The document outlines In-N-Out Burger's social media strategy. The objectives are to increase social media presence, create posts about employees and brand culture. Strategies include increasing social media posting across platforms, engaging customers, and utilizing social media to promote local events. Metrics such as followers, engagement, visits will be used to measure success. Critical response plans are outlined for inappropriate posts or food issues.

1. IN-N-OUT BURGER
5/28/2017 - Tyler Shultz

2. TABLE OF CONTENTS
3 – Executive Summary
4-5 – Social Media Audit
6-8 – Social Media Objectives
9 – Brand Persona andVoice
10-11 – Strategies andTools
12 – Timing and Key Dates
13 – Social Media Roles and Responsibilites
14 – Social Media Policy
15-16 Social Media Response Plan
17-19 – Measurement and Reporting
Results

3. EXECUTIVE SUMMARY
The largest priority for the brand is to
increase our social media presence.
We will primarily focus on portraying the
brand image by increasing our post rate
across social platforms and using social
media to increase awareness of local events
and community.This will in turn build a
stronger relationship with our already loyal
customer base.
Objectives:
• Increase social media presence
• Create posts about employees and brand
culture

4. SOCIAL MEDIA AUDIT
Social media assessment
Network URL Followers Weekly
Activity
Engagement
#interactions/
reach
Facebook facebook.com/
innout
2,869,090 1 post this
year
Almost 0%
Twitter twitter.com/in
noutburger
41,500 No post since
2011
Almost 0%
Instagram instagram.com
/innout/
228,000 3 posts this
year
4.3%
While Instagram has the highest engagement across In-N-Out’s social media
channels, their engagement rate is poor on all platforms and there is nearly no
activity by the company.

5. SOCIAL MEDIA AUDIT
Competitor Assessment
Strengths:The brand posts almost
daily and reposts a lot of photos taken
by customers
Weaknesses:The brand posts the
same content to all platforms, has little
original content, and little engagement
Strengths:The brand has a strong
following on all social platforms.They
post content unique to each platform
(Facebook, Instagram,Twitter, etc.).
They have strong following and
engagement on almost every post.
Weaknesses: none
Strengths:The brand posts several
times a week and has a decent level of
engagement.
Weaknesses:There is little
distinguishing posts between
platforms.Although engagement is
decent it is not high.

6. SOCIAL MEDIA OBJECTIVES
Our main goal is to increase content posted on primary social media outlets and
maintain a high level of differentiation between platforms so customers are
encouraged to follow on each for a different experience/perspective on the
brand.

7. SOCIAL MEDIA OBJECTIVES
Specific Objectives
• Increase posts to at least 3 posts per week on Facebook and Instagram
• Increase presence onTwitter with more posts and utilize the platform for
customer service and feedback
• Increase unique visitors to each platform
• Increase the amount of original content and create a persistent brand image
on Instagram

8. SOCIAL MEDIA OBJECTIVES
Key Figures to Watch
KPIs
• Unique visitors from Facebook, Instagram, andTwitter
• Number of likes, comments, and shares on posts
• Number of weekly unique posts
Key Messages
• Heritage
• Great food
• Fun family environment

9. BRAND PERSONA
AND VOICE
Description of Brand:
• Quality
• History
• Affordable
• Fresh

10. STRATEGIES AND TOOLS
Unpaid Promotion
Instagram: Re-introduce the brand to Instagram by posting multiple images
each week that maintain a consistent style. Focus on the “freshness” of the food
and the atmosphere of the restaurant.
Facebook: Post original content about the brand, specials, and events. Re-post
and engage with customers/followers.
Twitter: Post more frequently with fun facts about the brand, history, and food
several times per week.
In-person: Inform customers of social media presence by displaying social icons
on products, receipts, cups, etc.

11. STRATEGIES AND TOOLS
Earned Promotion
Facebook: Respond to comments, host live videos a few times per month.
Monitor Facebook likes and comments on the brand and provide feedback.
Twitter: Utilize the platform to engage with customers/followers by maintaining
an active presence and engage in customer service and response.
SocialTeam andTools: Hire a social media strategist and a few people to
create posts and monitor social media traffic. Utilize Hootsuite for posts and
analytics,TweetDeck to monitorTwitter traffic, and use Facebook’s analytics tools
to monitor reach on the platform.

12. TIMING AND KEY DATES
• All major holidays (Christmas,Thanksgiving,Veterans Day, Labor Day,
Independence Day, Memorial Day, President’s Day, Martin Luther King Day,
NewYear’s Eve and Day)
• In-N-Out Anniversary: October 22 (70 years in 2018)
• Founder Day (in memory of founder Harry Snyder on September 9)
• Shake day (sometime in summer)
• In-N-Out Burger Foundation week (first week of April)

13. SOCIAL MEDIA ROLES AND
RESPONSIBILITIES
• Marketing Director
• Social Media Manager
• Social Media Coordinator
• Brand Ambassador
• Host live events and discussion
• Supporting Social MediaTeam Members
• 1-2 members to monitor comments and discussion on social media and respond to
customer issues and feedback on Twitter

14. SOCIAL MEDIA POLICY
All brand representatives must maintain a professional and positive brand image:
• Be respectful
• Don’t encourage a conflict/fight
• Be professional, don’t use harsh language or innuendos
• Provide solutions
• Don’t attack the competition
• Spread a positive and enthusiastic brand image
• Ask before you tweet or post if you’re not sure

15. CRITICAL RESPONSE PLAN
Scenario 1 – Inappropriate Post
• When an inappropriateTweet or post is detected:
• Take a screenshot
• Delete the tweet/post
• Alert the Social Media Manager or Marketing Director immediately
• Social Media Manager and Marketing Director will discuss the impact of the
tweet/post and evaluate further action.
• A follow-up tweet/post will be developed by the Social Media Manager
• If the tweet/post goes viral then the Marketing Director will manage the
situation
• Marketing Manager and Social Media Director will discuss disciplinary action
for employee responsible for the tweet/post

16. CRITICAL RESPONSE PLAN
Scenario 2 – Sickness Outbreak
• If a food issue is discovered alert the Marketing Director
• Marketing Director will evaluate the situation with other management
• Provide customers with information about the issue via Facebook
• Target only the affected areas if possible
• Only release information that is marked public and don’t speculate
• Marketing Director will evaluate and may issue a more detailed statement and
updates via social platforms if necessary
• Social Media Coordinator and social media team members will continue to
monitor all platforms and answer customer questions (continuing to follow the
above criteria)

17. MEASUREMENT AND REPORTING RESULTS
Website traffic source assessment
Network Volume % ofTraffic Conversion
Rate
Facebook 6000 visits
50% growth
25% 2.2%
Instagram 15k avg. likes
65% growth
30% 2.8%
Twitter 1200 visits
Almost 100%
growth
15% 1.8%

18. MEASUREMENT AND REPORTING RESULTS
Social Network Data
Network URL Followers Weekly Activity Engagement
#interactions/
reach
Facebook facebook.co
m/innout
4,275,983
43% increase
6 posts/week
~100% increase
6%
Twitter twitter.com/i
nnoutburger
52,300
21% increase
8 posts/week
~100% increase
4.5%
Instagram instagram.co
m/innout/
427,000
47% increase
3 post/week
90%+ increase
9.3%

19. MEASUREMENT AND REPORTING
RESULTS
Proposed Action Items
• Continue Instagram campaign
• Prepare mission statement and strategy for Pinterest. Start
Pinterst campaign about our employees:“day in the life”
• Consider new hashtags for Twitter, such as #DoubleDouble,
#AnimalStyle, and #CrossedPalms