DIGITAL & SOCIAL MEDIA COMMUNICATION: TASK 1
22/04/2026 – 13/05/2026 (Week 1 – Week 4)
Valerius Ethan Wirawan / 0372774
Bachelor of Design (Honours) in Creative Media
Digital and Social Media Communication (COM61804) / School of Design
Assessment Task 1: Group — Social Media Analytics
TABLE OF CONTENT
1. LECTURE
1.1. Week 1 — Introduction to Digital and Social Media Communication
This module introduced the processes and strategies used to create effective digital and social media communication. We were briefed on a continuous group project that would move through three connected stages: understanding a brand, understanding its audience, and translating the findings into a planned social media campaign.
Task 1 provided the research foundation for the rest of the semester. Before proposing any campaign, we needed to understand how the selected brand positioned itself, what it communicated online, how audiences responded, and where there were opportunities for improvement.
1.2. Week 2 — Data Collection
Data collection is the process of gathering useful evidence to understand a brand, audience, market or communication problem before making a decision. The sequence introduced in class was:
Understand the brand → Understand the audience → Plan the communication → Develop the final proposal
The main types of data included:
- Quantitative data: measurable information expressed through figures.
- Qualitative data: observations that explain meaning, behaviour and perception.
- Brand data: the brand story, values, products, services and unique position.
- Platform data: information about the brand's digital and social platforms.
- Content data: information about the subjects and formats published by the brand.
- Audience data: information about how people respond to the brand.
- Competitor data: evidence from similar brands operating in the same market.
- Primary data: information collected directly by the researcher.
- Secondary data: information gathered from existing sources.
Data refers to raw facts or observations. Information is organised data that explains something, while an insight is a meaningful interpretation that can lead to a strategic decision. This distinction was important because the assignment required more than collecting facts about Padini. We needed to explain what the evidence suggested and how the brand could respond.
1.3. Week 3 — Social Media Analytics
Social media analytics is the process of studying social media data to understand how a brand communicates and how its audience responds. Basic metrics include followers, likes, comments, shares, saves and views. These figures provide an indication of engagement, but the results still need to be interpreted in relation to the audience size, content format and platform.
The types of analytics discussed were:
- Platform analytics, which examines performance on each platform.
- Content analytics, which identifies the subjects and formats a brand publishes.
- Audience analytics, which studies how audiences respond to the content.
- Competitor analytics, which compares the selected brand with similar brands.
- Sentiment analytics, which examines the emotional tone of audience responses.
- Visual communication analytics, which studies how the brand looks online.
- Tone-of-voice analytics, which examines how the brand sounds.
- Campaign and content-pattern analytics, which identifies repeated communication habits.
The main methods available to us were desktop research, platform observation, competitor review, and informal audience research. A complete brand analysis needed to cover the brand background, products, target market, digital presence, communication style, audience response, competitors and possible opportunities.
1.4. Week 4 — Actionable Insights and Presentation
The final lecture stage focused on turning the research into actionable insights. A useful insight should identify a meaningful pattern, explain why it matters, and suggest what the brand could do next. We were reminded that research-heavy presentations should remain concise and visual so the audience can understand the most important conclusions.
This became particularly relevant to our group because the first version of our presentation contained a large amount of information. The research needed to be distilled into a clearer problem, audience opportunity and future content direction.
2. INSTRUCTION
For Task 1, each group was required to conduct a Brand Study and Social Media Analytics Report on its assigned brand. The purpose was to understand the brand's background, target audience, communication style, current social media performance, strengths, weaknesses and opportunities.
We were required to examine the brand's social media platforms, including its identity, products, audience, content direction, engagement style, posting strategy, audience interaction, visual language, tone of voice and overall digital presence.
The report needed to include:
- Brand Background: history, products, services, values, mission, vision and positioning.
- Target Audience Analysis: demographics, psychographics, lifestyle, interests, behaviours and needs.
- Social Media Platform Study: Instagram, Facebook, TikTok, website and other relevant platforms.
- Content and Communication Analysis: visuals, captions, tone, storytelling, campaigns and engagement.
- Social Media Analytics Observation: followers, likes, comments, shares, views and content performance.
- Strengths and Weaknesses: what the brand did effectively and what required improvement.
- Insights and Recommendations: evidence-based opportunities for communication and engagement.
- References and Evidence: screenshots, links, data observations and examples of posts.
Each group had to submit the completed Brand Analysis and Social Media Analytics Report together with a presentation deck. The submission deadline was 12 May 2026, followed by the group presentation and proposal session on 13 May 2026.
The assignment needed to be analytical rather than descriptive. We were expected to explain why a communication approach worked, what did not work, what the data suggested, and how the brand could improve.
3. PROCESS WORK
3.1. Group Formation and Brand Selection — Week 1
Task 1 required the group to conduct a social media analytics study that would become the foundation for the later persona and campaign assignments. Our selected brand was Padini.
Our group consisted of:
- Maria Ashley Sundoko (0372793) — Group Leader
- Anggia Tsani Rachmadayanti (0368487)
- Valerius Ethan Wirawan (0372774)
- Angelique Svetlana Pekasa (0377365)
We began by dividing the research into connected areas so that the final analysis would cover Padini's brand history, products and services, target market, social platforms, visual style, tone of voice, competitors and possible campaign opportunities.
3.2. Initial Padini Research — Week 2
Padini is a Malaysian mass-market fashion retail group offering affordable and accessible fashion. Its business developed from a garment-manufacturing company into a large retailer with nine sub-brands: Padini, Seed, Padini Authentics, PDI, P&Co, Miki, Vincci, Vincci Accessories and Vincci Mini.
The brand provides clothing, footwear, handbags, accessories, physical retail stores and online shopping. Its one-stop shopping concept allows different product categories and sub-brands to be accessed in one location. This became one of the most important strengths identified in our research because it combines variety, affordability and convenience.
Padini presents itself as modern, approachable, family-oriented and practical. Its market covers a broad age range, with a core audience of young adults and working consumers. Customers are generally value-conscious and respond to affordability, promotions, versatile clothing and the convenience of shopping for several needs in one place.
3.3. Product, Service and Audience Analysis — Week 2
Fashion apparel appeared to be Padini's most important product category. The brand communicates clothing through model photography, product descriptions, advertisements, website listings and social media. Product visibility is generally clear, with full outfits and multiple views helping customers understand styling and fit.
Padini's audience includes students, young professionals, working adults and families. Their purchase decisions are influenced by price, convenience, seasonal promotions and trust in Padini as an established local retailer. Younger consumers use Instagram and TikTok for outfit inspiration, while older segments may rely more heavily on Facebook for promotional information.
The audience responded more positively to outfit inspiration, styling tips, trends and entertaining videos than to content that was only promotional. This suggested that Padini had an opportunity to balance its sales communication with more useful lifestyle content.
3.4. Social Media Platform Analysis — Week 3
We observed Padini's Instagram, TikTok, Facebook and website. Instagram functioned as the brand's most polished visual showcase, while TikTok had greater potential for entertainment and trend-led reach. Facebook was more closely associated with announcements and promotions, while the website provided direct access to product information and online purchasing.
One significant weakness was that similar content was often distributed across different platforms without enough adaptation. This produced a split identity: Instagram appeared polished and sale-driven, while TikTok could appear playful and trend-aware. Neither platform consistently developed a distinctive long-term personality for Padini.
The strongest observed post used entertainment-led content and achieved approximately 809,000 views, 18,700 likes, 1,945 shares, 112 comments and 624 saves. This supported the finding that entertaining content could attract strong attention. However, these formats appeared less often than product-led posts, even when audience response suggested they were more effective.
3.5. Content and Communication Analysis — Week 3
Padini's captions were generally friendly, casual, trendy and commercially focused. Direct calls to action such as “available now” or “check the link in bio” made the purchasing action clear. The weakness was that the communication often felt generic and did not develop enough emotional storytelling beyond the product or promotion.
Our analysis identified three connected communication problems:
- A split identity between polished catalogue content and occasional trend-led entertainment.
- Limited two-way engagement, including few audience questions, replies or user-generated campaigns.
- High-performing formats being treated as exceptions instead of guiding the regular strategy.
3.6. Visual Style and Tone of Voice — Week 3
Padini's visual language used neutral tones such as white, black, beige and denim blue, with brighter colours appearing during festive campaigns. Its imagery combined studio and lifestyle photography, bright lighting, model-led outfits and diverse representation.
The visual strengths included:
- High-quality photography with sharp and clean images.
- Clear visibility of product texture, fit and styling.
- Lifestyle photography showing complete outfits in relatable settings.
- Seasonal campaigns connected to Malaysian celebrations.
The visual weaknesses included:
- No consistent grid structure across the social media feed.
- No distinctive visual signature when the logo was removed.
- Different campaign themes being mixed without enough separation.
- A catalogue-like appearance that limited emotional storytelling.
This led to the conclusion that Padini was recognisable but not iconic. The brand had strong product visibility, but it needed a more memorable communication system and a clearer lifestyle position.
3.7. Competitor Analysis — Week 3
We compared Padini with Uniqlo and H&M. Uniqlo communicated a functional lifestyle through its LifeWear positioning, presenting clothing as practical, durable and relevant to everyday life. H&M used a more youthful and trend-led identity, supported by fast-moving content and stronger fashion associations.
Both competitors demonstrated clearer brand personalities and lifestyle directions. From Uniqlo, Padini could learn how functionality and affordability can be presented through everyday stories. From H&M, Padini could learn how trend awareness and platform-specific communication can create stronger audience recognition.
3.8. SWOT Analysis and Key Findings — Week 3
Strengths
- Accessible retail locations and online shopping.
- Affordable pricing and value for money.
- A broad product range supported by multiple sub-brands.
- A convenient one-stop shopping concept.
Weaknesses
- A broad and generic brand identity with limited personality.
- Low audience interaction and limited two-way engagement.
- Repetitive product and promotional communication.
- Weak emotional storytelling and platform adaptation.
Opportunities
- Develop a more focused audience and lifestyle position.
- Use interactive content, styling guides and user participation.
- Strengthen the visual system across Instagram and TikTok.
- Connect social engagement more directly to online shopping.
Threats
- Strong international competitors with clearer personalities.
- Fast-changing fashion and content-consumption habits.
- Increasing competition from online retailers.
3.9. Proposed Audience and Campaign Opportunity — Week 3
Padini's broad mass-market position made it difficult to communicate towards one clear audience. Although the brand used trend-led content to reach Gen Z, the engagement did not always translate into purchases or long-term connection.
We proposed repositioning the communication towards millennials. Millennials generally have greater financial stability and may purchase for themselves as well as parents or children. This connected naturally to Padini's one-stop shopping strength. They also value practical, versatile clothing, informed purchasing decisions and convenient online shopping.
The initial content opportunities included styling guides, weekly outfits, polls, quizzes, user-generated content, campaign hashtags and a more organised theme-grid system. These ideas aimed to combine useful information, interaction and lifestyle relevance rather than relying only on promotions.
3.10. Presentation Development — Week 4
We compiled the research into a presentation covering Padini's background, products, market, platforms, visual language, competitors, SWOT analysis and campaign opportunity. The first version was heavily data-based and contained repeated points across the platform analysis, tone of voice, SWOT and key findings.
Following the presentation feedback, we revised the deck by reducing repeated material, improving the hierarchy, adding more visual comparisons and making the proposed audience direction clearer. The final 50-page presentation is embedded in the Instruction section.
4. FEEDBACK
Week 1
The module and assessment structure were introduced, followed by group formation and the selection
of Padini as the brand for the continuous project.
Week 2
During our research, we encountered sensitive public information concerning Padini. We were advised
not to make resolving that issue the purpose of the project. Instead, the group needed to focus on
the brand's recent revenue and communication performance and consider what the available evidence
suggested. The analytics period also needed to remain focused and current rather than covering an
unnecessarily long timeline.
Week 3
The proposed repositioning towards millennials required stronger justification. We needed to include
relevant competitor campaigns and explain what Padini could learn from them. Missing information,
including official brand visuals and social media evidence, also needed to be added.
Week 4
The panel found the brand research detailed and well structured, particularly the explanation of
Padini's affordability, accessibility, family orientation and one-stop shopping concept. However,
the presentation was too lengthy and repeated similar points in the platform analysis, visual
analysis, SWOT and key findings.
The group was advised to summarise the target audience and key findings more clearly, place visual evidence beside the related explanation, and show stronger side-by-side examples of Padini's visual strengths and weaknesses. The competitor section needed to state more directly what Padini should learn from Uniqlo and H&M.
Our proposed styling guides, weekly outfits, polls, quizzes and user-generated content needed to be connected more explicitly to audience behaviour and competitor evidence. A moodboard or visual direction slide was also recommended so the proposed future campaign could be understood visually. The returned Task 1 mark was 26/30.
5. REFLECTION
5.1. Experience
Task 1 was my first experience of analysing a fashion brand from both a design and business perspective. The quantity of available information initially made it difficult to decide what was important. Our early research contained many facts about Padini, but the consultations helped us understand that collecting information was not the same as producing a useful insight.
Working as a group made it possible to cover the brand, products, platforms, competitors and audience in greater detail. However, combining the different sections also produced repeated information. The presentation feedback showed me that a research deck still requires careful editing and visual hierarchy. The audience should be able to identify the communication problem without reading every research detail.
5.2. Observation
I observed that Padini already had several strong business advantages. Its products were affordable, widely accessible and suitable for different age groups. The one-stop shopping concept was especially valuable because customers could shop across several sub-brands in one place.
The main weakness was not the absence of content, but the lack of a strong and consistent communication direction. Padini could produce polished photography and obtain high reach from entertaining posts, but these strengths did not always connect into one memorable identity. Similar content was also used across different platforms without enough consideration for how audiences behave on Instagram, TikTok or Facebook.
5.3. Findings
My main finding was that strong reach does not automatically create brand connection or purchasing behaviour. Padini's high-performing entertainment content showed that audiences were willing to watch and share, but the brand needed stronger interaction, clearer calls to action and more useful lifestyle content to guide that attention towards the online store.
The competitor study also showed that affordability alone is not a complete brand personality. Uniqlo connected functionality to everyday life, while H&M created stronger trend associations. This helped me understand why our proposed millennial direction needed to be supported by practical content such as styling guidance, versatility and informed online shopping.
Task 1 therefore established the foundation for the next assignments. The research identified the need for a more focused audience, which would later guide the persona development and the final Work-Life Wardrobe campaign.
Valerius Ethan Wirawan / 0372774 / Digital and Social Media Communication (COM61804) — Task 1
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