Fed Ex Office Social Maturity Strategy - REDACTED

Confidential and/or Proprietary - Do Not Redistribute
8/10/2015- DRAFT
Social strategy recommendation

Table of
contents
• Executive Summary
• People, Process, Tools/Technology, Governance
• Master Brand Integration
• Personas
• Brand Voice for Social
• Channel/Content Strategy
• Opportunities
• Metrics, Monitoring, Reporting
• Recommendations
2

Project overview
Background & context
3
• In Q4 2014, FedEx Office issued an RFP to various agencies to help with
its internal social media strategy.
• Moroch was awarded the business, and recommended a 4-step
approach where gaps in social media capabilities were first identified
and recommendations given before strategy was devised.
• In addition, Moroch recommended identification of the basic building
blocks of social strategy: customer profiles, completive audit, and the
establishment of a brand voice for social content. All are contained in
this report.

People
Process
Tools &
Technolog
y
Governance
To realize the full
promise of social
media requires robust
capabilities in four
broad areas
Social
Media
4 key areas to evaluate
organizational social maturity
4
People
Personnel appropriately trained and skilled to
leverage social media across the value-chain
Process
Formal processes for the application of and
integration of social media across the value-
chain
Governance
Clearly defined roles across business units,
responsibilities and decision authorities for policy,
process, and technology oversight
Tools & Technology
Tools and technologies that align with business
needs and platform standards

Data collection
& kick off
Channel benchmark
analysis, personal
prioritizing
Strategy
& operations plan
Current strategy and
capability assessment
Steps for defining channel strategies
• Confirm meeting & timing
of key project milestones
• Collect relevant social
media strategy documents
& corporate guidelines
• Collect other relevant
artifacts
• Review & synthesize
current strategy
documents
• Meet with key stakeholders
from each business unit;
clarify needs and current
challenges/constraints
• Map relationship between
BU and FedEx Office’s
overall value-chain
• Assign stage grade for
FedEx Office for People,
Process, Tools &
Governance
• Define initial current state
hypotheses
• Review initial findings with
Moroch social media SMEs
• Review and validate
findings with core FedEx
Office stakeholders
(sponsor team)
• Audit and benchmark
FedEx Office & competitive
social channels
• Create 3+ customer
personas to inform content
strategy
• Prioritize social channels
and correlate with business
unit goals
5

Organizational affiliation Stakeholders
Executive leadership Brian Philips – CEO of FedEx Office
FedEx Office
communications
Kate Axtell - Managing Director, Corporate Communications & Events at FedEx Office
Heather Alexander - Public and Media Relations Manager at FedEx office
Mary Dunnie - Senior Social Media Specialist at FedEx Office
Andy Nguyen - Senior Social Media Community Specialist at FedEx Office
FedEx marketing services
Randy Scarborough - Vice President of Retail Marketing at FedEx Services
Michelle Bowman - Director of Marketing Promotions at FedEx Services
Esther Palomo-Meska - Marketing Manager at FedEx Services
Alyson Dodgen - Senior Marketing Specialist at FedEx Services
LeLaine Cardy – Manager of Retail Marketing at FedEx
FedEx Office
talent acquisition
Diana Meisenhelter - Managing Director, Talent Acquisition and Diversity at FedEx Office
Kris Standridge - Talent Acquisition Manager at FedEx Office
Christy McWhorter - Vice President of Talent Acquisition at FedEx Office
Stakeholderinterviews
Interviews and working sessions with 25 sales & marketing stakeholders across the FedEx Office value-chain.
Provided the primary inputs to the social media strategy assessment. More than 27 hours of transcripts.
Confidential and/or Proprietary - Do Not Redistribute6

Organizational affiliation Stakeholders
FedEx Office
Commercial print
Aimee DiCicco – Senior Vice President of Sales at FedEx Office
Tom DeGreve - Managing Director, Production Strategy and Engineering at FedEx Office
Mohan Dhandapani - Managing Director, Customer Solutions at FedEx Office
FedEx Office
quality/operations
Steve Dillingham - Managing Director, Quality and Operational Effectiveness at FedEx Office
Gary Pinkerman - Manager, Analytics and Reporting at FedEx Office
Kristi Jeanes - Program Manager - Analytics & Reporting at FedEx Office
Internal communications Joey Connelly - Manager, Internal Communications at FedEx Office
FedEx media relations Glen Brandow - Managing Director, Global Media Relations and Social Media at FedEx Services
FedEx global social media Julie Clement Cochran - Manager, Global Social Media at FedEx Services
FedEx legal Stefanie Mintz - Senior Attorney II at FedEx Corporation
FedEx brand review Romilly Robinson – Marketing Special Advisor for Global Brand Management at FedEx Corporation

Stakeholderinterviewguide
Questions about content, collaboration, measurement and execution guided this assessment

Documentreview More than 90 social media-
related documents analyzed
9

Executive Summary
10

Social maturity
Stage 1: Traditional
Social limited to marketing as an “add-on”
to traditional marketing.
Stage 3: Operationalizing
Empowered, team formalizes and spreads social engagement principles.
Stage 5: Fully Engaged
Entire team base has a 360-degree view of the consumer and can readily anticipate their needs.
Engagement is your brand.
Stage 4: Real Results
Team base is engaged and metrics are robust.
Stage 2: Dabbling in Silos
Maverick employees break through and begin trying social.
5 Stages of organizational
social media capability maturity
11

Confidential and/or Proprietary - Do Not RedistributeConfidential and/or Proprietary - Do Not Redistribute
Project overview
Moroch conducted more than 25 hours of interviews with employees of FedEx Office, FedEx Services, and FedEx proper in Q2 & Q3 2015. We reviewed more than
80 internal docs and attended several internal meetings regarding social media.
Social media capabilities rating
Internal Social Media capabilities, strategies and output at FedEx Office is currently midway between the “Dabbling in Silos” stage & the “Operational” stage of social
media maturity. This rating is common to other multiunit-retail US business of similar size.
Primary constraint: headcount
The primary constraint preventing FedEx Office from advancing its social media capabilities is headcount. FedEx Office currently does not have enough resources to
truly evolve social operations and capabilities and seize upon the numerous social-based opportunities that exist at FedEx Office. If FedEx Office wants to continue
to retain independent social channels, it needs to find the resources and systems necessary to properly maintain and evolve those channels.
To that, we recommend that FedEx Office anoint an empowered senior social leader with both formalized horizontal influence and necessary resources to evolve
toward a more operational, cross-discipline model for social activities.
Separate budgets & lack of clear process
In addition, separate budgets and the lack of an integrated process made the current silo state of social a foregone conclusion. Corporate structure and church/state
relationship of OPCOs often makes collaboration and synergy among departments even more difficult, signaling that FedEx Office will have to work double hard to
make social media truly operational. We recommend designing and testing new integrated processes, which are necessary to overcome these challenges.
Governance & Social Media Congress
The established Social Media Congress is a step in the right direction, but the sessions need to be given decision-making authority. We also recommend testing new
meeting structures to allow better cross-discipline problem solving.
Moving Forward
This report is not a silver bullet. It contains observations and recommendations that should be discussed. More than anything, this report should treated as an
indicator that social media maturity is a journey that ultimately requires some form of organizational change.
Executive sponsorship for social media is strong at FedEx Office. Such support is the single most important step in any organizational change, and it should be
leveraged as the recommendations in this report are considered.
12
Executive summary

Prioritization of social media is evident in the growth in Facebook Fans, but the flat engagement
performance signals the need for improved internal processes and content output.
SocialMediaStrategy–FacebookPerformancetoDate
Facebook Fans*
201,000+K
Average Number of
Engagements Per
Post
48.95
Facebook Fan Growth | Sept 2014 - Aug 2015
Year to Date Metrics
639% year-over-year
growth in Facebook fans
vs. prior year, mostly due to
paid Facebook advertising
support.
Daily Fan Engagement | Sept 2-14 – Aug 2015
Still, organic fan
engagement on Facebook
has remained largely flat,
signaling the need for
more impactful content
13

1. Traditional 2. Dabbling in Silos 3. Operationalizing 4. Real Results 5. Fully Engaged
People
The roles and
responsibilities required
leverage social media
across the value-chain
• Loosely defined roles
and responsibilities for
social strategy planning
and execution
• Self-contained roles and
responsibilities for social
strategy planning and
execution
• Clearly defined and agreed
roles and responsibilities
• Formal objectives and targets
• Formalized process training
plans
• Clearly defined and well-
publicized roles and
responsibilities
plans
• Inter- and intra-process
team working
• Responsibilities clearly
defined in all job
descriptions
Process
Formal processes for the
application of and
integration of social media
across the value-chain
• Loosely defined
processes and
procedures for social
strategy planning and
execution used reactively
when problems occur
• Totally reactive
processes Irregular,
unplanned activities
• Defined processes and
procedures
• Largely reactive process
Irregular, unplanned
activities
• Clearly defined, well-
publicized processes and
procedures
• Formalized processes for
social media strategy
development and execution
• Proactive processes in
selected areas of the value-
chain and for selected
communities
publicized processes and
procedures
• Regular, planned activities
• Good documentation
• Proactive social media strategy
planning and execution more
extensively across the value-
chain
• Well-defined processes,
procedures and standards,
included in all staff job
descriptions
• Clearly defined process
interfaces and
dependencies for the use
of social media
• Mainly proactive processes
• Formal processes for the
use of analytics
Tools &
Technology
Tools and technologies
that align with business
needs and platform
standards
• Manual processes or a
few specific discrete
social media tools
(pockets/islands)
• Many discrete social
media platforms and
tools, but a lack of control
• Shared KPS are missing
• Social media tools and
technologies, and vendor
solutions that comply with
established standards
• Continuous collection and
evaluation of social data in
key areas across the value-
chain
• Rationalized social media tools
and technologies, and vendor
solutions
• Listening and monitoring tools
used regularly
• Some use of analytics tools
and technologies
• Extensive use of SM
analytics to drive analysis
and decisions
• Continuous listening,
monitoring measurement,
reporting using a
standardized set of
integrated tools and
technologies
Governance
Roles, responsibilities and
decision authorities for
policy, process, and
technology oversight
• Loosely defined roles
and responsibilities and
decision authorities
• No recognized central
authority for
infrastructure,
communications policy
and guidance
• Self-contained roles and
responsibilities, and
decision authorities
• Largely reactive
engagement driven by
one-off campaigns and
other initiatives
responsibilities, processes
and procedures for SM
infrastructure,
communications, training
plans
• Clearly defined and well
responsibilities, processes and
procedures for listening and
monitoring, and Social Media
thought leadership
plans
• Clearly defined and well
responsibilities, processes
and procedures for
analytics
• Formal objectives and
targets
• Formalized process
training plans

Category Ranking Notes
People 2.5
• FedEx Office has two full-time positions for social media, but they are tied to a single department and posses limited formal
authority over the social activities of other departments.
• Lack of formal training plans for new or existing employees.
• Small creative services team exists but capabilities are mostly oriented toward POS retail materials and not toward social
content.
Process 2.1
• The biweekly Social Media Congress has established regularity of social stakeholder communication, but day-to-day cross-
discipline integration is inconsistent and elusive. Some cooperation at the senior level exists for Facebook.
• Lack of a formal process for the planning, execution, and measurement of social programs, though there have been isolated
instances of successfully executed integrated campaigns. Content that is produced seen as “forced” and overtly promotional.
• Legal & brand reviews operated within existing processes, but little evidence of social-centric criteria for approval.
• Established process for the review of customer service issue by a separate Memphis-based department, but unclear if insights
are shared or if “comment spam” is part of customer service audit.
Tools &
Technology
2.1
• Competing tool sets among departments with possible redundant functionality. Lack of agreement on KPIs. Technology
budgets are not shared. Introduction of Salesforce toolset could be remedy.
• Significant technology obstacles with in-store POS & retail attribution. Online transactions do have some social attribution,
but only for paid posts on Facebook.
• Unclear if or how social data influences planning or decision making.
Governance 2.6
• Shared ownership of social, though this applies to Facebook only. With Facebook, there are some clearly defined roles for
types of Facebook content, but roles are mostly around use of paid amplification and may be preventing collaboration and
knowledge sharing.
• Unclear or ambiguous ownership of other channels (i.e. Pinterest, LinkedIn). Lack of alignment on formal objectives and
targets. Lack of formal training process.
Socialbusinessmaturityscore
15

Document review and ranking
Category Ranking Notes
People 1-3
*Project Based
• It’s clear when social is included in the project and when they are not: Moral, if there is a social element, even a small
one, there needs to be an official point person from social.
• It’s very clear when a project is led by someone who does not understand social; the social team is brought in late.
The tell: Initial planning decks have little to no social mention.
Process 2
• Everyone agrees that everyone should be aligned and that social should be included, but execution does not always follow
what they are preaching. The tell: Recaps.
• Documents are often lacking assignment, goal, strategy, objective etc., specifically updates and recaps, without these things,
how do you know if the program was successful.
Tools
&Technology
1/2
• Basics exists but are not utilized to the full extent.
• Many tools need updating. (Interesting: Research documents have an abundance of data, but recap documents are
severely lacking in data.)
• Social analytics have a lot of room for improvement- Even simple tracking tags would really take them to the next level.
Governance 1/2
• Good alignment when the sponsorship is very large and high level; everyone is “forced” to be on board.
• Smaller projects that do not require EVERY channel drop off significantly (If the same alignment and integration standards
were held for smaller projects, social would be much more fluid.)
• Missing defined metrics, both at the beginning of programs and at the end.
16

Progress to date
Category Key accomplishments Planned activities
People
• Hired Social Media Strategist in 2013.
• Hired Senior Social Media Socialist in Q4 2014.
• Reorganized social media as stand-alone department under
Corporate Communication in Q3 2015.
• Tentative plans to expand headcount.
Process
• Heavy Facebook fan growth.
• Integrated workgroups created for 2014 Peak season planning.
• Held cross-disciplined brand voice workshop (2015 Q2).
Tools
&Technology
• Hootsuite
• Radian6 selected and being instituted as social listening platform.
• Effort to implement Adobe Experience Manager across channels is
underway.
Governance • Established Social Media Congress, biweekly cross-discipline
program, in Q4 2014.
• Social media team in Memphis considering working on new
guidelines and parameters for social media.
17

People, Process,
Tools/Technology, Governance
18

People
19
Personnel appropriately staffed, trained, and skilled
to leverage social media across the value-chain at
an organization.
Social Maturity Gap Score = 2.3 / 5.0

People
20
• The primary constraint that FedEx Office faces is related to headcount – FedEx Office simply does not
have enough social media resources given its size to truly evolve social operations and capabilities and
take advantage of the numerous opportunities that abound.
- Current resources that are dedicated to social media resources have to help make large gains
in operationalizing social media, but they are spread thin. They do not have capacity to expand
focus on others’ potential avenues for social media (i.e. recruitment, commercial business,
improving metric and reporting).
- At the same time, the are social resources in other departments that spend a portion of their
time on social media, but they too are spread thin.
- There is a small internal creative services team, but the members neither have the capacity nor
perhaps the experience to create ongoing, engaging social content.
• Currently, social activities at FedEx Office are administered by different personnel in different
departments working under different budgets with different objectives and KPIs. While there
is certainly cooperation and some alignment between teams—especially at the senior level—
the fact remains that separate teams with separate agendas are responsible for advancing
FedEx Office social output.
• As such, efforts to increase collaboration and coordination between teams need to be
dramatically increased and formalized.

• Little or no training materials exist for social media at the
enterprise.
• The identification, sharing, and utilization of best practices and
learning should be formalized and expanded. Many of the pilot
programs recommended in this document are great
opportunities to increase collaboration and learning.
People

Immediate
• Hire/appoint senior social leader with formalized & legitimate horizontal influence over the social
activities of each division/OPCO, including marketing, corporate, recruiting, and commercial. This
role alone will greatly improve the creation and implementation of a cohesive and integrated social
strategy for FedEx Office.
• Replace any currently open social position.
• Devise and commit to a long-term hire plan that would allow FedEx Office to establish and
maintain a centralized social Center of Excellence (COE). In additional to the hire/appointment of a
senior social leader, we suggest hiring 2 mid-level social strategists, a full-time social content
specialist and full-time social analyst for the COE.
• Identify and hire a social media agency in the interim while COE budget is obtained and fully
staffed.
One Year
• Establish a requirement for social proficiency for all future corporate hires.
• Create a “How Does Social Media Work for FedEx Office” series for training.
Long Term
• Make all COE hires. Ramp down agency retainers as appropriate.
• Establish separate social 101 training program for all corporate & in-center hires with focus on
social dynamics, content & measurement, local customer engagement, and recruitment.
22
People

Structure Up to Q1 2015
Operations Marketing
(FedEx Services)
Corporate
Comm
RecruitmentCommercial
Print
PR
Social
23
People

Current state July 2015
(FedEx Services)
Corporate
Comm
RecruitmentCommercial
Print
PR Social
24
People

Illustrative aspirational fully staffed model
(FedEx Services)
Corporate
Comm
RecruitmentCommercial.
Print
PR Social
25
People
Social Media center of excellence
Senior
Strategic Leader
Mid-Level
Social Strategist
Mid-Level
Social Strategist
Social Content
Specialist
Social & Digital
Analyst
Centralized, cross-discipline team led by senior leader with formal
horizontal influence over all FedEx Office social activities.

ProcessFormal processes for the application and
integration of social media across the value-chain.

• Developing social media strategies, campaigns, and content requires thoughtful consideration on the
activities and sequence of steps required, many of which involve multiple disciplines and/or divisions.
• Every organization must define cross-organization processes for managing more social media
activities.
• While the hiring and efforts of the senior advisor to social media has made great efforts at spurring
cross-discipline collaboration, there remains a lack of a formalized, cross-disciplined process for
social media at FedEx Office. This causes many social efforts at FedEx Office to be “added on” after
the core of a campaign/program/initiative is already concerted and approved, which renders many
social activations to be tactical in nature, thus reducing its chances of having any meaningful impact
on business results.
• Still, there was an integrated, cross-disciplined effort, Peak 2014-2015, that resulted in national PR
coverage, though the specific sales impact of this effort has not been reported. Some believe better
in-store integration could have made the program better, which would have required great cross-
discipline collaboration.
ProcessEvery organization must define cross-discipline processes for social media.

• There are often several separate or conflicting social agendas among departments, which are not
explicitly linked. This causes a lack of understanding and/or priority for the social goals of other
departments.
• The resources of each division are mostly focused on the priorities of their own division. This is the logical
default state of most corporate activities, given differing timelines, budgets, and overall scope between
department. As such, social initiatives are often created separately from each other, which exacerbates
resource constraints and make best practice application difficult.
– The existing processes for social media activities developed by the Marketing team do not match the existing processes for
social media development by the Public Relations team.
– Members of both team expressed desire for more collaboration on components like content strategy and calendar.
– The next two slides map out our understanding of the current process being used by FedEx Office PR and Marketing teams.
The difference should be self evident.
Process

Confidential and/or Proprietary - Do Not RedistributeConfidential and/or Proprietary - Do Not Redistribute29
Fed Ex Office - Social Media Process - PR
Idea
Resolution
Services
Yes
Heather
Creative BriefLegal
Calendar
Brand
Yes
No
Assignment POST
No
No
BrandMemphis / Com Legal
NoNo No
Kate
No
Tracey
- Mary
- Agency Partner
No No
Services
Mary - Amanda
- Heather
Strategic Concepting Phase Creative Development
* Legal gives the ok to
post and the channel
manager executes the
post.
Process (PR)
Every organization must define cross-discipline processes for social media.

Fed Ex Office - Social Media Process - Marketing
Idea 1st Draft Content
Digital Team
- Lexie
Creative Brief
Digital Lead
Marketing Review
Committee
Roadmap
Digital Message
Map
* National P romotions
Team in Dallas office
is responsible for
creating the brief
Core Team
Meeting
B rand
No
* Weekly meeting that
includes the following:
- Social
- Email
- PR
- Ops
- Agencies / Paid
Creative A gency
Kickoff
No
- Lexie
Legal
S preadsheet
PR
Agency E xecutes
Digital Sheet
- iMarket
- Site Catalyst
No
S preadsheet
Assets
Tags
S preadsheet
Assets
PR
A gencyMedia A gency
P osted
- Allison
- Jessica
Marketing Review
Committee
Marketing Review
Committee
* 5 business days * 5 business days * 5 business days * 5 business days
* 1 week at a time
P osted
* S end a quarter's
worth of content at a
time
Media P rocess
P osted
P osted
Monthly Reports
* Organic: Facebook, Twitter, Foursquare, S ite
Catalyst (engagement / revenue), and
impressions
PR
Media
Final Report
* Report is from the past month
Deck
Deck
Campaign
P ost-Game
Marketing Review
Committee
* If the MRC kicks it
back to DMC & Lexie
for changes it does not
need to go back to the
MRC. P roceed to
Creative Agency kickoff
Media P lan
* 6 weeks
Media Call w/ Media Lead
- Leslie
- Campaign Lead
B rand
* Media agency is
briefed at the same
time.
No No
* If Brand or Legal kicks
it back to the agency for
changes it does not
need to go back to the
MRC. P roceed back to
B rand or Legal
No
Process (Marketing)
Every organization must define cross-discipline processes for social media.

• Identification, Prioritization, and Planning Social Media Investments
• Management of Social Media Efforts and the Track of Benefits
• Establishment and Management Standards
• Developing Shared Services Budgets
• Management of Social Media Partners
• Measurement and Improvement
31
Existing processes at FedEx Office are not only not standardized, they are mostly focused on
external campaigns. Below are other activities that can benefit from a standardized cross-discipline
process:
Process

Plan
Define Objectives,
Goals, Strategies,
Tactics
Develop and
Execute Listening
Strategy
Plan for
Engagement
Plan for Social
Commerce
Build
Listen
Complete SM
Strategic Plan
Launch Integrated
Social Initiatives
across Channels
and Platforms
Engage
Engage with
stakeholders
Create virtual
projects for
campaigns
Celebrate follower
activities and
achievements
Add value via
content and
promotions
Close
communications
appropriately
Promote
Optimize SEO
Spread Content
Amplify Reach
Reach Influencers
Acquire Fans
Create Advocates
Sell Products
Measure
Brand
Reach
Engagement
Traffic
Revenue
Social Media Planning ProcessesAspirational view – common, cross-discipline process
Key Findings - Process
• A core set of processes must be adopted and coordinated
across the FedEx Office to effectively integrate social
media and meet business objectives.
• These process must include a cross-discipline collection
of team members at every step and promote proactive
knowledge-sharing and transparency.
• Recommend a RACI matrix to be applied to identify role
and responsibilities of personnel at each step.
• These are enforced by policies and supported by
standardized tools and templates.
• Current processes and procedures for social strategy
planning and execution are largely informal and not well
documented.
• They are also not supported by standardized planning
documents or informed by social media best practices.
• Also, key enabling technologies have yet to be
implemented (e.g. listening tools.)
32
Process

Immediate
• Agree upon role & responsibilities for 2015 Integrated Peak planning.
• Agree upon increased staffing resources for Social Media.
One Year
• Design & implement integrated, cross-disciplined processes for projects and planning.
Consider partnering with Internal Communications on the construction and roll-out of process.
Long Term
• Continue to adopt and refine process.
33
Process

Tools and
Technology
34
Tools and technologies that align with business
needs and platform standards

Social media
tools stack
The social content tool landscape is fragmented
today, but has begun to consolidate.
Currently, no single vendor has an end-to-end
social content solution. But a few are close.
Eventually, social tools will be absorbed into
"content stack" offerings that provide for content
management across multiple channels. Social-
only tools will eventually become redundant.
Until then, FedEx Office must align their "content
stack” with a framework that fits retail-focused,
fast-paced business.
35
Creation
Tools that aid in developing, building and deploying social content.
Curation
Tools that aid in the discovery and publishing of social
content that is on-brand and relevant to campaign goals.
Analytics
Tools that facilitate social measurement and provide
dashboards and competitive benchmarking/intelligence.
Workflow
Tools designed to aid in content governance
documentation, content audits, production, review,
approval and publishing processes, etc.
Legal & Brand
Tools designed for review/approval and
compliance across all necessary stakeholders.

Framework
for tools
selection
Technology decisions must begin with establishing use-
cased for concerning tools that can solve content
marketing problems. As needs evolve, so will solutions
sets. The key point is not more or better solutions but
how they come together.
• Determine your social content marketing use cases
• Identify and prioritize vendors based on those use
cases
36
How can we create (more) social
content faster?
Where can we find ideas for social
content creation?
1. Feed the beast
2. Refine
What are we tracking, where and why?
How can we get smarter about social
monitoring?
3. Govern
How can we operate in real-time and
ensure compliance?
How can we scale efforts across the
organization?

Finding use cases
The most important criteria to consider when choosing a technology platform is integration. Will the platform integrate
across the full spectrum of needs? Will it integrate with existing tools or other parts of the organization?
37
Creation
Generate content
Create standardization
Expedite publishing
Curation
Discover/display content
Monitor competitor’s
content
Feed the beast
Analytics
Analyze content
performance
Dashboards/reporting
Competitive benchmarks
Refine
Workflow
Generate content
Create standardization
Expedite publishing
Legal & Brand
Ensure brand compliance
Legal approvals
Govern

Topenterprise-levelsocialsolutions
38
Social Platform Our take Creation Curation Analytics Workflow
Legal &
Brand
Salesforce ✔
Closest thing to a full-stack solution;
integrates well; aligns with Memphis;
analytics is only negative
4 8 9 8 8
Expion ✔
Recently added Sysomos to its portfolio,
which will allow for improved curation and
listening; publishing process still not optimal
8 4 0 0 8
Adobe ✔
Integration with Adobe Marketing suite is
advantageous for Sitecatalyst users; clunky
publishing system, UI
8 0 8 0 8
Oracle ✔
Workflow is flexible, but does not currently
support external sharing / WYSIWIG
8 0 0 8 8
Falcon Social
An up coming platform that provides great
workflow, scheduling and approvals; not yet
ready for enterprise-level
4 8 9 8 8
Percolate
Up coming platform; biggest benefits extend
beyond social; expensive
8 0 9 0 0
Sprout Social
A beautiful UI and easy to use; lackluster
monitoring capabilities and subpar analytics
4 0 9 0 0
4-Excellent 8-Good 0-Average 9-Fair 4-Poor ✔ - Recommended solutions

Immediate
• Continue full tool audit & look for budget synergies that would allow for a common publishing, monitoring and basic
analytics platform.
• Clarify status and timeline of Radian6 & Adobe Experience Manager.
One Year
• Salesforce’s Social Studio is a great choice for publishing and integration with FedEx’s CRM and other divisions
(Memphis).
• Look to add a social analytics platform that can provide competitive intelligence and benchmarking. Socialbakers is a
great option.
• Conduct audit on internal Adobe tagging and tracking capabilities; goal is to fully track on-site conversion and
performance of paid and organic social content.
• Look for ways to co-fund common tool sets, which would help contribute to smoother collaborative workflow between
Corporate Communications, Recruiting, and Services Marketing. Sharing tools and access will promote knowledge
sharing and shared KPIs.
• Seek agency help with social analytics reporting and integration.
Long Term
• Continue monitoring the ever-changing landscape for better tools.
39
Tools and technology

GovernanceClearly defined roles across business units,
responsibilities and decision authorities for policy,
process, and technology oversight

Immediate
• Social Media Congress revamp
• Embedded Memphis social team
One Year
• Schedule proactive “listening/understanding” session among FedEx Office departments and
Legal and brand review teams in Memphis. Collectively brainstorm ways FedEx Office can pilot
and test newer approaches to content creation and real-time engagement.
• Social media training for legal.
• Retail marketing training for brand guideline team.
Long Term
• Social Media Center of Excellence
41
Governance

Social Media Congress
• Social Media Congress, a biweekly cross-discipline meeting, was in Q3-Q4 2014 to facilitate social media
collaboration and integration with various FedEx Office business units.
• The meetings have occurred with near regularity, though its effectiveness as a mechanism for true-cross
collaboration remains to be seen. Many comments reveal that the meetings, while helpful, are essentially
a series of department updates with little discussion or group problem solving.
• Recommendations include:
- Pilot test weekly Social Media Congress meetings, but change the focus of alternative meeting
from status updates to group problem solving around a single, specific social need/channel
concerning one of the departments. Consider structuring alternative Friday problem solve
meetings to be attended by smaller, cross-disciplined team (i.e. one person by division).
- Ensure that all initiatives have S.M.A.R.T. goals attached to them that make social performance easy
to measure once implemented.
- It’s also important to establish and share an integrated, 12-month calendar for all division efforts
with all team members. Consider a common, internal theme that ties all social efforts together.
42
Governance

Brand Review
• Several FedEx Office team members felt that FedEx Brand reviews were restrictive and thus prevented the
publishing of engaging content with advanced marketing objectives.
- Many felt that the brand guidelines do not support the need to produce engaging, bite-size content.
o One person mentioned how bullet points taken verbatim from a public report were rejected as
social content. Instead, team members had to publish a link to the full report.
- Many believed that the FedEx brand guidelines needed to be updated to reflect the nimble, real-time
nature of content that social media requires. Many also felt that brand guidelines needed to allow for
a more localized, retail-centric approach to social publishing that is unique to the FedEx Office brand.
• On the flip side, FedEx team members did not feel that brand reviews were restrictive, though they
acknowledged that they did not have the same kind of retail requirements for their content as FedEx Office.
• Recommendations:
- Examine brand guidelines and ensure they allow for flexible, real-time engagement as well as
localized, retail centric approaches to content.
- Set up an in-person working session between individual FedEx Office division leads and FedEx brand
review committee members to review and understand past content rejections and brainstorm new
ways to produce content that is both engaging and meets brand standards.
- Establish and share an integrated, 12-month social calendar with both brand and legal teams in
Memphis. This will allow for more time for discussion and refinement of large social campaigns that
need to meet brand and legal standards.
43
Governance

Master Brand Integration
44

• The primary dynamic between the Dallas-based FedEx Office/FedEx Services teams &
their Memphis counterpart is a chronic “Tug of War” over the autonomy & actual
existence of FedEx Office-specific social channels - namely Facebook.
- This is unfortunate, as there is an obvious Win/Win with greater synergy and
collaboration between the two teams
• However, we believe FedEx Office-specific social channels should continue as is for the
foreseeable future. While there is logical rationale for operating as OPCO as a single
social channel, there is also equal, if not more, rationale for leaving FedEx Office’s social
channels as is.
• Still, to properly maintain and evolve its social channels, FedEx Office will need to to
expand headcount and social media resources immediately. If resources cannot be
increased, then there is a good rational for merging all social activities with FedEx proper.
• What follows is our rationale and immediate, one year, and long-term recommendations
as well as examples of other Fortune 500 companies that maintain a similarly segmented
approach for their social channels.
45
Separate or together?

Rationale for maintaining separate
social channels for FedEx Office
• There are three primary reasons why FedEx Office-specific social channels should continue as-is for the
foreseeable future:
- First, FedEx Office’s retail identity and print product base presents different requirements and
challenges that are unique to FedEx Corporation. Maintaining autonomy in the social channels will
allow FedEx Office to better respond to ever-changing print retail landscape (i.e. competitive
consolidation; changing customer print behaviors; continual rise of digital tech; etc.).
- Secondly, part of FedEx Office’s corporate strategy is to experiment and create new Ship + Print
hybrid offerings. It makes sense to experiment with the promotion of those offerings on autonomous
social channels. Moreover, Ship + Print customer insights will be easier to mine via autonomous
social channels.
- Lastly, Facebook algorithm changes have greatly reduced the reach of organic posts, thus spurring
more reliance on paid posts. Hence, community size and comparative like counts are fast becoming
internal vanity metrics. It’s less about the number of your Facebook fans and more about the quality
of content and the ability to amplify it via paid promotion.
• There is no standard or template for how master brands vs. sub brands should be treated in social. But there
are many respectable B2B & B2C global organizations (GE, Dell, Nike, Marriott) that maintain several distinct
Facebook pages for various sub brands and business units.
• Still, we believe enhanced collaboration could benefit both teams and could help establish a strong win/win
dynamic. It could also help clarify the proper long-term strategy regarding master brand vs. sub brand
representation.
46

Immediate
• Continue to operate separate social channels for FedEx Office and FedEx, but look for ways for increase
collaboration and knowledge sharing.
• Set up comparative A/B test that clarifies the difference in organic reach for identical content posted
between the two Facebook communities.
• Establish monthly social insights, knowledge-sharing calls where engagement & strategic challenges &
insights are shared and discussed and calendars are synched up.
• Develop a workflow where certain key content from each team is shared and replicated on each channel.
One Year
• Establish biannual, face-to-work sessions for the FedEx Office & FedEx social teams, one held in Dallas &
one held in Memphis.
• Consider an exchange-embedded program between the two teams, including have FedEx team members
work at a FedEx Office store & FedEx Office team members working at FedEx processing plant.
Long Term
• Establish a brand-survey benchmark to measure customer perception on the product offering of FedEx vs.
FedEx Office and strategize accordingly.
47
Dallas – Memphis dynamic

One brand, multiple sub brands/audience
48 Confidential and/or Proprietary - Do Not Redistribute

GE Corporate | 1.3m likes
GE Appliances | 784k likes GE Lighting | 227k likes
GE Measurement & Control | 8.2k likes
GE Global Research | 6.7k likes GE Money Bank | 37k likes GE Triathlon | 13k likes
GE uses different Facebook pages to connect to different audiences
(B2B vs. B2C; Tech vs. Finance; CSR, etc.), allowing it to maintain
common yet distinctive brand presences.

Marriott Hotels – 1.8m likes
Marriott Rewards – 1.4m likes Marriott Jobs and Careers – 1.1m likes
Marriott International – 237k likes Marriott Vacation Club – 100k likes
Marriott uses Facebook to communicate different aspect of its
master brand, including rewards, international, recruitment.

Courtyard Marriott – 787k likes JW Marriott – 66k likes Towns Place by Marriott – 15k likes
Fairfield by Marriott – 318k likes Spring Hill Suits by Marriot t– 374k likes Renaissance Hotels – 586k likes
Marriott also uses Facebook to give voice
to the various personalities of its sub
brands while maintaining the sensibilities
& ethos of the master brand.

Dell – 8.4m likes Careers at Dell – 523k likes Dell Enterprise – 280k likes Dell for Business – 389k likes
Dell Outlet – 37k likes Dell Security – 17k likes Dell Software – 11k likes Dell University – 171k likes
Dell does a good job of using Facebook to speak to both B2B & B2C audiences as well as many other
internal and product-specific customer segments.

Personas
58

Mid-Level Manager
50% FedEx Office
Priority | Shipping
Small Batch
Print & Ship
16% FedEx Office
Priority | Shipping
Sports Enthusiasts
16% FedEx Office
Priority | Pringting
FedEx Office personas
Driven Professional
10% FedEx Office
Priority | Printing
Small Business
Owner
71 Portraits from
#SmallBizOwner
Priority | Printing
59

Personal: This persona is interested in hands-on activities ranging from
snow skiing to crafting. When it comes to the arts, Etsy is a favorite spot for
both shopping and selling her crafts. Cooking gourmet dinners allows for
quality time with her family.
Professional: The conversation around business for this persona is reading
articles and e-books about leadership and management. She is working on
the company blog and needs a resource where a suite of integrations are
available quickly and at a good price. Coffee is keeping her motivated
throughout the day.
Printing & Shipping: When talking about printing, you won’t find her
printing or binding presentations – she is printing invitations to a company
event and posters to accompany the booth at an industry trade show.
Shipping needs are primarily cost-related and reveal no strong loyalty to a
brand.
KEY DEMOGRAPHICS
53% Female
65% Caucasian
63% 25-34 yo.
TOP LOCATIONS
@Etsy
FAVORITE BRANDS:
@Android @FitBit
DEVICE TYPE & OS
INFLUENCERS TOP HASHTAGS:
#LinkedIn
#SaveNYC
#FedExGrant
#startup
KEY INTERESTS:
Extreme Sports
Toys & Games
Crafts
Family
@Leahpullen123 @Hey_Erika_@MissMandyHale
@Cambs_Massage
90% 55%
Source: People Pattern
60
Mid-level manager: Zoe
50% of FedEx Office audience

61
@chiclittlehouse
Personal: The Small Batch persona is health-conscious and family-oriented,
and cooking healthy, nutritious meals for her family is a passion. When not
sharing recipes, however, she’s a deal shopper with coupons, hoping to find
deals on beauty items such as bath salts and organic oils.
Professional: She’s preparing organic treats for a local farmers market each
week, because #shopsmall is not just a popular hashtag, it’s a way of life for
her in terms of what she sells and how she consumes products.
Printing & Shipping: Services such as laminating and binding aren’t high on
her list, as she’s usually printing photos or looking for protected shipping to
send her handmade goodies of macaroons or tea.
INFLUENCERS
@dankanter @YazooBrew@tommylandz
KEY INTERESTS:
Cooking
Nutrition
Beverages
Humor
@Maybelline
FAVORITE BRANDS:
@IKEAUSA @Vitamix
KEY DEMOGRAPHICS
73% Female
71% Caucasian
64% 25-34 yo.
TOP LOCATIONS
DEVICE TYPE & OS
86% 56%
TOP HASHTAGS:
#shopsmall
#smallbiz
#entrepreneur
#shoplocal
Small batch print & ship: Katrina 16% of FedEx
Office audience

62
@RBGibbonsIII
Professional: The Sports Enthusiast is family-oriented but spends a majority
of his time working. Whether he is broadcasting for a local sports network or
traveling for business, he finds that his motivation is propelled by his passion
for sports.
Personal: He enjoys talking to his friends about sporting events, which
include the U.S. Open and Daytona 500. He also enjoys watching NBA
basketball. His-go to resource for sporting updates is ESPN. Occasionally, he
likes to relax at home while watching the newest release on Netflix.
Printing and Shipping: He has shown interest in shipping costs, however, he
also uses printing for work-related tasks. The nature of his work requires a
fast turnaround, which is one of the key reasons he will choose FedEx Office
and not an online printing resource.
INFLUENCERS
@JakeDogDavid @WMAZOliviaJames@RyanPhinny
KEY INTERESTS:
Major Sports
Religion
Family
Humor
@NBA
FAVORITE BRANDS:
@ESPN @WWE
KEY DEMOGRAPHICS
63% Male
74% Caucasian
61% 25-34 yo.
TOP LOCATIONS
DEVICE TYPE & OS
85% 53%
TOP HASHTAGS:
#conference3
#NFLbirthdays
#baptism
#billmaher
Sports enthusiast: Rob 16% of FedEx Office audience

63
@DebSpander
Professional: The Driven Professional wants to share her success stories and
promote hot topics that are relevant to her work, conversations around
subjects related to equity firms and financial tips. Also, because of her
ambitious nature, time management is key, ash she generally focused on
multiple projects at once.
Personal: She expresses her sentiment regarding business and religion even
if it is in a social setting. Although she are busy with work, hosting parties or
charity events exemplify what a great networker she is. Her interests include
Forbes, and like the Sports Enthusiast, she makes time for her family by
watching Netflix with them.
Printing and Shipping: Conversation as it relates to FedEx Office is centered
around printing invitations to support her out-of-office networking
functions.
INFLUENCERS
@RemaxAgentFL @DrRoyaHassad@RobertKresson
KEY INTERESTS:
Business
Religion
Marketing
Finance
@Forbes
FAVORITE BRANDS:
@Microsoft @Netflix
KEY DEMOGRAPHICS
58% Male
74% Caucasian
57% 25-34 yo.
TOP LOCATIONS
DEVICE TYPE & OS
95% 51%
TOP HASHTAGS:
#bookmarking
#samsung5
#competition
#subscriber
#organizeyourlife Source: People Pattern
Driven professional: Debbie 10% of FedEx Office audience

64
@SarahCooley
Personal: This persona has a high percentage of individuals between 35 - 44,
starting their own ventures after getting some experience at other companies.
Free time is spent reading articles and books on their Kindles on economics and
marketing to stay on the cutting edge. Interestingly, there is a higher percentage
of desktop users than in other groups- showing a group constantly at their desk.
Professional: These are small business owners, busy trying to stay ahead within
their market by staying innovative. From marketers to creatives, this group is
living the startup life. In association with business, this group discussed mobile
marketing, small business, email and SEO analytics at a high rate. Finance -
particularly tax, equity and investments - are a hot topic currently. One
important office tool is their scanner, to upload financial and other business
documents.
Printing & Shipping: There is a higher volume of conversation around printing,
as compared to shipping, therefore exposing an opportunity to showcase FedEx
Office’s cost-effective printing offerings to acquire this group. The Small
Business Owner is currently turning to Vistaprint.
INFLUENCERS
@FinanceWeekly1 @ThisLilParent@jaxn
KEY INTERESTS:
Small Business
Marketing
Reading
MultiMedia
@Android
FAVORITE BRANDS:
@Forbes @iPad
KEY DEMOGRAPHICS
59% Female
71% Caucasian
65% 25-34 yo.
TOP LOCATIONS
DEVICE TYPE & OS
65% 69%
TOP HASHTAGS:
#iheartsmallbiz
#globallcommunity
#googleadsense
#crowdinvesting
#socialinnovation
#smartbusinesshow
Small business owner: Sarah Audience mentioning
#smallbizowner

Brand Voice for Social
65

Brand voice
workshop
• Discover FedEx Office’s
Differentiating Characteristic
• Identify the Brand Persona
• Develop a guide for all
employees of FedEx Office that
is inspirational and aspirational to
ensure consistency and
integration at each and every
consumer brand touch point.
66

The know-how
to move you forward
Now, “moving forward” is no simple task. In fact, it’s more than a task. It’s a mission. And people come to us
every day trusting us to help them get their particular mission accomplished. We do that with the most
extensive office services, organizing, formatting, outputting, collating, stapling, distributing and shipping
capabilities anywhere. FedEx Office leverages 1,800 locations and the ability of our people to come up with
real-world solutions and make all of the above simple, manageable, doable.
67
Distinguishing characteristic

Smart.
Resourceful.
Personable.
Having a clearly defined brand persona strengthens customer affinity. By giving a brand a persona and
emboldening it with personality traits, a brand can come alive and emotionally connect with people. It’s
important to note that these characteristics are those of the brand, not our target. These traits should
represent the brand at every FedEx Office customer touch point. The FedEx Office persona should guide the
tone and tenor of all communications.
68
Persona

Smart
We pride ourselves as being a company built on smart
thinking. Our counter consultants have the training
and tools to meet client’s needs on their terms. But
our people also have street smarts. And it’s this
combination of training and intuition that enables
each and every FedEx Office team member to deliver
efficient, effective solutions that keep our customers
coming back for more.
69

Resourceful
Helping people go forward takes resourcefulness. We
have a culture of problem-solvers—meeting customer
challenges with no small amount of imagination and
creativity. What’s more, we have a an incredible array of
resources from which to draw—a network offering
1,800 locations and unmatched depth of expertise, the
reach of FedEx Global Shipping in-store, advanced
printing capabilities and office services.
70

Personable
FedEx Office is welcoming and reassuring, because
that’s what our consultants are behind our counter.
FedEx Office team members show that being
professional doesn’t mean being officious. Customers
feel comfortable coming up to our counter—even when
they don’t exactly know what they’re asking for.
71

Manifesto
Every day, we meet people on a mission. ... Each
mission is different, of course. But each, in its own way,
is critical. …
We absolutely, positively get it. Which is why nobody
delivers for these people like we do. …
We call it the “know-how to move you forward.”
Our customers call it, “mission accomplished.”
72

Channel/Content Strategy
73

Social media evolution
Social media will represent 22.5% of marketing budget (49% of social teams report
to the Marketing department)
Social media professions recognize the following needs
1. Centralized strategy and planning
2. Tie to overall business goals
3. Dedicated execution team
Social media professionals recognize the following challenges
1. ROI Tracking
2. Analytics integration with other systems and lack of analytics tools
YouTube, Twitter and Facebook have the highest adoption rates among top brands
(with Instagram and Pinterest slowing catching up, and YouTube at 100% adoption).
74
Source: The State of Social Marketing; Simply Measured

Evolving social media
75

76
2015 monthly active users on each network

Audit
• Before diving in, a comparison
between FedEx Office and its
competitors is necessary to identify
overlap and gap opportunity.
• Audit included social performance
and printing vs. shipping discussion.
77

Total fans
Facebook (Jan. 1- June 1)
FedExOffice
OfficeDepot
Staples
Vistaprint
TheUPSStore
12.Jan 26.Jan 09.Feb 23.Feb 09.Mar 23.Mar 06.Apr 20.Apr 04.May 18.May 01.Jun
0 k
500 k
1,000 k
1,500 k
• March 17: Facebook deactivate account clean up- Brand pages lost 1%-10% of their fan base. FedEx Office saw
a very minimal drop in fans.
• Staples jump in late May attributed to #SmallBiz post- This may have included paid support.
Source: Socialbakers

97
84
69
37 34
Page Posts
Number of interactions
Facebook (March 4-June 1) Page Posts vs. Interactions
• The number of
Facebook
interactions
correlates with the
number of page
posts
• FedEx Office is
currently in last
place and should
increase posting to
increase
engagement

Most engaging posts Facebook (March 4- June 1) % Engagement
80
0.107% 1.242% 5.615%
0.365% 4.341%• Office Depot and Staples
consistently have higher
engagement, with The
UPS Store joining the
mix this month with
Small Biz Week Support

• FedEx Office and Office Depot/Max audiences show high overlap in
terms of audiences.
• FedEx Office has a higher percentage of college students.
• Vistaprint and UPS Store audiences vary, and are made up
of more travelling, business-focused individuals.
• Topics around family events (birthdays, weddings, anniversaries) offer
opportunities to engage across all audiences.
81
Competitive audiences are different

Competitive
demographic
insights
82

Ship vs. print conversation
• Customers are talking about projects they could print - or ship - at FedEx Office (banners,
signs, etc.), just not always within the context of the FedEx Office brand. FedEx Office has
the opportunity to tie customer discussions back to the brand through real-time conversation
response and proactive messaging around customer needs.
• Searching across posts with the FedEx Office audience reveals that the overall sentiment
towards “Printing” is more positive than negative, with 15% of the conversation being positive.
82% of posts are neutral when it comes to Printing. The “Shipping” conversation within FedEx
Office is discussed at a higher rate overall, and skews more positive than negative, with 16%
of all the posts being positive. Below are samples across conversations within the FedEx
Office audience.

Print
• The biggest differences in discussion
between print and ship are across age,
gender and interests.
• The Print audience has more females, a
larger group of younger individuals –
such as students – and is more interested
in automotive.
• The Ship audience includes more males,
more East Asians and more individuals
within the 35 – 44 age group. This group
also has a higher interest in business and
computers.*
The Print audience includes more
students and females.
In the business realm, there
is a large group of executives.
The Ship audience is more business,
shopping and computer focused.
Across the shipping audience, there
are more managers than executives.
Ship
84
Ship vs. print customer

People within the FedEx Office audience – and competitive audiences (UPS Store,
Vistaprint and Office Depot/Max) – use the following keywords when discussing the
topics below. When people are talking about shipping, they are discussing what they
are shipping – or shipments they are receiving as a result of shopping purchases.
When it comes to business, they talk about aspects of their job or being an
entrepreneur.
Similarities across brands within people conversation
Topics associations

Similarities across brands
within people conversation
Business Small Business Shipping Printing
Crowdfunding
Campaign
Entrepreneur Books Ink Jet
Latest Blog Post Crowdfunding FedEx Robotics
Media Campaign Blog Post Graphic Tee Graphic Arts
Speaking
engagements
Self-employed Free Sample Printing Press
Successful Planning Local Small Business Hollister 3D Printing
#SMB Tax preparers OneRate
#business
Topics people following FedEx Office
use when discussing…
Topics People following Competitors
Game Insight #smallbiz #handmade Etsy
Media Marketing #entrepreneur Rainbow Loom Design
Small Business Administration Small Packages Marketing
Business Cards
Search Engine
Optimization
#Listia #3dprinting
Scannable
Small Business
Loans
Jewelry Vistaprint
Tax Deduction Invoicing Direct Mail
Work-life Time Saving Nursery Art
Productivity
Apps
Topics associations

Language used by organizations points to a group who is promoting their offerings
or discussing attributes of their organization, rather than talking about services they
use to make business efficient. Within the business and small business conversation,
there is a lot of news article sharing. When it comes to shipping or printing,
organizations promoting deals or products that are available to ship and print.
Competitors’ topics associations

Biz Owners Appreciated Insight Tips Art
Experian Data Free Microsoft Xbox Canvas
Fast Growth No Upfront Cost Nintendo 64 Decor
Premium
Membership
Trillian Dollar Sega Games Free Fonts
Mid-market Research-backed Freshener Kids Nursery Art
Scalability Veteran Owned
Promotional
Products
Gifts
#SME #startup While supplies last Best of Etsy
#SmallBizQs #fundraising
#entrepreneur Owners Coupons 3d Printing
Marketing Loans Coupon Code Custom Printing
Social Media
Marketing
Networking Discount Coupon #TeeShirts
Business Loans Google Analytics Free Shipping Business Cards
Small Firms Marketing tools Milan Fashion Signage
Funding options Upfront Cost
International
Shipping
Filament
Cash Flow Corporate Logos
Networking
Breakfast
Topics organizations following FedEx Office
Topics organizations following Competitors
Competitors’ topics associations

Channel
strategy
How to prioritize social channels for
optimized brand growth and customer
engagement.
89

Immediate
• Standardize and differentiate the FedEx Office social channels from the FedEx Brand
channels
• Focus on Facebook content mix and differentiation
• Drive LinkedIn integration across social platforms, and leverage cross-platform content
• Test paid strategies for optimization
One Year
• Unique FedEx Office content created for across all channels/platforms
• Integrated content across disciplines/business units for national campaigns (i.e. Peak)
• Implement paid support against optimization to support growth
Long Term
• FedEx Office brand awareness and usage on social channels
• Customer awareness of FedEx Office within retail space
90
Channel strategy

Focus Platform Ranking Reasoning Opportunity
Immediat
e
Facebook 1 Largest social network; provides best opportunity for reach;
drives 25% of all social referral traffic
Lifestyle Engagement, Video content focus in 2015
LinkedIn 2 Corporate or Business resource for hiring and best practices Leverage for B2B, Commercial Print, Sale and
Recruiting
Blog 3
Supports website traffic, drives brand image, creates brand
authority and positions the brand as an industry leader
Creates personal relationships with SMB customers
and offers them a place to obtain information to
improve their company (or) party invites
One Year
Twitter 4 80% of users are on mobile, often the first platform referenced
for news updates
Industry News, Updates, Promotional Opportunities,
1:1 customer engagement
Instagram 5 Fastest growing social network; go-to platform for visual
content
UGC and Inspirational Content
YouTube 6 100% adoption rate among top brands, top sharing platform Instructional, Behind the Scenes, humanizing the
brand
Long
Term
Google + 7 Integration with YouTube, Gmail and other services offer
integration and search advantages
SMB Engagement SEO Opportunities
Pinterest 8 Strongest link between social and commerce Inspiration, How-To, DIY
Foursquare 9 Location-based optimization Promotional Offers
Other 10 New engagement opportunities with potential audiences Testing
91
Channel priorities

Content
strategy
• Transition content to lead with a lifestyle feel but
maintain the retail realities and the FedEx Office
Brand tone/voice
- Consensus that FedEx Office content often
appears “too forced” & inauthentic
- Sentiment that FedEx Office social content
can be overtly promotional
• Create consistency with the new FedEx Office
brand voice
92

Immediate
• Tweak (as needed), synthesize ratify Brand Social Voice position (“The Know-How to Move You
Forward”).
• Begin to A/B test a variety of content approaches & media types that abide by new Brand Voice,
including more visual, video, and how-to “tip” content.
• A/B test combining Corporate Communication post tie to retail promotions (i.e. celebrate new HQ
with coupon).
One Year
• Organic local – create series of posts that are localized and thematically focus on individual markets.
- Experimented with promo vs. non promo vs. hybrid content.
- Use MTM & YTY comp sales to measure effectives.
• Increase use of paid social for non-promotional post, including local non-promo post.
• Pilot Program: devise workflow where crowd-source possible content from customers is
collected/utilized.
Long Term
• Use Center as a source of content
Content strategy

• Branded content can easily be
transitioned to Lifestyle content by
transforming the tone and leading
fact.
• The difference between Branding
and Lifestyle is the relationship to the
customer .
- Branding is simply the brand,
its’ promise to the customer,
and what the brand stands for
- Lifestyle content should be.
relatable. The customer should
find it part of or beneficial to
daily life.
• The volume of promotional content
should be cut down, however the
amount of budget support should
remain or increase to ensure reach
within the audience
94
Promotional
, 20%
Branded,
80%
Lifestyle
70%
Branding
20%
Promotional
10%
Content mix recommendations

Content pillar evolution
Pillar Explanation Focus Platforms Example Persona
Lifestyle • DIY, Tips & Tutorials
• Customer-Focused “My Story”
• User-Generated Content
• Holiday Integration
• Cultural Phenomena
1. Facebook
2. Blog
3. Twitter
4. Pinterest
5. YouTube
6. LinkedIn
- DIY tips infographic on Facebook
(that mirrors blog post)
- User-generated content on
Twitter/Insta surrounding Peak
- Comic-Con, etc.
1. Small batch print & ship
2. Small business Owner
3. Sports enthusiast
4. Business professional
5. Mid-level manager
Branding • Community Involvement
• Company Announcements
• Brand Story: History/Facts
• Team Members: Day in the Life
• Talent Acquisition
1. Twitter
2. Facebook
3. Blog
4. LinkedIn
5. YouTube
6. Pinterest
- New Headquarter
announcements
- Trees for Troops activation
- Job postings
- A video showcasing the history of
FedEx Office
2. Business professional
3. Small business owner
5. Sports enthusiast
Product
(Promotional)
• Retail messaging
• Services
• Promotions, Sweepstakes
• Location updates
1. Facebook
2. Foursquare
3. Twitter
4. Pinterest
5. Blog
- Coupons for in-store product on
Twitter
2. Small business owner
3. Driven professional
4. Sports professional
95

Pillar overlap
• Opportunity for all content pillars to
overlap, but the leading message
needs to fit under Lifestyle.
• Need to infuse the FedEx Office voice
into the content we create.
96
Promotional
Lifestyle
Branding

Lifestyle
Smart
Resourceful
Personable
Practical
Ambition
Branding
Smart
Resourceful
Personable
Reputation
Promotional
Smart
Resourceful
Personable
Resources
Content Pillar Brand Voice
Social
Tone

Channel frequency recommendation
Focus Platform Posts per week Pillar focus
Immediate Facebook 8X Lifestyle
LinkedIn 2X Branding
Blog 1-2X Lifestyle
One Year Twitter 8-10X Lifestyle
Instagram 6-8X Lifestyle
YouTube 1X Lifestyle
Long Term Google + 2X Lifestyle
Pinterest 5X Lifestyle
Foursquare 2X Promotional
Other TBD TBD

Facebook Focus Tactic Evolution
Immediate Regular updates
Volume
Take existing blog posts and content
(relating to industry trends etc.) and post
regularly
Platform specific content to
supplement repurposed content
One Year White Papers/Blog Content Allocate resources/add blog partners
specifically with the LinkedIn audience in
mind to add higher level content
Sponsored White Paper series by
industry leader and industry participants
(call for brand ambassador’s thoughts)
Long Term Industry best practices and
training content
Once you’ve gained consideration as an
industry authority on the platform, cater to
this content expectation
Authority as a market leader on best
business practices in and out of the
printing/shipping industry for small and
large business alike

LinkedIn Focus Tactic Evolution
Immediate Synthesizing/Volume Produce content for a more regular posting
basis, within every pillar
(Unique to FedEx Office brand) Creative
asset mix to include video, links, and
progressive mediums (Cinemagraphs)
One Year Lifestyle/Engagement Build up the percentage of content that
focuses less on retail/POS and more on the
organic conversation with the consumer
Sponsored White Paper series by
industry leader and industry participants
(call for brand ambassador’s thoughts)
Long Term Growth/Sustainability/Localization Streamline the process of content creation
so that market/ZIP code specific content can
take up more focus
Become a staple in each local
community as the brick-and-mortar
model translates from social to in-store
experience

Blog Focus Tactic Evolution
Immediate Add in more relevant content in
terms of timeliness; create brand
authority; improve website value
with an SEO Strategy
Continue to incorporate guest bloggers, and
add in more timely content, such as the
Comic-con Blog
Long-form content brings new life to
every aspect of the pillars, especially
where not typically done, i.e, branding.
One Year Incorporate different types of
bloggers
Adding different topics, or even blog
mediums (such as video), can gain audiences
that were previously untouched
A vlog gives experts opportunities to
dive into deeper topics more quickly,
and are easily digested by all audiences.
Long Term Develop voice as an authority in
the lifestyle space
The more successful content promoted, the
more trusted the brand becomes in the
lifestyle space – consumers will read like a
friend’s advice rather than a company’s ad
Small business owners and consumers
look to FedEx Office for every day tips,
not just when they have the need

Amplification
strategy
• Social metrics and metrics in general are like a
relay race. You can’t give credit only to the
final runner/channel. You have to recognize
the efforts of all runners/channels.
• Social media is an ever-changing medium.
Attention to new offerings, competitors and
platform algorithm changes will need to be
closely monitored.
102

Immediate
• Re-allocate dollars to support paid amplification for FedEx Office.
• Re-distribute dollars within support budget to focus on Lifestyle and Branding.
• Institute A/B testing among paid programing.
One Year
• Benchmark paid support against competitors and goals/objectives.
• Implement key learnings from A/B testing.
• Continue to A/B test for all paid programing to direct optimization.
Long Term
• Continue to augment paid support based on industry trends and competitive activity.
Amplification strategy

Competitors’ paid efforts
104
53
152
101 97
18 26 20
11
52
60
19 171
51
145
0
50
100
150
200
250
FedEx Office FedEx UPS The UPS Store Office Depot Vistaprint Staples
Organic Promoted
Feb 1- June 30, 2015
Source: Social Bakers
• FedEx Office has the lowest total volume of post from February to June and the lowest volume of paid posts during this time
frame as well.
• FedEx Brand has the highest volume of total posts.
• Office Depot uses the highest volume of paid support.

Feb 1- June 30, 2015
9% 17%
50%
20%
93%
28%
88%20% 51%
91%
81%
99%
12%
92%
0%
50%
100%
150%
200%
250%
FedEx Office FedEx UPS The UPS
Store
Office Depot Vistaprint Staples
Promoted Posts Interactions from Promoted Posts
Source: Social Bakers
105
• FedEx Office has the second to lowest engagement rate from paid support.
• UPS and FedEx Brand have the best engagement to paid support ratio and can offer benchmark to
work towards.
Engagement via paid support

Amplification recommendation
• In addition to increasing its total posting volume, FedEx Office needs to
increase its’ promoted support as well.
• Promoted support should be placed against Lifestyle, Branding and
Promotional.
• Targeting and Testing:
- A/B for imagery and messaging.
- Demographic based on personas to match messaging to customer.
- Geographic to support local initiatives.
106

Moving
forward
• Many companies face a lack of resources
to support their pages; FedEx Office is no
exception.
• Go deeper, not broader.
• Define, refine and focus on top platforms
and key customer segments (personas).
107

Social maturity
Stage 1: Traditional
Social limited to marketing as an “add-on”
to traditional marketing.
Stage 3: Operationalizing
Empowered, team formalizes and spreads social engagement principles.
Stage 5: Fully Engaged
Entire team base has a 360-degree view of the consumer and can readily anticipate their needs.
Engagement is your brand.
Stage 4: Real Results
Team base is engaged and metrics are robust.
Stage 2: Dabbling in Silos
Maverick employees break through and begin trying social.
5 Stages of organizational
social media capability maturity
108

Step by step
1. Validate the FedEx Office specific Brand Voice.
• Currently in progress
2. Workshop to brainstorm brining the unique brand voice to life
across the various channels based on goal/objective.
3. Integration
4. Test and test again
• Try variations of content across different platforms and
customer segments
• Find out what works and what doesn’t and keep testing
• Don’t forget paid amplification
• Measure EVERYTHING
109

Lifestyle
Smart
Resourceful
Personable
Practical
Ambition
Branding
Smart
Resourceful
Personable
Reputation
Promotional
Smart
Resourceful
Personable
Resources
Content Pillar Brand Voice
Social
Tone
Validating
the
brand
voice

Mid-level manager Small batch print & ship Sports enthusiast Driven professional Small business owner
Ranked
Platforms
1. LinkedIn
2. Facebook
3. Twitter
4. Blog
5. Pinterest
6. YouTube
1. Blog
2. Facebook
3. Pinterest
4. Twitter
5. YouTube
6. LinkedIn
1. Facebook
2. Twitter
3. YouTube
4. Blog
5. Pinterest
6. LinkedIn
1. Twitter
2. Blog
3. LinkedIn
4. Facebook
5. YouTube
6. Pinterest
1. Blog
2. Facebook
3. LinkedIn
4. Twitter
5. Pinterest
6. YouTube
Content
Considerations
• Printing offers to
showcase high
quality, care, and
location
convenience
• Host local events
for small
businesses to
market their brand
and network with
others
• UGC campaigns that
collect their small
business stories
• Promote FedEx
Office as a local
creative space to
consult with other
business
professionals/owners
• Conversations
around TED Talks or
programs of the like
• Consider
partnerships for
inclusion in swag
bags
• Interactive digital
content showcasing
efficient, safe, and
cost-effective
shipping
• Position as a partner
for #startup with
support for day to
day needs
• Educate business
owners on ways to
save money through
company accounts
111

Content
Opportunities
Small Biz
Community
Building
Printing,
Shipping and
other
Services
HumorFamily Focus
Highlight Customer work
to create loyalty and
generate UGC
All under one Roof:
Customers often come in for
one thing, and employ other
services
Nothing over the top: light
hearted and easy to talk to
Family celebrations are just
as important as business
ones, impress your boss,
and your family
Differentiators

Demo
Age
Sex
Race
HH Income
Education
Profession
B2B
B2C
Geo
Local
Regional
National
Master
FedEx Brand
Timing
Frequency
Time of Day
Day of
Week
Event or
Promotion
Support
Interest
Business
Units
Small
Business
Printing/Shi
pping
Education
Entertainment
Entrepreneur
Talent
Acquisition
Announcements
PR
Imagery
Graphics/Imag
ery
Photo/Animati
on
Medium
Paid
Amplification
Digital Asset
(Web, Email
Etc.)
Videos
Blogs
Brand and
Legal
Guidelines
Platform
Facebook
Twitter
Foursquare
LinkedIn
Pinterest
YouTube
Instagram
Google+
Testing

A/B
Testing
with Paid
Support
Demo
Geo
Timing
InterestImagery
Medium
Platform
Moretesting

Opportunities
115

• There is a large opportunity to use
social media for B2B lead generation
• “Social Selling” = Industry-specific
curated content marketing to pull in
qualified leads into existing nurture
streams & systems (i.e. sales force)
• Recommended pilot program but
legal/brand would have to allow
individual FedEx Office sales rep to
maintain and use personal social
accounts
116
Commercial print

1. Enabling a sales rep with the right tools and knowledge of social media
in order to use it to educate himself on the current industry
conversations that his audience (customers and prospects) are talking
about.
1. Integration of social media with traditional sales tactics (see email,
telemarketing) in order to help a sales rep reach a broader audience,
connect with prospects in a new medium and drive opportunities and
ultimately pipeline.
117
Social selling

Social Listening &
Engagement
Trained FedEx Office Sales Reps
identify lead gen opportunities for
specific vertical in social media.
They use curated content/case
studies to “hook” potential leads.
Individual Sale Rep Pages
Hosted individual sales Rep Pages are
established. Pages contain sales rep contact
information as well as curate content such as
case studies, infographics, and calculators.
Content is often gated, requiring customer
lead to enter business contact info into form.
Nurturing Streams
New social-based leads are entered
into existing nurture system (i.e.
Salesforce) and leads. Digital Content
Marketing (i.e. email, whitepapers,
webinars, etc.) used to nurture leads
over a 8-24 month period.
Lead
MQL
SAL
SQL
Closed/Won
118
Steps of social selling

Customizable sales rep contact. A
single portal that instructs the
prospect on different ways to engage
the salesperson.
Marketing provided rich media content
and “interaction zone” for direct
contact with rep (video chat, form
capture, live chat).
Social selling reps live feed (from social)
as well as featured marketing provided
offers.
119
Sales reps pages

Phase Program Element Description
1
Pilot Program Audit Analysis of resources, system, training, and available personal. Overall program is
scope out.
2
Social Media Audit Targeted social media listening for key conversations, influencers, competitor
analysis centered around Commercial Print.
3
Tool Implementation Recommendation and implementation of social media CMS and CRM tools
needed to support program, most likely Salesforce based.
4
Creation of Rep Pages Creation of a digital rep page to act as a rep’s sales hub and recommendations
for creative design, layout and a CMS to help manage content.
5
Activate Sales/SME Social Persona Internal education and development of selected social media networks for
individual sales/SMEs participating in the program.
6
Augment Content Marketing Implement recommended social content marketing editorial calendar
and roadmap.
7
Measurement & Tracking Establish weekly and monthly reporting on selected social selling and
rep page KPIs.
8 Rep Enablement Roll-out all key components of the social selling program to selected reps.
120
Recommended phases of social selling

• FedEx Office’s commitment toward dramatically increasing in-center headcount presents both a social opportunity
and challenge.
• Increasing recruitment-related activities on social media is an obvious strategy to promote job opening and recruit
the best candidates for positions.
• In Q2 2015, recruitment administered a pilot with the service #TweetMyJobs. While the hire results have not been
verified, the service did produce a surprising large number of resumes.
• But while recruitment team currently has capacity to increase social media activity, they do not know how to
overcome certain brand and legal constraints. For instance, hiring managers are prohibited from posting public job
postings on their own personal social networks. Moreover, selective repurposing of corporate communication
content as a recruitment mechanism has been rejected in past brand reviews. As such, FedEx Office’s recruitment
team has been reluctant to dedicate more resources toward social media recruitment activities.
• At the same time, recruitment absorbs the entire cost for Linkedin, which discourages cross-department
collaboration on the channel. Such increased collaboration could help determine the viability of Linkedin as a
recruitment channel vs. Linkedin as a corporate communication channel.
• We believe there are legitimate B2B lead generation resources on Linkedin that should be explored.
121
Recruitment&Linkedin

Recruitment
Immediate
• Establish a resume-submitted-to-hire correlation for #TweetMyJob. If successful, formalize this channel as an always-on tactic
• Content Approval
- Hold a face-to-face meting with both brand & legal review teams to discuss:
o Why certain recruitment centric social content did not meet approval in the past
o Strategies for how recruitment can create recruitment-centric content that will pass legal and brand
review
- Begin to use existing recruitment resources to increase social content output. Aim for one additional piece of
content per week
• LinkedIn: Share analytics login with new Social Senior Lead
One Year
• Pilot Program = allow employees to promote job openings to friends & family
• Pilot Program = allow Commercial Print to use LinkedIn as a B2B lead generation platform. LinkedIn cost would thus partially be
absorbed by Commercial print
Long Term
• Investigate viability of establishing of FedEx Office career-centric Facebook page similar to
https://www.facebook.com/CareersAtDell and https://www.facebook.com/gecareers

Metrics, Monitoring, Reporting
123

Actions vs.
Results
• Activity-based metrics: fans, likes,
shares, RTs, etc.
• Results-based metrics: conversions,
revenue, etc.
• Both are valuable
• Every social media metric must tie to a
business metric
• Every business metrics maps to a
business goal
• This relationship is the key to achieving
business goals
124

Social
analytics
framework
The biggest challenge in measurement is not deciding what to measure; it’s
deciding what not to measure. It's important to get to a strategic approach
for measurement by prioritizing metrics, aligning them with overall business
goals, and identifying data challenges, and using the proper tools to capture
the data. Below is a strategic framework for social measurement.
125
1. Strategy 2. Metrics 3. Organization 4. Technology
• Define business
objectives
• Identify necessary
insights
• Define success
• Recommend actions
• Identify required
resources
• Identify required
training
• Identify barriers
• Identify tools based on
strategy, metrics, and
organization

Definingsocialbusinessgoals
Innovation
Collaborating with
customers to drive future
products and services
126
Brand health
A measure of attitudes,
conversation and behavior
toward the brand
Marketing optimization
Improving the effectiveness
of marketing programs
Revenue generation
Where and how your company
generates revenue
Operational efficiency
Where and how your
company reduces expenses
Customer experience
Improving your relationship
with customers, and their
experience with your brand
Business
Goals

Definingsocialbusinessgoals
Innovation
Collaborating with
customers to drive future
products and services
127
Brand health
A measure of attitudes,
conversation and behavior
toward the brand
Marketing optimization
Improving the effectiveness
of marketing programs
Revenue generation
Where and how your company
generates revenue
Operational efficiency
Where and how your
company reduces expenses
Customer experience
Improving your relationship
with customers, and their
experience with your brand
FedEx
Office
Goals

Business
Goals
Business Metric
Social Media Metric
• Brand Health: A measure of attitudes, conversations and behaviors toward
the brand
• Customer Experience: Improving your relationship with customers and
their exposure to your brand
• Revenue Generation: Where and how your company generates revenue
128
Tying social to business
• Brand Health: Who talks about your brand, what they talk about,
where they talk, etc.
• Revenue Generation: How social content drives consideration,
decision and revenue
• Marketing Optimization: ROI, increased output, reduction in cost
per acquisition
• Brand Health: Social Share of Voice, Sentiment,
Total fans, etc.
• Revenue Generation: Sales, conversions, social
visits generated
• Marketing Optimization: ROI, time on site, CTR,
CPM, CPA, etc.

Measurement bybusinessgoal
129
Business Goal Business Metrics & Insights Social Metrics
Brand
Health
• Who talks about your brand, products,
content
• What people talk about regarding your
brand, products, content
• Where people talk about your brand,
products, content
• When people talk about your brand,
products, content
• Why people talk about your brand, products,
content
• How people talk about your brand, products,
content (context)
• Accelerating keywords, volume, sentiment
• Change in sentiment tone and drivers
• Click-through rate (CTR) by content unit
• Day-parting analysis by topic or content unit
• Highest-performing topics, brands, regions, by content unit
• Number of fans/followers, brand mentions by content unit
• Page views/visit
• Sentiment by channel
• Sentiment over time
• Social Share Of Voice (SSOV) over time/vs. competitors,
industry, product, topic, content unit
• Source of positive, negative, neutral sentiment
• Top keywords
• Top shared, liked, RTed, pinned, favorited, etc.

130
Revenue
Generation
• How content drives consideration, decision,
revenue generation
• Drivers of reviews and ratings
• Impact of reviews on revenue
• Which channels are most effective for driving
revenue
• Leads, conversions/sales by channel
• Revenue by product by channel over time
• Revenue by review rating
• Revenue derived from owned channels compared to direct
revenue
• Traffic from paid and organic referrals
• Transaction size, frequency, customer lifetime value
• Visit loyalty

131
Marketing
optimization
• Increased content output
• Time to publish
• Reduction in cost per post
• ROI: Revenue, conversions, leads per dollar
spent compared to traditional programs
• ROI: Revenue, conversions, leads by content
unit
• Time-of-day trends; best time to post
• Top content influencers
• Which topics, platforms are most successful
• Most active/followed by campaign, channel, content unit
• Retweets, likes, fans, followers by channel
• Revenue, conversions, leads by channel
• Sentiment by channel
• Sentiment, re-tweets, likes, fans, followers, pins by content
unit
• Visit loyalty by content
• Visit loyalty/view-/clickthrough by channel

BrandhealthKPIs
132
Social Metrics Immediate One year Long term
• Sentiment by channel, over time ✔ ✔ ✔
• Social Share Of Voice (SSOV) over time/vs. competitors, industry,
product, topic, content unit
✔ ✔ ✔
• Top keywords ✔ ✔ ✔
• Accelerating keywords, volume, sentiment ✔ ✔ ✔
• Number of fans/followers by channel ✔ ✔ ✔
• Growth of of fans/followers by channel ✔ ✔ ✔
• CTR by channel by content ✔ ✔ ✔

RevenuegenerationKPIs
133
• Traffic from paid and organic referrals by channel by campaign ✔ ✔ ✔
• Leads, conversions/sales by channel ✔ ✔
• Revenue derived from owned channels compared to direct revenue ✔ ✔
• Transaction size, frequency, customer lifetime value ✔
• Visit loyalty (return frequency) ✔
• Revenue by product by channel (paid/organic) over time ✔

Marketing optimizationKPIs
134
• Engagement rate by channel by campaign (paid vs. organic) ✔ ✔ ✔
• Total engagement (shared, liked, RTed, pinned, favorited, etc.) by
channel
✔ ✔ ✔
• Page views/visits by channel by campaign ✔ ✔ ✔
• CPM by channel by campaign ✔ ✔ ✔
• CPA by channel by campaign ✔ ✔ ✔
• ROI in dollars by channel and campaign ✔

Recommendations

Assumptions
• Given future state
objectives, near-term
priorities are to broaden
the strategy to marshal
required resources
• The path forward will
require investment and
collaboration with other
key stakeholders
• Given the scope and scale
of the effort, an
incremental approach
driven by business
priorities is recommended
• The transformation
should be managed
• Careful consideration
should be given to the
messaging to impacted
stakeholders during the
transformation
4. Establish C-level executive sponsorship of the Social Media Strategy
5. Formalize and socialize the Social Media Team’s charter and
right-size the team to meet current and anticipated needs
6. Appoint a Senior Social Leader with legitimate horizontal
influence over all FedEx Office Social activities
7. Establish regular, cross-discipline working session to support
regular cross-discipline collaboration
Establish
Governance
8. Test and refine standardized processes, tools, and standards against
selected on-going or planned business segment initiatives
9. Apply a use-case framework to evaluate, adopt, and standardize all
third party tools
8. Formalize an engagement model and establish processes and
standards for social media strategy execution
Build &
Deploy New
Tools,
Processes
1. Broaden strategic scope to include near,
mid, and long-term objectives and associated initiatives
2. Develop a comprehensive roadmap for the journey to
social media maturity
3. Focus the near-term on building foundational capabilities
around social media process, tools, training and education
Recast the
Strategy
Priority recommendations include expanding headcount of social team, formalizing a broad
influence across the organization, and working to establish new processes and tool sets.
SummaryRecommendationstoAdvanceCapabilities
136

Fed Ex Office Social Maturity Strategy - REDACTED

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