The social media offers a wide range of communication tools that ride on the social dimension of client experience. The communicative power of the society has essentially replaced many of the traditional tools, such as print and broadcast media, in the world of traditional communication particularly. In order to increase credibility and maintain professionalism, the social media channels often encompass processes and features that flawlessly facilitate healthy and lifetime relationships between an organization and its clients. Thus, this analytical treatise attempts to explicitly review the alternative social media channels that the Calgary Fire Service department may use to reach senior citizens to communicate its services to them.
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Social Media Channels
From a website, depending on its design, it is possible for a potential client and the general public to have a quick access to services offered by the Calgary Fire Service department and even request for services or purchase brochures online without necessarily having to appear physically. In relation to this, the proposed website will include tools laid down for support, governance, and paradigm shift as communication technology experiences metamorphosis between the department and clients. These tools include customization cursors, administrative components, and segments structured to guide authorized users either to edit or post a comment, a feedback, and a complaint (Bowden 65). The company may not have to incur repeated printing or mailing cost as information sharing is based on live chat and other connectivity tools. The convenience of clients is almost guaranteed in the website with a ‘contact us link’.
Free SMS Service
The Calgary Fire Service department may also consider introducing a free mass SMS service to reach the clients. The Calgary Fire Service department may approach the local communication service provider to obtain the mobile numbers of the clients within its areas of operations. The SMS service may be programmed to be delivered to the collected phone numbers database after every two days. The SMS will carry all the information that is to be communicated to the targeted clients since nearly all adults in this region own a mobile phone (Patino et al. 230). Through the repeated SMS delivery, the targeted clients will be persuaded to develop interest in the services that the fire department is offering. In addition, the SMS channel may be programmed to issue alerts to the clients on emergencies, latest development and training schedules for the Calgary Fire Service department.
Since every home within the Calgary Fire Service department’s area of operation is connected to the internet and the majority of the clients are computer literate, the company may consider using email services to communicate its programs and products to the clients from the comfort of their homes. As a policy, the Calgary Fire Service department may make it a requirement for the clients to register their email addresses with the department whenever they come to the fire department offices. Besides, the company may recruit a temporary team of personnel to collect the email addresses from the homes over a limited period of time (Weber 60).
In addition, the company may approach the relevant authority with the email addresses database for the targeted region. Though the initial cost of implementing this proposal may be high, the Calgary Fire Service department will benefit in the long run as future communication with the clients will be efficient, fast and reliable. Email services will allow the company to communicate the education programs and safety precautions to the majority of the clients within affordable expenditure.
Bowden, John. “The Process of Customer Engagement: A Conceptual Framework.” Journal of Marketing Theory & Practice, 17.1 (2009): 63-74. Print.
Patino, Anthony, Dennis Pitta, and James Quinones. “Social Media’s Emerging Importance in Market Research.” Journal of Consumer Marketing, 29.1 (2012): 233-237. Print.
Weber, Larry. “The Social Enterprise: Building a Digitaly Driven Business to Gain Competitive Advantage.” Journal of Digital and Social Media Marketing, 12.4 (2012): 45-98. Print.