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CIPR Social Summer - 'Comms in Tight Times' Nick Jones, COI
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CIPR Social Summer - 'Comms in Tight Times' Nick Jones, COI


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  • 1. NOT PROTECTIVELY MARKEDComms In Tight Times:Ensuring Digital and Social Media Earn Their KeepNick Jones, Director of Interactive Services, COICIPR Summer Social. London, 8th September 2011
  • 2. Our conversation today• Who the heck is he?• Just how tight is tight times?• How dangerous is digital to the bottom line?• Is it really different for digital now? How does it earn its keep?• What are the cost drivers?• Any handy tips?• Let’s keep the conversation going @nickjonesCOINOT PROTECTIVELY MARKED 2
  • 3. Working with public sector clients and industry suppliers from a zero budget And many moreAnd about 85 more Demand side >>> Broker of capabilities and capacity >>> Supply side Client functions • EComms • Comms We’ll be shuttered by • Marketing March 31st 2012. • Procurement • Strategy •From Grassroots to Governance | Background IT NOT PROTECTIVELY MARKED 3
  • 4. How tight is tight times?Ask a Scotsman• FY 2009-10 COI was one of UK’s biggest advertisers• May 2010 Election and Coalition• Followed by a freeze across all central government marketing expenditure• COI re-trenched from 750 staff to about 400• March 2011 MCO announced savings of £133 million* on marketing and advertising spending*Source: 02/03/11NOT PROTECTIVELY MARKED 4
  • 5. How dangerous is digital to the bottom line?Digital as a business function bears three dangerous myths• Hypnotic inevitability of ‘automagically’ generating profit – It’s easy, isn’t it? Just stick it online. – Bolt-on and the rising tide of a growing market – Digital can haemorrhage money• Digital can save money just as much as make money – Most dangerous when substituting – The crash dive for cash by reducing OpEx• The low/no cost expectation – Simples?NOT PROTECTIVELY MARKED 5
  • 6. Simples,isn’t it?NOT PROTECTIVELY MARKED 6
  • 7. And, theySource: Luma Partners don’t mean Third sector! NOT PROTECTIVELY MARKED 7
  • 8. How dangerous is digital to the bottom line?All resulting in…• The corporate bear hug of accountability – Welcome in from the cold empty white space of the org chart – Everyone wants to be with you… or be you. – Business as usual • So much for boundary breaking • Collaboration huddles • Tearing up the rule bookNOT PROTECTIVELY MARKED 8
  • 9. So, is it really different for digital now?How can it earn its keep?• Adapt to the new paradigm,• Rebalance the channels and expectations• Understand the cost drivers, someone’s bound to askNOT PROTECTIVELY MARKED 9
  • 10. For us, yes. A new paradigm emerges From To Command and Collaboration controlThe passive citizen Active participation I invent I invite I direct We invent I do We / you do NOT PROTECTIVELY MARKED 10
  • 11. And paradigm shifts change fiscal structures • Much less spend “The last government thought the answer to everything was • Broadcast to narrowcast to launch an advertising • Supporting and enabling campaign…we will look at new, more efficient ways of • More focussed, cogent and sparing delivering government communications” • More disciplined planning (Francis Maude, July 27th 2010) • More targeted objectives • New model assumptions • VFM driven Less marketing spend but more marketing skill NOT PROTECTIVELY MARKED 11
  • 12. New pillars needed to reach outcomes • Partnerships beyond government • Behaviour change and Insight • VFM / Accountability • Digital interaction • Channel mix – owned and earned Transforming capabilitiesNOT PROTECTIVELY MARKED 12
  • 13. All requires a rebalancing More Less control control Earned ? Outcome gap ? Outcomes and expenditure Owned ? Earned ? Outcome gap Owned ? ? Efficiencies Purchased Earned Purchased Owned Current Reduce paid. Finite capability of owned and Increase owned earned. and earned NOT PROTECTIVELY MARKED Accept outcome shortfall ?13
  • 14. Critical to understand the cost drivers• Assume tradigital is understood• Social media is like a good night out. You’ll want to check your bank balance in the morning• Think carefully about: – The ask – The coordination – The re-skillingNOT PROTECTIVELY MARKED 14
  • 15. Be careful what you ask for• Asking citizens to post, comment and rate.• Massive scale. YF: 500k+ visits, 400k+ visitors, 15k+ ideas, 73k comments, 38k votes.• Lot’s of ‘hands on deck’. • Nature of the ask dictates level of effort needed to subsequently service it • “A lot of crowd-sourcing now feels a bit like begging.. only lazier.” Tom Smith, Collaborative Software Specialist University of York NOT PROTECTIVELY MARKED 15
  • 16. Careful coordination and curationNOT PROTECTIVELY MARKED 16
  • 17. How’s your role evolving?• Are we communicators?• Are we content publishers?• Are we coders?• Or storytellers combining all three?• Or catalysts?• Or co-ordinators?• Or hand-knitters?• Can’t hire them all.• Consider the cost of re-skillingNOT PROTECTIVELY MARKED 17
  • 18. Greenpeace VW Darkside: anatomy of an attack  Incisive cut-through thanks to inspired inversion of campaign  Integrated across paid, owned and earned channels to reach, amplify and engage  Internal expert knowledge applied to make case, strategy and planning  Incredible execution using five external agencies  Inverted engagement wisdom about cheap clicktivism  179k have ‘joined the rebellion’ c79k in first day. NOT PROTECTIVELY MARKED 18
  • 19. Tips• Plan and actually evaluate• Tap internal talent• Burnish the branded contentNOT PROTECTIVELY MARKED 19
  • 20. Build in evaluation and optimisation fromthe startCOI evaluation model Define Plan Implement Optimise and Innovate 1 Full story 2 3 4 5 6 7 (background, context, Digital KPIs Tools Evaluati Monitor Feedbac strategy) and and on and k and Activiti Metrics techniqu plan Evaluate Optimis es es (Operation e al) 1 2 3 4 5 6 7NOT PROTECTIVELY MARKED 20
  • 21. RAF analytics upgraded to allow real timedata, monitoring and optimisationNOT PROTECTIVELY MARKED 21
  • 22. #RAFlive activated internal advocates to tellthe story in a low cost wayNOT PROTECTIVELY MARKED 22
  • 23. RAF comms planning: doing ‘more for less’• 2009/10 comms strategy – ‘be part of the story’• Remember that freeze?• For 2010/11 the comms strategy remained in place • All ‘digital activity planning’ was led by the COI team • Series of workshops with our RAF client and our partner agencies • Between us we planned a series of digital activities for the full financial year, with no charges, that aligned to the existing comms strategy• Agencies didn’t charge as the work we planned ultimately results in them being paid• Similar approach for social media • said goodbye to the great external social media consultant who was on a retainer. • Developed the social media strategy and implementation plan in- house Low cost, rapid idea development workshop featured.NOT PROTECTIVELY MARKED 23
  • 24. Leveraged relationship to provide dedicatedbranded space for all RAF video contentNOT PROTECTIVELY MARKED 24
  • 25. But we can still hope and dream. What wasthe budget on this project?NOT PROTECTIVELY MARKED 25
  • 26. Thank you. Let’s keep talking• Twitter @nickjonescoi•• New COI guidance: Moderating Online Discussions• More standards and guidelines: e.g. social media, digital engagement, video etc NOT PROTECTIVELY MARKED 26