Social media is the channel where an organisation’s positioning is tested most frequently and with least control.
Many organisations have an active social media presence, but that activity does not always build positioning. When social media operates disconnected from the communication system, every post starts from scratch.
We work with organisations that want their social media presence to be a coherent extension of their strategic positioning, not a parallel channel with its own logic.
Defining the role social media plays within the communication system: what positioning it reinforces, what territories it develops and what tone is coherent with the overall framework. Strategy is not defined by platform: it is defined by positioning.
Not all platforms are relevant for all organisations. Defining which networks make sense to be on, with what intensity and with what specific objective on each, avoiding the dispersion that generates presence without impact.
Creation and publication of content aligned with the strategic framework: copy, visual formats and video. Content is not produced by calendar: it is produced because it has something to say.
Supporting the digital presence of executives and spokespeople: defining the tone, territories and boundaries of personal discourse on social media, so that the individual voice reinforces the organisation’s positioning.
Interaction with followers, comment management and response to situations that require editorial judgement. Community management is not customer service: it is the day-to-day expression of the organisation’s discourse.
Tracking performance from a positioning standpoint, not just reach. Which content reinforces the defined territories and how the digital presence evolves in terms of cumulative authority.
Before defining any calendar or choosing any platform, we understand the strategic framework.
Before defining any calendar or choosing any platform, we understand the organisation’s strategic framework: what position it wants to build, what it has already built and how social media can reinforce it rather than contradict it.
From there we work in an integrated way with the rest of the communication system. The content published on social media is not independent of editorial content, media relations or spokespeople’s discourse. Everything responds to the same framework.
What we do not do is manage social media without a defined strategy. Execution without a framework produces activity, not positioning.
Editorial calendar and content production
Platform map and roles by channel
Social media strategy integrated with positioning
Monitoring reports and strategic interpretation
Tone, register and discourse boundaries guide for social media
We can do both depending on what the organisation needs. What we do not do is manage social media without a defined strategy: execution without a framework produces activity, not positioning.
The ones that are relevant for each organisation. We do not have a fixed list: platform selection is part of the strategic work and depends on the positioning to be built and where the audiences that matter are.
Yes, when it makes strategic sense. The digital presence of an executive can significantly reinforce the organisation’s positioning if it is aligned with the common framework. It can erode it if it operates with its own logic, disconnected from the system.
Not only by reach, engagement or followers. We assess whether the social media presence reinforces the defined positioning territories, whether the discourse is consistent over time and whether the digital activity contributes to building authority or simply generates one-off visibility.
