Objective

KPMG wanted to know which of its senior partners' social posts drove the most and least engagement, who was actually engaging, KPMG staff, or the outside world, and how the posts compared with competitors by engagement volume and post type.

Separately, KPMG commissioned training to give its communications team practical digital media skills it could adopt into day-to-day activity, rather than buying the output each time.

Creative response

• Six months of activity analysed across the Big 4 and the selected senior partner's Twitter accounts.
• Output and engagement measured, totals, averages and trends rather than a single snapshot.
• The high-engagement posts and events isolated, alongside output frequency and topic analysis.
• The audience separated out. Key internal and external stakeholders engaging with the tweets were identified individually.
• Delivered in two weeks as a written PDF.
• Training in two strands. Benchmarking with best-practice recommendations, plus a practical session building in-house delivery skills, more engaging content, and tools usable without expert knowledge.

Results

BIG 4, the competitor set benchmarked against

IN-HOUSE, training skills adopted, with templates developed further by KPMG's own team

The findings informed KPMG's communication strategy and were used to train partners in social media best practice, and that the training led to higher engagement rates across the firm's media activity.

Neither engagement carries a number for its result. Six months, two weeks and the Big 4 comparison set are scope facts about the work, not outcomes of it.

The work