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.

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A cinematic wide photograph of a rocky ridge line in the Lake District at dawn, mist filling the valley below, dramatic side light on wet rock, deep blues and cold greys, atmospheric and moody, no people, no readable text, no logos
A cinematic wide photograph of a rocky ridge line in the Lake District at dawn, mist filling the valley below, dramatic side light on wet rock, deep blues and cold greys, atmospheric and moody, no people, no readable text, no logos

SOCIAL STRATEGY · FY27 · ASHGATE OUTDOOR

From Eleven

To Eighteen

Share of voice is the number this plan is judged on. Followers are not.

Rina Okonjo, Head of Brand

Slide 1 · cover · Frames the year around the one commercial number the plan is accountable for, not around followers.

Where We Sit

Share of voice across the four brands we track, over twelve months.

11%

Ashgate share

Eleven mentions in every hundred about outdoor retail in the UK.

The gap

Fellsmoor spends about the same as us on paid and gets three and a half times the conversation.

SHARE OF VOICE

Fellsmoor

38% (38 / 100)

Craghollow

27% (27 / 100)

Others

24% (24 / 100)

Ashgate

11% (11 / 100)

02

Slide 2 · metrics · Opens on the honest position rather than on a growth chart, which is what changes the conversation.

What It Is For

Four business objectives, one social objective each. Anything that does not attach to one of these four does not get made.

Financial

Social revenue

Grow social attributed revenue from £1.4m to £3.1m of a £46m total. Measured on a 28 day click and 1 day view window, unchanged all year.

Customer

Share of voice

From 11 percent to 18 percent against Fellsmoor, Craghollow and Beckwith. This is the number in the deck title and the one we report monthly.

Internal Process

Store content

Nine stores producing two usable clips a week each without head office editing them. Today it is two stores and neither is reliable.

Learning & Growth

Team capability

Every store manager trained to shoot and caption, and the freelance editor replaced by an in house one by September.

03

Slide 3 · framework · Maps every social objective onto a commercial one, so no metric on this deck exists for its own sake.

FROM 340 CUSTOMER INTERVIEWS

How A Boot Gets Bought

Trigger

Books a walking weekend in October and realises the old boots leaked in April. Starts on YouTube, not on a retailer site.

Reluctant

Research

Watches two long reviews and reads a forum thread. This is the stage we are almost entirely absent from today.

Overwhelmed

Shortlist

Saves three models on Instagram and screenshots a price. Nothing is bought here, but the shortlist is set here.

Focused

Try on

Comes into a store to try the shortlist. Sixty two percent of boot revenue is still transacted in a store.

Committed

Use

Wears them badly for a season, gets a blister, and blames the boot rather than the lacing.

Frustrated

Return

Comes back for socks, insoles and a waterproof. The second purchase is worth more than the first and we do nothing to earn it.

Open

04

Slide 4 · persona · Shows where social actually sits in the buying journey, which is what justifies the channel split that follows.

What Changes

Five channel decisions. Two of them are things we stop doing, which is the part that frees the time for the rest.

IN 2026

FROM 2027

Four channels treated as one, with the same clip posted to all of them within an hour of each other.

YouTube used as a dumping ground for cut down adverts. Nine uploads all year, none over ninety seconds.

Facebook posted daily out of habit, reaching an audience that is already in our email list.

Creator work bought as one off posts at a fixed fee, with no second post and no measurement.

Store content requested by head office, edited by head office, and posted three weeks late.

Each channel gets its own job. Instagram is the shortlist, TikTok is the trigger, YouTube is the research.

YouTube becomes the priority channel: two long reviews a month, over twelve minutes, filmed on real routes.

Facebook drops to three posts a week and stops carrying anything that is not a local store event.

Six creators on twelve month agreements, four posts each, with a tracked link and a store visit.

Stores post their own clips within a day, using a one page guide and no head office approval.

05

Slide 5 · comparison · States the channel decisions as changes rather than as a list, including the two things being stopped.

OUR 4 PILLARS

Everything we make belongs to one of four pillars, or it is not made

The pillars exist to stop the calendar filling with product photography. Two of the four are deliberately not about anything we sell, and those two are the ones that carry share of voice.

Kit that works

Long form gear reviews

Side by side comparisons

Repair and care clips

Places to go

Route films with maps

Weather window posts

Store staff local picks

People who go

Customer route stories

Creator trip diaries

Club and group takeovers

The shop

New arrivals and drops

Store events and talks

Price and stock answers

06

Slide 6 · pillars · The content pillars, each with the three formats that belong to it, so the calendar can be built from this slide.

A Normal Week

Fifteen posts, one long film and a newsletter. Nothing at all on Saturday afternoon.

MON

4

08:00: TikTok, route clip

12:00: IG story, weather

17:00: IG reel, kit care

TUE

5

09:00: YouTube, long review

12:00: IG carousel, boots

16:00: FB, store event

WED

6

08:00: TikTok, staff pick

13:00: IG story, poll

18:00: IG reel, route

THU

7

09:00: Newsletter

12:00: IG carousel, places

17:00: TikTok, comparison

FRI

8

08:00: TikTok, weekend kit

11:00: FB, opening hours

16:00: IG reel, trip diary

SAT

9

08:00: IG story, in store

Nothing after midday

SUN

10

19:00: IG carousel, recap

20:00: Community replies

07

Slide 7 · calendar · A real publishing week rather than a cadence table, because the shape of the week is what the team has to run.

How It Gets Made

Nine stores, four people and one freelance editor. This is the map that decides whether that is enough.

Suppliers

Who feeds it

Nine store teams

Six contracted creators

Buying team, on drops

Customers, tagged posts

Inputs

What arrives

Raw phone clips

Route photography

Product sample kit

Stock and price data

Process

Five steps

Weekly pillar planning

Shoot to the one page guide

Edit and caption

Schedule and publish

Reply inside four hours

Outputs

What ships

Fifteen posts a week

Two long films a month

One newsletter

Monthly share of voice report

Customers

Who receives it

Shoppers in research

Existing customers

Store managers

The exec, monthly

08

Slide 8 · process · The production workflow as a supply chain, which is the only way nine stores can feed one calendar.

PAID BUDGET

Where The Money Goes

£420,000

Paid social, year to December 2027.

Category
Amount
%
Purpose
Always on
£168,000
40%
Retargeting shortlisted products and stock back in messages
Seasonal campaigns
£126,000
30%
Four bursts: spring, summer, autumn kit and Christmas
Creator partnerships
£63,000
15%
Six creators on twelve month agreements, four posts each
Video production
£42,000
10%
Two long route films a month, filmed and edited properly
Listening and tools
£21,000
5%
Share of voice tracking, scheduling and the reporting stack
Always on is the line to cut first if the budget moves. It is the most efficient and also the most replaceable.

09

Slide 9 · investment · The paid budget as a table with a purpose per line, so it can be cut line by line rather than as a percentage.

HOW WE REPORT

The Eight We Track

SHARE OF VOICE

18%

from 11% today, reported monthly to the exec

ENGAGEMENT RATE

2.6%

from 1.4%, category average is 2.1%

SOCIAL REVENUE

£3.1M

from £1.4m, 28 day click, 1 day view

STORE VISITS

41K

attributed from a social click, measured in app

YOUTUBE MINUTES

2.4M

watch time, the research stage metric

STORE CLIPS

18/wk

two per store per week, the capacity measure

REPLY TIME

4h

median first reply during trading hours

COST PER VISIT

£2.40

paid spend divided by attributed store visits

10

Slide 10 · metrics · The full measurement set by funnel stage, with the reporting rhythm attached to each number.

Questions?

The budget line and the YouTube shift are the two worth arguing about today.

11

Slide 11 · qa · Closes plainly, because a tactical plan does not need a rallying cry to be approved.

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.

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