how to plan and implement a social pr strategy that works for your organisation
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HOW TO PLAN & EXECUTE REAL-TIME PR THAT DELIVERS FOR YOUR
ORGANISATION.
2
Philip Sheldrake
Meanwhile
Blog
CIPR TV
___________
Social PR, London, 28th Feb 2011
www.andmeanwhile.com
www.philipsheldrake.com
/in/philipsheldrake
@sheldrake
www.cipr.tv
___________
#socialpr
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales3
1. What does success look like?
2. Real-time complexity and My Channel
3. Mission, vision, values – back to basics
4. The Balanced Scorecard – business performance management
5. The Influence Scorecard – influence performance management
6. The Six Influence Flows
7. Knowledge, skills and policies
8. Analytics and workflow
9. Culture
10. Facilities
Coming up…
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Recommended reading
The Business of Influence
Philip Sheldrake
Wiley, April 2011
Real-time Marketing and PR
David Meerman Scott
Wiley, November 2010
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales5
As required and guided by the PR strategy:
Who? – the right person in terms of constituent expectations,
consistency, topic, expertise, time zone and language
What? – active listening; then creating proactive opportunities
and reacting with the appropriate content
How? – with the appropriate tone of voice in the appropriate
content format
When? – as timely as the conversation demands (mins / hours)
What does success look like here?
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales6
Being the eyes, ears and mouth of an organisation to the
drumbeat of the daily news was never easy.
Being the eyes, ears and mouth, with heightened sensitivity
to influence and be influenced in real-time, requires
enhanced levels of strategic diligence, meticulous planning,
training, constant attention to detail and rigorous measurement.
This isn’t easy
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales7
It’s impossible to fake it.
Real-time PR must, by nature, be authentic.
Real-time PR marks the death of the persuasion / ‘spin’ school.
Long live two-way, symmetric PR fostering mutually beneficial
relationships between an organisation and its publics.
Reality is perception
Real-time PR is one of those facets of the modern PR discipline that separates
the 21st Century PR professional from the 20th Century practitioner.
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales8
What exactly are we
dealing with here?
Let’s paint the picture.
A content format your colleagues / clients will understand...
Real-time complexity and My Channel
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales9
Content – an illustrated history
Blog post: http://www.philipsheldrake.com/2011/01/content-an-illustrated-history
Hi-res image: http://bit.ly/content-an-illustrated-history
Slideshare version: http://bit.ly/hPYjnd
This one on the small screen
Download this one for projection
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales10
Continuously expanding capabilities for highly personalised
creation, curation, recommendation, search, discovery,
management, consumption and sharing of content across all
personal screen-based devices.
Two billion plus Internet users. Two billion plus channels.
My channel.
And some other stuff probably.
The Future
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales11
This new reality, this complexity, demands more than ever that
we get back to basics, that we connect PR activity to the business
needs:
Unambiguously. Visibly. Transparently. Efficiently. Relentlessly.
The essence of real-time PR means that the bold and bright
articulation of your organisation’s mission, vision and values, and
the subsequent cascade, is more critical than ever.
Back to basics
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Mission, values, vision…
CASCADE Mission – why do we exist?
Values – what guides our behaviour?
Vision – what do we want to be?
Business objectives – to get from A to B
Strategy – the plan to get us from A to B
Strategic objectives – wholly necessary and sufficient
to execute the plan
Tactics – activities to achieve the strategic objectives.
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales13
To win, organisations must approach this cascade with
professional rigour.
7 out of 10 organisations simply fail to execute their strategies1.
The Balanced Scorecard is the most popular approach to BPM…
1. Balanced Scorecard Institute
Business performance management (BPM)
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales14
“The Balanced Scorecard transforms an organization’s strategic
plan from an attractive but passive document into the 'marching
orders' for the organization on a daily basis. It provides a
framework that not only provides performance measurements,
but helps planners identify what should be done and measured. It
enables executives to truly execute their strategies.
“It is a management system (not only a measurement system)
that enables organizations to clarify their vision and strategy and
translate them into action.”1
The Balanced Scorecard
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales15
The Influence Scorecard is both part of and an augmentation to
the Balanced Scorecard.
Influence performance management (IPM) is the ease and
effectiveness with which we can manage and learn from influence
flows; integral to the process by which customers, citizens and all
stakeholders interact with organisations and governments to
broker mutually valuable, beneficial relationships.
The Influence Scorecard
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales16
The Six Influence Flows
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales17
Social media monitoring, or listening, aims to understand
what’s going on in social media within each of these influence
flows.
Social Web analytics is about identifying, tracking, listening to
and participating in the distributed conversations about a
particular brand, product or issue, with emphasis on quantifying
the trend in each conversation's sentiment and influence.
The social Web = social media + apps + services
+ the network of devices.
Monitoring and analytics
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales18
As required and guided by the PR strategy:
Who? – the right person in terms of constituent expectations,
consistency, topic, expertise, time zone and language
What? – active listening; then creating proactive opportunities
and reacting with the appropriate content
How? – with the appropriate tone of voice in the appropriate
content format
When? – as timely as the conversation demands (mins / hours)
REMINDER: What does success look like?
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales19
Let’s do a podcast!
Whoa! Where did this come from? Apparently it’s
been doing the rounds
How should we respond?
http://www.flickr.com/photos/theseanster93/469906468
Dunno. Tweet? Raise it at the
Monday meeting?
So we don’t end up with…
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales20
Success in real-time PR requires diligent cascade and influence
performance management.
In turn, to empower everyone to participate in the conversation
and behave appropriately, success in IPM requires:
Knowledge, Skills & Policies. Analytics & Workflow. Culture.2
2. Human, information and organisation capital in Balanced Scorecard terminology.
Critical ingredients of real-time PR
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Critical ingredients of real-time PR
Who?
What?
How?
When?
Fear
Doubt
Confusion
Paralysis
Inconsistency
Inauthenticity
Missed opportunities
Reputational risk
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
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Knowledge, Skills & Policies
Knowledge
Of PR best practice
Of the mission, values, vision
Of the Influence Scorecard
Of the demands of real-time PR
Skills
Analytical
Social media
Process design
Quality assurance and audit
Tool procurement
Interdisciplinary (eg, with other marketing, digital and customer service disciplines)
Policies
Social media policy
Tone of voice
Escalation
Discretionary customer care
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Analytics & Workflow
Analytics
Social Web analytics tools appropriate to your needs
Fluency in their application
Integration with other analytic capabilities (eg, CRM)
Fit to the Influence Scorecard
Workflow
Process design… with your analytics vendor (although beware vendor lock-in)
Build in quality rather than just test for it
Integration of PR activity with paid and owned media, and customer service
Training courses / manuals
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales24
The USAF Response
Assessment is a highly
regarded workflow for one
aspect of real-time PR.
Empowers everyone in the
USAF to participate in the
conversation, real-time.
Example workflow
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Organisation wide influence-focused culture (to influence and to be influenced)
A culture built on team and personal goal alignment
A culture that recognises there’s influence in everything
A quality (TQM) focus
A culture of customer-focus
A culture of innovation and continuous improvement
A culture of social awareness and responsibility
Culture
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales26
Measurement & evaluation closes the loop.
Are we executing the strategy as intended?
See the CIPR’s research, planning and measurement guidance3.
I chair the CIPR’s social media measurement group, and we’ll be
reporting in March 2011. In short metric selection and design is
as bespoke as one’s strategy.
3. http://bit.ly/dyIP86
Measurement & evaluation
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales27
You have the knowledge, skills and policies; the analytics and
workflow; the culture. Now manifest these in your workplace.
Facilities
“The Twitter Room” by the Conversation Grouphttp://www.slideshare.net/cluetrainee/the-twitterroom-workbook
28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales28
A lot of work goes into readying for real-time PR, so best start
now proactively rather than when you really need it reactively.
Good luck.
And thanks for your attention.
Thank you
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