to become
multi-directional rather than hierarchical. Interactive processes encourage
consensus within teams. Also, the directives given to the team tend to become
more general and less prescribed.
2.1.3 Greater scope of information

Cross-functional teams require a wide range of information to reach their
decisions. They need to draw on information from all parts of an organization’s
information base. This includes information from all functional departments.
System integration becomes important because it makes all information
accessible through a single interface. An inherent benefit of a cross-functional
team is the breadth of knowledge brought to the group by each member. Each
team member is a representative of a department and therefore can leverage
their familiarity with accessing and providing knowledge of that department for
the team. This increases the efficiency of a cross-functional team by reducing
time spent gathering information.

2.1.4 Greater depth of information

Cross-functional teams require information from all levels of management. The
teams may have their origins in the perceived need to make primarily strategic
decisions, tactical decisions, or operational decisions, but they will require all
three types of information.
Almost all self-directed teams will need information traditionally used in
strategic, tactical, and operational decisions. For example, new product
development traditionally ranks as a tactical procedure. It gets strategic
direction from top management and uses operational departments like
engineering and marketing to perform its task. But a new product development
team would consist of people from the operational departments and often
someone from top management. In many cases, the team would make
unstructured strategic decisions—such as what markets to compete in, what
new production technologies to invest in, and what return on investment to
require; tactical decisions like whether to build a prototype, whether to concept-
test, whether to test-market, and how much to produce; and structured
operational decisions like production scheduling, inventory purchases, and
media lightings. In other cases, the team would confine itself to tactical and
operational decisions. In either case it would need information associated with
all three levels.
2.1.5 Greater range of users

Cross-functional teams consist of people from different parts of an
organization. Information must be made understandable to all users. Not only
engineers use technical data, and not only accountants use financial data, and
not only human resources personnel use HR data. Modern organizations lack
middle managers to combine, sort, and prioritize the data. Technical, financial,
marketing, and all other types of information must come in a form that all
members of a cross-functional team can understand.
This involves reducing the amount of specialized jargon, sorting information

based on importance, hiding complex statistical procedures from the users,
giving interpretations of results, and providing clear explanations of difficult.
Data visualization systems can present complex results in an intuitive manner.
2.1.6 Fewer goals dominated

Since the publication of Peter Drucker’s views on Management by objectives,
business decision making has become more goal-oriented. Managers have come

to view decision-making generally, and strategic thinking in particular, as a

multi-stage process that starts with an assessment of the current situation,
defining objectives, then determining how to reach these objectives.
Management by objectives took this basic scheme and applied it to virtually all
significant decisions. Today many firms have started to opt for a less structured,
more interactive approach. One way of implementing this involves using self-
directed cross-functional teams. Proponents hope that these teams will develop
strategies that will re-define industries and create new “best practice”. They
think that incremental improvements do not suffice.
Cross-functional teams, using unstructured techniques and searching for

revolutionary competitive advantages, allegedly require information systems
featuring increased interactivity, more flexibility, and the capability of dealing
with fuzzy logic. Artificial intelligence may one day be useful in this aspect.
2.2 Department Functions

2.2.1 HR Function
Figure: 2.2.1 HR Structure
Time Inc. has a solid HR team that work effortlessly to fulfill all the HR
requirements of the company. The HR divisions made up of many smaller units
which cater to the different needs of the company. There are the functional HR
teams that have HR partners which are assigned to all the units in the company.
The HR partners ensure all issues and requirements are met for the BU’s they

are assigned to. There is also a well-established training and development team
that coordinates with all the BU’s to identify, ascertain, plan and implement
training and development solutions for the units.
There are also professional development teams that work with the various
technical BU’s to help then undertake technical certifications to help them grow
in their skillset and technical knowledge.
Apart from these we also have the recruitment team that deals with all the
functions of core recruitment, hiring and all other related activities. Time Inc.
also has a separate unit for HR services, which handles all the core HR
requirements like payroll, claims, queries and other HR related issues for the
company. They are also outsourcing HR services and outsourcing solutions to
other company’s and external clients as well. There is also a core HR team for
case management that deals with investigations and issues internally as well.
Thus, those are all the functions performed by the HR integrated team for Time
Inc. as a whole. The India HR team also is aligned to the global HR team as
well. They are accountable to the Local hierarchy and to the global HR system
as well.
An idea of the separation process:
1) Once an employee raises the separations on the tool, the tool sends a trigger
to about departments, notifying them on the separation.
2) The details are all updated on the tool, resignation notification date, last
working date, notice period served and more.
3) The departments that are looped in are, corporate card team, leave (time
management), compensation and benefits, separations team, Intranet ID
and mailbox ID teams, badge access, internet/phone access, facility access,
payables(claims), asset tem (laptops) and Payroll (final settlement).
4) After the last working day, all the teams (sub departments) get a trigger to
provide a clearance/input on the tool. For example, the employee has to
submit his laptop to the stores on the last day. The team upon receiving the
laptop will provide a clearance on the HRMS tool confirming that asset has
been received. Similarly if the employee used a Time Inc. approved
corporate card (Amex card), the corporate card team will have to check of
all outstanding payments from the employee side have been made, to give
clearance on the tool.

5) Once all these clearances for various departments are done then the work
item moves to the payroll team to calculate the final settlement amount. The
amount may vary depending on the clearances given by teams. For
example, if the employee didn’t submit his laptop, then the asset team will
update a recovery on the tool, the payroll team while computing Full and
Final Settlement (FFS) will then recover that amount in the final
computation. Similarly, all the departments give a clearance or update on
the tool and enter details if any amount has to be paid/recovered in the FFS
of the employee.
6) Once the payroll computes the total amount payable to the employee or
recoverable from the employee as per the case, they then generate a pay slip
and forward them to the separations team who then sends out the relieving
letters along with the payment letter/ recovery letter.
7) In case payments are incorrect i.e. incorrect inputs for whatsoever reasons
are given, the team also reworks the FFS and reissues payment letters for
the additional reworked amount to be paid/recovered as per the case.
Findings and Suggestions
My findings/issues are as below:
1. The separations team was receiving inputs from various departments plus
payroll, but a lot of reworks have been done as well. This means the final
settlement computation was not entirely accurate.
There are two main reasons as to why this can happen
a. Some inputs come in mush later after the department gives clearance,
example. An employee might have raised a claim, but it may not have
been settled by the time of his settlement. The payment advice would have
come much later. So once again the payable team in this case would have
to recompute the additional payment and pay the same to the employee
b. But some of the cases at the same time are the cause of human error,
i.e. the people giving the clearance from each department have made
errors while giving inputs:

The errors:
The corporate card team does not cross check on the correct employee id
of the people they process payments for, because of no cross checking,
there are errors in Employee ID numerical/alphabets are changed, missing
and hence because of this the payment/recovery advise is given to wrong
employees.
These mistakes are identified only after a few weeks to months and then
again, a rework in settlement has to be done to correct the same. This
could have been easily avoided if the corporate card team ensures the
Emp. ids are accurate. Another frequent mistake is where the advisor gave
wrong amounts to be paid/recovered (extra 0's, digits missing etc.)
2. Sometimes the payroll team gives the same input for the same employee
twice. They don’t realize for some cases that an advice was already made.
There is no coordination with the payroll and separations to confirm that
the settlement was made. As a result, another rework is done and it takes a
while before the mistake is identified and rectified
3. The separations team also received inputs to change the rehire status of
employees especially if they are terminated. This is a manual advise that
comes to the team. The details are sent mostly giving the names of the
employee, the employee ID's are incomplete/inaccurate. The separation
team did not ensure correct ID's are given but go ahead and change the
rehire status based on names, as a result rehire statuses of wrong employees
were changed. This is happened quite a few times.
All these cases, the problems are not identified immediately but only until an
audit or reconciliation is done, that’s when the miss is identified, and
solving/rectifying this issue is more time consuming leading to even high-level
escalations, complaints, arguments, multiple reworks.
Suggestions
There are a few things according to me that can be done to eliminate all these
errors and by encouraging more of inter team communication. They are as
below:

1) Firstly, while giving clearance on the tool, ensure all the details are right.
A complete recon of employee ID's, amount, names, should be done. The
team should confirm with the separations team at least once to ensure all
the data is 100% accurate. Make sure the full employee code is
mentioned.
2) Do a secondary check, proof read the input advice files before updating
it on the tool. Preferably another person (not collating the input file) can
proof read, do a secondary check on the data, in case of any discrepancy
they should immediately contact the separations team, HR partner, or
manager, and they can get any doubt clarified before updating the
payment advice.
3) More of Automation, to the farthest extent as possible, less human

intervention will lead to less errors. Work with the internal automation
teams that can design tools, excel- macros etc. that enable the data to be
extracted from the tool directly. Also macros on trackers can ensure there
are no incorrect employee codes, amounts, names entered.
4) The payroll team can have a monthly recon with the separations team to
ensure that n double payments are made. Every 15 days for example the
payroll can seek a file from the separations team that shows all the
reworks done and for what reason. This can help them eliminate the
issues of processing the same input twice by mistake.
2.2.2 Marketing function:

This may be hard for you to come to grips with but “marketing is a process,
not an event.” It can be compared to breathing. You can’t live very long from
a single breath. It takes many breathes, one right after another. Marketing is the
same. You will not attract, obtain, and keep customers with one marketing
action. You keep breathing to stay alive. You keep marketing to generate leads,
make the phone ring, cause people to ask for your product, visit with you,
request for more information or try a test run.
To understand how to think and approach marketing for your business, it

may be helpful to understand my definition of marketing: Marketing is
everything you DO or SAY that your ideal customer SEES and HEARS. Below
you will find the seven essential steps that address today’s marketing and
sales challenges for organizations and small businesses.

Develop vision before strategy
Vision and strategy are both important to your marketing success. But there is
a priority to them. Vision always comes first. If you develop a clear vision, you
will attract the right strategy. If you don’t have a clear vision, no strategy will
save you. Once you get clear on what you want, the how will take care of itself.
Most leadership and business owners don’t take the time to ask, “What are my
marketing goals and what is my marketing vision?” Devoting time and energy
during your planning process is the most important aspect of any successful
marketing implementation.
Focus on the customer experience.
Nothing matters more to a business than how they make customers feel. How
the customer feels determine whether your business survives or sinks. The
secret to every business’ growth is word-of-mouth marketing, not the marketing
done in the pages of a magazine, newspaper, trade publication, on TV, or other
media outlets.
Become the new media company.
Today you must commit to creating content much like a publisher might. Not
just any content though, you need to create content that works as marketing.
The Internet has disrupted the traditional sales process, allowing the prospective
customer or client to begin on their own terms via search and social media. This
means savvy business owners or marketing departments must adapt to the
information-empowered prospect in a fashion that more resembles courting
than it does selling.
The best way to produce content that works as marketing is to have it focus on
the problems and desires of prospects and customers. It’s all about delivering
independent value with content before you attempt to make the sale.
Adapt the engagement model.
The majority of today’s purchase decisions involved some amount of research

online. Your business must be easily found online, easily engaged online, and
easily communicated with online. This requires a focus on:

➢ Content Marketing
➢ SEO
➢ Social Media participation
The smart way to approach this is to treat content marketing, social media and
search engine results as aspects of a holistic strategy necessarily centered on
content.
Of course, this also means integrating your online presence and activity into
every offline business function.
Develop a selling process
In the same way that your marketing generates leads, you need to also take that
same approach when a prospect wants to learn more. Have a well thought out
road map that every new lead walk, a way to develop trust and rapport, and a
proven process for orienting new clients can positively influence the bottom
line conversion results you experience.
Create a marketing calendar
The one thing that is finite for any business is time. There is always more month
than time.
So you must identify how and when you would like to launch your program to
market your products and services. By creating monthly projects and themes,
weekly action steps, and daily marketing appointments, you keep the focus,
enthusiasm, and creativity on marketing.
Follow your marketing calendar even if it doesn’t seem to be producing results.
Avoid the temptation to alter it for at least a few months. Give it time, remember
process not an event.

CHAPTER – 3
Team Management
3.1 Defining a Team

A team is a group of people who collaborate on related tasks toward a common
goal. Teams have defined membership (which can be either large or small) and
a set of activities to take part in. People on a team collaborate on sets of related
tasks that are required to achieve an objective. Each member is responsible for
contributing to the team, but the group as a whole is responsible for the team’s
success.
➢ In a business setting most work is accomplished by teams of individuals.
Because of this, it is important for employees to have the skills necessary
to work effectively with others.
➢ Organizations use many kinds of teams, some of which are permanent and
some of which are temporary.
➢ Teams are used to accomplish tasks that are too large or complex to be
done by an individual or that require a diverse set of skills and expertise.
3.1.1 Teams in the Workplace

Sports teams are a good example of how teams work. For instance, a basketball
team has individual players who each contribute toward the goal of winning a
game. Similarly, in business settings most work is accomplished by teams of
individuals who collaborate on activities with defined outcomes. Because teams
are so prevalent in business organizations, it is important for employees to have
the skills necessary to work effectively with others.
Organizations typically have many teams, and an individual is frequently a

member of more than one team. Some teams are permanent and are responsible
for ongoing activities. For instance, a team of nurses in a maternity ward
provides medical services to new mothers. While patients come and go, the
tasks involved in providing care remain stable. In other cases a team is formed
for a temporary purpose: these are called project teams and have a defined
beginning and end point linked to achieving a particular one-time goal.

3.1.2 The Purpose of Teams

Organizations form teams to accomplish tasks that are too large or complex for
an individual to complete. Teams are also effective for work that requires
different types of skills and expertise. For example, the development of new
products involves understanding customer needs as well as how to design and
build a product that will meet these needs. Accordingly, a new product-
development team would include people with customer knowledge as well as
designers and engineers.
3.1.3 Defining Teamwork

Teamwork involves a set of interdependent activities performed by individuals
who collaborate toward a common goal.
➢ Teamwork involves shared responsibility and collaboration toward a

common outcome.
➢ Teamwork processes can be divided into three categories: the transition
process, action processes, and interpersonal processes.
➢ Five characteristics of effective teamwork are shared values, mutual trust,
inspiring vision, skills, and rewards.
Teamwork involves a set of tasks and activities performed by individuals who

collaborate with each other to achieve a common objective. That objective can
be creating a product, delivering a service, writing a report, or making a
decision. Teamwork differs from individual work in that it involves shared
responsibility for a final outcome.
3.1.4 Teamwork Processes

While the substance of the tasks involved in teamwork may vary from team to
team, there are three processes that are common to how teamwork gets done:
the transition process, action processes, and interpersonal processes. During
each of these processes, specific sets of activities occur.
1. The transition process is the phase during which a team is formed. Activities
include:
➢ Mission analysis: establishing an understanding of the overall objective

➢ Goal specification: identifying and prioritizing the tasks and activities
needed to achieve the mission

➢ Strategy formulation: developing a course of action to reach the goals and

achieve the mission
2. Action processes comprise the phase during which a team performs its work.
Activities include:
➢ Monitoring milestones and goals: tracking progress toward completion of

tasks and activities
➢ Monitoring systems: tracking the use of resources such as people,
technology, and information
➢ Coordination: organizing and managing the flow of team activities and
tasks
➢ Team monitoring and support: assisting individuals with their tasks by, for
example, providing feedback and coaching
3. Interpersonal processes include activities that occur during both the

transition and action processes. These include:
➢ Conflict management: establishing conditions to avoid disagreement and

resolving conflict when it occurs
➢ Motivation and confidence building: generating the willingness and ability
of individuals to work together to achieve the mission
➢ Affect management: helping team members to regulate their emotions as
they work together
3.1.5 Characteristics of Effective Teamwork

An effective team accomplishes its goals in a way that meets the standards set
by those who evaluate its performance. For instance, a team may have a goal of
delivering a new product within six months on a budget of $100,000. Even if
the team finishes the project on time, it can be considered effective only if it
stayed within its expected budget.
Effective teamwork requires certain conditions to be in place that will increase

the likelihood that each member’s contributions—and the effort of the group as
a whole—will lead to success. Effective teams share five characteristics:
➢ Shared values:
a common set of beliefs and principles about how and why the
team members will work together
➢ Mutual trust: confidence between team members that each puts the best
interest of the team ahead of individual priorities

➢ Inspiring vision: a clear direction that motivates commitment to a collective

effort
➢ Skill/talent:
the combined abilities and expertise to accomplish the required
tasks and work productively with others
➢ Rewards: recognition of achievement toward objectives and reinforcement of
behavior that supports the team’s work
Effective teamwork requires that people work as a cohesive unit. These five
characteristics can help individuals collaborate with others by focusing their
efforts in a common direction and achieving an outcome that can only be
reached by working together.
3.1.6 The Role of Teams in Organizations

By combining various employees into strategic groups, a team-based
organization can create synergies through team processes.
Key Points:
➢ Due to global and technological factors, the importance of combining

competencies and building strong teams is increasing.
➢ By combining resources (both across management levels and functional
disciplines), organizations can create unique synergies and core
competencies.
➢ Cross-functional teams utilize a wide variety of unique skill sets to build
teams capable of achieving complex objectives.
➢ When carrying out a process in a team, it’s important to set objectives and
strategy, carry out objectives, and build strong interpersonal efficiency.
The Modern Organization
Teams are increasingly common and relevant from an organizational

perspective, as globalization and technology continue to expand organizational
scope and strategy. In organizations, teams can be constructed both vertically
(varying levels of management) and horizontally (across functional
disciplines). In order to maintain synergy between employees and organize
resources, teams are increasingly common across industries and organizational
types.

The Role of Teams
The primary role of a team is to combine resources, competencies, skills, and

bandwidth to achieve organizational objectives. The underlying assumption of
a well-functioning team is one of synergy, which is to say that the output of a
team will be greater than the sum of each individual’s contribution without a
team architecture in place. As a result, teams are usually highly focused groups
of employees, with the role of achieving specific tasks to support organizational
success.
Cross-Functional Teams
Some organizations have a need for strong cross-functional teams that enable
various functional competencies to align on shared objectives. This is
particularly common at technology companies, where a number of specific
disciplines are combined to produce complex products and/or services.
Team Processes
When considering the role of a team, it’s important to understand the various
processes that teams will carry out over time. At the beginning of a team set up
(or when redirecting the efforts of a team), a transitional process is carried out.
Once the team has set strategic goals, they can begin progressing towards the
completion of those goals operationally. The final team process is one of
interpersonal efficiency or refining the team dynamic for efficiency and
success.
More specifically, these processes can be described as follows:
Transitional Process
➢ Mission analysis
➢ Goal specification
➢ Strategy formulation
Action Process
➢ Monitoring progress toward goals

➢ Systems monitoring
➢ Team monitoring and backup behavior
➢ Coordination

Interpersonal Process
➢ Conflict management
➢ Motivation and confidence building
➢ Affect management
The Impact of Team Building: This chart allows you to visualize data from a
study on team-building, and its impact on team performance. Building a strong
organizational culture for successful teams requires commitment to team
processes.
3.1.7 Advantages of Teamwork

The benefits of teamwork include increased efficiency, the ability to focus
different minds on the same problem, and mutual support.
Key Points
➢ When a team works well together as a unit they are able to accomplish more
than the individual members can do alone.
➢ Teamwork creates higher quality outcomes that are more efficient,
thoughtful, and effective, as well as faster.
➢ Individuals benefit from teamwork through mutual support and a great
sense of accomplishment.

Key Terms
➢ Diverse: Consisting of many different elements; various.

➢ Efficiency: The extent to which a resource, such as electricity, is used for
the intended purpose; the ratio of useful work to energy expended.
The primary benefit of teamwork is that it allows an organization to achieve

something that an individual working alone cannot. This advantage arises from
several factors, each of which accounts for a different aspect of the overall
benefit of teams.
Higher Quality Outcomes
Teamwork creates outcomes that make better use of resources and produce
richer ideas.
➢ Higher efficiency: Since teams combine the efforts of individuals, they can
accomplish more than an individual working alone.
➢ Faster speed: Because teams draw on the efforts of many contributors, they
can often complete tasks and activities in less time.
➢ More thoughtful ideas: Each person who works on a problem or set of tasks
may bring different information and knowledge to bear, which can result in
solutions and approaches an individual would not have identified.
➢ Greater effectiveness: When people coordinate their efforts, they can divide
up roles and tasks to more thoroughly address an issue. For example, in
hospital settings teamwork has been found to increase patient safety more
than when only individual efforts are made to avoid mishaps.
Better Context for Individuals
The social aspect of teamwork provides a superior work experience for team
members, which can motivate higher performance.
➢ Mutual support: Because team members can rely on other people with
shared goals, they can receive assistance and encouragement as they work
on tasks. Such support can encourage people to achieve goals they may not
have had the confidence to have reached on their own.
➢ Greater sense of accomplishment: When members of a team collaborate and
take collective responsibility for outcomes, they can feel a greater sense of
accomplishment when they achieve a goal they could not have achieved if
they had worked by themselves.

The total value created by teamwork depends on the overall effectiveness of the
team effort. While we might consider simply achieving a goal a benefit of
teamwork, by taking advantage of what teamwork has to offer, an organization
can gain a broader set of benefits.
3.1.8 Hazards of Teamwork

Teams face challenges to effective collaboration and achieving their goals.
Key Points
➢ The social aspect of collaborative work makes teams vulnerable to pitfalls

that can hurt performance.
➢ Common pitfalls involve poor group dynamics such as weak norms, lack of
trust, and interpersonal conflict.
➢ Poor team-design choices such as size, skill sets, and assignment of roles
can negatively affect a team’s ability to complete tasks.
Key Terms
➢ Groupthink: A process of reasoning or decision making by a group,

especially one characterized by uncritical acceptance of or conformity to a
perceived majority view.
The collaborative nature of teams means they are subject to pitfalls that
individuals working alone do not face. Team members may not always work
well together and focusing the efforts of individuals on shared goals presents
challenges to completing tasks as efficiently and effectively as possible. The
following pitfalls can lead to team dysfunction and failure to achieve important
organizational objectives.
Individuals Shirking Their Duties
Since team members share responsibility for outcomes, some individuals may
need to do additional work to make up for those not contributing their share of
effort. This can breed resentment and foster other negative feelings that can
make the team less effective. One cause of this is the failure of the team to
establish clear norms of accountability for individual contributions to the group
effort.

Skewed Influence over Decisions
Sometimes an individual or small number of team members can come to

dominate the rest of the group. This could be due to strong personalities, greater
abilities, or differences in status among members. When individuals either do
not feel listened to or believe their ideas are not welcome, they may reduce their
efforts.
Lack of Trust
Effective collaboration requires team members to have confidence that

everyone shares a set of goals. When that belief is missing, some individuals
may not feel comfortable sharing their ideas with the group. Lack of trust can
also lead to miscommunication and misunderstandings, which can undermine
the group’s efforts.
Conflicts Hamper Progress
While conflicts are a common aspect of working together and can even be
beneficial to a team, they can also negatively affect team performance. For
instance, conflict can delay progress on tasks or create other inefficiencies in
getting work done.
Lack of Teaming Skills
When team members do not have the collaboration skills needed to work well
with others, the overall ability of the team to function can be limited. As a result,
conflicts may be more likely to arise and more difficult to resolve.
Missing Task Skills
A team that does not have the expertise and knowledge needed to complete all
its tasks and activities will have trouble achieving its goals. Poor team
composition can lead to delays, higher costs, and increased risk.
Stuck in Formation
Sometimes the group cannot move from defining goals and outlining tasks to
executing its work plan. This may be due to poor specification of roles, tasks,
and priorities.

Too Many Members
The size of the team can sometimes affect its ability to function effectively.
Coordination and communication are more complex in a larger team than in a
smaller one. This complexity can mean that decisions must take into account
greater amounts of information, meetings are more challenging to schedule, and
tasks can take longer to complete.
Groupthink
Outcomes can suffer if team members value conflict avoidance and consensus
over making the best decisions. People can feel uncomfortable challenging the
group’s direction or otherwise speaking up for fear of breaking a team norm.
This phenomenon is known as “groupthink.” Groupthink can limit creativity,
lead to poor choices, or result in mistakes that might otherwise have been
avoidable.
While teams offer many benefits, their effectiveness rests on how well members
can avoid common pitfalls or minimize their negative consequences when they
occur.
3.1.9 CHARACTERISTICS OF EFFECTIVE TEAMS

Some characteristics of effective teams are clear direction and responsibilities,
knowledgeable members, reasonable operating procedures, good interpersonal
relationships, shared success and failures, and good external relationships.
Clear Direction
Clear direction means that the team is given a clear and distinct goal. The team
may be empowered to determine how to achieve that goal, but management,
when forming the team, generally sets the goal. A clear direction also means
that team outcomes are measurable.
Clear Responsibities
Clear responsibilities means that each team member understands what is
expected of her or him within the team. The roles must be clear and interesting
to the team members. Each team member needs to be able to rely on all the
other members to carry out their roles so that the team can function effectively.
Otherwise, one or two team members come to feel that they are doing all the

work. This is one of the reasons so many individuals are initially reluctant to
join teams.
Knowledgeable Members
An effective team will be comprised of individuals who have the skills and
knowledge necessary to complete the team's task. Cooperation is essential at an
early stage in inventorying the skills and knowledge each member brings to the
team, and working to determine how to utilize those skills to accomplish the
team task.
Reasonable Operating Procedures

All teams need a set of rules by which they operate. Sports teams for example,
operate according to a clearly laid-out set of rules about how the game is played.
Similarly, work teams need a set of procedures to guide meetings, decision
making, planning, division of tasks, and progress evaluation. Setting, and
sticking to, procedures helps team members become comfortable relying on one
another.
Interpersonal Relationship
Teams are composed of diverse individuals, each of whom comes to the team
with his or her own set of values. Understanding and celebrating this diversity
helps to make a stronger, more effective team.
Sharing Success & Failures

Everyone wants to feel appreciated. Within a team, members should be willing
to express their appreciation, as well their criticisms, of others' efforts.
Similarly, the organization must be willing to reward the team for successful
completion of a task and hold all members responsible for failure.
External Relationship
In the process of building a strong team, groups external to the team are
frequently ignored. In order for the team to successfully complete its task, it
cannot operate in isolation from the rest of the organization. Teams need help
from people within the organization who control important resources.
Establishing clear lines of communication with these people early on will
facilitate the completion of the team's task.

CHAPTER – 4
Business Case & Methodology
4.1 Overview:
There are different works done by different teams to consolidate a report. This
project helps in automating the process done by multiple team members of
different teams. The only task required after completion of this project is to run
the API and the data will automatically uploaded inti Big Query which can be
used by anyone having access to it.
Our GM and Growth Lead stakeholders need engagement related Facebook
data detail updated daily to monitor patterns that put our goals and business at
risk. The information will be used to help identify areas requiring additional,
deeper investigation, allow for site health monitoring, and to inform decisions
on course correction.
In this document, we focus on providing business and technical requirements

for the detailed summary reports that need developed that will focus on social
platform engagement coming from Facebook. Any conflicts identified should
be flagged in the “Open Issues” section.
Objectives:
Provide the only existing detail related to social engagement within Tableau
focused on Facebook at the brand and brand page level.
• Define the detailed summary reports on a Page and Post Level:
o What information the reports provide in terms of metrics, dimensions,
and time granularity.
o The rationale behind the information the reports provide.
• Define the data sources needed for the reports, including:
o Definition of where things are located.
o Sample queries to get the data for the required data sources in Snowflake.
The goal of this reporting is to allow the stakeholders to answer these questions:
➢ Which types of posts are performing well/poorly and have enough data
about that engagement on network to diagnose which content or campaigns
are responsible for the largest change over time in that performance.

➢ How a page or all pages combined are performing to better diagnosis with
algorithm changes are taking effect.
➢ Which day of the week or time of day to publish on Facebook to get the
most reach, best engagement, and provide the best time to publish content
that will get the fans to site.
➢ What content are users most engaged with.
Assumptions:
➢ A table will need to be created mapping the brand and/or site name to the
social media page.
➢ The proposed reports in this document are applied to each facebook page /
brand title.
➢ Data will be updated daily.
➢ Data will come from Hootsuite Impact. There will be a 1 day lag time.
➢ Data can already be segmented by Date, and grouped together in business-
meaningful ways (Day, Week [Sun-Sat], Month, Quarter, Calendar Year,
Fiscal Year).
➢ Data can already be segmented by facebook page / brand title. Some of
these dimensions are included in the requirements below.
➢ Prototypes will serve as both manual report updates for stakeholders and as
a validation source for developers.
Open Issues:
Dimensions: Time (legacy) brands are not yet part of the brands included
within data.
Post Level Metrics: Hootsuite Impact provides some summaries of Google
Analytics data. TBD whether the summary tables we build use this data, or our
own more in-depth data. Likely the latter, provided we can join it up correctly.
Post Level Metrics: Noticing that Impact data doesn’t include Martha
Stewart’s post level data prior to October 2017. 4/03 - checking with Impact.
Closed Issues:
➢ Not all of our brands’ pages are providing data back to Hootsuite Impact.
Need to identify what the gaps are.
➢ Also, there is a reported bug where the website sessions per post and also
on a page level are not always accurate and an audit is underway.

Inputs:
Data inputs are expected to come from the following sources:
➢ Hootsuite Impact
Outputs:
1. We need summary tables in an SQL database taken from Snowflake, built
on top of the data provided by Hootsuite Impact, that are ready for analysts
to build a Tableau prototype for of social reporting or the reporting team
to use to create additional tabs of reporting within the current Social
Dashboard.
The outputs of this project include a set of proposed reports and a set of
supported data sources for the reports, as follows:
Proposed Tabs with the Social Dashboard:
1. Page - Fans
2. Page - Impressions & Reach
3. Post - Impressions & Reach
4. Post - Engagement
5. Post - Video
6. Engaging Content
7. Peak Week Day & Hour
8. Facebook Posts
Requirements:
The fields required for our On Network Facebook Engagement include:
Dimensions:
• Page ID
o Location:
PROD.HOOTSUITE.FACEBOOK_CONNECTIONS.PAGE_ID
• Brand Title
o Location: PROD.HOOTSUITE.FACEBOOK_CONNECTIONS.TITLE
o The specific social page/profile for the brand. Brands can have multiple
pages/profiles on a given social media platform.
o Not all Meredith Brands are part of Impact. Closed Issue #1
o Time (legacy) brands are not part of the brands included within data.
Open Issue #1
• Date

o Year
▪ Defined as: PROD.HOOTSUITE.DIMENSION_DATE.YEAR
o Month
▪ Defined as: PROD.HOOTSUITE.DIMENSION_DATE.MONTH
▪ Defined as: PROD.HOOTSUITE.DIMENSION_DATE.MONTH_NAME
o Day
▪ Defined as: PROD.HOOTSUITE.DIMENSION_DATE.DAY
o Date
▪ Defined as:
PROD.HOOTSUITE.DIMENSION_DATE.CALENDAR_DATE
o Day of Week
▪ Defined as:
PROD.HOOTSUITE.DIMENSION_DATE.DAY_OF_WEEK_NUM
o Hour
▪ Defined as:
PROD.HOOTSUITE.FACEBOOK_POSTS.CREATED_TIME
• Post ID, Post Title, Target URL
o The requirement is to be able to group the metrics by Post ID, but all of
these dimensions will need to be available.
o Target URL
▪ Defined
as: PROD.HOOTSUITE.FACEBOOK_POSTS_LINK_ENTITIES.EXP
ANDED_URL
▪ Target URL can be NULL.
o Post ID
▪ Defined as: PROD.HOOTSUITE.FACEBOOK_POSTS.POST_ID
▪ RIGHT(fpst.POST_ID,(LENGTH(fpst.POST_ID)-
CHARINDEX('_',fpst.POST_ID))) AS "Facebook Post ID"
o Post Title
▪ Defined as: PROD.HOOTSUITE.FACEBOOK_POSTS.MESSAGE
• Post URL
o Calculated as: CONCAT(CONCAT('https://www.facebook.com/',"Page
ID"),CONCAT('/posts/',"Facebook Post ID")) AS "Post URL"
o Example value:
https://www.facebook.com/63294986181/posts/10156216087886182
• Post Type
o Possible values:
▪ Link
▪ Photo
▪ Video

o Location:
PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_LIFETIME.
TYPE
• Audience Group
o Possible Values:
▪ Organic
▪ Paid
▪ Combined
▪ Viral (but Viral isn’t always an option in certain tabs so don’t want it for
each tab)
▪ Paid, when referring to post level, is where
POST_IMPRESSIONS_PAID_UNIQUE is > 0. Organic is where
POST_IMPRESSIONS_PAID_UNIQUE = 0. Paid, when referring to
page level is where PAGE_IMPRESSIONS_UNIQUE_PAID is > 0.
Organic is where PAGE_IMPRESSIONS_UNIQUE_PAID is = 0.
• Tag Category
o Defined as:
PROD.HOOTSUITE.FACEBOOK_POSTS_TAGS.TAG_CATEGORY
• Tag
o Defined as:
PROD.HOOTSUITE.FACEBOOK_POSTS_TAGS.TAG_TEXT
• Tag Array
o Defined as:
PROD.HOOTSUITE.FACEBOOK_POSTS_TAGS.TAG_TEXT
o Calculated as:
ARRAY_AGG(FACEBOOK_POSTS_TAGS.TAG_TEXT) as "Tag
Array"
o Have to use average impressions as Total Impressions and average reach
as Total Reach when Tag Array is present in the query, because of
multiple rows per FACEBOOK_POST_ID in
FACEBOOK_POSTS_TAGS inflating the counts. Not a problem for
Engagement Rate metrics, as numerator and denominator inflated by same
rate.
Page Level Metrics Summary:

• Total Fans
o Defined as:
PROD.HOOTSUITE.FACEBOOK_PAGE_DICTIONARY_DAILY.PAG
E_FANS
• Total Fans Reached

o Defined as:
E_IMPRESSIONS_UNIQUE_ORGANIC
• Organic Impressions
o Defined as:
E_IMPRESSIONS_ORGANIC
• Paid Impressions
o Defined as:
E_IMPRESSIONS_PAID
• Viral Impressions
o Defined as:
E_IMPRESSIONS_VIRAL
• Total Impressions
o Defined as:
E_IMPRESSIONS
• Organic Reach
o Defined as:
E_IMPRESSIONS_UNIQUE_ORGANIC
• Paid Reach
o Defined as:
E_IMPRESSIONS_UNIQUE_PAID
• Viral Reach
o Defined as:
E_IMPRESSIONS_UNIQUE_VIRAL
• Reach
o Defined as:
E_IMPRESSIONS_UNIQUE
Post Level Metrics Summary: Open Issue #3

• Organic Impressions
o Defined as:
POST_IMPRESSIONS_ORGANIC

• Paid Impressions
o Defined as:
POST_IMPRESSIONS_PAID
• Non-Paid Viral Impressions
o Defined as:
POST_IMPRESSIONS_VIRAL
• Total Impressions
o Defined as:
POST_IMPRESSIONS
• Non-Paid Impressions
o Defined as:
POST_IMPRESSIONS_BY_PAID_NON_PAID
• Non-Paid Fan Impressions
o Defined as:
POST_IMPRESSIONS_FAN
• Paid Fan Impressions
o Defined as:
POST_IMPRESSIONS_FAN_PAID
• Organic Reach
o Defined as:
POST_IMPRESSIONS_ORGANIC_UNIQUE
• Paid Reach
o Defined as:
POST_IMPRESSIONS_PAID_UNIQUE
• Non-Paid Viral Reach
o Defined as:
POST_IMPRESSIONS_VIRAL_UNIQUE
• Reach
o Defined as:
POST_IMPRESSIONS_UNIQUE

o Total could be less than the sum of the breakout of reach. Duplication
possible across breakouts.
o Note: Organic + Paid + Viral = Total) (usually within >1%)
o Paid + Non-Paid = Total
• Non-Paid Reach
o Defined as:
POST_IMPRESSIONS_BY_PAID_NON_PAID_UNIQUE
o Organic + Viral = Non-Paid
• Non-Paid Fan Reach
o Defined as:
POST_IMPRESSIONS_FAN_UNIQUE
• Paid Fan Reach
o Defined as:
POST_IMPRESSIONS_FAN_PAID_UNIQUE
• Likes
o Defined as:
LIKES
• Comments
o Defined as:
COMMENTS
• Shares
o Defined as:
SHARES
• Website Sessions Open Issue #2 Closed Issue #2
o Defined as:
WEBSITE_SESSIONS
• Link Clicks
o Defined as:
LINK_CLICKS
• Link Clicks (Unique)
o Defined as:
LINK_CLICKS_UNIQUE

• Video - Non-Paid (Views)

o Defined as:
VIDEO_VIEWS_ORGANIC
• Video - Non-Paid (Views Completed)
o Defined as:
VIDEO_COMPLETE_VIEWS_ORGANIC
• Video - Paid (Views)
o Defined as:
VIDEO_VIEWS_PAID
• Video - Paid (Views Completed)
o Defined as:
VIDEO_COMPLETE_VIEWS_PAID
Page Level Calculated Metrics Summary:

• % Fans Reached
o Calculated as:
E_PAGE_IMPRESSIONS_UNIQUE_ORGANIC ÷
E_FANS
o SUM(PAGE_IMPRESSIONS_UNIQUE_ORGANIC)/COALESCE(NUL
LIF(SUM(PAGE_FANS),0),1) as "% Fans Reached"
Post Level Calculated Metrics Summary: Open Issue #3

• Post Volume
o PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_LIFETIME.
POST_ID
o COUNT(fpdcl.POST_ID) as "Post Volume"
• AVG Reach
o Calculated as:
POST_IMPRESSIONS_UNIQUE ÷
POST_ID
o SUM(fpdcl.POST_IMPRESSIONS_UNIQUE)/ COUNT(fpdcl.POST_ID)
as "AVG Reach"
• AVG Engagement Rate

o Calculated as:
(PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_LIFETIME
.LIKES +
COMMENTS +
SHARES ) ÷
• AVG High Impact Engagement Rate
o Calculated as:
.COMMENTS +
SHARES ) ÷
• Viral Reach Rate
o Calculated as:
POST_IMPRESSIONS_VIRAL_UNIQUE ÷
• Total Engagement
o Calculated as:
LIKES +
COMMENTS +
SHARES
• AVG Engagement
o Calculated as:
.LIKES +
COMMENTS +
SHARES ) ÷
POST_ID

• AVG Likes
o Calculated as:
LIKES ÷
POST_ID
• AVG Comments
o Calculated as:
COMMENTS ÷
POST_ID
• AVG Shares
o Calculated as:
SHARES ÷
POST_ID
• AVG Website Sessions Open Issue #2 Closed Issue #2
o Calculated as:
PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_WEBSITE_
SESSIONS ÷
POST_ID
• AVG Link Clicks
o Calculated as:
PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_LINK_CLI
CKS ÷
POST_ID
• AVG Link Clicks (Unique)
o Calculated as:
PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_LINK_CLI
CKS_UNIQUE ÷
POST_ID
• AVG Expanded Engagement
o Calculated as:
.LIKES +

COMMENTS +
SHARES +
LINK_CLICKS) ÷
POST_ID
• Expanded Engagement Rate
o Calculated as:
.LIKES +
COMMENTS +
SHARES +
LINK_CLICKS) ÷
• Link Conversion Rate
o Calculated as:
LINK_CLICKS_UNIQUE ÷
• Video - TOTAL (Views)
o Calculated as:
VIDEO_VIEWS_ORGANIC +
VIDEO_VIEWS_PAID
• Video - TOTAL (Average Reach per Video)
o Calculated as:
AVG(PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_LIFE
TIME.VIDEO_VIEWS_ORGANIC_UNIQUE) +
TIME.VIDEO_VIEWS_PAID_UNIQUE)
• Video: % Views Completed
o Calculated as:
((SUM(PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_LIF
ETIME.VIDEO_COMPLETE_VIEWS_ORGANIC)+SUM(PROD.HOO

TSUITE.FACEBOOK_POSTS_DICTIONARY_LIFETIME.VIDEO_CO
MPLETE_VIEWS_PAID))/COALESCE(NULLIF(SUM(PROD.HOOTS
UITE.FACEBOOK_POSTS_DICTIONARY_LIFETIME.VIDEO_VIEW
S_ORGANIC)+SUM(PROD.HOOTSUITE.FACEBOOK_POSTS_DICTI
ONARY_LIFETIME.VIDEO_VIEWS_PAID),0),1))
• Average Video Length (Mins)
o Calculated as:
TIME.VIDEO_LENGTH)/1000/60
• Video: % Watched
o Calculated as:
(SUM(PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_LIFE
TIME.VIDEO_AVG_TIME_WATCHED)/COALESCE(NULLIF(SUM(
VIDEO_LENGTH),0),1))
• Video - Non-Paid (Average Reach per Video)
o Calculated as:
TIME.VIDEO_VIEWS_ORGANIC_UNIQUE)
• Video - Non-Paid (Average Reach - Views Completed)
o Calculated as:
TIME.VIDEO_COMPLETE_VIEWS_ORGANIC_UNIQUE
• Video - Non-Paid (% Complete)
o Calculated as:
TIME.VIDEO_COMPLETE_VIEWS_ORGANIC)/COALESCE(NULLI
F(SUM(PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_LIF
ETIME.VIDEO_VIEWS_ORGANIC),0),1)
• Video - Paid (Average Reach per Video)
o Calculated as:
TIME.VIDEO_VIEWS_PAID_UNIQUE)
• Video - Paid (Average Reach - Views Completed)
o Calculated as:
TIME.VIDEO_COMPLETE_VIEWS_PAID_UNIQUE)
• Video - Paid (% Complete)
o Calculated as:
TIME.VIDEO_COMPLETE_VIEWS_PAID)/COALESCE(NULLIF(SU

M(PROD.HOOTSUITE.FACEBOOK_POSTS_DICTIONARY_LIFETI
ME.VIDEO_VIEWS_PAID),0),1))
Testing Deliverables / Test Plan:
1. Page - Fans
a. Use Case: Shows trends in fans over time and also helps to point out
when algorithm changes take effect.
b. Filters: Brand Title (Separate or Combined), Date Type (Daily, Weekly,
Monthly)
c. Notes:
i. When showing data for a week or month, we would want to show the
value of PAGE_FANS for the maximum date within that time period,
not the maximum of PAGE_FANS for the time period, because we
have to assume that figure can also decrease.
ii. Graphs Showing % Fans Reached (Daily Only)
iii. Table with raw data not necessary to show in Tableau but will need
to be able to export it if necessary.
iv. See Prototype tab : “Page - Fans”
SELECT fcon.TITLE as "Brand Title",

fcon.PAGE_ID as "Page ID",
hdat.CALENDAR_DATE as "Month",
SUM(fdic.PAGE_FANS) as "Total Fans",
SUM(fdic.PAGE_IMPRESSIONS_UNIQUE_ORGANIC) as "Total Fans
Reached",
SUM(PAGE_IMPRESSIONS_UNIQUE_ORGANIC)/COALESCE(NULLIF
(SUM(PAGE_FANS),0),1) as "% Fans Reached"
FROM FACEBOOK_PAGE_DICTIONARY_DAILY AS fdic
INNER JOIN FACEBOOK_CONNECTIONS as fcon ON fdic.PAGE_ID =
fcon.PAGE_ID
LEFT OUTER JOIN DIMENSION_DATE as hdat ON fdic.DATE_ID =
hdat.DATE_ID
WHERE fcon.PAGE_ID = '13419577441' ---substitute any brand's page_id
GROUP BY 1,2,3
ORDER BY 2,3;
2. Page - Impressions & Reach

a. Use Case: This tab shows page level impressions and reach.
b. Filters: Brand Title (Separate or Combined), Date Type (Daily,
Weekly, Monthly)

c. Notes:
i. For visualizations use Line graph for reach specifically because a
stacked graph would include duplication.
ii. Table with raw data not necessary to show in Tableau but will
need to be able to export it if necessary.
iii. See Prototype tab : “Page - Imp&Reach”

hdat.MONTH as "Month",
hdat.YEAR as "Year",
SUM(fdic.PAGE_IMPRESSIONS_ORGANIC) as "Organic Impressions",
SUM(fdic.PAGE_IMPRESSIONS_PAID) as "Paid Impressions",
SUM(fdic.PAGE_IMPRESSIONS_VIRAL) as "Viral Impressions",
SUM(fdic.PAGE_IMPRESSIONS) as "Total Impressions",
SUM(fdic.PAGE_IMPRESSIONS_UNIQUE_ORGANIC) as "Organic
Reach",
SUM(fdic.PAGE_IMPRESSIONS_UNIQUE_PAID) as "Paid Reach",
SUM(fdic.PAGE_IMPRESSIONS_UNIQUE_VIRAL) as "Viral Reach",
SUM(fdic.PAGE_IMPRESSIONS_UNIQUE) as "Reach"
FROM FACEBOOK_PAGE_DICTIONARY_DAILY AS fdic
INNER JOIN FACEBOOK_CONNECTIONS as fcon ON fdic.PAGE_ID =
fcon.PAGE_ID
LEFT OUTER JOIN DIMENSION_DATE as hdat ON fdic.DATE_ID =
hdat.DATE_ID
WHERE fcon.PAGE_ID = '63294986181'
GROUP BY 1,2,3,4
ORDER BY 3,4;
3. Post - Impressions & Reach

a. Use Case: This tab shows post level impressions and reach broken
down by Post Type.
b. Filters: Brand Title (Seperate), Date Type (Daily/Weekly/Monthly),
Post Type (Broken out or combined), Audience Group
(Organic/Viral/Paid).
c. Notes:
i. For visualizations use Line graph for reach specifically because a
stacked graph would include duplication.
ii. Will want to show table of raw data as well or possibly good
enough to be able to just export the raw data when necessary?
iii. See Prototype tab : “Post - Imp&Reach”


hdat.MONTH_NAME as "Month",
fpst.Type as "Post Type",
COUNT(fpdcl.POST_ID) as "Post Volume",
SUM(fpdcl.POST_IMPRESSIONS_ORGANIC) as "Organic Impressions",
SUM(fpdcl.POST_IMPRESSIONS_PAID) as "Paid Impressions",
SUM(fpdcl.POST_IMPRESSIONS) as "Total Impressions",
SUM(fpdcl.POST_IMPRESSIONS_VIRAL) as "Non-Paid Viral
Impressions",
SUM(fpdcl.POST_IMPRESSIONS_ORGANIC_UNIQUE) as "Organic
Reach",
SUM(fpdcl.POST_IMPRESSIONS_PAID_UNIQUE) as "Paid Reach",
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) as "Reach",
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE)/ COUNT(fpdcl.POST_ID) as
"AVG Reach",
SUM(fpdcl.POST_IMPRESSIONS_VIRAL_UNIQUE) as "Non-Paid Viral
Reach"
FROM FACEBOOK_POSTS as fpst
INNER JOIN FACEBOOK_CONNECTIONS as fcon ON fpst.PAGE_ID =
fcon.PAGE_ID
LEFT OUTER JOIN DIMENSION_DATE as hdat ON fpst.DATE_ID =
hdat.DATE_ID
LEFT OUTER JOIN FACEBOOK_POSTS_DICTIONARY_LIFETIME
fpdcl ON fpst.FACEBOOK_POST_ID = fpdcl.FACEBOOK_POST_ID
AND fpst.type in ('video', 'photo', 'link')
AND hdat.YEAR = 2017
GROUP BY 1,2,3,4,5
Order by 3,4;
4. Post - Engagement
a. Use Case: Shows post level engagement metrics in table format and
in charts.This tab could be useful for benchmarking.
b. Filters: Brand Title (Seperate), Date Type (Daily/Weekly/Monthly),
Post Type (Broken out or combined), Audience Group
(Organic/Paid/Combined)
c. Notes:
i. Will want to show table of raw data.

ii. Will want to show the charts as seen in the prototype.

iii. See Prototype tab : “Post - Engagement”

date_trunc('month',hdat.CALENDAR_DATE) as "Month",
(SUM(fpdcl.LIKES)+SUM(fpdcl.COMMENTS)+SUM(fpdcl.SHARES))/
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) as "AVG Engagement Rate",
(SUM(fpdcl.COMMENTS)+SUM(fpdcl.SHARES))/
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) as "AVG High Impact
Engagement Rate",
"AVG Reach",
(SUM(fpdcl.POST_IMPRESSIONS_VIRAL_UNIQUE)/
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) ) as "Viral Reach Rate",
ROUND(SUM(fpdcl.LIKES)+SUM(fpdcl.COMMENTS)+SUM(fpdcl.SHAR
ES),1) as "Total Engagement",
ROUND((SUM(fpdcl.LIKES)+SUM(fpdcl.COMMENTS)+SUM(fpdcl.SHA
RES))/ count(fpdcl.POST_ID),1) as "AVG Engagement",
SUM(fpdcl.LIKES) as "Likes",
SUM(fpdcl.COMMENTS) as "Comments",
SUM(fpdcl.SHARES) as "Shares",
ROUND(SUM(fpdcl.LIKES)/ count(fpdcl.POST_ID),1) as "AVG Likes",
ROUND(SUM(fpdcl.COMMENTS)/ count(fpdcl.POST_ID),1) as "AVG
Comments",
ROUND(SUM(fpdcl.SHARES)/ count(fpdcl.POST_ID),1) as "AVG Shares",
SUM(fpdcl.WEBSITE_SESSIONS) as "Website Sessions",
ROUND(SUM(fpdcl.WEBSITE_SESSIONS)/ count(fpdcl.POST_ID),1) as
"AVG Website Sessions",
SUM(fpdcl.LINK_CLICKS) as "Link Clicks",
ROUND(SUM(fpdcl.LINK_CLICKS)/ count(fpdcl.POST_ID),1) as "AVG
Link Clicks",
SUM(fpdcl.LINK_CLICKS_UNIQUE) as "Link Clicks (Unique)",
ROUND(SUM(fpdcl.LINK_CLICKS_UNIQUE)/ count(fpdcl.POST_ID),1)
as "AVG Link Clicks (Unique)",
ROUND((SUM(fpdcl.LIKES)+SUM(fpdcl.COMMENTS)+SUM(fpdcl.SHA

RES)+SUM(fpdcl.LINK_CLICKS))/ count(fpdcl.POST_ID),1) as "AVG

Expanded Engagement",
(SUM(fpdcl.LINK_CLICKS_UNIQUE))/
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) as "Link Conversion Rate"
fcon.PAGE_ID
hdat.DATE_ID
AND fpst.type in ('video', 'photo', 'link')
---AND hdat.YEAR = 2017
GROUP BY 1,2,3,4,5
Order by 3,4,5;
5. Post - Video
a. Use Case: Shows post level video metrics in table format and with
charts. Table one shows monthly video posts aggregated and table
two shows video posts by by day broken out by individual video
post. Video Team would also like to be able to see video posts across
Meredith brands to see cross promotions so would be great to find a
way to do that at some point (some common on field).
b. Filters: Brand Title (Separate or Combined), Date Type
(Daily/Weekly/Monthly), Audience Group (Paid/Non-Paid or
combined OR Viral, Organic, Paid or combined) - check box.
c. Notes:
i. When showing Reach, best to show in a line chart vs. a stacked
chart as reach can be duplicated.
ii. Will want to show table of raw data.
iii. Will want to show the charts as seen in the prototype.
iv. See Prototype tab : “Post - Video”
/* VIDEO POSTS - Roll up*/

date_trunc('month',hdat.CALENDAR_DATE) as "Month",
/* COUNT(fpdcl.POST_ID) as "# of Posts", */

(SUM(fpdcl.VIDEO_VIEWS_ORGANIC) +
SUM(fpdcl.VIDEO_VIEWS_PAID)) AS "Video - TOTAL (Views)",
(AVG(fpdcl.VIDEO_VIEWS_ORGANIC_UNIQUE) +
AVG(fpdcl.VIDEO_VIEWS_PAID_UNIQUE)) AS "Video - TOTAL
(Average Reach per Video)",
((SUM(fpdcl.VIDEO_COMPLETE_VIEWS_ORGANIC)+SUM(fpdcl.VIDE
O_COMPLETE_VIEWS_PAID))/COALESCE(NULLIF(SUM(fpdcl.VIDEO
_VIEWS_ORGANIC)+SUM(fpdcl.VIDEO_VIEWS_PAID),0),1)) AS "Video
- % Views Completed)",
AVG(fpdcl.VIDEO_LENGTH)/1000/60 as "Average Video Length (Mins)",

(SUM(fpdcl.VIDEO_AVG_TIME_WATCHED)/COALESCE(NULLIF(SU
M(fpdcl.VIDEO_LENGTH),0),1)) as "Video: % Watched",
SUM(fpdcl.VIDEO_VIEWS_ORGANIC) as "Video - Non-Paid (Views)",
AVG(fpdcl.VIDEO_VIEWS_ORGANIC_UNIQUE) as "Video - Non-Paid
(Average Reach per Video)",
SUM(fpdcl.VIDEO_COMPLETE_VIEWS_ORGANIC) as "Video - Non-
Paid (Views Completed)",
AVG(fpdcl.VIDEO_COMPLETE_VIEWS_ORGANIC_UNIQUE) as "Video
- Non-Paid (Average Reach - Views Completed)",
(SUM(fpdcl.VIDEO_COMPLETE_VIEWS_ORGANIC)/COALESCE(NUL
LIF(SUM(fpdcl.VIDEO_VIEWS_ORGANIC),0),1)) AS "Video - Non-Paid
(% Complete)",
SUM(fpdcl.VIDEO_VIEWS_PAID) as "Video - Paid (Views)",
AVG(fpdcl.VIDEO_VIEWS_PAID_UNIQUE) as "Video - Paid (Average
Reach per Video)",
SUM(fpdcl.VIDEO_COMPLETE_VIEWS_PAID) as "Video - Paid (Views
Completed)",
AVG(fpdcl.VIDEO_COMPLETE_VIEWS_PAID_UNIQUE) as "Video -
Paid (Average Reach - Views Completed)",
(SUM(fpdcl.VIDEO_COMPLETE_VIEWS_PAID)/COALESCE(NULLIF(S
UM(fpdcl.VIDEO_VIEWS_PAID),0),1)) AS "Video - Paid (% Complete)",

/* Paid + Non-Paid = Total */
SUM(fpdcl.POST_IMPRESSIONS_BY_PAID_NON_PAID) as "Non-Paid
Impressions",
SUM(fpdcl.POST_IMPRESSIONS_BY_PAID_NON_PAID_UNIQUE) as

"Non-Paid Reach",
/* Organic + Viral = Non-Paid */
Reach",
SUM(fpdcl.POST_IMPRESSIONS_VIRAL) as "Non-Paid Viral
Impressions",
Reach",
SUM(fpdcl.POST_IMPRESSIONS_FAN) as "Non-Paid Fan Impressions",

SUM(fpdcl.POST_IMPRESSIONS_FAN_UNIQUE) as "Non-Paid Fan
Reach",
SUM(fpdcl.POST_IMPRESSIONS_FAN_PAID) as "Paid Fan Impressions",
SUM(fpdcl.POST_IMPRESSIONS_FAN_PAID_UNIQUE) as "Paid Fan
Reach",
SUM(fpdcl.LINK_CLICKS) as "Link Clicks"

fcon.PAGE_ID
hdat.DATE_ID
/* LEFT OUTER JOIN (VIRTUAL TABLE WITH % Completed calculated
at post level) */
WHERE lower(fpst.Type) = 'video'
AND fcon.PAGE_ID = '63294986181'
GROUP BY 1,2,3,4
ORDER BY 2,3,4;
/* VIDEO POSTS - Individual*/

hdat.CALENDAR_DATE as "Date",


fpst.POST_ID as "Post ID",
/* COUNT(fpdcl.POST_ID) as "# of Posts", */
(SUM(fpdcl.VIDEO_VIEWS_ORGANIC) +
SUM(fpdcl.VIDEO_VIEWS_PAID)) AS "Video - TOTAL (Views)",
(SUM(fpdcl.VIDEO_VIEWS_ORGANIC_UNIQUE) +
SUM(fpdcl.VIDEO_VIEWS_PAID_UNIQUE)) AS "Video - TOTAL
(Reach)",
- % Views Completed",
SUM(fpdcl.VIDEO_LENGTH)/1000/60 as "Video Length (Mins)",
(SUM(fpdcl.VIDEO_AVG_TIME_WATCHED)/COALESCE(NULLIF(SU
M(fpdcl.VIDEO_LENGTH),0),1)) as "Video: % Watched",

SUM(fpdcl.VIDEO_VIEWS_ORGANIC_UNIQUE) as "Video - Non-Paid
(Reach)",
SUM(fpdcl.VIDEO_COMPLETE_VIEWS_ORGANIC) as "Video - Non-
Paid (Views Completed)",
SUM(fpdcl.VIDEO_COMPLETE_VIEWS_ORGANIC_UNIQUE) as "Video
- Non-Paid (Reach - Views Completed)",
(% Complete)",
SUM(fpdcl.VIDEO_VIEWS_PAID) as "Video - Paid (Views)",
SUM(fpdcl.VIDEO_VIEWS_PAID_UNIQUE) as "Video - Paid (Reach)",
SUM(fpdcl.VIDEO_COMPLETE_VIEWS_PAID) as "Video - Paid (Views
Completed)",
SUM(fpdcl.VIDEO_COMPLETE_VIEWS_PAID_UNIQUE) as "Video -
Paid (Reach - Views Completed)",
(SUM(fpdcl.VIDEO_COMPLETE_VIEWS_PAID)/COALESCE(NULLIF(S
UM(fpdcl.VIDEO_VIEWS_PAID),0),1)) AS "Video - Paid (% Complete)",

/* Paid + Non-Paid = Total */

SUM(fpdcl.POST_IMPRESSIONS_BY_PAID_NON_PAID) as "Non-Paid
Impressions - Non-Paid",
SUM(fpdcl.POST_IMPRESSIONS_BY_PAID_NON_PAID_UNIQUE) as
"Non-Paid Reach",
/* Organic + Viral = Non-Paid */
Reach",
SUM(fpdcl.POST_IMPRESSIONS_VIRAL) as "Non-Paid Viral Post
Impressions",
Reach",
SUM(fpdcl.POST_IMPRESSIONS_FAN) as "Non-Paid Fan Post

Impressions",
SUM(fpdcl.POST_IMPRESSIONS_FAN_UNIQUE) as “Non-Paid Fan
Reach",
SUM(fpdcl.POST_IMPRESSIONS_FAN_PAID) as "Paid Fan Impressions",
SUM(fpdcl.POST_IMPRESSIONS_FAN_PAID_UNIQUE) as "Paid Fan
Reach",
SUM(fpdcl.LINK_CLICKS) as "Link Clicks"

fcon.PAGE_ID
hdat.DATE_ID
/* LEFT OUTER JOIN (VIRTUAL TABLE WITH % Completed calculated
at post level) */
WHERE lower(fpst.Type) = 'video'
AND fcon.PAGE_ID = '63294986181'
GROUP BY 1,2,3,4,5
ORDER BY 2,3,4,5;

6. Engaging Content
a. Use Case: This tab shows a way to measure the highest performing tag
category.
b. Filters: Brand Title (Separate), TAG_CATEGORY (normal filter),
Activity Date, Post Type (Broken out or Combined)
c. Notes:
i. Total Impressions, # of Posts, and Total Reach are duplicated so
you can not sum them to get the total. This would inflate analysis.
ii. Will want to show table of raw data only.
iii. Note in this tab that #of Posts, Total Impressions and Reach can
be duplicated.
iv. See Prototype tab : “Engaging Content”

/* fcon.PAGE_ID as "Page ID", */
ftag.TAG_CATEGORY as "Tag Category",
ftag.TAG_TEXT as "Tag",
COUNT(fpdcl.POST_ID) as "# of Posts" ---duplicated,
SUM(fpdcl.POST_IMPRESSIONs) as "Total Impressions" ---duplicated,
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) as "Reach" ---duplicated,
"AVG Reach",
COALESCE((SUM(fpdcl.LIKES)+SUM(fpdcl.COMMENTS)+SUM(fpdcl.S
HARES))/ NULLIF(SUM(fpdcl.POST_IMPRESSIONS_UNIQUE),0),0) as
"AVG Engagement Rate",
COALESCE((SUM(fpdcl.COMMENTS)+SUM(fpdcl.SHARES))/
NULLIF(SUM(fpdcl.POST_IMPRESSIONS_UNIQUE),0),0) as "AVG High
Impact Engagement Rate"
FROM prod.hootsuite.FACEBOOK_POSTS as fpst
INNER JOIN prod.hootsuite.FACEBOOK_CONNECTIONS as fcon ON
fpst.PAGE_ID = fcon.PAGE_ID
LEFT OUTER JOIN prod.hootsuite.DIMENSION_DATE as hdat ON
fpst.DATE_ID = hdat.DATE_ID
LEFT OUTER JOIN
prod.hootsuite.FACEBOOK_POSTS_DICTIONARY_LIFETIME as fpdcl
ON fpst.FACEBOOK_POST_ID = fpdcl.FACEBOOK_POST_ID
LEFT OUTER JOIN prod.hootsuite.FACEBOOK_POSTS_TAGS as ftag ON
ftag.POST_ID=fpst.POST_ID
WHERE
/* hdat.YEAR IN(2017)

AND */ fcon.PAGE_ID = '63294986181'

GROUP BY 1,2,3;
7. Peak Week Day & Hour

a. Use Case: Allows the user to analyze the best day of week and time
of day for posting on Facebook.
b. Filters: Brand Title (Separate), Date Type (Weekday, Hour of Day),
Post Type (Broken out or Combined)
c. Notes:
i. Will want to show table of raw data and a Chart as shown in the
social prototype.
ii. Need hour chart that shows a week broken down by hour (7 day
dash)
iii. See Prototype tab : “Peak Week Day & Hour”
SELECT hdat.DAY_OF_WEEK_NUM as "Day of Week",
LEFT(RIGHT(fpst.CREATED_TIME,13),2) as "Hour",
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) as "AVG Engagement Rate",
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) as "AVG High Impact
Engagement Rate",
AVG(fpdcl.POST_IMPRESSIONS_UNIQUE) as "Average Reach",
(SUM(fpdcl.LINK_CLICKS_UNIQUE)/SUM(fpdcl.POST_IMPRESSIONS_
UNIQUE)) as "Link Conversion Rate",
(% Complete)"
fcon.PAGE_ID
hdat.DATE_ID
/* WHERE fcon.PAGE_ID = '63294986181'
AND fpst.type in ('video', 'photo', 'link') */
GROUP BY 1,2
Order by 1,2;

8. Facebook Posts
a. Use Case: This tab shows individual Facebook posts.
b. Filters: Brand Title (Separate or Combined), Date Type
(Day/Week/Month), Post Type (Broken Out or Combined (Default),
Audience Group (Organic/Paid/Combined)
c. Notes:
i. This table may only be able to show a specific amount of rows at
a time to keep load time down. This tab will be incredibly slow
with the volume of posts we are storing. No way around it.
ii. This table should show the specific metrics shown in the
prototype and the user should be able to sort by which metric
they want the posts to be sorted by.
iii. We hope to be able to click out to post if possible.
iv. Only show table visualization
v. Tag Array: Have to use average impressions as Total
Impressions and average reach as Total Reach when Tag Array
is present in the query, because of multiple rows per
FACEBOOK_POST_ID in FACEBOOK_POSTS_TAGS
inflating the counts. Not a problem for Engagement Rate
metrics, as numerator and denominator inflated by same rate.
SELECT hdat.CALENDAR_DATE as "Date",

fcon.TITLE as "Brand Title",
/* fpst.POST_ID as "Post ID", */
RIGHT(fpst.POST_ID,(LENGTH(fpst.POST_ID)-
CHARINDEX('_',fpst.POST_ID))) AS "Facebook Post ID",
fpst.MESSAGE as "Post Title",
flnk.EXPANDED_URL as "Target URL",
CONCAT(CONCAT('https://www.facebook.com/',"Page
ID"),CONCAT('/posts/',"Facebook Post ID")) AS "Post URL",
ARRAY_AGG(ftag.TAG_TEXT) as "Tag Array",
/* Have to use average impressions as Total Impressions and average reach as
Total Reach when Tag Array is present in the query, because of multiple rows
per FACEBOOK_POST_ID in FACEBOOK_POSTS_TAGS inflating the
counts. Not a problem for Engagement Rate metrics, as numerator and
denominator inflated by same rate. */
AVG(fpdcl.POST_IMPRESSIONS) as "Total Impressions",
AVG(fpdcl.POST_IMPRESSIONS_UNIQUE) as "Reach",

(AVG(fpdcl.VIDEO_VIEWS_ORGANIC) +
AVG(fpdcl.VIDEO_VIEWS_PAID)) AS "Video - TOTAL (Views)",
- % Views Completed",
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) as "Engagement Rate",
SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) as "High Impact Engagement
Rate",
(SUM(fpdcl.LINK_CLICKS_UNIQUE)/SUM(fpdcl.POST_IMPRESSIONS_
UNIQUE)) as "Link Conversion Rate",
(SUM(fpdcl.LIKES)+SUM(fpdcl.COMMENTS)+SUM(fpdcl.SHARES)+SU
M(fpdcl.LINK_CLICKS))/ SUM(fpdcl.POST_IMPRESSIONS_UNIQUE) as
"Expanded Engagement Rate",
AVG(fpdcl.LIKES) as "Likes",
AVG(fpdcl.COMMENTS) as "Comments",
AVG(fpdcl.SHARES) as "Shares",
AVG(fpdcl.LINK_CLICKS) as "Link Clicks",
(AVG(fpdcl.LIKES) + AVG(fpdcl.COMMENTS) + AVG(fpdcl.SHARES) +
AVG(fpdcl.LINK_CLICKS) ) as "Expanded Engagement"

fcon.PAGE_ID
hdat.DATE_ID
LEFT OUTER JOIN FACEBOOK_POSTS_DICTIONARY_LIFETIME as
LEFT OUTER JOIN FACEBOOK_POSTS_TAGS as ftag ON
fpst.FACEBOOK_POST_ID = ftag.FACEBOOK_POST_ID
LEFT OUTER JOIN FACEBOOK_POSTS_LINK_ENTITIES as flnk ON
fpst.FACEBOOK_POST_ID = flnk.FACEBOOK_POST_ID
AND fpdcl.POST_IMPRESSIONS_UNIQUE > 0
/* Ignore posts with zero impressions. */
GROUP BY 1,2,3,4,5,6,7,8
ORDER BY 1,2,4;

CHAPTER – 5
Conclusion
This project helps in automation of a process which is done by different teams

in an organization. Team members are spending days in gathering the
information and spending a lot on the tool as well. By doing this project, we
have saved the time spent by team members, automate the process to minimize
errors, cost effective by saving company expense on the tools to get this data.
The organization can utilize the time is research and insights.

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Cross Functional Project | Jain University

1.1 About the Company

TIME ANALYTICS & SERVICES PVT. LTD. 1

1.2 History of Time Inc.

TIME ANALYTICS & SERVICES PVT. LTD. 2

TIME ANALYTICS & SERVICES PVT. LTD. 3

Figure 1.2 Time Inc. History

TIME ANALYTICS & SERVICES PVT. LTD. 4

1.3 SWOT Analysis

TIME ANALYTICS & SERVICES PVT. LTD. 5

As a result of their analysis, the consultancy may decide to specialize in rapid

1.4 A Study of the organization structure

TIME ANALYTICS & SERVICES PVT. LTD. 6

1.5 Matrix/Cross Functional Management advantages and

1.5.1 Key advantages that organizations seek when introducing a matrix

➢ To break business information silos - to increase cooperation and

1.5.2 Key disadvantages of matrix organizations include:

➢ Mid-level management having multiple supervisors can be confusing, in that

TIME ANALYTICS & SERVICES PVT. LTD. 7

Cross Functional Study

2.1 Cross-Functional team

Cross-functional teams often function as self-directed teams assigned to a

Some researchers have viewed cross-functional interactions as cooperative or

TIME ANALYTICS & SERVICES PVT. LTD. 8

Some organizations are built around cross-functional workflows by having

2.1.2 Less unidirectional

Today, organizations have flatter structures, companies diversify less, and

2.1.3 Greater scope of information

TIME ANALYTICS & SERVICES PVT. LTD. 9

2.1.4 Greater depth of information

2.1.5 Greater range of users

This involves reducing the amount of specialized jargon, sorting information

2.1.6 Fewer goals dominated

TIME ANALYTICS & SERVICES PVT. LTD. 10

to view decision-making generally, and strategic thinking in particular, as a

Cross-functional teams, using unstructured techniques and searching for

2.2 Department Functions

Figure: 2.2.1 HR Structure

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An idea of the separation process:

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Findings and Suggestions

My findings/issues are as below:

There are two main reasons as to why this can happen

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3) More of Automation, to the farthest extent as possible, less human

2.2.2 Marketing function:

To understand how to think and approach marketing for your business, it

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Develop vision before strategy

Focus on the customer experience.

Become the new media company.

Adapt the engagement model.

The majority of today’s purchase decisions involved some amount of research

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Develop a selling process

Create a marketing calendar