Social-Media-Strategy-RedBook-Final

© 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

13TASSESSMENT 13T .................................................................................................................... 10

13TSWOT ANALYSIS13T ............................................................................................................. 30

13TSOCIAL MEDIA STRATEGY13T .......................................................................................... 33

13TSOCIAL MEDIA ACTIONS & PROGRAMS13T .................................................................. 36

13TSOCIAL MEDIA PRESENCE 13T ........................................................................................... 45

13TRESOURCES & BUDGETS13T .............................................................................................. 52

13TCONCLUSION 13T .................................................................................................................... 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

thP 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

1P.

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

https://www.facebook.com/wecgroupltd



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

13TUhttps://www.facebook.com/wecgroupltdU13T

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


https://www.facebook.com/1Rovers



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/wecgroupltd U13T

Follower base (approx.):

800 followers November 2012

https://twitter.com/wecgroupltd



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.

13TUhttps://www.facebook.com/wecgroupltd U13T

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/csdminerva U13T

33% of Design Business Association Official Twitter Profile followers:

1700 followers approx. 13TUhttps://twitter.com/DBAdeborah U13T


https://twitter.com/csdminerva

https://twitter.com/DBAdeborah



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

http://www.xe.com/



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-RedBook-Final

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