1.
SHAKE SHACK INC. SOCIAL MEDIA STRATEGY
Company: Shake Shack Inc.
Andrea Rodriguez
October 2nd, 2017

2.
TABLE OF CONTENTS
• 1. Executive Summary, October 2017
• 2. Social Media Audit
• a. Social Media Assessment, October 2017
• b. Traffic Sources Assessment, April 2017 - September 2017
• c. Customer Demographics Assessment
• d. Competitor Assessment
• 3. Social Media Objectives
• 4. Online Brand Persona and Voice
• 5. Strategies and Tools
• 6. Timing and Key Dates
• 7. Social Media Roles and Responsibilities
• 8. Social Media Policy
• 9. Critical Response Plan
• 10. Measurement and Reporting Results, October 2017 - February 2017

3.
SOCIAL MEDIA AUDIT
• a. Social Media Assessment, October 2017
• b. Traffic Sources Assessment, April 2017 - September 2017
• c. Customer Demographics Assessment
• d. Competitor Assessment

4.
SOCIAL MEDIA ASSESSMENT
DATA AS OF OCTOBER 1ST, 2017
Social Network URL
Follower
Count
Average Weekly
Activity Average Engagement Rate
Twitter https://www.twitter.com/shakeshack 73.6K 8 posts per week 0.30%
Facebook
https://www.facebook.com/shakesh
ack/ 282,793 5 posts per week 1.87%
Instagram
https://www.instagram.com/shakes
hack/?hl=en 406K 4 posts per week 1.82%
LinkedIn
https://www.linkedin.com/company/
shake-shack---madison-square-
park 10,105 2 posts per week 0%
Social Media Assessment:
At present time, the highest number of interactions per post occurs on Facebook (engagement cannot be calculated at present time.) No reactions occur on LinkedIn
and the closing of that channel should be considered moving forward.

5.
WEBSITE TRAFFIC ASSESSMENT
TIMEFRAME: MONTHLY AVERAGE, APRIL 2017 – SEPTEMBER 2017
Source Volume % of Overall Traffic Conversion Rate
Twitter 32,000 unique visits 19% 10.5%
Facebook 46,000 unique visits 24% 11.4%
Instagram NO DATA NO DATA NO DATA
LinkedIn 1,100 unique visits 4% 1.8%
Traffic summary:
At the present time, Facebook is by far the biggest driver of traffic to our website. The highest conversion rate (conversion goal =ticket purchase) is from
Facebook and the continues with Twitter with a 10.5%. Although no direct traffic data is available for Instagram, many social interactions occur on this network.

6.
AUDIENCE DEMOGRAPHICS ASSESSMENT
SURVEY DISTRIB UTED IN AUGUST/SEPTEMBER VIA EMAIL UPON VISITOR REGISTRATION.
TOTAL APPLICANT RESPONSES: 14570
Age
Distribution
Gender
Distribution
Primary Social
Network
Secondary Social
Network
Primary Need Secondary
Need
65% 18-30
20% 31-40
10% 41-55
5% 56-80
52% Male
48% Female
55% Instagram
30% Twitter
15% Facebook
45% Twitter
30% Instagram
25% Twitter
Checking out
restaurants from
their “Bucket
List” and/or
eating appealing
food that they
could post on
social media.
Trying
something
new, and
sharing it with
friends and
family.
Audience Demographics Summary:
An overwhelming majority of survey respondents are in the 18-30 age group. Instagram and Twitter are their core social media networks. Food, family/friends
sharing and creativity are primary motivators for visiting the restaurant. Energies should be dedicated to further develop Twitter content and engagement.

7.
COMPETITOR ASSESSMENT
Competitor Name Social Media Profile Strengths Weaknesses
BurgerFi
TW:
https://twitter.com/BURGERFI
Appealing pictures, entertaining
tweets and major usage of emoji
which brings a lot of retweets.
Trademark is easily recognizable.
A lot of weekly tweets (30-45 per week)
which customers do not like. Mostly the
same concept every tweet which gets
boring at some point.
Fuddruckers
FB:
https://www.facebook.com/fudd
ruckers/
Very responsive to messages.
Engage a lot with customers which
created a friendly and professional
environment.
Photos are not done professionally. Some
videos are very poor in terms of
sharpness.
McDonalds
Instagram:
https://www.instagram.com/mc
donalds/?hl=en
Hashtags are implemented in almost
every post (good source of user
generated content). Variety between
posts, including short video or
images.
Zero connection with customers. Low
engagement and spam commentary from
customers.
Competitor Assessment Summary:
The above analysis focused on three major competitors with a strong social presence on Facebook, Instagram and Twitter, respectively. Hashtags and appealing pictures
are the major drive of engagement with their audiences. Areas where the competition has room for improvement is centered around engagement with customers and
management of weekly posts.

8.
SOCIAL MEDIA OBJECTIVES
In 2018, the primary focus of our social media strategy will be to make better connections with our customers
by encouraging conversations in our social media. In order to do so, our social media priorities will be growing
online following community by having a higher engagement with customers, and sharing more relevant content
depending on the different trending topics that might relate to the company.
• Some specific objectives include:
• Increase Facebook followers by 20,000 in 6 months.
• Increase visual content published in Instagram by 30% in 6 months.
• Focus on brand awareness using their animal friendly and ecofriendly campaigns.
• Increase of brand hashtags across al social platforms.

9.
SOCIALMEDIAOBJECTIVES
KPIs Key Messages
1. Number of Facebook Followers Good ‘n’ Green Campaign
1. Sentiment analysis Dog Friendly Menu
1. Number of unique visitors from Twitter Shack Gives Back
1. Number of posts uploaded in Facebook and
Instagram

10.
ONLINE BRAND PERSONA AND VOICE
Adjectives that describe our brand: When interacting with customers we are:
Innovative Friendly
Balanced Outgoing
Delicious Problem-solver
Tasty
Different
Fast
Tasty and Delicious Friendly and Outgoing

11.
STRATEGIES AND TOOLS
• Paid: Every Wednesday boost two Facebook posts that could be potential for the weekend.
There has to be two requirements met in the posts which will be a minimum of 350 likes and
at least 50 comments by Wednesday.
• Owned: Introduce of use of #dogsofshack and #shakeshack to the company’s Instagram.
Promote the use of these two hashtags in all social media platforms, as well as in the main
webpage (www.shakeshack.com)
• Encourage users to use these hashtags when uploading pictures to their social media
platforms.
• Earned: Promote a 10% coupon if they sign up for Shake Shack’s Newsletter. Partner with 5
different county animal shelters to promote #adoptdontshop campaign. Co-develop a series
of pictures were Shake Shack is demonstrating their eco-friendly environment, and promote
them through all of social media platforms.

12.
STRATEGIES AND TOOLS
(TOOLS)
Approved Tools Rejected Tools Existing Subscription/Licenses
Hootsuite N/A Agora Pulse
TweetDeck Photoshop
Buffer Vimeo

13.
TIMING AND KEY DATES
Holiday Dates Internal Events Reporting Dates
Memorial Day – long weekend (May
28, 2018)
Global Climate Change Week
(October 9th - October 15th, 2018)
Reporting will occur once every
two months starting from February
to November. Precise dates TBA
National Dog Day (August 26,
2018)
Dog Food and Toys Drive
(November 2nd- November 4th,
2018)
Labour Day – long weekend
(September 3rd)
Veterans Day – long weekend
(November 12, 2018)
Thanksgiving day (November 22,
2018)

14.
SOCIAL MEDIA ROLES AND RESPONSIBILITIES
• Marketing Director – Andrew Johnson
• Social Media Manager – Andrea Rodriguez
• Social Media Coordinator – Carmen Arteaga
• Supporting Social Media Team Members – Olivia Arson (Social Ads Support) and Maria
Williams (Customer Support – Social Media)

15.
SOCIAL MEDIA POLICY
As individuals, we tend to use our social media platforms every single day. We use to express our feelings, communicate with people, and to share
ideas and thoughts. As an employee and representative of Shake Shack Inc. you are expected to demonstrate best practices and a sense of
etiquette in your use of social by following some simple guidelines:
• Be helpful to one another in the company
• Act politely with customers
• Do not be disrespectful to competition
• Be a problem-solver at all times
• If you have new ideas, don’t hesitate to share it
• Always cooperate with each other
• Be responsible
Shake Shack is serious about the appropriate use of social media by our employees. Violation of Shake Shack social policy may result in corrective
action, up to, and including, termination. You may also be subject to legal action, including criminal prosecution. The company also reserves the
right to take any further action it believes is appropriate. Should you have any questions or concerns please speak to your Manager or anyone on
the HR team.

16.
CRITICAL RESPONSE PLAN
• Scenario 1 – Inappropriate post sent from @shakeshack (Facebook)
Action Plan
• When post is detected:
• Contact Andrea (social media manager)
• Make sure to get proof of the post
• Delete the post
• Andrea and social media coordinator should monitor social media platforms to see the effect of the Facebook post.
• After determining the situation, contact Meyer and explain the situation.
• Look for the person responsible for the post, and proceed to any regulations if necessary.
• Not a pre-approved messaging in this scenario
• Messages will depend on how serious the inappropriate post was. This will be developed by Andrew and Andrea.

17.
CRITICAL RESPONSE PLAN
• Scenario 2 – Minor issues presented in one of our localities
• e.g. Major conflict between two customers inside one of our locations
Action plan
• Notify Danny Meyer (owner). Meyer to alert Andrew Johnson (marketing director).
• Andrea and Andrew should evaluate the social media mentions of the recent situation and notify Meyer.
• If media already know about the incident, let Andrew have direct contact with people, if he is not available, contact Andrea.
• Andrea should be in charge of monitoring the future news that will be out, and message all of those medias.
• Meyer and Jeff should write a statement, or even consider a press release, depending on how serious the situation is.
• Social media coordinators should be along with Andrea (social media manager) monitoring the situation in all social media platforms. Contact Andrew if any new
content has appeared.
• Pre-approved messaging:
• Twitter: “We would like to apologize for the issue occurred today in one of our facilities. We’re already investigating the issue and our main concern is the safety
of our customers.”
• Facebook: “An incident occurred today in one of our facilities. We just way to say that we are already investigating the issue and that everyone is safe.”

18.
MEASUREMENT AND REPORTING
• Quantitative KPIs
• Reporting Period: 3 months
• Data as January 1st, 2018
Website Traffic Assessment
Timeframe: Monthly average, October 2017 to January 2018
Source Volume % of Overall Traffic Conversion Rate
Twitter
37,500 unique visits
+17.18% 27% 10.5%
Facebook
51,000 unique visits
+10.86 30.8% 11.4%
Instagram NO DATA NO DATA NO DATA
LinkedIn
1,540 unique visits
+40% 7% 2.2%

19.
MEASUREMENT AND REPORTING
Social Network Data
Timeframe: as of January, 2018
Social
Network URL
Follower
Count Average Weekly Activity Average Engagement Rate
Twitter twitter.com/shakeshack
79.8K
+8.42%
growth
10 posts per week
+20% increase
0.86%
+86.6%
Facebook facebook.com/shakeshack
302,455
+3.49%
growth
6 posts per week
+20% increase
2.07%
+10.69%
Instagram
instagram.com/shakeshac
k
408K
+0.49%
growth
7 posts per week
+75% increase
2.12%
+16.48%
LinkedIn
https://www.linkedin.com/c
ompany/shake-shack---
madison-square-park
10,987
+8.72%
growth
2 posts per week
no change
0.08%
+8%

20.
MEASUREMENTANDREPORTING
• Our Instagram following has grown by 37,500 in 3 months . It’s
important to note that the average engagement increased by
16.48% from 1.82% to 2.12%.
• Shake Shack Inc. social media team has increased the connection
between customers by encouraging conversations in our social
media platforms. In addition, they have been very responsive to
customers when it comes to company issues, which created a better
sense of professionalism and responsibility in our company. We
almost succeeded our goal of increasing our Facebook followers by
20,000 being from 282,793 to 302,455 (a total of 19,662 new
followers). Furthermore, our goal was to increase visual content in
Instagram by 30% in 6 months. As a result, we were able to
increase our post by 75% being from 4 to 7 post a week. The
content has had a great response from our customers.
• As of LinkedIn, we decided to keep it open because we saw an
increase in the average engagement rate being from 0% to 0.08%.
It is not a significant amount, but LinkedIn could be a functional tool
when hiring season arrives in September/October next year.
Following procedures would be implemented in our LinkedIn
platform in order to obtain a higher engage rate.

21.
MEASUREMENT AND REPORTING
#DogsofShack and #ShakeShack Hashtag Performance
• Between October 1st, 2017 and January 1st, 2018 these two hashtags have been mentioned more than 30,000 times. They have been a great impulse for customer to connect
with our brand. #DogsofShack has been the leading hashtag, and since the company implemented the hashtag in Instagram and Facebook, sales in our dog food have
increased.
• #DogsofShack posts were the ones who reached higher involvement from our customers. We tend to get 35% more interactions than our “typical” posts.
Qualitative KPIs
• Sentiment Analysis
• Based on these 3 months, 35 posts from each of our platforms (Facebook, Twitter and Instagram) were showing:
• #DogsofShack brought positive feedback from our customers. This increased comments and customers now tend to share our page more than ever. They also started posting
personal photos of their dogs eating our dog food menu which increased our brand advertisement.
• The only negativity that we found is that customers expressed that there are not enough Shake Shack’s locations which makes it difficult for them to access our company.
Proposed Action Items
• Continue #DogsofShack and #ShakeShack Campaign
• Consider promoting incentives that would bring more customers to our facilities as coupons or offers.
• Prepare a plan to get the full potential of LinkedIn as a social media platform and as a company.