We placed a consultant at the intersection of social strategy and data analysis, someone capable of bridging the gap between day-to-day operations and organisational policy. Rather than delivering isolated audits or one-off reports, we provided ongoing strategic guidance, helping VRT’s brands translate organisational goals into a concrete social media strategy, tailored per brand, per platform, and with clear priorities.

This involved both making strategic decisions and implementing the right measurement frameworks to evaluate those decisions, always with a focus on identifying opportunities and organisational risks.

Social media goes beyond likes and reach. It is about understanding why content performs, which platforms structurally contribute to organisational objectives, and what actions should be adjusted moving forward.

This evolved into a broad analytical and strategic role. We supported the development of clear channel strategies: determining which types of content fit which brands and platforms, how and when paid social should be deployed most effectively, and when to launch new accounts versus further investing in existing channels. Content analyses resulted in concrete recommendations regarding which formats should be scaled up and which should be reduced.

In addition, we mapped the demographic overlap between the various social media accounts across different brands. For the first time, these insights gave VRT a clear understanding of who they were already reaching on social media, where audiences overlapped, and what a centrally managed social media policy should look like, one that spans the entire organisation and strategically manages who VRT reaches, where, and when.