In the developed model we only go 2 levels 'higher'. So an activity such as using Twitter must first be linked to the question why this activity is being done. Is it to recruit, sell, have a dialogue, for co-creation, build trust, etc.? That answer must then be linked to an organizational goal, such as increasing reach, making profit, innovating, customer satisfaction, etc. On the other hand, an activity such as using Twitter must also be converted into a (measurable) result, the so-called accountability. How are you going to see if it has worked, do you do that by measuring customer satisfaction, more awareness or better reputation, increased customer loyalty or reduced costs?
The crux of the model is that it helps to make decisions about social media activities precisely by seeing them in morocco phone number list combination with goals, instruments and impact. An organizational goal to increase reach and ultimately measuring customer satisfaction do not match. However obvious, we have encountered these kinds of situations. Because a model is just a model, we have created a board game in which the aim is to make quartets of the 4 aspects (goals, instruments, activities, impact) where it is important to arrive at a good combination. The feedback we have received in various workshops is that the game makes this coherence clear and makes considerations about the use of social media explicit. And why a board game? Simply, that is why.