2. TABLE
OF
CONTENTS
1. Execu2ve
Summary
2. Social
Media
Audit
1. Social
Media
Assessment
2. Website
Traffic
Sources
Assessment
3. Customer
Demographics
Assessment
4. Compe3tor
Assessment
3. Social
Media
Objec2ves
4. Online
Brand
Persona
and
Voice
5. Strategies
and
Tools
6. Timing
and
Key
Dates
7. Social
Media
Roles
and
Responsibilites
8. Social
Media
Policy
9. Cri2cal
Response
Plan
10. Measurement
and
Repor2ng
Results
3. EXECUTIVE
SUMMARY
Our
major
social
media
priori3es
for
the
next
year,
beginning
in
November
and
ending
in
October,
will
be
growing
our
online
following
and
community.
Our
primary
focus
will
be
to
support
revenue
goals
through
increasing
customer
sa3sfac3on
and
traffic
to
our
social
media
plaPorms
by
sharing
relatable
content
and
establishing
deeper
rela3onships
with
our
customers.
Two
major
social
media
strategies
that
will
support
this
objec3ve:
1. A
plan
to
curate
and
post
original
content
at
high
volumes.
2. Increase
conversa3ons
and
discoverability
of
content.
4. SOCIAL
MEDIA
AUDIT
• The
following
is
an
audit
of
McDonald’s
social
media
presence
to
date.
It
includes
an
assessment
of
all
social
networks,
web
traffic,
audience
demographics
and
a
compe3tor
analysis.
5. SOCIAL
MEDIA
ASSESSMENT
Social
Network
URL
Follower
Count
Average
Weekly
Ac2vity
Average
Engagement
Rate
Facebook
https://www.instagram.com/
mcdonalds/?hl=en
2,600,000
3
posts/week
4%
Instagram
https://twitter.com/
McDonalds
3,500,000
8
posts/week
6%
TwiYer
https://www.facebook.com/
McDonaldsUS/
73,749,516
4
posts/week
3%
LinkedIn
https://www.linkedin.com/
company/2677/
436,966
8
posts/week
1%
Social
Media
Assessment:
At
the
present
3me,
the
highest
number
of
interac3ons
per
post
occurs
on
Instagram.
However,
TwiYer
has
the
greatest
following.
Very
few
interac3ons
occur
on
LinkedIn,
therefore
we
will
focus
on
Facebook,
Instagram
and
TwiYer.
6. WEBSITE
TRAFFIC
SOURCES
ASSESMENT
Source
Volume
%
of
Overall
Traffic
Conversion
Rate
Facebook
3,000
unique
visits
20%
2%
Instagram
NO
DATA
NO
DATA
NO
DATA
TwiYer
1,000
unique
visits
10%
1.7%
LinkedIn
300
unique
visits
1%
.03%
Traffic
Summary:
At
this
3me,
Facebook
drives
the
most
traffic
to
our
website.
The
conversion
rate
(conversion
goal
=
3cket
purchase)
lags
slightly
behind
TwiYer
at
1.7%
and
2%
respec3vely.
While
there
is
no
direct
traffic
data
available
for
Instagram,
many
interac3ons
do
s3ll
occur.
7. AUDIENCE
DEMOGRAPHICS
ASSESSMENT
Age
Distribu2on
Gender
Distribu2on
Primary
Social
Network
Secondary
Social
Network
Primary
Need
Secondary
Need
50%
18
-‐
30
54.4%
Male
54.4%
Male
40%
TwiYer
Quality
food
at
inexpensive
prices;
Short
wait
3mes
and
easy
to
eat
on
the
go
Friendly
staff
and
good
customer
service
30%
31-‐40
45.6%
Female
45.6%
Female
35%
Facebook
20%
41-‐55
45%
Facebook
25%
Instagram
10%
56-‐80
30%
Instagram
25%
TwiYer
Audience
Demographics
Summary:
The
distribu3on
of
customers
is
much
higher
in
millennials
than
it
is
amongst
older
people.
The
56-‐80
age
group
is
lower
than
the
rest
of
the
age
groups
as
expected
because
older
people
tend
to
eat
fast
food
less.
Convenience,
quality
and
low
prices
are
the
most
sought
ader
aspects
of
our
restaurants
followed
by
friendly
staff.
8. COMPETITOR
ASSESSMENT
Compe2tor
Name
Social
Media
Strengths
Weaknesses
Wendy’s
FB:
@wendys
Use
of
vibrant
photos
and
informa3onal
graphics
to
promote
the
brand.
Almost
all
posts
are
full
of
comments
from
unhappy
customers.
Burger
King
Instagram:
@burgerking
Crea3ve
photos
that
emphasize
customer
rela3ons
with
the
brand;
Informa3onal
cap3ons.
Does
not
link
to
website
or
any
other
social
media
plaPorms
besides
Snapchat.
Checkers
&
Rally’s
TwiYer:
@CheckersRallys
Use
of
visuals
including
photos
and
videos
in
almost
every
tweet;
Hashtags.
Rela3vely
low
engagement
on
most
tweets
Compe2tor
Assessment
Summary:
The
analysis
above
focused
on
three
major
compe3tors
with
a
strong
presence
on
Facebook,
Instagram
and
TwiYer,
respec3vely.
High
quality
visual
content
is
a
strong
suit
of
all
three
companies.
Areas
where
the
compe33on
has
room
for
improvement
is
centered
around
driving
customers
to
other
social
media
plaPorms.
9. SOCIAL
MEDIA
OBJECTIVES
Throughout
the
next
year,
the
primary
focus
of
our
social
media
strategy
will
be
to
support
revenue
goals
through
increasing
customer
sa3sfac3on
and
traffic
to
our
social
media
plaPorms.
In
order
to
do
this,
our
priori3es
will
be
to
grow
our
online
following
by
sharing
relatable,
original
content
and
establishing
deeper
rela3onships
with
our
customers.
10. SOCIAL
MEDIA
OBJECTIVES
Some
specific
objec2ves
include:
1. Increase
engagement
rates
on
all
plaPorms
by
20
percent
in
the
next
year.
a. Increased
brand
awareness
through
increased
visual
content
on
Facebook
and
TwiYer.
b. Increased
use
of
brand
hashtags
across
all
social
plaPorms.
2. Increase
Instagram
followers
by
5,000
in
the
next
six
months.
3. Increase
Facebook
interac3ons
with
customers
by
10
percent.
11. SOCIAL
MEDIA
OBJECTIVES
Quan2ta2ve
KPIs
• Number
of
Instagram
followers
• Number
of
monthly
unique
visitors
from
Facebook,
TwiYer
and
LinkedIn
• Number
of
weekly
video
and
photos
posted
to
Facebook
and
TwiYer.
Qualita2ve
KPIs
• Sen3ment
Analysis
• Customer
responses
and
engagement
rates
Key
Suppor2ng
Messages
• I’m
Lovin’
It
• We
Love
to
See
You
Smile
• Lovin’
Beats
Ha3n’
12. ONLINE
BRAND
PERSONA
AND
VOICE
Adjec2ves
that
describe
our
brand:
• Bold
• Enthusias3c
• Uniform
• Innova3ve
When
interac2ng
with
customers
we
are:
• Friendly
• Personable
• Solu3on
seeking
• Genuine
13. STRATEGIES—PAID
1. Every
Sunday,
boost
the
previous
week’s
most
popular
organic
Facebook
posts.
These
posts
should
have
a
minimum
reach
of
7,000
and
at
least
2,500
likes
and/or
comments.
2. Sponsor
five
Instagram
posts
per
month
to
increase
audience
reach.
14. STRATEGIES—OWNED
1. Introduce
the
hashtag
#McDStories
to
company
posts
on
Instagram
and
TwiYer,
and
encourage
customers
to
document
their
experiences
with
McDonalds
with
the
use
of
the
hashtag.
The
use
of
this
hashtag
on
Instagram
and
TwiYer
will
allow
us
to
monitor
both
good
and
bad
customer
experiences
and
resolve
any
issues.
2. Promote
current
promo3ons
such
as
all
day
breakfast
and
con3nue
to
create
new,
original
promo3ons.
15. STRATEGIES—EARNED
1. Partner
with
celebri3es
and
influencers
who
are
willing
to
associate
themselves
with
the
brand.
2. Establish
an
ambassador
program
where
selected
individuals
receive
exclusive
McDonald’s
merchandise
in
exchange
for
social
media
posts
on
Facebook,
Instagram
and
TwiYer.
17. KEY
DATES
AND
TIMING
Holiday
Dates:
• Most
McDonald’s
loca3ons
are
close
on
Christmas
Day
and
Easter
Day.
• Restaurants
remain
open
on
all
other
holidays.
Internal
Events:
• September
18
–
Na3onal
Cheeseburger
Day
• March
20
–
Interna3onal
Day
of
Happiness
• July
16
–
Na3onal
Ice
Cream
Day
Repor2ng
Dates:
• Repor3ng
dates
will
occur
quarterly
in
February,
May,
August
and
November.
Exact
dates
to
be
announced.
18. SOCIAL
MEDIA
ROLES
AND
RESPONSIBILITES
Chief
Marke2ng
Officer:
Morgan
Flatley
• Oversees
tradi3onal
and
digital
marke3ng;
Higher-‐level
planning
&
approval.
Social
Media
Manager:
Jano
Cabrera
• Develops
social
media
strategies
• Manages
campaign
execu3on
on
a
day-‐to-‐dad
basis
Social
Media
Coordinator:
N/A
• Creates
social
media
editorial
calendar
• Responds
to
ques3ons
and
comments
on
social
media
plaPorms
• Monitors
success
of
posts
19. SOCIAL
MEDIA
POLICY
Social
medias
is
an
integral
part
of
our
daily
lives.
Not
only
does
it
allow
for
communica3on
between
companies
and
customers,
it
connects
the
world
and
enables
us
to
share
our
personal
ac3vi3es,
thoughts
and
ideas.
As
an
employee
and
representa3ve
of
McDonalds,
you
are
expected
to
prac3ce
posi3vity
and
respecPulness
on
all
social
media
plaPorms
by
following
some
simple
guidelines:
• Be
polite,
not
rude
or
insensi3ve,
regardless
of
the
situa3on
• Avoid
compara3ve
adver3sing
with
compe3tors
• Be
helpful
and
create
solu3ons
rather
than
problems
20. CRITICAL
RESPONSE
PLAN
SCENARIO
#1
Customers
are
served
raw
chicken
nuggets
&
tweets
their
complaint
Ac3on
Plan
1. Alert
Morgan
Flatley
(chief
marke3ng
officer)
and
Charlie
Robeson
(chief
restaurant
officer)
2. Flatley
to
alert
the
Jano
Cabrera
(social
media
manager)
to
evaluate
the
number
of
likes
and
men3ons
the
tweet
has
received.
3. If
media
has
picked
up
on
the
incident,
Flatley
should
manage
all
direct
contact
with
respected
media.
If
Flatley
is
unavailabe,
Cabrera
will
take
over.
4. McDonald’s
social
media
coordinator
should
begin
responding
to
tweets
and
monitor
all
other
social
media
plaPorms.
5. Flatley
to
evaluate
the
need
for
a
statement
and
prepare
if
necessary.
Pre-‐approved
messaging:
“We
extend
our
sincerest
apologies
to
those
who
experienced
undercooked
chicken
today.
We
guarantee
that
this
will
not
happen
again
as
we
appreciate
our
customers
very
much.”
21. CRITICAL
RESPONSE
PLAN
SCENARIO
#2
Inappropriate
message
shared
on
social
media
by
McDonald’s
employee
Ac3on
Plan:
1. As
soon
as
the
inappropriate
post
is
detected,
McDonald’s
social
media
coordinator
to
screenshot,
delete
and
send
to
Cabrera
(social
media
manager)
and
Flatley
(marke3ng
director.)
2. Cabrera
and
Flatley
to
determine
further
ac3on
based
on
the
post’s
reach
and
impact.
3. Cabrera
to
develop
follow
up
message,
Flatley
to
approve.
4. If
media
has
picked
up
the
post,
Flatley
to
manage
all
direct
contact.
If
Flatley
is
unavailable,
Chris
Kempczinski
(president)
will
manage
contact.
5. Flatley
and
Cabrera
to
contact
employee
responsible
and
determine
disciplinary
a3on.
No
pre-‐approved
messaging.
22. MEASUREMENT
AND
REPORTING
RESULTS
Quan2ta2ve
KPIs
Repor3ng
Period:
3
months
Data
as
of
December
1,
2017
Social
Network
Data
Social
Network
URL
Follower
Count
Average
Weekly
Ac2vity
Average
Engagement
Rate
Facebook
hYps://
www.facebook.com/
McDonaldsUS/
2,900,000
+
11.5%
growth
6
posts/week
+
13%
growth
14%
Instagram
hYps://
www.instagram.com/
mcdonalds/
3,700,000
+
5.7%
growth
12
posts/week
+
8%
growth
9%
TwiYer
hYps://twiYer.com/
McDonalds
75,000,000
+
1.7%
growth
9
posts/week
+
10%
growth
15%
23. MEASUREMENT
AND
REPORTING
RESULTS
Website
Traffic
Data
Source
Volume
%
of
Overall
Traffic
Conversion
Rate
Facebook
3,500
unique
visitors
+
16.7%
growth
30%
1.8%
LinkedIn
600
unique
visitors
+
100%
growth
5%
.04%
TwiYer
1,700
unique
visitors
+
70%
growth
14%
3%
Our
LinkedIn
following
has
grown
by
300
in
three
months
along
with
the
use
of
visual
posts.
Unique
visits
from
all
social
media
plaPorms
have
increased
with
the
largest
growth
coming
from
LinkedIn.
A
key
tac3c
to
growth
has
been
our
ability
to
track
content
with
#McDStories.
24. MEASUREMENT
AND
REPORTING
RESULTS
Qualita2ve
KPIs
Sen2ment
Analysis:
An
analysis
of
interac3ons
on
75
Facebook
posts,
75
Instagram
posts
and
75
tweets
revealed
the
following:
• Posi3ve
sen3ment
from
customers
ader
seeing
more
visual
posts
and
more
genuine
comments
from
the
brand.
This
includes
comments,
likes
and
retweets.
• Customers
sharing
their
experiences
with
the
hashtag
#McDStories.
• Most
nega3ve
sen3ment
was
frustra3on
about
poor
quality
food
or
limited
supplies
running
out
too
quickly.
Proposed
Ac2on
Items
• Con2nue
#McDStories
for
another
three
months.
• Consider
ambassador
program
to
enable
influencers
to
gain
awareness
of
the
brand
by
actually
wearing
it.
• Feature
more
original,
visual
content.
