2. Table Of Contents
1. Executive Summary
2. Social Media Audit
3. Social Media Objective
4. Online Brand Persona and Voice
5. Strategies and Tools
6. Key Dates and Timing
7. Social Media Roles and Responsibilities
8. Social Media Policy
9. Critical Response Plan
10. Measurement and Reporting Results
3. Executive Summary
• Our goal for online presence in 2016 is to increase our social
media reach on every platform and grow our relationships
with our customers
• Our two major strategies will be:
• To release interesting and relevant content to our customers
• To increase our interactions with customers on an individual level
4. Social Media Assesment
Social Network URL Follower Count Average
Weekly
Activity
Average
engagement
rate
Twitter
https://twitter.com/chipo
tletweets 808,000
posts about 15-17 times
per week 4.5%
Facebook
https://www.facebook.co
m/chipotle 3,031,117
posts about 8-9 times per
week 4%
Instagram
https://www.instagram.c
om/chipotlemexicangrill/ 382,000
posts about 5-7 times per
week
Average interactions per
post: 600
Youtube
https://www.youtube.co
m/user/chipotle 68,598
posts a group of videos
every few months 1.8%
Pinterest
https://www.pinterest.co
m/chipotlemg/ 7,500 5 posts per week .6%
Social Media Assessment:
At the present time, the highest number of interactions per post comes from
Instagram and Twitter. There is very little interaction on pinterest, so moving
forward we should consider closing it in the future
5. Website Traffic Assesment
Source Volume Percentage of
Overall Traffic
Conversion Rate
Twitter
1,500 unique
visits
5% 2.4%
Facebook
2,000 unique
visits
13% 1.6%
Instagram
2,500 unique
visits
21% 1.4%
Youtube 800 unique visits 3% 1%
Pinterest 300 unique visits .5% 0%
Traffic summary:
At this time, Facebook and Instagram drive the most traffic to our
website. Facebook and Instagram lag behind Twitter’s conversion
rate, however.
6. Audience Demographics
Assesment
Age
Distribution
Gender
Distribution
Primary Social
Network
Secondary
Social Network
Primary need Secondary
need
62% 18-30 48% Female 51% Facebook 43% Instagram Finding an
enjoyable place
to eat
Getting a good
deal on their
meals
34% 31-40 52% Male 32% Instagram 20% Facebook
12% 41-55 12% Twitter 17% Twitter
8% 56-80
According to the survey, a majority of customers are between the ages of 18-30.
Facebook and Instagram are their most used social networks. The customers
want for a enjoyable and affordable restaurant are their motivators for going to
Chipotle. Based off these numbers, we should continue to engage our
customers through Facebook and Instagram.
7. Competitor Assesment
Competitor name Social Media Profile Strengths Weaknesses
Moe’s Southwest Grill Instagram:
moessouthwestgrill
Post lots of images of
their products. They
have a large audience
response to these
posts
Their interactions are
one way
communication. Their
customers comment
on the pictures they
post, but they do not
respond.
Qdoba Facebook: Qdoba They have great
customer interaction.
They respond to their
customers comments
They do not reach very
many customers.
Tijuana Flats Twitter: @TijuanaFlats They do a lot of
different types of
content
They are infrequent
with their posting
This analysis focused on Chipotle’s 3 top competitors in their strongest forms
of social media. Varied types of content, and great interaction with customers
are their major drivers of engagement.
8. Social Media Objectives
• In 2016, our main objectives will be to increase our revenue
by increasing our social media reach and customer
interactions. We will put out more humorous and engaging
social media content weekly to promote traffic to our website.
• Some specific objectives include:
• Increase visitors to
• Increased use of links to other social media sites
• Increased use of hashtags to increase brand awareness
• Increased interactions on all social media by 30% in 6 months
• Increase use of photos on Facebook and Twitter by 40% in 6 months
9. Online Brand Persona and
Voice
• Adjectives that describe our brand:
• Fresh
• Healthy
• Sustainable
• Delicious
• When interacting with customers we are:
• Efficient
• Friendly
• Polite
10. Strategies and Tools
• Paid:
• At the end of each week, boost Facebook posts so they can be
seen on weekends. The post must have a minimum reach of
1,000 and a minimum like of 300
• Owned:
• Increase graphics and visual elements throughout all social
media. Promote with our logo and encourage customers to tag us
in posts. Place our social media names at the cash register of
each chipotle location to increase followers.
• Earned:
• Monitor twitter for words related to Chipotle food: “Burrito”,
“Guac”, “Burrito Bowl” etc. Extend discounts to customers who
share positive experiences on social media once a month.
11. Strategies and Tools
• Approved Tools
• Premier Pro
• Photoshop
• Canva
• Buffer
• Hootsuite
• Rejected
• N/A
• Existing Subscriptions/Licenses
• Photoshop License
• Vimeo
12. Key Dates and Timing
• Key Dates
• Cinco de Mayo
• National taco day
• National burrito day
• Valentine’s Day
• Labor Day
• Memorial Day
• Internal Events:
• November 16: Service Day for the company
• Reporting Dates:
• Will occur once per quarter. Precise dates TBA
13. Social Media Roles and
Responsibilities
• Marketing Director: Lauren Ayers
• Social Media Manager: Rebecca Nosacka
• Social Media Coordinator: Marcela Algave
• Twitter and Instagram manager: Elaine Petrarca
• Facebook manager: Kristen Harding
• Customer Support Coordinator for social media: Kylie Morgan
14. Social Media Policy
• Social media has become a standard in our day to day lives. We use it
to service customers, spread company messages and share our
activities and plans for the future. As an employee of Chipotle, you
are expected to use social media politely and correctly. Here are some
simple guidelines:
• Be courteous to everyone
• Do not use social media for any illegal activities
• Be helpful towards customers
• Use common sense
• If you have any questions, ask before you share
Chipotle prides itself on its stellar use of social media. We take social
media actions of our employees very seriously. Violations of this social
policy may lead to corrective actions. The company reserves the right to
take whatever necessary it deems appropriate. If you have any
questions, contact your manager or the Human Resources department.
15. Critical Response Plan
• Scenario 1: Inappropriate Facebook Post sent from Chopotle
• Action Plan
1. When post is detected
1. Take a screenshot
2. Delete post
3. Alert Rebecca Nosacka (Social Media Manager), if unavailable contact
Lauren Ayers (Marketing Director)
2. Rebecca will contact Lauren to evaluate damage done
3. Develop appropriate follow up post
4. If media has picked up the post, inform all employees not to contact
and refer all questions to Lauren. If Lauren is unavailable, Rebecca
will manage contact.
5. Rebecca and Lauren will assess what went wrong in the first place
Pre-approved message: none. Will be dependent on the post.
16. Critical Response Plan
• Scenario 2: Food Contamination in a Restaurant
• Crew should alert owner and Lauren Ayers (Marketing Director)
• Close the restaurant (if necessary)
• Lauren and owner will craft an appropriate social media response
• If media has picked up the incident, tell all employees to tell the
media to forward their questions to Lauren
• Owner will evaluate extent of damage
Pre approved message:
Twitter: One of our locations in (name city) will be closed until
further notice. We have been informed that the quality of food we
received was not up to our standards. We look forward to serving
you fresh food at this location in the future.
Facebook: Because the food was not up to our standards, a location
in (name location) was closed today. The restaurant will re-open
soon.
17. Measurement and Reporting
Results
• Quantitative KPIs
• Reporting Period: 3 months
• Data as of February 1, 2016
Website Traffic Sources Assesment
Timeframe: monthly average, November 2015 to January 2016
Source Volume Percentage of
Overall Traffic
Conversion Rate
Twitter 1,900 unique visits
+10% growth
13% 2.4%
Facebook 2,300 unique visits
+12% growth
29% 1.6%
Instagram 3,200 unique visits
+13% growth
24% 2.1%
Youtube 1,000 unique visits
+20% growth
9% 1.3%
18. Measurement and Reporting
Social
Network
URL Follower
Count
Average
Weekly
Activity
Average
engagement
rate
Twitter
https://twitter.com/chi
potletweets 994,000 +12% growth
posts about 15-17
times per week– No
change 5.1%
Facebook
https://www.facebook.
com/chipotle 3,944,123 +4% growth
posts about 10-12
times per week +30%
increase 4.4%
Instagram
https://www.instagram.
com/chipotlemexicangri
ll/ 521,000 +15% growth
posts about 8-10 times
per week +20%
increase
Average interactions
per post: 700
Youtube
https://www.youtube.c
om/user/chipotle 69,548 +6% growth
posts a group of videos
every few months--
No change 2.2%
Timeframe: As of February 1, 2016
Our Twitter has grown by 10,250 in 3 months, Facebook has grown by
110,000. Youtube has seen very little growth. We are a little behind on our
goal to increase social media following on all platforms by 30%.
We have closed our Pinterest account due to lack of interactions
19. Measurement and Reporting
• Increased use of visuals on Facebook and Twitter Performance
• In the last 3 months, the increased use of graphics have greatly
increased our interactions with users. We have gained more
followers and received more likes and shares than we did with just
text posts.
• Qualitative KPIs
• Sentiment analysis
• An analysis of the interactions on 100 Facebook posts, 100 Instagram
posts and 100 Tweets revealed the following
• An abundance of positive sentiments from customers after receiving
their food. They commonly share photos of their purchases
• The biggest driver of negative sentiment is the wait time. They express
that during busy hours, the lines can be frustrating
• Proposed action items
• Continue to use graphics
• Consider ways to reduce wait times or entertain customers while
they wait
