Social Media Strategy for Starbucks

1. STARBUCKS
SOCIAL MEDIA STRATEGY
KRISTEN DUGAN
SEPTEMBER 29, 2016

2.  Executive Summary
 Social Media Audit
 Social Media Assessment
 Website
 Audience
 Competitors
 Social Media Objectives
 Online Brand Persona and Voice
 Strategies and Tools
 Timing and Key Dates
 Social Media Roles and Responsibilities
 Social Media Policy
 Critical Response Plans
 Measurement and Reporting Results
TABLE OF CONTENTS

3.  Starbucks prioritizes the value of placing personality with
beverages and visually showcasing the personality through
social media
 Customers relate different times of the year with different
products and Starbucks wants to maximize the unique
seasonal changes that are parallel with the “personality”
factor of products
 Two major strategies will support this objective:
 Feature the personal stories of customers on social profiles
 Advocate causes that align with the mission of Starbucks
EXECUTIVE SUMMARY

4.  Social Media Assessment
SOCIAL MEDIA AUDIT
DATE: SEPTEMBER 29
Social
Network
URL Follower
Count
Average
Weekly
Activity
Average
Engagement
Rate
Twitter https://twitter.com/s
tarbucks/
11.7 M 21 Tweets/week
700 Tweets +
replies/week
60%
Facebook https://www.faceboo
k.com/Starbucks/
36.5 M 10 Posts/week 35%
Instagram https://www.instagra
m.com/starbucks/
11.5 M 7 Posts/Week 45%
LinkedIn https://www.linkedin.
com/company/starb
ucks
725,621 2 Posts/Week 25%
Pinterest https://www.pinteres
t.com/starbucks/
275 K 3 Posts/Week 15%
YouTube https://www.youtube.
com/starbucks
111 K 7 Posts/Week 10%

5.  Twitter and Facebook are the most followed accounts for
Starbucks
 Starbucks responds and engages with the most people on
Twitter. Most of the Starbucks’ tweets are dedicated to
responding to customers and creating conversations
 All channels should remain active because there is enough
engagement on all channels to benefit the Starbuck brand
SOCIAL MEDIA ASSESSMENT SUMMARY

6. Source Volume % of Overall Traffic Conversion Rate
Twitter 50,000 unique
visits
70% 96.3%
Facebook 30,000 unique
visits
65% 76.8%
Instagram No data No data No data
LinkedIn 4,000 unique visits 20% 37.1%
WEBSITE TRAFFIC SOURCE ASSESSMENT
SEPTEMBER 29, 2016

7.  Twitter attracts the most traffic to Starbucks.com, followed by
Facebook
 No direct traffic data is available on Instagram, but it is
believed that many audience members use the link in the bio
to go to Starbucks.com, and there are many interactions on
this social media platform
WEBSITE TRAFFIC SOURCE ASSESSMENT
SUMMARY

8.  Survey distributed in June/July 2016 via email (to audience
members who subscribed to Starbucks.com)
 Application responses: 1,582
AUDIENCE DEMOGRAPHIC ASSESSMENT
SEPTEMBER 29, 2016
Age
Distribution
Gender
Distribution
Primary
Social
Network
Secondary
Social
Network
Primary
Need
Secondary
Need
18-30 80% Female
55%
Female
55%
Instagram
40%
Drinking a
refreshing
beverage
Enjoying a social
atmosphere
where people
31-40 60% Male
45%
Male
45%
Facebook
20%
can come
together for
41-55 20% Facebook
30%
Twitter
20%
Conversation
and community
56-80 20% Instagram
40%
Twitter 50%

9.  A majority of the Starbucks social media audience is between
the ages 18-30
 Twitter and Instagram are the strongest social media
platforms
AUDIENCE DEMOGRAPHIC ASSESSMENT
SUMMARY

10. Competitor Name Social Media Profile Strengths Weaknesses
Dunkin Donuts Dunkin’ Donuts Frequent visually
distinct, branded
posts with a lot
of audience
interaction.
Eeach photo is in
a coffee shop
frame and easily
recognizable as
Dunkin Donuts
The audience is
disengaged;
questions,
comments and
concerns go
unaddressed
McDonalds McDonalds The hashtag
#mccafe is
frequently used.
A lot of user
generated
content
Infrequent posting
and the social
media accounts
are not maximizing
the user generated
content
COMPETITOR ASSESSMENT
SEPTEMBER 29, 2016

11.  Both competitors have a strong presence on Facebook and
Instagram.
 Competitors have high quality content which is great for
audience engagement
 Each competitor has a unique hashtag that generates brand
mentions on all social media platforms, especially Instagram
 There in more one-way communication rather than two-way
communication
 Audience feedback in not prioritized on social media accounts
COMPETITOR ASSESSMENT
SUMMARY

12.  Overall Business Goals:
 The focus of Starbucks is to give customers quality beverages that
represent seasons, community and high standards of the best coffee
 Social Media Objectives to Support Business Goals
 Acquire new followers and consumers, more interactive posts and an
engaging presence online. We will share more meaningful content and
respond to our audience more frequently
 KPIs Quantitative
 Increase followers by 3,000 in 6 months
 KPIs Qualitative
 Increase volume of visual content by 40% in 6 months
 Key Supporting messages
 We care about customer satisfaction, selling quality products and giving
back to the local and global community
SOCIAL MEDIA OBJECTIVES

13.  Adjectives that describe the
brand:
 Bold
 Fun
 Creative
 Unique
 Loyal
 Examples of brand voice in
social media interactions:
 Friendly
 Honest
 Encouraging
 Solution-oriented
ONLINE BRAND PERSONA AND VOICE

14.  Earned
 1: Monitor Twitter for key words such as coffee, brew, dark roast, cold
brew
 2: Extend discount codes to leads over the next two months to deliver
unexpected delight
 Paid
 1: Boost most popular organic content from Facebook once a week
 The post must have a minimum organic reach of 125, 200 likes and 150
comments
 Owned
 1: Introduce #SundaySoulAndStarbucks to company Instagram posts.
Encourage customers to use the hashtag to feature how Starbucks
helps the soul achieve balance and joy. This user generated content
will be featured every Sunday
STRATEGIES AND TOOLS:
STRATEGIES

15.  Approved
 Hootsuite
 Buffer
 Rejected
 N/A
 Existing subscriptions/licenses:
 Canva
 Vimeo
 Photoshop
STRATEGIES AND TOOLS:
TOOLS

16.  Key Dates
 Summer time (June 1- August 31), Fall time (September 1-October 31),
Winter time (November 1-December 31), Valentine’s Day, President’s
Day, Spring Break, Labor Day, Father’s Day, Mother’s Day
 Internal Events
 Community outreach (January 20-22, 2017), food and toy drive
(November 13-22, 2016)
 Lead Times
 Food and toy drive will be for the community during Thanksgiving/winter
holidays. We will begin planning how we will execute in the beginning of
October
 Reporting Dates
 Reporting will occur once a quarter in February, May, August and
November. Precise dates TBA
TIMING AND KEY DATES

17.  Social Media Director: Brady Schultz
 Responsibilities: Develop marketing strategies, execute ideas,
measure feedback
 Social Media Manager: Bernard Acoca
 Responsibilities: Approve and post content on all forms of social
media
 Social Media Coordinator: Andy Adams
 Responsibilities: Communicate social media plans with all
departments within Starbucks so that every employee in
SOCIAL MEDIA ROLES AND
RESPONSIBILITIES

18.  Social media is deeply ingrained in our daily life. We use it to
spread company messages, interact with customers and
partners, and share personal actions, thoughts, ideas and
more. As an employee and representative of Starbucks, you
are expected to demonstrates best practices and a sense of
etiquette in your use of social by following guidelines:
 Be respectful
 Do not post about illegal activities
 Be polite to all
 Find solutions, do not create problems
 Act helpful, especially to customers
 Do not disrespect competitors
 Ask if you ever question if a post in appropriate
SOCIAL MEDIA POLICY

19.  Scenario 1:
 Inappropriate Tweet sent from Starbucks Action Plan 1:
 When Tweet is detected
 Take screenshot
 Delete Tweet
 Alert Social Media Manager
 If Social Media Manager is unavailable, alert Marketing Director
 Discuss impact and reach
 Develop appropriate follow up Tweet to be approved by Marketing Director
 If media has picked up on Tweet, the Marketing Director will manage all direct
contact
 Sync with all employees responsible for publishing Tweet and determine if
disciplinary action is required
CRITICAL RESPONSE PLAN

20.  Scenario 2:
A product is reported to be unsanitary and reported
to media:
 Identify how the product became contaminated
 Create solutions to ensure that the issue will not happen in the
future
 Issue an apology to the public that the product did not meet the
high standards that Starbucks has for all its products
 Write a letter of apology to the customer and provide free products
for life
CRITICAL RESPONSE PLAN

21.  Quantitative KPIs
 Reporting Period: 3 months
 Date as of February 1, 2016
 Social Network Data (Date: September 29, 2016)
MEASUREMENT AND REPORTING
RESULTS
Social
Network
URL Follower
Count
Average
Weekly Activity
Average
Engagement Rate
Twitter https://twitter.com/st
arbucks/
11.6 M +
11% growth
18 posts/week + 10%
increase
4%
Facebook https://www.faceboo
k.com/Starbucks/
36.1 M +
25% growth
9 posts/week + 300%
increase
6%
Instagram https://www.instagra
m.com/starbucks/
7.7 M + 10%
growth
6 posts/week + 300%
increase
Average interaction per post:
450
LinkedIn https://www.linkedin.
com/company/starbu
cks
10,000+ +
15% growth
1 post/month + no
change
1.5%

22. Website Traffic Sources Assessment
 Timeframe Monthly average: November 2015 to January 2016
 Date: September 29, 2016
MEASUREMENT AND REPORTING
RESULTS
Source Volume % Overall Traffic Conversion Rate
Twitter 5500 unique visits
+ 20% growth
34% 2.9%
Facebook 3400 unique visits
+ 10% growth
26% 1.8%
LinkedIn 210 unique visits
+ 5% growth
3% .02%

23.  Result Assessment:
 Our Instagram following has grown 1100 in 3 months, on track to hit
the target of 7.8 million followers in a 6 month timeframe. The
average interactions per post have increased by 55% from 290 to
450
 Qualitative KPIs
 Sentimental Analysis: An analysis of the interaction on 100 Facebook
posts, 100 Instagram posts and 1000 Tweets resulted in the
following:
 Positive sentiment from customers following their visit on all platforms of
social media. This includes sharing posts and stories of their experience
and recommendations of Starbucks to friends/followers
 The most negative feedback is about incorrect orders and prices
MEASUREMENT AND REPORTING
RESULTS