Social Media Strategy and Planning Frameworks

Introduction and Context

Social media strategy is the purposeful design of organisational activity across social platforms to achieve communication, marketing, service, community, and commercial objectives. It is more than choosing platforms and posting frequently. A strategy explains why an organisation communicates, whom it seeks to influence, what value it offers, how audiences move toward action, where communication will occur, and how results will be evaluated.

For mass media managers, strategy is particularly important because social media operates within a complex media environment. Organisations compete not only with rival brands but also with creators, news organisations, communities, entertainment, advertising, and user-generated content. Platform algorithms mediate visibility, while audiences may simultaneously be consumers, critics, co-creators, and distributors of content.

A sound strategy therefore aligns three levels of decision-making:

1. Organisational level: mission, revenue, reputation, public value, and long-term priorities.
2. Marketing level: market segments, value proposition, customer relationships, and competitive positioning.
3. Channel and campaign level: platform roles, content, paid distribution, influencer partnerships, budgets, and performance indicators.

The central managerial principle is alignment. A large following is not automatically valuable. Social activity becomes strategically meaningful when it contributes to a defined organisational outcome, such as qualified leads, subscriptions, attendance, advocacy, retention, or improved public understanding.

Learning Objectives

By the end of this chapter, students should be able to:

• conduct a situation analysis for social media and influencer marketing;
• formulate SMART objectives linked to organisational goals;
• segment, target, and position an offering for social audiences;
• map customer journeys and design funnel stages;
• apply the PESO media model and content-pillar planning;
• select channels according to audience, capability, risk, and objective;
• construct a practical budget and KPI system;
• evaluate influencer activity using fit, credibility, reach, and outcomes;
• identify ethical, legal, governance, and measurement limitations.

1. Situation Analysis: Understanding the Strategic Environment

Situation analysis is the evidence-based assessment that precedes strategic choice. It prevents managers from confusing activity with effectiveness. The analysis should combine organisational evidence, market intelligence, audience research, platform data, competitor observation, and relevant environmental trends.

Internal analysis

Internal analysis examines resources and constraints, including:

• organisational mission and current priorities;
• brand reputation and distinctive capabilities;
• staff skills, production capacity, and approval processes;
• existing content assets and intellectual-property rights;
• historical performance by platform and content type;
• customer-service capacity and response standards;
• budget, technology, data access, and measurement capability.

A strategy that promises daily video, rapid customer responses, and creator collaborations is not credible if the organisation lacks production staff, legal review, or community-management capacity.

External analysis

External analysis considers:

• audience needs, behaviours, motivations, and media routines;
• competitors and substitute forms of attention;
• platform culture, algorithmic distribution, and advertising costs;
• economic, political, technological, and cultural change;
• regulation concerning advertising, privacy, copyright, accessibility, and consumer protection;
• reputational risks and likely crisis scenarios.

A PESTLE analysis—political, economic, social, technological, legal, and environmental factors—can structure broad environmental scanning. A competitor review should compare not merely follower counts but strategic choices: audience served, proposition, content formats, posting rhythm, engagement quality, creator relationships, and apparent business outcomes.

SWOT as a synthesis tool

SWOT summarises internal strengths and weaknesses alongside external opportunities and threats. It is useful as a synthesis device, not as a substitute for evidence. For example, “strong community trust” is a strength only when supported by research, retention data, positive sentiment assessed systematically, or other credible indicators. “TikTok is an opportunity” is too vague; a useful statement identifies a reachable audience, a relevant organisational objective, and the capability required.

A strategic SWOT should lead to choices. A strength such as specialist expertise may support an educational content pillar. A weakness such as slow approval may require an escalation protocol. A threat such as misinformation may require social listening, source verification, and rapid correction procedures.

2. From Organisational Goals to SMART Objectives

Social media objectives should be derived from organisational goals rather than selected because a platform makes them easy to count. Common organisational goals include increasing revenue, generating demand, retaining customers, strengthening reputation, recruiting talent, improving service, or advancing a public-interest mission.

The SMART framework requires objectives to be:

• Specific: clearly identify the audience, action, and context;
• Measurable: specify an indicator and method of measurement;
• Achievable: feasible given resources and market conditions;
• Relevant: connected to an organisational priority;
• Time-bound: associated with a defined period.

A weak objective is: “Increase engagement.” A stronger objective is: “Between April and June, increase qualified webinar registrations from social media by 20% compared with the previous quarter, while maintaining a registration cost below £12.” This objective identifies an outcome, a comparison, a time period, and a cost constraint.

Objectives should be arranged hierarchically:

Measurement terminology must be precise. Reach refers to unique accounts or people exposed, depending on the platform’s definition. Impressions refer to total displays and may include repeated exposure. Engagement rate has several legitimate definitions; therefore, a report must state its numerator and denominator.

For example, an interaction-based rate may be calculated as:

Here, all interaction counts and reach must refer to the same content set and reporting period. The formula is descriptive, not a universal industry standard. Some platforms use impressions, followers, or video views as the denominator. Comparisons are valid only when definitions are consistent.

For paid media, cost per acquisition can be expressed as:

CPA is meaningful only when “acquisition” is defined and attribution rules are disclosed. It does not by itself establish causal impact, especially where users may have converted through several channels.

3. Segmentation, Targeting, and Positioning

Segmentation

Segmentation divides a broad market or public into groups with meaningful differences in needs, behaviour, or response. Useful bases include:

• Demographic: age, occupation, education, or household composition;
• Geographic: country, region, city, or local community;
• Psychographic: values, interests, identity, and lifestyle;
• Behavioural: purchase frequency, platform use, content interaction, or loyalty;
• Needs-based: problems, desired benefits, barriers, and motivations;
• Lifecycle-based: prospects, new customers, active users, lapsed users, or advocates.

Effective segments should be identifiable, reachable, sufficiently substantial or strategically important, distinguishable in their needs, and serviceable by the organisation. Demographic stereotypes are not a substitute for research. A segment such as “young people” is usually too broad to guide content; “first-year students seeking affordable housing information in a particular city” is more actionable.

Targeting

Targeting selects the segments an organisation will prioritise. Mass targeting may be appropriate for public information or widely used products. Concentrated targeting may suit a specialist service. Differentiated targeting may involve distinct propositions and content for several groups.

Targeting decisions should consider expected value, accessibility, competitive intensity, organisational capability, and ethical implications. A platform’s ability to identify a group does not automatically justify using sensitive personal characteristics. Targeting should respect privacy law, platform rules, and fairness principles.

Positioning

Positioning is the intended meaning of an offering in the minds of a target audience relative to alternatives. A positioning statement can be structured as follows:

“For [target audience], [offering] is the [category or frame of reference] that [distinctive benefit], because [credible reason to believe].”

For example: “For time-poor postgraduate students, CampusBrief is the student-news service that provides verified, concise updates about university life because every story is sourced and edited by trained student journalists.”

Positioning must be supported by actual experience. A brand cannot sustainably position itself as responsive if its service team routinely ignores complaints. Social media makes this inconsistency visible because public comments become evidence of the brand promise.

4. Customer Journeys and Funnel Design

A customer journey describes how a person encounters, interprets, evaluates, acts upon, and continues a relationship with an organisation. Journeys are not always linear. Users can enter through a recommendation, move directly to purchase, return after a service failure, or advocate before becoming customers themselves.

A practical journey map identifies:

• stage and user goal;
• questions, emotions, and barriers;
• touchpoints and channels;
• organisational content or service response;
• desired behaviour;
• evidence and KPI;
• responsible team.

A simplified funnel is useful for planning, provided it is not treated as a complete theory of human behaviour:

Funnel metrics should be interpreted as a connected system. High reach with no qualified visits may indicate weak relevance. Many clicks with low conversion may indicate a poor landing page, unclear offer, or misaligned targeting. A low conversion rate is not necessarily a creative failure.

5. PESO Media and the Integrated Media Mix

The PESO model classifies media as Paid, Earned, Shared, and Owned.

• Paid media is purchased distribution, including sponsored posts, search advertising, creator whitelisting, and display placements. It offers control and scalable reach but incurs cost and may be discounted by audiences.
• Earned media is attention gained through editorial coverage, reviews, recommendations, or independent discussion. It can provide credibility but is less controllable.
• Shared media is social distribution and interaction involving communities, users, partners, and the organisation. It depends on participation and platform dynamics.
• Owned media consists of channels controlled by the organisation, such as websites, email lists, apps, podcasts, and brand communities. It provides greater control but still requires audience acquisition and maintenance.

PESO is a planning framework rather than a claim that media categories are completely separate. A creator collaboration may be paid by the brand, shared by the creator’s community, and later reported by journalists. A campaign should therefore specify the role each form of media plays.

For example, an organisation might use owned research as the authoritative source, paid social to reach a defined professional audience, a creator partnership to make the issue accessible, and earned media to extend public legitimacy. Integration requires consistent claims, appropriate adaptation to platform culture, and a clear route to action.

6. Content Pillars and Editorial Architecture

Content pillars are a small number of recurring themes that express the organisation’s positioning and serve audience needs. They prevent an account from becoming a sequence of disconnected promotional messages.

A useful portfolio may include:

1. Expertise: analysis, education, explainers, and evidence;
2. Product or service value: demonstrations, use cases, and proof;
3. People and culture: staff, creators, partners, and community stories;
4. Participation: questions, polls, challenges, and user-generated content;
5. Trust and responsibility: corrections, accessibility, sourcing, and impact.

Pillars should be translated into formats appropriate to each platform. One core idea may become a long-form article, a short video, a carousel, an email, and a live discussion. Repurposing is efficient only when the content is adapted rather than mechanically duplicated.

An editorial calendar should record the objective, audience, pillar, format, channel, owner, publication date, call to action, rights status, accessibility requirements, approval status, and measurement plan. It should also leave space for timely responses and avoid excessive scheduling that makes communication appear insensitive during crises.

7. Channel Selection and Influencer Strategy

Channel choice should follow strategic fit, not fashion. Managers should assess:

• presence and behaviour of the target audience;
• suitability of the platform’s formats and culture;
• ability to create accessible, high-quality content;
• algorithmic and advertising conditions;
• data and measurement access;
• community-management requirements;
• safety, brand, and reputational risks;
• cost and opportunity cost.

A channel role statement is useful: “Instagram will provide visual consideration content and community interaction”; “LinkedIn will reach professional decision-makers with evidence-led thought leadership”; “email will support retention and conversion.” If every platform is assigned the same role, strategic prioritisation has not occurred.

Influencer selection

Influencer marketing involves collaborating with people who have an established relationship with an audience. Selection should assess more than follower count:

• audience relevance and authenticity;
• engagement quality and evidence of genuine interaction;
• credibility and expertise;
• content quality and brand safety;
• audience geography and demographics where lawfully available;
• history of disclosure and commercial partnerships;
• fraud indicators, such as abnormal growth or repetitive low-quality comments;
• fees, usage rights, exclusivity, cancellation, and disclosure obligations.

Micro- and nano-influencers may offer strong community trust and specialist relevance, while larger creators may provide scale. Neither category is automatically superior. The appropriate choice depends on the objective and the audience.

Contracts should specify deliverables, deadlines, approval boundaries, disclosure language, intellectual-property rights, paid amplification, exclusivity, use of music or third-party material, data handling, and procedures for misconduct or crisis. Creative control should be sufficient to protect accuracy and law, while preserving the creator’s authentic voice.

8. Budgeting and Resource Allocation

A social media budget should include more than media spend. Relevant cost categories are strategy and research, content production, platform advertising, creator fees, rights and licensing, tools, staff time, moderation, training, accessibility, measurement, and contingency.

Three common approaches are:

• Objective-and-task: define objectives, list required activities, estimate costs, and total the budget. This is generally the most strategically defensible.
• Percentage of sales or revenue: simple but potentially pro-cyclical and weakly connected to communication needs.
• Competitive parity: considers competitor spending but may reproduce competitors’ errors and ignore organisational differences.

A budget allocation should be treated as a set of hypotheses. Managers should reserve funds for testing and optimisation rather than committing the entire budget to one unproven creative concept. Paid distribution should not compensate for a proposition that audiences do not value.

A simple paid-media planning calculation is:

Here, budget is measured in currency and CPM is cost per 1,000 impressions in the same currency. The calculation assumes the quoted CPM remains applicable and excludes additional costs such as production, tax, agency fees, and platform variation. It estimates delivery, not outcomes.

If a campaign has a budget of £6,000 and a CPM of £8:

This does not mean 750,000 unique people will be reached, because frequency and repeated exposure affect the relationship between impressions and reach.

9. KPI Architecture and Evaluation

A KPI is a selected indicator used to assess progress toward an important objective. A metric becomes a KPI through managerial relevance, not popularity. Vanity metrics—such as raw follower counts—may provide context but should not be treated as evidence of organisational success without a clear relationship to outcomes.

A balanced measurement system can include:

• Inputs: budget, staff hours, creator fees;
• Outputs: posts, videos, impressions, reach, response time;
• Audience responses: views, completion, comments, saves, sentiment;
• Behaviour: clicks, registrations, purchases, downloads, attendance;
• Business or mission outcomes: revenue, retention, reputation, service resolution, policy participation.

Attribution is difficult because users encounter multiple messages and channels. Last-click attribution gives all credit to the final recorded touchpoint and may undervalue awareness activity. First-click attribution has the opposite weakness. Multi-touch models distribute credit but rely on assumptions and tracking quality. Where possible, organisations should combine platform analytics with web analytics, CRM records, surveys, experiments, and incrementality tests.

A basic return-on-investment expression is:

“Incremental” means the additional outcome caused by the activity compared with a credible counterfactual. If incrementality is unknown, managers should report attributed return separately and avoid presenting it as causal ROI.

A practical dashboard should include a small number of decision-linked KPIs, definitions, data sources, reporting frequency, target ranges, responsible owners, and action rules. For example, a low completion rate may trigger creative restructuring, while high clicks but low registrations may trigger landing-page testing.

10. Integrated Planning Process

A complete planning sequence can be organised as follows:

1. Clarify organisational priorities and constraints.
2. Conduct internal, external, audience, competitor, and risk analysis.
3. Identify priority audiences and formulate positioning.
4. Set SMART objectives and define the measurement baseline.
5. Map journeys and identify barriers at each stage.
6. Assign roles to PESO media.
7. Select channels according to audience and capability.
8. Develop content pillars, formats, creator partnerships, and calls to action.
9. Allocate budget, staff, time, and contingency.
10. Establish governance, approvals, accessibility, and crisis procedures.
11. Launch through controlled tests where possible.
12. Measure, interpret, learn, and revise.

Planning should be iterative. A strategy document is not a substitute for learning from audience response. However, iteration should be disciplined: change one or more defined variables, record the rationale, and assess results against a baseline or comparison group.

Applied Case: CampusBrief Subscription Campaign

Background

The following is an illustrative case. CampusBrief is a fictional digital student-news service funded primarily by subscriptions and university partnerships. It wants to increase paid student subscriptions without weakening its editorial credibility.

Problem

The service has 30,000 social followers but few direct subscriptions from social channels. Its content is heavily promotional, platform roles are unclear, and the editorial team has limited time for video production. Managers initially propose “going viral,” but this is not a measurable or strategically sufficient objective.

Analysis

Audience interviews identify two priority segments: first-year students who need practical orientation information, and final-year students who seek careers, housing, and public-affairs coverage. Existing analytics show that explainers and locally relevant posts generate more saves and site visits than generic promotional messages. Competitors have strong reach but weak sourcing transparency, creating a possible positioning opportunity.

The positioning is: “For students who need reliable and useful university news, CampusBrief is the concise student-news service that turns complex local developments into verified, actionable information.”

Approach and solution

The campaign sets the following objective: over twelve weeks, increase paid subscriptions originating from social media by 25% compared with the previous twelve-week period, while keeping paid acquisition cost below £10.

The journey is designed as follows:

• Awareness: short, sourced explainers distributed through Instagram and TikTok;
• Consideration: carousel summaries and a landing page showing editorial standards and sample stories;
• Conversion: a student-priced trial promoted through owned email and paid retargeting where consent and platform rules permit;
• Retention: onboarding emails and weekly “what matters this week” summaries;
• Advocacy: student testimonials and referral prompts that do not pressure users to make misleading claims.

PESO roles are integrated. Owned media supplies the newsletter and landing page. Shared media encourages student questions and story tips. Paid media promotes high-performing explainers to selected local student audiences. Earned media is pursued through university and community coverage of the service’s public-interest reporting. Two trusted student creators explain how they use the service; their commercial relationship is clearly disclosed.

Content pillars are: verified explainers, student utility, newsroom transparency, and community questions. The budget is divided between creator fees, production support, paid distribution, accessibility, and measurement. The team defines subscription, qualified visit, and acquisition-cost rules before launch.

Outcome and evaluation

Suppose the campaign generates 900 attributed subscriptions at a total campaign cost of £7,200. The attributed acquisition cost is:

This is below the £10 target. However, the team does not automatically claim an £8 causal cost of acquisition. It compares results with the previous period, examines organic and paid exposure, and uses a holdout or geo-comparison where feasible. It also monitors cancellation after the trial period, because low-quality subscriptions would undermine the organisational goal.

Learning points

The case demonstrates that strategy links positioning, journeys, content, media roles, budget, and measurement. Follower growth is not the primary success criterion. Trust, relevance, conversion quality, retention, and editorial governance are equally important.

Ethical, Legal, and Governance Considerations

Social media strategy operates within responsibilities to audiences and society. Important areas include:

• clear disclosure of paid influencer relationships;
• truthful, substantiated, and non-misleading claims;
• privacy, consent, lawful data use, and secure handling of customer information;
• copyright, music licensing, image rights, and creator usage rights;
• accessibility through captions, readable design, alternative text, and meaningful audio description where appropriate;
• protection of children and vulnerable audiences;
• moderation that addresses harassment and harmful content without unjustified censorship;
• transparent correction procedures;
• avoidance of discriminatory targeting or exploitative emotional manipulation;
• documented approval and crisis-escalation processes.

AI tools can assist with ideation, transcription, translation, audience clustering, and performance analysis. They can also reproduce bias, invent facts, expose confidential data, or create undisclosed synthetic endorsements. Human review is essential for factual accuracy, rights, privacy, cultural sensitivity, and accountability. Organisations should document when automated tools are used and establish rules for confidential material and generated media.

Challenges and Limitations

Several limitations complicate social media planning. Platform metrics are not fully standardised and may change without notice. Algorithmic distribution reduces predictability. Attribution is incomplete because users move across devices and channels. Engagement can be artificially inflated through purchased activity or coordinated behaviour. Sentiment analysis may misread humour, slang, multilingual content, and sarcasm. Influencer audiences may not match platform-reported demographics. Finally, optimisation for immediate clicks can damage trust, editorial independence, or long-term brand equity.

Managers should therefore combine quantitative data with qualitative research, maintain consistent definitions, disclose uncertainty, and avoid treating dashboards as neutral representations of reality. Strategic judgement remains necessary.

Best-Practice Checklist

An accountable social media strategy should:

• begin with organisational outcomes;
• use evidence rather than assumptions about audiences;
• define a small number of measurable objectives;
• distinguish reach, engagement, behaviour, and outcomes;
• assign a clear role to every priority channel;
• use content pillars tied to audience needs and positioning;
• integrate paid, earned, shared, and owned media;
• evaluate creators for relevance, credibility, and safety;
• budget for production, rights, moderation, accessibility, and measurement;
• document attribution assumptions and limitations;
• protect privacy, disclose commercial relationships, and substantiate claims;
• test, learn, and revise without abandoning long-term consistency.

Chapter Summary

Social media strategy is an alignment process connecting organisational goals with audiences, positioning, journeys, content, channels, budgets, and KPIs. Situation analysis establishes the evidence base; SMART objectives convert priorities into measurable commitments; segmentation, targeting, and positioning clarify whom the organisation serves and why it is distinctive. Journey and funnel models help managers match content and calls to action with audience needs, while the PESO framework integrates paid, earned, shared, and owned media. Content pillars create editorial coherence, and channel selection should reflect audience behaviour, organisational capability, platform culture, and risk. Influencer marketing requires evaluation of credibility and fit rather than follower count alone. Finally, effective measurement distinguishes descriptive platform metrics from behavioural and organisational outcomes, recognises attribution limitations, and incorporates ethical and legal governance.

Key Terms

Situation analysis: Systematic assessment of internal capabilities and external conditions before strategic decisions.

SMART objective: An objective that is specific, measurable, achievable, relevant, and time-bound.

Segmentation: Division of an audience or market into groups with meaningful differences.

Targeting: Selection of priority segments for organisational attention and resources.

Positioning: Intended distinctive meaning of an offering relative to alternatives.

Customer journey: The sequence of experiences, decisions, and interactions through which a person relates to an organisation.

Funnel: A planning model representing movement from awareness toward action, retention, and advocacy.

PESO: Framework classifying media as paid, earned, shared, and owned.

Content pillar: Recurring thematic area that supports positioning and audience value.

Reach: Number of unique accounts or people exposed, according to the platform’s definition.

Impression: An instance of content being displayed.

Engagement rate: A defined ratio of interactions to a specified exposure or audience base.

Attribution: Assignment of credit for an outcome to one or more marketing touchpoints.

Incrementality: The additional outcome caused by an activity compared with a credible counterfactual.

CPA: Cost per acquisition, calculated as campaign cost divided by attributed acquisitions.

Influencer marketing: Paid or otherwise organised collaboration with a person who has an established audience relationship.

Owned media: Channels controlled substantially by an organisation.

Earned media: Exposure gained through independent editorial attention or recommendation.

Brand safety: Processes for reducing the risk that content or partnerships damage an organisation’s reputation.

Governance: Policies, responsibilities, controls, and procedures guiding communication and accountability.

Review Questions

Short Answer Questions

1. What is the difference between reach and impressions?
2. State the five components of a SMART objective.
3. What are the four categories in the PESO model?
4. Why is follower count an inadequate standalone KPI?
5. Identify three factors that should be assessed when selecting an influencer.

Long Answer Questions

1. Explain how situation analysis informs channel and content decisions in a social media strategy.
2. Discuss the relationship between segmentation, targeting, and positioning, using an example.
3. Explain how a customer journey and funnel can be used together without assuming that all behaviour is linear.
4. Compare paid, earned, shared, and owned media, including their principal advantages and limitations.
5. Evaluate the ethical and governance requirements of an influencer marketing campaign.

Analytical / Application Questions

1. A university has strong engagement on short videos but few course enquiries. Diagnose at least three possible causes and propose a measurement-led intervention.
2. Design a twelve-week social media strategy for a local cultural event. Include a target audience, positioning statement, SMART objective, content pillars, PESO roles, budget categories, and KPIs.
3. A campaign reports 1,000 attributed purchases from £15,000 of spending. Explain the CPA calculation and why the result should not automatically be interpreted as causal ROI.

Multiple Choice Questions with Answers

Question 1

Which statement best describes a SMART objective?

A. Increase engagement as much as possible.

B. Become the most popular account in the sector.

C. Increase qualified social-media registrations by 20% in the next quarter while keeping cost per registration below £12.

D. Post more frequently across all platforms.

Correct Answer: C. Increase qualified social-media registrations by 20% in the next quarter while keeping cost per registration below £12.

Question 2

What is the primary purpose of segmentation?

A. To eliminate the need for audience research.

B. To divide an audience into groups with meaningful differences in needs or behaviour.

C. To ensure every audience receives identical content.

D. To calculate media cost per impression.

Correct Answer: B. To divide an audience into groups with meaningful differences in needs or behaviour.

Question 3

Which PESO category refers to purchased distribution?

A. Paid media

B. Earned media

C. Shared media

D. Owned media

Correct Answer: A. Paid media

Question 4

A campaign costs £4,000 and produces 500 attributed acquisitions. What is its CPA?

A. £4

B. £8

C. £80

D. £2,000

Correct Answer: B. £8

Question 5

Why should follower count not normally be used as the only KPI?

A. Followers can never interact with content.

B. Follower count directly measures profit in every case.

C. It may not show relevance, meaningful behaviour, or organisational outcomes.

D. Platforms do not display follower counts.

Correct Answer: C. It may not show relevance, meaningful behaviour, or organisational outcomes.

Question 6

Which activity is most closely associated with the consideration stage of a journey?

A. Introducing a problem to an audience with no prior awareness

B. Providing comparisons, demonstrations, and evidence that reduce uncertainty

C. Sending retention messages to existing customers only

D. Measuring staff production hours

Correct Answer: B. Providing comparisons, demonstrations, and evidence that reduce uncertainty

Question 7

Which factor is most important when evaluating an influencer partnership?

A. Follower count alone

B. Audience relevance, credibility, engagement quality, and brand-safety history

C. Whether the creator refuses to disclose sponsorship

D. The number of unrelated platforms used by the creator

Correct Answer: B. Audience relevance, credibility, engagement quality, and brand-safety history

Question 8

If a campaign has a £6,000 budget and a CPM of £8, its estimated impressions are:

A. 7,500

B. 75,000

C. 750,000

D. 8,000,000

Correct Answer: C. 750,000

Question 9

What does incrementality refer to in campaign evaluation?

A. The total number of posts published

B. The additional outcome caused by an activity compared with a credible counterfactual

C. The number of followers gained before a campaign

D. The percentage of content that is paid

Correct Answer: B. The additional outcome caused by an activity compared with a credible counterfactual

Question 10

Which practice best supports responsible social media governance?

A. Using undisclosed synthetic endorsements to increase authenticity

B. Treating platform-reported attribution as automatically causal

C. Documenting approvals, disclosing commercial relationships, protecting privacy, and correcting errors

D. Targeting sensitive characteristics whenever a platform technically permits it

Correct Answer: C. Documenting approvals, disclosing commercial relationships, protecting privacy, and correcting errors