Mock Social Media Strategy for Wendy's

1. Social Media Strategy
David Behrens 5/22/2017

2. SOCIAL MEDIA STRATEGY
1. Executive Summary, May 2017
2. Social Media Audit
a. Social Media Assessment, May2017
b. Traffic Sources Assessment, May 2017
c. Customer Demographics Assessment
d. Competitor Assessment
3. Social Media Objectives
4. Online Brand Persona and Voice
5. Strategies and Tools
6. Timing and Key Dates
7. Social Media Roles and Responsibilities
8. Social Media Policy
9. Critical Response Team
10. Measurement and Reporting Results, May 2017
1

3. 2
EXECUTIVE SUMMARY
•Our major goals for social media in 2017 will be to grow our online
community and improve our existing relationships with our current
online followers.
•The focus will be to increase traffic to our social media sites via
brand recognition and sharing more relevant content for our
customer base.
Three major social strategies will support this objective:
1. Create and foster connections with our online community.
2. Build a stronger social media following.
3. Increase the quality of content.

4. SOCIAL MEDIA AUDIT
3
This audit includes an assessment of Wendy’s social networks,
web traffic, demographics, and a competitor analysis.

5. SOCIAL MEDIA AUDIT- ASSESSMENT
( AS OF MAY 23, 2017 )
4
Social Network URL Follower
Count
Avg. Weekly
Activity
Avg.
Engagement
Rate
Twitter Twitter.com/w
endys
1.85 M
followers
10 posts per
week
4%
Instagram @wendys 523 K
followers
2 post per
week
Average
interactions
per post = 200
Facebook Facebook.com
/wendys
7.9 M
followers
5 posts per
week
2.5%
LinkedIn https://www.li
nkedin.com/co
mpany/wendy
s-international
32 K followers 1 post per
month
.1%

6. AUDIT – ASSESSMENT SUMMARY
5
•The highest number of interactions per week per post occurs on
Twitter. The least number of interactions was on LinkedIn.
Wendy’s customer demographic is not very active on LinkedIn,
but I recommend keeping this social network for recruiting
purposes. We would need to post to LinkedIn bi-weekly to create
a following.
•Instagram has a very diminutive engagement rate compared to
Twitter or Facebook, so that should be a priority in our Social
Media Strategy.

7. AUDIT- WEBSITE TRAFFIC SOURCES
ASSESSMENT
6
Source Volume % Overall Traffic Conversion Rate
Twitter 1400 unique visits 14% 2.1%
Instagram No Data No Data No Data
Facebook 3100 unique visits 30% 4.4%
LinkedIn 200 unique visits 2% 1%

8. AUDIT- WEBSITE TRAFFIC SOURCES
ASSESSMENT SUMMARY
7
Facebook is the largest source of traffic to the Wendy’s
website. This leads to the highest conversion rate, just a
small amount over Twitter. Instagram and Twitter both
support traffic to the website, Facebook continues to lead
the most traffic.

9. AUDIT- AUDIENCE DEMOGRAPHICS ASSESSMENT
8
Age
Distribution
Gender
Distribution
Primary
Social
Network
Secondary
Social
Network
Primary
Need
Secondary
Need
18-30 30%
31-40 40%
41-55 20%
56-80 10%
52% Male
48% Female
45% Twitter
30% Facebook
25%
Instagram
50% Twitter
30% Facebook
20%
Instagram
Providing
healthy
options, that
are quick and
affordable
Getting an
inexpensive
meal, quickly
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Age Distribution

10. AUDIT- AUDIENCE DEMOGRAPHICS
ASSESSMENT SUMMARY
9
From the assessment, we can presume that the majority of Wendy’s
audience is from the age group of 31-40, and their main social
media outlets are Twitter and Facebook. Their main reason for
visiting Wendy’s is their ability to grab a quick, healthy, affordable
meal. I believe we should focus on Twitter and Facebook, and
increase our use of Instagram to target a new audience in that
platform.

11. AUDIT- COMPETITOR ASSESSMENT
10
Competitor
Name
Social Media
Profile
Strengths Weaknesses
Subway Twitter
@SUBWAY
Quality video posts
to engage audience.
Smart use of
promoting
@Hangoutfest to
promote products.
Photos are staged
to look like fan
photos. Not many
likes on content.
McDonald’s Twitter
@McDonalds
Large following on
Twitter, many more
likes. Use of product
photos with tweet
captivates audience.
High frequency of
videos on page is
overwhelming. Not
engaging audience
on a personal level.

12. AUDIT- COMPETITOR ASSESSMENT SUMMARY
11
This competitor assessment focused on two of Wendy’s
competitors: Subway and McDonalds. I chose these two brands
because they both are serving quick, healthy, and affordable food
choices and they both have a strong social media following on
multiple social media platforms, such as Twitter and Faceboook.
Each competitor uses visual content to promote their brand.
Subway does not seem to effect Wendy’s at this time.
McDonald’s is Wendy’s largest competitor on social media
platforms on the topic of follower count. I believe it would be
advantageous to increase Wendy’s social media presence across
all platforms, in order to gain more followers.

13. SOCIAL MEDIA OBJECTIVES
12
In 2017, the focus of our social media strategy will be to increase sales
and overall profits by escalating traffic, publicity, and community
engagement. To accomplish this goal, our main focus will be to expand
our followers and increase customer loyalty by sharing content that is
more appealing and relevant, making it more probable to be shared
across different social media platforms. We are preparing to interact
more with our current social media community and retweeting more
user-generated content.
Specific Objectives:
• Increase visitors from social media platforms by 25% in 5 months via:
•Increased brand consciousness through increases Twitter posts
•Use of user-generated content such as #NuggsForCarter
• Increase Twitter, Instagram and Facebook followers by 5% in 5 months
• Increase quantity of visual content released on all social media
platforms by 60% in 5 months

14. KPI AND KEY MESSAGES
13
• KPI
1. Number of visitors from Facebook, Twitter, and LinkedIn
2. Number of Instagram followers
3. Number of weekly visual content posts
4. Number of likes and comments on Facebook
5. Number of likes, retweets and mentions on Twitter
6. Number of likes on Instagram
• Key Messages
1. Fresh, Never Frozen
2. #NuggsForCarter

15. ONLINE BRAND PERSONA AND VOICE
14
Words that describe our voice:
• Juicy
• Fun
•Friendly
•Delectable
When interacting with our customers
we are:
• Helpful
•Supportive
•Understanding

16. STRATEGIES
15
•Paid
Mid-week boost most popular organic Instagram posts for the weekend.
The post must have a organic reach of 40-50, with a minimum 20 likes and
4 comments.
•Owned
Introduce #NuggsForCarter to company Instagram and Twitter posts. Push
community to use the hashtag on posts and tweets to support brand.
Retweet user-generated content. Promote @Wendys among all platforms.
•Earned
Montor twitter and Instagram for keywords and hashtags: fast food, fries,
burger, applewood smoked, bacon. Apply discount codes to 100 loyal
followers over the course of 3 months.
Collaborate with 3- well known influencers who fall into the 18-30 age bracket.

17. TOOLS
16
• Approved Tools
Buffer
Tweetdeck
Hootsuite
• Existing Subscriptions and Licenses
Canva
YouTube
Vimeo

18. TIMING AND KEY DATES
17
•Holidays
National ( May 28th)
Memorial Day ( May 29th)
Fathers Day ( June 19th)
4th of July ( July 4th)
•Internal Events
Employee Appreciation Day ( June 12th)
•Reporting Dates
Reporting will occur on December 10th and June 9th

19. SOCIAL MEDIA ROLES AND RESPONSIBILITIES
18
• Marketing Director: Grant Monroe
• Social Media Manager: Roberta Jones
• Social Media Coordinator: Randy Savage

20. SOCIAL MEDIA POLICY
19
At Wendy’s, we believe in open communication, we
encourage employees to share their work and
passions, bearing in mind that social media use is
increasing daily, we recognize the importance of
proper social media conduct. As an employee of
Wendy’s, you are expected to conduct yourself in a
polite and courteous manner in your use of social
media. Use the following guidelines.

21. SOCIAL MEDIA GUIDELINES
20
 Be honest
 Be respectful to our competition
 Be respectful to all races, genders and ethnicities
Be supportive
 Don’t yield to conflict
Do not comment on legal matters
 Use common sense

22. SOCIAL MEDIA POLICY CONTINUED
21
Wendy’s is particularly serious about all matters relating to
social media. Wendy’s employees are expected to follow every
social media guideline. Any violation of these guidelines and
social media policies may result in corrective action, including
termination. Wendy’s reserves the right to take any further
action it believes is necessary. Please address any concerns to
Manager or your HR team.

23. CRITICAL RESPONSE PLAN
22
Scenario 1- Inappropriate tweet sent from @Wendys
1. When tweet is detected
• Take screenshot
• Delete tweet
• Notify Roberta Jones (Social Media Manager). If unavailable notify
Grant Monroe (Social Media Director).
2. Roberta and Grant are to discuss impact and consider further action.
3. Roberta will create a follow up tweet. Grant will need to approve.
4. If media has picked up the problem tweet, Grant will handle all direct
contact. If Grant is not available , the owner Dave Thomas will handle all
contact.
Roberta and Grant to status with employee responsible for problem tweet.
Evaluate situation and decide whether corrective action is necessary.
Pre-approved messaging:
1. Messaging is contingent on the nature of the problem tweet. Roberta and
Grant will talk about the messages on a case by case basis.

24. CRITICAL RESPONSE PLAN
23
Scenario 2- Food poisoning complaint via Twitter
1. Once tweet is found, screenshot it.
2. Immediately contact owner (Dave Thomas). Roberta Jones ( Social Media
Manager) to partner with Grant Monroe ( Social Media Director) and calculate
the popularity of the issue.
3. Roberta and Grant to evaluate further action.
4. Monitor the situation across all social media platforms.
5. Roberta and Grant to create a announcement. Dave to approve.
6. Offer empathy to producer of complaint.
7. Distribute follow-up across all platforms of social media ensuring the problem
will be addressed quickly.
Pre-approved messaging:
1. Twitter@______ We are so sorry! Please DM us so that we can help you
immediately.
2. Follow up on Twitter: We are currently investigating allegations of food
poisoning. If you have any questions, DM us!

25. MEASUREMENT AND REPORTING
24
Source Volume % of Overall
Traffic
Conversion
Rate
Twitter 1400 unique visits
+ 9% growth
15% 2.0%
Facebook 3000 unique visits
+ 20% growth
33% 4.0%
LinkedIn 200 unique visits
+ 8% growth
2% .8%

26. SOCIAL NETWORK DATA
25
Social Network URL Follower
Count
Avg. Weekly
Activity
Avg.
Enagement
Rate
Twitter Twitter.com/w
endys
1.85 M+ 14%
growth
10 posts per
week+ 12%
6%
Instagram @wendys 523 K + 18%
growth
2 post per
week + 180%
increase
Average
interactions
per post = 380
Facebook Facebook.com
/wendys
7.9 M follows+
11% growth
5 posts per
week + 200%
increase
5.0%
LinkedIn https://www.li
nkedin.com/co
mpany/wendy
s-international
32 K
followers+ 3%
growth
1 post per
month + 1%
increase
1%

27. SOCIAL NETWORK DATA SUMMARY
26
The Wendy’s Twitter following has grown by 1400 in 3 months,
which is inline with our current strategy. It is important to note
that the engagement within our social media community has
increased.

28. #NUGGSFORCARTER HASHTAG PERFORMANCE
27
The hashtag has been mentioned over 3.47 Million times on
Twitter and Instagram.
50 Twitter posts with the hashtag yielded higher than average
comments due to users tagging their friends in the comments.
#NuggsForCarter

29. QUALITATIVE KPI
28
An examination of the interactions of 50 Facebook posts, 50
Instagram posts, and 50 Twitter posts revealed the following:
A large quantity of positive feedback from our customers about their
food, along with pictures of their orders and reasons why they selected
Wendy’s over other restaurants.
Negative feedback was generally about customers receiving the wrong
orders.

30. PROPOSED ACTION ITEMS
29
1. Continue #NuggsForCarter movement.
2. Increase content on all social media platforms to increase community
engagement.
3. Create secondary movements for Facebook and Instagram to increase
community engagement.