Making the Case for the Global Social Media Program

An E&P digital team wants to evolve and improve their social media program, but there are challenges. Internally, senior leadership sees little value in the program. Externally, the company sells a commodity, has no real ‘clients’ and, let’s face it, they’re Big Oil.

Highlights

• Began educational presentations to employee network groups and new hires to explain where the company is active on social and how they can participate

• Drafted social media training to let the workforce know that social is permitted – in fact, it’s encouraged

• Forged stronger relationships with global communicators to improve the relationship between ‘corporate’ and field

• Worked closely with third-party PR/marketing partner to analyze the data and optimize our content

• Managed four platforms, including post creation, monitoring and response, to build our audience to more than 1 million followers via primarily organic growth (very limited paid advertising)

• Elevated the visibility and importance of the program for C-Suite executives by successfully managing crisis comms via our strengthened social platforms