The Beer Store A Strategic Plan for 2011 – Erin Scott
Goals • Make The Beer Store Ontario’s ultimate source for beer! • Elicit more feedback from consumers and facilitate two-way communication. • Create more effective social media channels that encourage greater engagement. • Increase profits by making The Beer Store more accessible and well known.
Objectives • Appeal to publics that may not choose to purchase beer at The Beer Store. • Increase online traffic 20 per cent by making thebeerstore.ca more interactive. • Better utilize third party endorsements. • Increase total feedback gained by social media 30 per cent.
Position The Beer Store has been around since 1927. TBS is an organization with a rich heritage and strong community tradition. We are the primary distribution and sales channel for beer in Ontario. Now, we want to be the ultimate source for beer in Ontario. WE CAN DO THIS!
Why We’re Here • On top of providing Ontario with over 350 types of beers at 440 locations, our business is to create value for stakeholders. • We provide taste guides, recipes, food pairings, entertainment and responsible hosting ideas, etc. • There are changes to our social media that will increase interest in TBS. • The Beer Store needs to be the ultimate source for social media, too.
How We’ll Do It • Use social media channels to appeal to new publics. • Working with Chill Magazine. • Compare media tools used by brewers to evaluate which channels to add and which yield least amount of Internet traffic. • Creating more opportunities for publics to give feedback directly to The Beer Store’s PR team.
Methods • Facebook page will include more discussions, some topics to be determined by “fans”. • Using Digg or StumbleUpon to provide promotional information about TBS and to encourage fan lists. • On YouTube videos of events, products and consumers will be shared, creating a feeling of inclusivity amongst consumers. • The creation of a smart phone application, exclusive to TBS, that allows consumers to find TBS locations both by city and postal codes.
Methods • Smart phone app will provide new product and promotional information as soon as it occurs. It will also extend TBS’s outreach. • Smart phone app will provide current information such as which locations are closed for renovations and provide a second TBS location. • Chill Magazine “Beerologist” segments will be filmed or set to video footage and posted to both TBS’s website, Facebook page and YouTube channel.
Measurements & Metrics Sales will be the most obvious tool to measure any gain of consumers. Google Analytics will be the main tool used for monitoring any increase in web traffic. BackType.com may also be used, as it is free. Content analysis of feedback and discussion boards on Facebook, Digg, and Twitter.
More Monitoring social book marking site, del.icio.us will provide information about the popularity of TBS’s new social media efforts. Using bit.ly to shorten links for Twitter – this site also tracks the number of unique visits to the linked website. All data from content analysis and sales monitoring will be collected in a cohesive report to present to line managers.
Budget • Social Media Group provides a no-cost Social Media Request for Proposal template on their website. Use if need be. • Use of existing Google Analytics account. No further cost. • $36,000 - $40,000 salary toward newly hired Social Media Marketing Strategist. • Price of smart phone application TBD. Consult with same company that oversees TBS’s website.
Expected Outcomes • We become the ultimate source for beer! • A notable increase in web traffic through all current and proposed social media channels. • Collection of information from monitoring efforts will be used in future public relations decisions for TBS. • Creation of trails will go on to attract more consumers. • An increase in contest participation as well as event awareness and attendance. • Overall increase in product awareness, number of consumers.