Beschreibung der Beschaffung
The service provider shall, based on its particular expertise and experience, in terms of:
— strategy: develop, implement and constantly adjust a strategy that fully exploits the potential of social media to achieve our goals, including in particular:
—— a long-term vision for HQ social media channels and clear steps and deliverables towards enacting this vision annually, including:
— a vision for how our 7 regional offices (CLCs) can leverage a local iteration of the HQ plan,
— a vision for how our 3 business units (pillars) — innovation, business creation, education — can leverage social media to support their marketing needs:
—— an engaging and ownable creative look and feel, tone and style that speaks to our own organisation's positioning, but also recognises the needs of social media users and individual channels (supporting optimised use of specific channels);
—— an acquisition plan for increasing our following including target audience assessment and approach in line with our need to raise awareness and demonstrate our impact to every potential audience;
—— an engagement plan for increasing engagement and interaction from our social media followers and how to broaden this to those not already following us;
—— a measurement structure outlining KPI's and transparent tools to assess progress and achievements.
— content — development of content to share via the social media channels:
—— develop and constantly update and implement a social media calendar highlighting opportunities for social media activity based on planned events, activities and programme and business cycle milestones and outputs throughout the year, also including newly conceived social media campaigns and tactics;
—— develop all social media collateral, including but not limited to imagery, video, text.
— innovation within this will be welcomed, e.g., new and engaging formats specific to each social media channel,
— relevant core plans and materials to be shared with CLCs/Innostars, including template materials that can be adapted for local use alongside relevant targeting, etc.,
— community management — develop, implement and constantly adjust a clear process for the day-to-day running of the social media accounts including content sharing, engagement with relevant conversations outside of our own content calendar and community management:
—— providing a feasible process and sufficient capacity for managing social communities (for example, response for replying to direct messages, engaging with comments on posts, seeking out relevant external posts to comment on).
— design — provide and execute a creative concept for our social media channels in line with branding guidelines across channels,
— development — creation of supporting assets to support the delivery of the social media plan,
— analytics and reporting — measuring statistics in line with the social media strategy and report on the metrics,
— develop an organisation-wide strategic approach to social media and provide relevant guidance and training that can be utilised by CLCs and pillars to inform their use of social media and be a key strategic driver in assessing the performance and advising on use of social media to ensure the optimal representation of our organisation consistently across functions and regions,
— project management — provide clear proposals, specifications, KPIs, budgets and timelines to the EIT Health team and manage the feedback process with various stakeholders i.e. HQ and CLC comms, pillars:
—— strategically assess and analyse social media metrics with regular evaluation of the value the activity is having on the wider organisation, as well as highlighting learnings to inform future use of social media (including opportunities to improve).
Although social media strategy and implementation is sought in a pan-EU capacity, the service provider is also required to support the CLCs (including Innostars) and the pillars with their social media engagement.