This document provides recommendations for United Way Allegheny County's (UWAC) social media strategic plan based on an analysis of UWAC's current online presence. It identifies key frameworks for developing strategies, including a user behavior model to understand how to engage users from awareness to advocacy, and a social media management model to improve internal practices. Recommendations include measuring social media volume to strengthen presence, activities to increase engagement, and performance to improve impact. Holistic measurement across channels is suggested to require additional technology or expert support. The document aims to provide direction to foster donors and elevate engagement through UWAC's social media presence.

1. Social Media Analysis
for Future Strategic Planning
United Way Allegheny County
Measuring Social Media
May 2014

2. Table of Contents
United Way Allegheny County
Social Media Analysis
for Strategic Plan
I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(1) MEASURING VOLUME – STRENTHEN PRESENCE
(2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(3) MEASURING PERFORMANCE – IMPROVE IMPACT
(0) SOCIAL MEDIA MANAGEMENT MODEL
(1) PEOPLE
(2) CHANNEL
(3) CONTENT
FINAL TAKEAWAY
APPENDIX

3. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(1) MEASURING VOLUME – STRENTHEN PRESENCE
(2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(3) MEASURING PERFORMANCE – IMPROVE IMPACT
(0) SOCIAL MEDIA MANAGEMENT MODEL
(1) PEOPLE
(2) CHANNEL
(3) CONTENT
FINAL TAKEAWAY
APPENDIX

4. Sophia Ahn Yi Liang Yu Ma
PROJECT MANAGER
Ankit Shah Rui Zhang
• Planning
• Research and
review
• Strategy
Development
• Life cycle
mapping
• Report and
Presentation
• Research and
review
• Strategy
development
• Insight synthesis
• Report and
presentation
• Draft Agenda
• Social Media
Data Analytics
• Strategy
Development
• Report and
Presentation
• Understanding
the working of
the system
• Data Analytics
Tools
• Google &
Facebook
analytics
• Strategy &
Direction
• Presentation
• Market research
• Trend analysis
• Social media
strategy
benchmarking
case study
• Brandwatch/Com
score data
analysis
• Presentation
3
I
II
III
IV
VI
V
I. INTRODUCTION
(1) Team Members
Yi Liang
HCPM
Business Strategist
Sophia Ahn
MAM
Marketing Strategist
Yu Ma
PPM
Data Analyst
Rui Zhang
MAM
Research Analyst
Ankit Shah
MISM
Data Analyst
• MISM: Master of Information Systems Management
• HCPM: Healthcare Policy & Management
• MAM: Master of Arts Management
• PPM: Public Policy Management

5. I
II
III
IV
VI
V
I. INTRODUCTION
4
Strategic DirectionBenchmark AnalysisAs-is Analysis
STEP I STEP II STEP III
• Conduct analysis on UWAC’s current online presence to provide a direction
for suture social media strategic plan that aims to foster donors and elevate
engagement of social engager base
(2) Purpose and Scope

6. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(1) MEASURING VOLUME – STRENTHEN PRESENCE
(2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(3) MEASURING PERFORMANCE – IMPROVE IMPACT
(0) SOCIAL MEDIA MANAGEMENT MODEL
(1) PEOPLE
(2) CHANNEL
(3) CONTENT
FINAL TAKEAWAY
APPENDIX

7. I
II
III
IV
VI
V
Top channels in connecting with people
MOBILE
Giving & Donating
#1
(Millennials, Generation X)
WEBSITE SOCIAL MEDIA
Marketing Success
#1
Marketing Success
#2
Staying in Touch
#1
Staying in Touch
#3
6
II. PROJECT OVERVIEW
(1) Background
Slide #56

8. I
II
III
IV
VI
V
• Unclear call-to-action in websites
• Emails do not direct users to
the website or social accounts
• No app or mobile-web capability
• Too many accounts under one channel
(Program websites) (UWAC website)(email)
x
x
(Social Media)
7
• Disconnect
• Distracted user path
• Incompatibility with mobile
• Unnecessary complexity
II. PROJECT OVERVIEW
(1) Background
UWAC’s current online communication state

9. I
II
III
IV
VI
V
Website should be
the final destination for users
Social media should act as support
channels to drive up more meaningful
traffic to the website
(UWAC website)(Program websites)(email) (Social Media)
8
II. PROJECT OVERVIEW
(2) Premise
Premise I – User’s final destination

10. I
II
III
IV
VI
V
EXTERNAL FACTORS
INTERNALFACTORS
Activating
Expanding
Proliferating
[Social Activeness Stages]
• Social activeness depends on
internal and external factors
• Internal business practices should
sync up with external user
behaviors
9
II. PROJECT OVERVIEW
(2) Premise
Premise II – Internal and external factors
Understanding the current position of
social activeness stage is critical in
determining relevant future actions
Slide #59

11. I
II
III
IV
VI
V
II. PROJECT OVERVIEW
(3) Framework
External
User Behavior Model
Internal
Social Management Model
How to collect and measure
data on user behavior
How to achieve best practices
within UWAC
1 2 3 4 5
+
10

12. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(1) MEASURING VOLUME – STRENTHEN PRESENCE
(2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(3) MEASURING PERFORMANCE – IMPROVE IMPACT
(0) SOCIAL MEDIA MANAGEMENT MODEL
(1) PEOPLE
(2) CHANNEL
(3) CONTENT
FINAL TAKEAWAY
APPENDIX

13. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(0) User Behavior Model & Level of Measurement
Recognize
that UWAC
exists
AWARENESS
1
Understand
specific
causes and
programs
KNOWLEDGE
2
Want to get
more
involved
INTEREST
3
Participate
and show
support
ACTION
4
Create own
media
content and
recruit
peers
ADVOCACY
5
12
User Behavior Model

14. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(0) User Behavior Model & Level of Measurement
1 Measuring volume
To Strengthen Presence
Measuring activities
To Increase Engagement
2
Measuring performance
To Improve Impact
3
13
Level of Measurement

15. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(1) Measuring Volume – Strengthening presence
• To strengthen presence by tracking selected and individual metrics
o Each social channel has a different range of user activity
o Same action can mean different level of engagement
o Not all metrics are relevant to every organization
AWARENESS
1
KNOWLEDGE
2
INTEREST
3
ACTION
4
ADVOCACY
5
14
Measuring Volume

16. I
II
III
IV
VI
V
Ref. Google Analytics
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(1) Measuring Volume – Strengthening presence
15
32 4 51 AWARENESS KNOWLEDGE INTEREST ACTION ADVOCACY
• Total visits
• Total revisits
• Total unique
visits
• Bounce rate
• Visitors staying
less than 1 min
• Revisits
• Greater than 5
total page views
• Number of
clicks on
‘volunteer’,
‘advocate’,
‘give’ and ‘your
$ at work’
• Number of
inquiries sent
from website
• Number of
donations
made through
‘Individual
donor’ link
• Completed
participate on
sign-up form in
micro-websites
• Visitors
repeating
‘Action’
behavior
WEBSITE
• Website
Slide #60-63

17. I
II
III
IV
VI
V
Ref. Twitter
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(1) Measuring Volume – Strengthening presence
16
32 4 51 AWARENESS KNOWLEDGE INTEREST ACTION ADVOCACY
• Total followers • Number of
tweet clicks
leading to the
tweets
• Favorites
• Replies
• Retweets
• Un-follows
• Hashtags (#)
• Mentions (@)
• Number of
clicks on links in
the tweet
• User-created
tweets
TWITTER
• Twitter
Slide #64-67

18. I
II
III
IV
VI
V
Ref. Facebook
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(1) Measuring Volume – Strengthening presence
17
32 4 51 AWARENESS KNOWLEDGE INTEREST ACTION ADVOCACY
• Total reach
• Total fans
• Post reach • Post likes
• Comments
• Shares
• Un-likes
• Event check-in’s
• Page mentions
and tags
• Number of
clicks on links in
posts
• User-created
postings
FACEBOOK
• Facebook
Slide #68-69

19. I
II
III
IV
VI
V
Ref. LinkedIn
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(1) Measuring Volume – Strengthening presence
18
32 4 51 AWARENESS KNOWLEDGE INTEREST ACTION ADVOCACY
• Page views • Total followers • Likes
• Comments
• Shares
• Key search
words
• Number of
times appeared
in search results
• Un-follows
• Number of
applicants to
job postings
• User generated
content
LINKEDIN
• LinkedIn
Slide #70-71

20. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
• To Increase Engagement by observing trends and measure combination of
metrics
AWARENESS
1
KNOWLEDGE
2
INTEREST
3
ACTION
4
ADVOCACY
5
19
Measuring Activities

21. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
• Observing trends & combination of metrics
o Duration + Source + Season + User journey
o Data-centric planning
Observe
1
Set Goal
2
Take Action
3
Measure &
Evaluate
4
20

22. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
• Key questions
o When and which landing page has meaningful visits? How long do they stay?
o From where those traffics are generated? Do they visit other pages?
Observe
1
21
Slide #72

23. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
• Key questions
o When and which landing page has meaningful visits? How long do they stay?
o From where those traffics are generated? Do they visit other pages?
Observe
1
22
Slide #73

24. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
Set Goal
Observe
1
2
• Key questions
o Increasing which level of engagement?
o When, where, and how?
❶ Close to recruiting season,
Timing
❷ convert the visitors with motivation in career (knowledge)
to the ones with (interest) in getting involved with UWAC’s programs,
KNOWLEDGE INTEREST
Lead Landing page
❸ through career related pages
23

25. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
Take Action
Set Goal
3
Observe
1
2
• Key questions
o Do more, Change, Add, Remove?
o Feasible? Effective?
24

26. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
Measure &
Evaluate
Take Action
4
Set Goal
3
Observe
1
2
• Key questions
o Compare before and after, increased? Decreased?
o Worked? Didn’t work?
KNOWLEDGE INTEREST
25

27. I
II
III
IV
VI
V
Ref.
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(3) Measuring Performance – Improve Impact
AWARENESS
1
KNOWLEDGE
2
INTEREST
3
ACTION
4
ADVOCACY
5
26
• To Improve Impact by converging the channels in a holistic manner
Measuring Activities

28. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(3) Measuring Performance – Improve Impact
27
• UWAC’s utilization of the current
analytic tools is staying at the
fundamental and individual level
Understanding the value of social
media activities requires more
sophisticated analytics

29. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(3) Measuring Performance – Improve Impact
28
• UWAC’s utilization of the current
analytic tools is staying at the
fundamental and individual level
Holistic measurement of online
communication activities needs
technology and/or expert support

30. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(3) Measuring Performance – Improve Impact
• LITHIUM
• SPREADFAST
• RADIAN 6
• SMALLACT
• KISSMETRICS
• HUBSPOT
Customization of
Metrics
Competitor
Analysis
Non-Profit
Specialty
Integration of
Social Media
Email & Website
Tools and Analytics
Campaign, event
Measurement
Content Tools
and Analytics
Mobile-FriendlyIntegration of
Legacy CRM
Labeling
Internal Social
Team Capability
Customization of
Metrics
Integration of
Social Media
Email & Website
Tools and Analytics
Internal Social
Team Capability
Campaign, event
Measurement
29
• To measure impact, technology/expert support is needed
[Vendor List] [Criteria List]
Relevant criteria
Slide #74-79

31. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(3) Measuring Performance – Improve Impact
30
Good Fair Not Much
Integration of
Social Media
Campaign, event
Measurement
Email & Website
Tools and Analytics
Customization of
Metrics
Internal Social
Team Capability
• Team’s evaluation result on six vendors

32. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(1) (0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(2) MEASURING VOLUME – STRENTHEN PRESENCE
(3) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(4) MEASURING PERFORMANCE – IMPROVE IMPACT
(0) SOCIAL MEDIA MANAGEMENT MODEL
(1) PEOPLE
(2) CHANNEL
(3) CONTENT
FINAL TAKEAWAY
APPENDIX

33. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(0) Social Media Management Model
PEOPLE
CHANNEL CONTENT
Talent needed to manage
online social presence
Audience response to
messages and their delivery
Highway infrastructure for
intelligible information
32
Social Media Management Model

34. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(1) People
KNOWLEDGE
Up-to-date understanding of
organization’s goals and efforts
STRATEGY
Ability to execute a strategic
approach DILIGENCE
Constant surveillance of the fast-
paced social world
• Key questions
o What makes successful social media communication implementation?
33
People

35. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(1) People
Investing in an in-house communication department
and/or social media management internal staff is desirable
34

36. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(2) Channel
Consolidation Action by user
on website
First contact
Confused • Distracted • Lost Clear • Focused • On Course
35
• Key questions
o How UWAC’s online channel mechanism can be improved?
Channel – Consolidation

37. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(2) Channel
Consolidation of dispersed accounts
of one social channel is desirable
36

38. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(2) Channel
Slide #80-90
37
NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
Website Evaluation Categories
Channel – Website
• Key questions
o Is UWAC’s main website functioning well enough to be a final destination for users?

39. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(2) Channel
Updating and renovating website
to keep pace with the web 2.0 trend is desirable
Strong Visual
Hierarchy
Simple click
path
Consistency in
design
Easier
navigation
Up-to-date
information
38

40. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
QUALITY
USER-
ORIENTED
SUPPORT
Quality message matters.
It’s about them, not us.
Systematic support is important.
39
Content

41. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
Organization & program-based ▶Trending or theme-basedQUALITY
USER-
ORIENTED
SUPPORT
Strategic Hashtag
Better accessibility, more stories, diversification
40
A Colorful and
Popular Twitter
Conversation
Between U.K.’s Top
Snack Producers After
Customer Complaint
Oreo’s creative use of
Fashion Week

42. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
41
QUALITY
USER-
ORIENTED
SUPPORT
System to Collect
Better accessibility, more stories, diversification
Have implementation partners provide
clean, heartwarming, and visual media
8 - 29 - 2013 to 5 - 7 – 2014
Most recent news update
was 8 months, 1 week, 2
days ago
Only story in “Stories of
Volunteers” is the assistance
provided by the Allegheny
Fire Department in removing
snow during a dateless
period

43. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
42
QUALITY
USER-
ORIENTED
SUPPORT
Gamification
Fun, Enjoyable, Convenient
Reward participation by giving virtual recognition
(e.g., highlighting donor levels)
Games promotes motivation to be further engaged
Jive Software
Super Civic Quest: Facebook hide-and-seek game that
motivates users to learn more about the new Honda Civic
coupe
#HGGameDay - Home Depot’s
Instagram photo contest during
college football season

44. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
43
QUALITY
USER-
ORIENTED
SUPPORT
Burrito Time
Convenient, personalized
Increase social media activity during lunch hours (i.e., 12 - 2 PM for UWAC
specifically) on the weekdays to catch more attention of users
• Burrito Time: Optimal
period during lunch break
hours when employees
check social accounts
• Through the statistical
analysis of social media
activity, the Burrito Time for
UWAC was calculated to be
at 12 - 2 PM

45. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
44
Catchy Title
US Navy teaching algebra to a villageof 80
childrenin rural Malaysia
Learn More Link
STAY CONNECTED!
QUALITY
USER-
ORIENTED
SUPPORT
Email Strategy
Personalized, easy, effective, intimate
The content, delivery, and strategic approach of emails have to be
reassessed for social media in light of the constraint of the workplace.
• For example, future emails sent to
corporate partners may only be a way to
collect personal contact information of the
donors so that the CRM system can
forward UWAC content to personal email
addresses
• The donor then can review the message at
a more convenient time

46. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
45
QUALITY
USER-
ORIENTED
SUPPORT
Search Engine Optimization
High visibility, more connection, easy access
Make websites search engine friendly by incorporating
more recognizable search terms in title tags, urls and meta description
VisibleOff the Radar
• PGH Free Taxes
• #1 Search Result
• Be a 6th Grade Mentor
• #5 Search Result
• 21 and Able
• PA 211
• United Way Pittsburgh Free tax prep
Pittsburgh
Mentor, volunteer,
PittsburghDonate, volunteer, Pittsburgh,
healthcare, human services,
disability, young people

47. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(1) (0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(2) MEASURING VOLUME – STRENTHEN PRESENCE
(3) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(4) MEASURING PERFORMANCE – IMPROVE IMPACT
(1) (0) SOCIAL MEDIA MANAGEMENT MODEL
(2) PEOPLE
(3) CHANNEL
(4) CONTENT
FINAL TAKEAWAY
APPENDIX

48. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
47
• Acknowledge where UWAC stands in social
activeness stages

49. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
48
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
External Internal
1 2 3 4 5 +

50. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
49
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
• Website should be final destination
- Website renovation should be first priority
Strong Visual
Hierarchy
Simple click
path
Consistency in
design
Easier
navigation
Up-to-date
information
Final destination

51. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
50
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
• Website should be final destination
- Website renovation should be first priority
• Consolidate dispersed accounts and providing
focused pathway for usersConsolidation

52. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
51
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
• Website should be final destination
- Website renovation should be first priority
• Consolidate dispersed accounts and providing
focused pathway for users
• Understand UWAC’s User Behavior Model and
- Measure volume to strengthen presence
- measure activities to increase engagement
- measure performance to improve impact
AWARENESS
1
KNOWLEDGE
2
INTEREST
3
ACTION
4
ADVOCACY
5

53. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
52
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
• Website should be final destination
- Website renovation should be first priority
• Consolidate dispersed accounts and providing
focused pathway for users
• Understand UWAC’s User Behavior Model and
- Measure volume to strengthen presence
- measure activities to increase engagement
- measure performance to improve impact
• Hire a vendor for holistic and more sophisticated
measurement

54. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
53
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
• Website should be final destination
- Website renovation should be first priority
• Consolidate dispersed accounts and providing
focused pathway for users
• Understand UWAC’s User Behavior Model and
- Measure volume to strengthen presence
- measure activities to increase engagement
- measure performance to improve impact
• Hire a vendor for holistic and more sophisticated
measurement
• Hire internal staff for more relevant and effective
social communication
QUALITY
USER-ORIENTED
SUPPORT

55. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(1) (0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(2) MEASURING VOLUME – STRENTHEN PRESENCE
(3) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(4) MEASURING PERFORMANCE – IMPROVE IMPACT
(1) (0) SOCIAL MEDIA MANAGEMENT MODEL
(2) PEOPLE
(3) CHANNEL
(4) CONTENT
FINAL TAKEAWAY
APPENDIX

56. Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
PART ① - Context Review
PART ② - Social Activeness Index
PART ③ - Metric Examples
PART ④ - Google Analytics Example
PART ⑤ - Vendor Study
PART ⑥ - Website Evaluation

57. Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref. “The Next Generation of American Giving,” Blackbaud
PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
56
Gen Y
(18-32)
Gen X
(33-48)
Boomers
(49-67)
Matures
(68 +)
62%
47%
-
-
59%
53%
46%
-
53%
49%
-
-
47%
40%
42%
-
43%
60%
-
-
-
-
40%
52%
-
-
30%
34%
-
-
21%
-
62%
46%
60%
52%
46%
59%
53%47%
62% 47%
40%
42%
GIVING BY CHANNEL & GENERATION IN AMERICA
• How Different Generations Donate
Mobile
phone
Work
place
Retail
purchase
Org.’s
website
Behalf
of org.
Direct
mail
Honor/
tribute
Monthly
Slide #6

58. Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref. “The Next Generation of American Giving,” Blackbaud
PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
57
• How People Stay in Touch with the Organization They Donate to
IMPORTANT WAYS TO STAY IN TOUCH
32%
28%
27%
23%
13%
3%
3%
website
newsletter
events
email
social
mobile app.
text message
32%
13%
website
social
Slide #6

59. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Activities Contributing to Marketing Success
ACTIVITIES CONTRIBUTING TO MARKETING SUCCESS
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref. “The Next Generation of American Giving,” Blackbaud
58
45
43
43
35
27
26
24
24
24
6
Design, development and maintenance
of the Corporate Website
Marketing on Social Networks
(Facebook, LinkedIn, Twitter)
Digital or Online Advertising
CMS
Commerce experience
search marketing
email marketing
mobilemarketing
analytics
company blog
Slide #6

60. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Social Activeness Stages
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref. “The Social Engagement Index – A benchmark Report by Spredfast,” Spreadfast
59
UWAC’S CURRENT POSITION & GOALSOCIAL ACTIVENESS STAGES
1
3
2
1
2
3
ACTIVATING
EXPANDING
PROLIFERATING
PATRONS
ORGANIZATION
ACTIVATING EXPANDING PROLIFERATING1 2 3
Recognized
• Importance
of social media
• How to
connect with
Millennials
Tested
• Activated
most popular
social services
• Trying
different
methods to
enhance
engagement
Planning
• Reviewing
as-is
• Preparing for
strategic plan
• Setting
direction and
considering
vendors
UWAC
Slide #9

61. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
60
3 INTEREST
• Number of
clicks on
‘volunteer’,
‘advocate’,
‘give’ and ‘your
$ at work’
Slide #15

62. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
61
3 INTEREST
• Number of
inquiries sent
from website
Slide #15

63. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
62
4 ACTION
• Number of
donations
made through
‘Individual
donor’ link
Slide #15

64. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
63
4 ACTION
• Completed
participate on
sign-up form in
micro-websites
Slide #15

65. PART ① PART ② PART ③
Slide #16
PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
64
2 KNOWLEDGE
• Number of
tweet clicks
leading to the
tweets

66. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
65
• Favorites
• Replies
• Retweets
3 INTEREST
Slide #16

67. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
66
4 ACTION
• Hashtags (#)
• Mentions (@)
Slide #16

68. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
67
4 ACTION
• Number of
clicks on links in
the tweet
Slide #16

69. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
68
4 ACTION
• Event check-in’s
Slide #17

70. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
69
4 ACTION
• Page mentions
and tags
Slide #17

71. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
70
3 INTEREST
• Key search
words
Slide #18

72. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
71
3 INTEREST
• Number of
times appeared
in search results
Slide #18

73. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Google Analytics Example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: Google Analytics
72
Slide #21

74. PART ① PART ② PART ③ PART ④
Slide #22
PART ⑤ PART ⑥
• Google Analytics Example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: Google Analytics
73

75. PART ① PART ② PART ③ PART ④
Slide #29
PART ⑤ PART ⑥
• Vendor Study - Lithium
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: http://www.lithium.com/products-solutions/social-media-management
http://www.lithium.com/products-solutions/social-media-analytics 74
• Serve industries such as food, airline, communication, gaming, IT, publishing, finance,
education, automotive, non-profit
• Major Client: Pizza Hut, Air Canada, Cisco, Honda, Olympics, the Scleroderma Foundation
“We're combining
consumer reach and
reputation system
with the leading
community platform;
building a trusted
online connection
between consumers
and the brands they
care about.”
Key features:
• Role-based UI—good for managing social media team
• Integrate Facebook and Twitter into one interface.
• Ready-to-use response templates
• Integrate with you original CRM system
• Tag, highlight and archive conversations, label contacts
• Able to track performance based on campaigns.
• Enable to conduct competitor analysis
• Evaluate customer satisfaction with response and social media posts
• Diversify contents on your website
PRODUCT OUTLINE
• Management-friendly system for
Marketing/Social media team
• Provide customer satisfaction
evaluation
• Lack of website and email
analysis.
• Unable to provide solutions to the
problems and direct edit on the
platform.
VS.

76. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Vendor Study - Lithium
• Serve industries such as real-estate, non-profit, food, entertainment, communication
advertising/marketing/PR agency
• Major Client: HomeAway, AARP, Whole Foods Market, Warner Brother, AT&T, Ogilvy
“Strengthen your
social media
management with
Spredfast, the leader
in enterprise social
media platforms. Our
SMMS delivers hard
statistics for your
company.”
Key features:
• Set the targeted demographics for your posts.
• Integrate Facebook and Twitter into one interface.
• Tag, highlight and archive conversations, label contacts
• Able to track performance based on campaigns.
• Work on mobile devices
• Customizable metrics and goals for social media management.
• Build up your content library for social media to expand your social team
• Manage different brands.
• Clear indication of progress and level of engagement
PRODUCT OUTLINE
• Allow customization for target
audience, metric and goals for
social media platforms and
campaigns
• Content Library that allows the
every organization employee to
access the contents that will be
posted on social media
• Lack of website and email
analysis.
• Not a good integration with
original CRM, not enough
detailed info on individual
followers
• Unable to provide solutions to
the problems and direct edit on
the platform.
VS.
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: http://www.spredfast.com/our-platform/
http://www.spredfast.com/our-platform/performance-index/ 75
Slide #29

77. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Serve industries such as food, airline, communication, gaming, IT, publishing, finance,
education, automotive, non-profit
• Major Client: Pizza Hut, Air Canada, Cisco, Honda, Olympics, the Scleroderma Foundation
“Listen with Radian6”
“Social insights that
drive real business
results.”
Key features:
• Word map about hot topics.
• Comprehensive content analysis and management
• Detailed demographic info about groups audience
• Integrate social platforms into one interface
• Integrate with you original CRM system
• Tag, highlight and archive conversations, label contacts
• Able to track performance based on campaigns.
• Enable to conduct competitor analysis
PRODUCT OUTLINE
• Great Content analysis and
management
• Big company with a large number
of users, quality software and
services.
• Lack of website and email
analysis.
• Unintuitive interface
• Unable to provide solutions to
the problems and direct edit on
the platform.
VS.
• Vendor Study - Lithium
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: http://www.salesforcemarketingcloud.com/products/social-media-listening/
76
Slide #29

78. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Vendor Study - Lithium
• Serving non-profit sector: charities, education, healthcare
• Major clients: American Diabetes Association, National Wildlife Federation,
University of Texas, American Red Cross
“We give you
social data.
You raise more
money.”
Key features:
• Convert your original CRM system into individual social media profiles
• Label and prioritize your contacts
• Integrate Facebook and Twitter into one interface.
• Tag conversations for management, schedule posts,
• Able to group people by actions or events
• Run on the cloud—Portable
• Quality client service comes with the product
Thrive Social CRM
• Pricing: $1,188
(suggested by the
vendor) per user per
year for all features
PRODUCT OUTLINE
• Affordable price
• Focus on social media: Social
CRM for non-profit
• Lack of website and email
analysis.
• Unable to track users overall
online activities and find
problems of communication
• Not enough insights on detail
performance on social media
• Unable to provide solutions to
the problems and direct edit on
the platform.
VS.
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: http://smallact.com/software/thrive/
http://smallact.com/software/socialvision/ 77
Slide #29

79. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Vendor Study - Lithium
• Serve: communication, telecommunication, services
• Major Clients: MailChimp, Buffer, LiveChat, Campaign Monitor
“Google Analytics
tells you what’s
happening.
KISSmetrics tells
you who’s doing it.”
Key features:
• Google Analytics “add-on”
• Find a specific person and see a history of what they have ever done since they get in
touch with you online.
• Indicate the what’s preventing people from getting to the next step.
• Group people by actions or events
• Analyze effectiveness of marketing of an event/campaign
Pricing: $150/month
(Customer behavior
tracking and reporting
tools)--$250/month--
$500/month (1-on-1
services)
PRODUCT OUTLINE
• Analysis people’s actions based on
their behavior and process of
engagement (online/offline) of
events and campaigns
• Not a strong enough social CRM
system.
• Unable to connect with your
own CRM system.
• Not enough insights on overall
performance on social media
• Unable to provide solutions to
the problems and direct edit on
the platform.
VS.
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: https://www.kissmetrics.com/features
78
Slide #29

80. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Serving 17 industries including non-profit sector
• Major clients: TheHopeLine, Thunderbird Online, Florida Institute of Technology,
National Institute for Fitness & Sports
Key features:
• Integrate Email, Website, Facebook, Twitter, LinkedIn, and original CRM into one system
with comprehensive analysis.
• Track and measure the performance of email, website and social media platforms
• Track history of communication and action of individual audience on email, website and
social media.
• Provide solutions to the problems of every online presence;
• Customize email and website layout for different groups of contacts.
• Tag, highlight and archive conversations with followers.
• Label and prioritize contacts
• Work on mobile devices
• Manage different brands.
• Provide competitor analysis
• Allow A/B testing for website and email
• Allow to conduct search engine optimization
- social media
marketing
- email marketing,
- content management
- web analytics
- search engine
optimization
“All-in-one Inbound
Marketing
Software”
• Pricing: $200/month
(basic)--$800/month
(Pro)--
$2,400/month
(Enterprise)
PRODUCT OUTLINE
• Integrate email, website and
social media in terms of design,
test, and measurement, and
management
• Unable to cover every detailed
metrics on social media
• Expensive
VS.
• Vendor Study - Lithium
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: http://www.hubspot.com/products
79
Slide #29

81. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
80
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Too many external links in the very front page, as well as a page with important program information
• Mixture of inconsistent
target: “open in new
window”, “open in same
window”, “main frame
change”
Slide #37

82. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
81
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• User’s journey to a video clip takes three clicks
CLICK 1
CLICK 2
CLICK 3
Slide #37

83. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
82
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Lack of consistency among main and program websites
Slide #37

84. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
83
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• No strategic use of color, generating unattractive
Slide #37

85. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
84
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Major call-to-action menu is in no way emphasized
Slide #37

86. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
85
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• The film menu is placed as top menu and photos menu is at the bottom along with other ancillary menus
Slide #37

87. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
86
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Inactive buttons
Slide #37

88. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
87
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Broken links pushes users to leave the site
Slide #37

89. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
88
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Text heavy pages
Slide #37

90. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
89
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Broken links pushes users to leave the site
Slide #37

91. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
90
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Lack of prompt updates
Slide #37

92. END OF DOCUMENT