Social Media Strategy Book for WEC Group

© Social Media Academy. 2012
2012
Social Media Strategy RedBook
Social Media Academy
228 Hamilton Ave.
Palo Alto, CA, 94301
(650) 384-0057
www.socialmedia-academy.com
Social Media
Strategy Book
for
WEC Group Ltd

WEC Group Social Media Strategy
© Social Media Academy. 2012 2 WEC Group Social Media Strategy Book
Executive Summary
Social Media is a massive and ever-growing
communication channel, representing a cultural
shift across all industries and demographics.
It’s where people spend their time online. It’s the
opportunity to move from monologue to
dialogue.

PURPOSE
Because of the way Social Media is molding the business landscape, we
recommend implementing the Social Media Strategy outlined in this report, to
create a cross-functional social media engagement between the WEC Group
Company and its clients, a strategy that is fully integrated into the social eco
system.
CURRENT SITUATION
After our initial assessment of the company, using the Four Quadrant
Assessment Strategy, Customers, Brand, Partners and Competitors, we have
found that the company’s social presence is low. There are no comments,
reviews or testimonials of customers in the social web, however, the company is
present on social platforms like Facebook, Twitter, LinkedIn, YouTube and
Flickr.
BENEFITS
As a result, we suggest the following strategy, to get more engaged with the
customers, increase customer satisfaction, recognition of customers and partners,
and allow customers to have the most cost effective production procedures for
their products. In return, the company will be aligned with the strategy’s goal, to
make WEC Group the most mentioned laser-cutting and welding company in
Europe, by the end of 2013.
FINANCIAL GAIN
One of the benefits of this strategy is a considerable increase in profit margin,
by reducing costs and gaining an overall increase of £3,086,614, based on the
company’s financial results from 2011.
STRATEGY ALIGNMENT
This social media strategy was developed specifically for the WEC Group, using
the Four Quadrant Assessment strategy, the Social Media SWOT analysis of
the company, integrating Customer Service in the strategy development,
implementing the Six Layer Strategy Hexagon, educating the team and reporting
implementation. Therefore, this strategy it is fully aligned with the company’s
objectives and goals.

RETURN ON INVESTMENT
Based on the company’s financial results of 2011, the costs involved with
implementing this strategy and the Budget Plan we recommend, the result we
foresee is a ROI of 33% by the end of 2013.
2013 ROI
FORCAST
ROI profit per month
Percentage ROI
per month
January 12,105.03 0.60
February 27,406.59 1.35
March 41,895.16 2.06
April 54,981.66 2.71
May 56,322.35 2.77
June 58,356.13 2.87
July 59,624.65 2.94
August 60,026.53 2.96
September 62,980.98 3.10
October 65,691.45 3.23
November 74,151.79 3.65
December 96,693.89 4.76
TOTAL 670,236.21 33.00
TIMELINE
2012 START: 15-Nov-12
PRESENTATION 15-Nov-12 Senior Board Members Q & A Session
C-SUITE INTRODUCTION 21-Nov-12 CFO Personalized Strategy Refinement
STATUS ANALYSIS w/c 26-Nov-12
Who are your
connections
already?
Who are your targets?
STRATEGY
DEVELOPMENT w/c
3-Dec-12 How do we get where we're going?
IMPLEMENTATION
COMMENCE
10-Dec-12 Use Christmas build-up as Social On-Ramp!
REVIEW w/c 7-Jan-13
Project Management Report 1 8-Jan-13
COMMUNITY
CULTIVATION wef
9-Jan-13
Blog; Controversial Commence! LinkedIn
Blitz
CONTENT CREATION
WORKSHOP
15-Jan-13
REVIEW w/c 28-Jan-13
RAMP PROGRAM 1 (TBD) 4-Feb-13

REVIEW w/c 25-Feb-13
Project Management Report 2 11-Mar-13
DEVELOP SUMMER
CAMPAIGN
25-Mar-13
IMPLEMENT SUMMER
CAMPAIGN
15-Apr-13
REVIEW & REALIGN AS
NECESSARY
3-Jun-13
OUTCOME BY THE END OF 2013
Increase of ROI of 670,236.21 Pounds by the end of 2013.
0.00
20,000.00
40,000.00
60,000.00
80,000.00
100,000.00
120,000.00
WEC-Group - ROI Forcast for 2013
Cost per Month (Pounds) ROI per Month Expon. (ROI per Month)

As the average cost decreases, the ROI increases.
Increase in ROI of 33% by the end of 2013.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Cost per Month (Pounds) ROI per Month
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Cost per Month (Pounds) ROI per Month

Table of Content
13TEXECUTIVE SUMMARY13T ....................................................................................................2
13TTABLE OF CONTENT13T .........................................................................................................7
13TINTRODUCTION13T .................................................................................................................8
13TASSESSMENT13T ....................................................................................................................10
13TSWOT ANALYSIS13T .............................................................................................................30
13TSOCIAL MEDIA STRATEGY13T ..........................................................................................33
13TSOCIAL MEDIA ACTIONS & PROGRAMS13T ..................................................................36
13TSOCIAL MEDIA PRESENCE13T ...........................................................................................45
13TRESOURCES & BUDGETS13T ..............................................................................................52
13TCONCLUSION13T ....................................................................................................................59

Introduction
In order to implement the Social Media Strategy
outlined in this report, we used the Four
Quadrant Assessment Model that approaches the
company from the social landscape perspective by
analyzing publicly available data about the
company’s customers and prospects, partners and
competitors.

After the initial assessment we proceeded with a Social Media SWOT Analysis
of the company to determine its Strengths, Weaknesses, Opportunities and
Threats, and determine the position of the company in the social marketplace.
Based on our Assessment and Social Media SWOT Analysis, we recommend
this strategy that incorporates a set of Programs, part of the Six Layer Strategy
Hexagon (Goal & Mission, Benefits, Presence, Actions and Programs) that will
ensure the increase of customer engagement with the company, creates a Digital
Strategy Team from the company’s executive employees for the purpose of
delivering the social media strategy.
Using social media monitoring tools like SocialMentions.com, Topsy.com,
RowFeeder, Twitalyzer, Google Alerts, we will closely monitor and create
reports of the social measurements and metrics like customer sentiments, and
monitor the outcome of the social media strategy.
SOCIAL MEDIA TEAM
Remi Tavi
Roger Irene
Marco Howard
https://xeeme.com/MarcoFABBRI http://xeeme.com/HojomoQR8r

Assessment
The purpose of a company social media
assessment is to understand the social landscape of
a business, its customers and prospects, partners
and competitors. That information shall lead to a
social media strategy helping the company to
create a better business experience for its market
constituencies.

STRUCTURE
The assessment is structured in four main topics: Customer/Market,
Company/Brand, Competitor and Partners.
FINDINGS
CUSTOMER/MARKET ASSESSMENT
No comments and sentiments about WEC’s brands could be found on the
social web.

Where are the customers and potential customers?
Mention of a
customer published
on WEC’s website.
But, who said that?

COMPANY ASSESSMENT
The WEC Group is present on Facebook, Twitter, LinkedIn, Youtube and on
Flickr. WEC divisions and companies of the divisions have their own social
presences.

FACEBOOK
80 fans on their Facebook page. No replies or “Likes” on comments to their
posts. Managers don’t use their Facebook for business. 8 employees mention
WEC as their workplace.

TWITTER
753 followers on Twitter. 317 tweets, little re-tweets, last tweet 24P
th
P September
2012.
Group Director, Wayne Wild, tweets as well.

LINKEDIN
91 followers on LinkedIn. 32 Employees have LinkedIn profiles
Group Director, Wayne Wild and Marketing Manager Jean-Yves Dziki are
active on LinkedIn, but only have 113 and 33 connections.

YOUTUBE
14 subscribers on Youtube. 17 videos published since September 2009. 14,234
video views. Comments on one of the videos got no replies of WEC.

FLICKR
224 photos from WEC Group are on Flickr. No comments at the photos.

SOCIAL MONITORING

COMPETITOR ASSESSMENT
The competitor Hutchinson is little bit more active in the social web than WEC
Group it. Their engagement is not that high that they could not be
outperformed by WEC Group.
HUTCHISON

Mentions

Social Monitoring

PARTNER ASSESSMENT

Social Monitoring

SWOT Analysis
This SWOT analysis is mainly based on the
feedback we gathered from the Assessment as
described before.
This is not a full SWOT analysis, but a Social
SWOT analysis: the information grouped on the
different areas comes from listening about WEC
Laser performed on the Web.

USTRENGTHS
The social strengths we identified
are the following:
• Quick & accessible
• Simple but powerful
• Most free so cost effective
• Can be in real time
• New market reach
• Resources – time &
manpower (can respond quickly & effectively)
• Direct contact with audience (almost face to face)
• Allows for conversations (deeper engagement & relationship building with
audience)
• Leverage of reaching more and more people with less effort
• Human factor – brand can becomes more human –there’s someone behind
Twitter/Facebook
• Build strong, long term relationships through online social networking, at
a faster pace than just relying on traditional face-to-face networking
• Finished work showcase
UWEAKNESS
The social weaknesses detected:
• Effort vs results: balance
effort put into social media
against the results obtained
• Ever-changing environment:
Because continuous
change/improvement, this
means that have to adapt
effectively and promptly
• Consistency: Engaging with your audience at a direct level means more
efforts in terms of keeping a consistent message (e.g. You may get away
with not advertising inplugged for example but if you develop a following
online,you just can’t disappear all of a sudden)
• Making up for mistakes: The time frame to correct errors that affect your
audience is less. Because you are heavily exposed, you have to take action
more promptly than if you weren’t (especially if people are having
conversations about you, you will have to engage and clarify)
STRENGTHS
WEAKNESSES

• Laser cutting industry has not evolved really into social media use. They
remain using tradional ways of contact, sale and support (phone, email, ...)
UOPPORTUNITIES
The major social opportunities to
develop.
• Communication channel
• Being present – if you are in
an interactive environment
like social media,
opportunities for
engagement, conversion &
clarification are countless (connect with people that already utilise your
service but also recover unsure prospects & build relationships)
• To develop a following/audience that auto-nurtures itself, your following
may become your best sales people.
• Talent – because of possibilities of exposure, future talent in the shape of
volunteers, employees, services will come your way – connecting. Reach
out to groups traditional media didn’t allow - new relationships, valuable
feedback that can help you develop more intelligently
UTHREATS
The most important social
threats to take care.
• Accountability
• Heavy exposure – good
and bad
• Your “Social Media
Officers” have to remain
human
• Whilst being an
opportunity also a threat as
during conversations humans can make mistakes & your following will
notice
• Results in your efforts having to increase as the audience are a step ahead
• People judge – mistakes are noticed & you will be exposed– must be ready
for prompt action
OPPORTUNITIES
THREATS

Social Media Strategy
The Objective is to make WEC Laser the most
mentioned laser cutting business in Europe by end
of 2013 and the Mission is to create a specific
situation by incorporating strategic cross-
functional involvement by WEC employees in the
company’s Social Media efforts.

UOBJECTIVE & MISSION
The Objective to fulfill with this Project is to make WEC Laser the most
mentioned laser cutting business in Europe by end of 2013.
The Mission then is to create a specific situation by incorporating strategic
cross-functional involvement by WEC employees in the company’s Social
Media efforts in order to build a presence which enables prospects, customers
and partners to communicate their needs, expectations and field reports.
To achieve this objective will be involved WEC Laser and its Divisions: Laser
Engineering UK and 5750 Components Ltd, on the WEC Group sideP0F
1
P.
On the other side (external Stakeholders) in the Company Assessment we did
not find a lot of Suppliers, Partners, Retailers, Customers and Opinion Leaders,
so in the start-up activities all will be involved.
We will have a first step related to build a Digital Strategy Team (DST): to
select the WEC Laser Responsibles and the employees to involve in the DST,
i.e. the Managers from Marketing, Product, Sales, Customer Care and Corporate
Communications.
In the second one all of the external identified Stakeholders will be contacted in
order to meet WEC Laser experts and to submit them an informal interview to
collect the problems, the best practices, the hints, the tips and whatever remark
would be useful to fine tune the Digital Strategy drafted from the internal part
of the DST.
After a first draft of the DS, all the Stakeholders will share their own contact in
order to create a Database we will use to build a Brand Community with a very
focused e-mail activity, flanked and supported from the activity on the Social
Network where the information will be shared.
In the start-up phase will be useful a weekly meeting to update and to align the
work-in-progress of the Team Building, the fine tuning of the DS, the draft of
Digital Policies and the creation of the Social Media Service Team (SST): i.e an
internal service team devoted to the daily management of the Social Network
involved.
1
Hereinafter “WEC Laser” include both “Laser Engineering UK” and “5070
Components Ltd” if not already specified.

SST will be the service that will take care of the development, the update and
the diffusion of Digital Policies. The SST Manager is a member of the DST.
The right development of this activity will be measured using the KPI defined
by the DST.
All the members of the DST will be individually assessed and then trained
to 12Tcover12T 12Teffectively and efficiently12T 12Tthe role12T 12Tentrusted to them by12T DS activities.

Social Media Actions & Programs
The Social Media Actions & Programs to engage
customers and attract them to the strategy
development.

Program #1
“UK Football & BRFC Supporters Engagement on Facebook”
USituation
WEC Group’s Engagement on Facebook is extremely low in terms of fan base.
WEC Group Ltd Official Facebook Fanpage
13TUhttps://www.facebook.com/wecgroupltdU13T
Fan base (approx.):
80 fans
November 2012

UGoals
Increase Engagement on WEC Group’s Facebook Fanpage, taking advantage of
WEC Group’s relationship with Blackburn Rovers Football Club to engage UK
football supporters, and specially BRFC supporters.

UObjectives
1. Increase Facebook fanbase to reach 5,000 fans by December 2013
Fan base (approx.):
80 fans -> 5,000 fans
November 2012 -> December 2013
10% of Blackburn Rovers FC Official Facebook Fanpage:
50.000 fans approx.
13TUhttps://www.facebook.com/1RoversU13T

UProposal
New Facebook fans and Twitter followers take part in a monthly prize draw.
2 prizes, one for Facebook and one for Twitter, consisting of:
- A “Meet & Greet” with WEC Management
- A WEC Group Plant Tour
- Watching a football match in the WEC Group’s Executive Box at
Ewood Park, Blackburn Rovers FC Stadium

UCost and Financial Resources
Facebook Promoted Posts campaign:
1 weekly Post on Facebook regarding the prize draw (during 50 weeks)
Price: 60 € per Post (estimated reach: 50,000 users)
Total (50 Posts): 3.000 €
Facebook Ads campaign:
1 Facebook Ad regarding the price draw (during 50 weeks)
Audience:
2,000,000 people
who live in the United Kingdom
who like #Blackburn Rovers F.C. or #Football
who are not already connected to WEC Group Ltd.
Suggested bid: 0.75 € Per Click (CPC)
Estimated LTR (Like-through-rate): 10%
Targeted new Likes: 5.000
Required Ad Clicks: 50.000
Total: 35.000 €
Total Cost:
40,000 €
8 € / new follower

Program #2
“Brand Awareness & Engagement among UK Designers Community on
Twitter”
USituation
WEC Group’s Engagement on Twitter is quite low in terms of
follower base, and there’s a low Brand Awareness among Designers
community on Twitter
WEC Group Ltd Official Twitter Profile
13TUhttps://twitter.com/wecgroupltdU13T
Follower base (approx.):
800 followers
November 2012

UGoals
Increase Engagement on WEC Group’s Twitter Profile, and Brand Awareness
among UK Designers community on Twitter by launching a design contest on
Twitter.
UObjectives
1. Increase Brand Awareness and Twitter Follower base with Designers
interested in WEC Laser services.
Follower base (approx.):
800 followers -> 1.600 followers
November 2012 ->March 2013
33% of Chartered Society of Designers Official Twitter Profile
followers:
900 followers approx.
13TUhttps://twitter.com/csdminervaU13T
33% of Design Business Association Official Twitter Profile
followers:
1700 followers approx.
13TUhttps://twitter.com/DBAdeborahU13T

UProposal
New and current Twitter followers take part in a design contest, posting
messages with photos of their laser cutting designs on Twitter mentioning
WEC Group’s Twitter Account.
Prize consisting of:
- A “Meet & Greet” with WEC Management
- A WEC Group Plant Tour
- His/her vision created by WEC Laser
UCost and Financial Resources
Facebook Promoted Posts campaign:
1 weekly Post on Facebook regarding the design contest during 10 weeks)
Price: 60 € per Post (estimated reach: 50,000 users)
Total (5 Posts): 600 €
Total Cost:
600 €
0.75 € / new follower

Social Media Presence
The WEC Group Social Presence. Website,
Facebook, Twitter, LinkedIn, Google+,
YouTube, Pinterest, SlideShare, Flickr and Xing.

Presence
Company
Website(s):
Websites to be
optimized for social
sharing and profile
links to promote social
ecosystem connecting
and interacting.
Social Networks:
Company profiles to be
created or optimized
for branding and
alignment with overall
strategy.
Employees and
Internal Digital
Strategy Team:
Individual profiles to
be created and/or
optimized on selected
networks.

Promote brand, products, events and promotions.
Engage actively with network including customer service
and product research.
Promote product and brand, customer service, and
message amplification and network engagement.

Company and Brand Awareness, Sales Lead Generation,
Industry monitoring and networking. Partners, Supplier
and Customer interaction. Group participation and
Customer Service.

Existing presence to be optimized and maintained. New
network “to watch”. High concentration of design,
engineering and technical occupations of users.
Provide users with video experience to showcase
company, facility, equipment, products, services and
team.

Growing network providing a visual platform to engage
with customers, partners, suppliers, etc. Cross promote
YouTube, Flickr and other social networks for
amplification.
Platform to provide Digital team and network with links
to detailed information pertaining to specific company,
product or service inquiries.

Additional Networks:
Flickr: Update and maintain
existing presence on Flickr
and incorporate into overall
strategy with all networks to
promote sharing of content.
Xing: Establish a presence
for exposure into a
neighboring regions network
(Germany).
Brand Communities, Forums, Blogs and Newsletters:
Use of content and communities to support groups (prospects, customers, team
members, partners, suppliers, vendors, etc.) with a set shared interest in WEC
Products and/or Services.
 Connects WEC Group with customers/Prospects /influencers/members
 Connects members with each other
 Connects members with non-members/prospective members

Resources & Budgets
The Social Media Strategy Timetable, Cost
benefits, Initial & Annual Budget Requirements,
Budget Framework, ROI Forecast and WEC
Group Results in 2011.

TIMETABLE
2012 START: 15-Nov-12
PRESENTATION 15-Nov-12 Senior Board Members Q & A Session
C-SUITE INTRODUCTION 21-Nov-12 CFO Personalized Strategy Refinement
STATUS ANALYSIS w/c 26-Nov-12
Who are your
connections
already?
Who are your targets?
STRATEGY DEVELOPMENT
w/c
3-Dec-12 How do we get where we're going?
IMPLEMENTATION
COMMENCE
10-Dec-12
Use Christmas build-up as Social On-
Ramp!
REVIEW w/c 7-Jan-13
Project Management
Report 1
8-Jan-13
COMMUNITY CULTIVATION
wef
9-Jan-13
Blog; Controversial Commence! LinkedIn
Blitz
CONTENT CREATION
WORKSHOP
15-Jan-13
REVIEW w/c 28-Jan-13
RAMP PROGRAM 1 (TBD) 4-Feb-13
REVIEW w/c 25-Feb-13
Project Management
Report 2
11-Mar-13
DEVELOP SUMMER
CAMPAIGN
25-Mar-13
IMPLEMENT SUMMER
CAMPAIGN
15-Apr-13
REVIEW & REALIGN AS
NECESSARY
3-Jun-13

COST BENEFITS
UWEC GROUP
$ £ euro
PROFIT & COST BENEFITS: SOCIAL SERVICE
TEAM
USUBJECT 1.5875 1.24784
$100,000,000 SMB Company
Example
$50,000,000 £31,496,063 € 39,302,047 WEC Actual
Turnover fye
31/12/11
$ %age USave
Typical
Production Cost
$40,000,000 40.00 1% $400,000 £251,969 € 314,416 Logistics &
Procurement
Better
understanding/Forward
Planning
$0
Cost of Sales $30,000,000 30.00 5% $1,500,000 £944,882 € 1,179,061 Advocacy Beneficial Engagement
$0
Marketing
Expenditure
$3,000,000 3.00 25% $750,000 £472,441 € 589,531 Social Media
Activity
Better Communication
with Marketplace
$0
Support Costs $10,000,000 10.00 10% $1,000,000 £629,921 € 786,041 Joint
Support
Encourage feedback
through all social
channels
$0
R & D Costs $5,000,000 5.00 5% $250,000 £157,480 € 196,510 Co-creation Better feedback;
reduced failure in testing
$0
Overheads $5,000,000 5.00 0% $0 £0 € 0 Let It Be! Allow to remain
unaffected
$0
Profitability $5,000,000 5.00 0% $0 £0 € 0 Social Media
Benefit
Total Advantage of
SoMe Implementation,
as below
$0
Balancing $2,000,000 2.00 $1,000,000 £629,921 € 786,041
$0
$0
$100,000,000 $4,900,000 £3,086,614 € 3,851,601 Increase
overall!
EXT
15% $735,000 £462,992 € 577,740

INITIAL & ANNUAL BUDGET REQUIREMENTS
UWEC GROUP
$ £ euro Incl
INITIAL & ANNUAL BUDGET REQUIREMENTS USUBJECT 1.5875 1.24784 $1.6MM $240k ~15% (Good
average for
outside
overview)
100,000,000 SMB Company
Example
$50,000,000 £31,496,063 € 39,302,047 NetProfit: External Consulting
Cost
$ %age
Internal
Resources
$1,000,000 1.00 $500,000 £314,961 € 393,020 3 Full Time People $165k
each
Including
Office,
Management
Cost,
$0 £104,987 Infrastructure
contribn, Overhead,
etc
Consulting
Cost
$40,000 0.04 EXT $20,000 £12,598 € 15,721 Initial Cost EXT
$0
$200,000 0.20 50/50 $100,000 £62,992 € 78,604 Project Management Ongoing DON'T OUTSOURCE
RELATIONSHIPS!
$0
External
Resources
$100,000 0.10 EXT $50,000 £31,496 € 39,302 Outsourcing Web crawling,
connections & cultivation
EXT
$0
$50,000 0.05 EXT $25,000 £15,748 € 19,651 External Content Materials, etc for
programmes
EXT
$0
System Cost $80,000 0.08 $40,000 £25,197 € 31,442 Community System
$0
$80,000 0.08 $40,000 £25,197 € 31,442 Annual Service Fees
$0
Education
Expense
$50,000 0.05 EXT $25,000 £15,748 € 19,651 Team Education Entire Company EXT
$0
$0
$1,600,000 $800,000 £503,937 € 628,833
EXT
15% $120,000 £75,591 € 94,325

BUDGET FRAMEWORK
BUDGET FRAMEWORK UBACKOFF UFRONTLINE
$75.00 /hr $150.00
UWEC GROUP LIMITED 1.5875
£47.24 £94.49
A UONE TIME COSTS UEXTERNAL UINTERNAL
CONSULTING £12,598 134 hrs
General Introduction 12
General Education 30
SOME Status Analysis (Audit) 50
Strategy Development 42
SOME SYSTEMS £25,197
Branded Community
Tools & Gadgets/Apps for Public Spaces
Reporting Systems
EDUCATION £15,748 167 hrs
Team Education 67
Partner Education 50
Core Customer Education 50
£28,346 £25,197
B UONGOING COSTS
INTERNAL RESOURCES Human Interaction Cost (HIC)
Personnel Cost FullTime 3 £314,961
PartTime
Membership Costs Groups?
EXTERNAL RESOURCES HIC 12mths £31,496
Outsourced Contributor
Services
Partners
Consultants
(The "new enterprise" is no longer determined
by their 4 walls or employment status)
Motivational Aspects for Advocates
SOME SYSTEMS £25,197
Ongoing Subscriptions
Change Management
ONGOING CONSULTING
Project Management £31,496
Project Monitoring 12mths £15,748
Project Reporting, etc 12mths £15,748
CONTENT ACQUISITION 12mths £15,748
Additional, Independent, Subject matter
Expert Articles & Insight
Content Acquired from Other Sources
£78,740 £371,654
£28,346 £25,197
£107,086 £396,851 £503,937

ROI FORECAST
WEC GROUP URoI FORECAST BENEFIT UPRESENTATION ILLUSTRATION
Contribution Margin Revenue generated from newly created "Community" CM £670,236
Cost of Interaction
w/Community
Cost to Manage & Maintain the Interaction with
Communities
IC £503,937
Return on Investment = [ U(CM - IC)U ] x 100 £166,299 33
%
[ IC ]
ie. Margin generated from the "Community Ecosystem" minus Cost of maintaining
that Ecosystem, over its Cost, times 100
Transaction Value Average deal size from new Community TV £250,000
Earned Margin Profit in Deal after deducting Cost of Delivery EM £40,000 16
%
Deal Forecast Number of Deals expected from new Community in period DF 17
Contribution Margin (Approximate) CM £680,000

WEC GROUP RESULTS – 31-DEC-2011
COMPANY ACCOUNTS OVERVIEW
UWEC GROUP LIMITED
Co Regd No. 02141828
Uhttp://www.xe.com/
fye 31DEC11 Conv
12-Nov-12
Turnover £31,783,907 1.5875 $50,456,952
Cost of Sales £22,862,605 1.5875 $36,294,385
Gross Profit £8,921,302 $14,162,567
Adjustments/Expenses £4,818,336 1.5875 $7,649,108
Profit Before Tax £4,102,966 $6,513,459
Tax £1,151,829 1.5875 $1,828,529
Profit After Tax £2,951,137 $4,684,930

Conclusion
Social Media is not a new phenomenon; people
have been providing recommendations and
opinions to friends and contacts for millennia via
channels through which a two-way conversation
can take place.

In modern history, such channels have included face-to-face discussions, letters,
the telephone and, more recently, e-mail. So what is new today?
We see a number of characteristics that distinguish today’s “digital social
media” interactions from other types of social conversations. It enables one-to-
many or many-to-many conversations and features content created and posted
by consumers of that content.
Social media is also very easy to use, highly accessible and highly scalable, and it
operates in real time. Finally, and perhaps most important for companies seeking
to protect and enhance their reputations, social media is entirely public and
transparent.
This report provides an overview of the Social Media Strategy developed for the
WEC Group and its impact on customers.
The evolving ecosystem of two-way digital engagement and the various forces
are shaping this dynamic communications channel
We provide a deep analysis of the company’s social presence and its customer’s
engagement and interaction with the company. In addition, the report explores
the strategies to use and implement, the Four Quadrant Assessment Model, the
NCP Model and the Six Layer Hexagon Strategy in order to make WEC
Group’s laser cutting division, the most mentioned business in Europe by the
end of 2013.

Social Media Strategy Book for WEC Group

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Social Media Strategy Book for WEC Group