Ashgate Outdoor Social Strategy 2027
Social media strategy deck
Eleven slides from the in house team at Ashgate Outdoor, an invented nine store outdoor retailer, presenting the 2027 plan to its exec. It opens on share of voice at eleven percent against a competitor at thirty eight, maps each of four social objectives onto a commercial one, and puts a real publishing week and the production workflow on slides, because that is where an annual plan usually falls apart.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- Frames the year around the one commercial number the plan is accountable for, not around followers.
- Slide 2metrics
- Opens on the honest position rather than on a growth chart, which is what changes the conversation.
- Slide 3framework
- Maps every social objective onto a commercial one, so no metric on this deck exists for its own sake.
- Slide 4persona
- Shows where social actually sits in the buying journey, which is what justifies the channel split that follows.
- Slide 5comparison
- States the channel decisions as changes rather than as a list, including the two things being stopped.
- Slide 6pillars
- The content pillars, each with the three formats that belong to it, so the calendar can be built from this slide.
- Slide 7calendar
- A real publishing week rather than a cadence table, because the shape of the week is what the team has to run.
- Slide 8process
- The production workflow as a supply chain, which is the only way nine stores can feed one calendar.
- Slide 9investment
- The paid budget as a table with a purpose per line, so it can be cut line by line rather than as a percentage.
- Slide 10metrics
- The full measurement set by funnel stage, with the reporting rhythm attached to each number.
- Slide 11qa
- Closes plainly, because a tactical plan does not need a rallying cry to be approved.
What makes this deck work
Share of voice replaces follower count
The deck opens on eleven percent against a competitor at thirty eight, spending about the same on paid. Follower counts describe an audience; share of voice describes a market position, and only one of the two an exec team can act on.
Two channels are downgraded on purpose
Facebook drops to three posts a week and one off creator buys stop entirely, which is what pays for two long films a month on YouTube. A strategy with nothing being stopped in it is a wish list.
The week is on a slide
Fourteen posts laid out Monday to Sunday, with nothing at all on Saturday afternoon. Cadence tables get agreed and then ignored; a week the team has to actually run gets argued about in the meeting, which is the point.
Questions people ask
What should a social media strategy presentation include?
Where you are today, business objectives mapped to social objectives, the audience and their journey, channel decisions, content pillars, cadence, production workflow, paid budget, measurement and the reporting rhythm.
How often should we post on each platform?
Published guidance sits around three to five Instagram posts a week, one to two a day on Facebook and LinkedIn, and three to five a week on TikTok. Observed business averages run higher than the advice, so treat cadence as a capacity decision rather than a rule.
How many content pillars should we have?
Three to five. This example uses four, and deliberately makes two of them about things the retailer does not sell, because those are the ones that carry share of voice rather than conversion.
Which metrics prove social media works to leadership?
Pick one commercial metric and one category metric, then support them. This deck commits to attributed revenue and share of voice, with engagement rate, watch time, store visits, reply time and cost per visit underneath. Engagement of one to three percent is a common benchmark band.
How do nine stores feed one content calendar?
Through a workflow drawn as a supply chain. Slide eight shows who captures, who edits, who approves and who publishes, with store level material entering at the first stage. Without it a plan that depends on store content collapses in February, because nobody owns the step between a photograph on a phone and a scheduled post.
Should the paid budget be shown as percentages or as a table?
As a table with a purpose on each line. Slide nine does that, so an exec can cut one line and see what stops, rather than trim the whole budget by fifteen percent and expect everything to continue. It also forces the team to say what each pound is buying before the year starts.
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