How to Plan and Implement a Social PR Strategy that works for Your Organisation
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How to Plan and Implement a Social PR Strategy that works for Your Organisation

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Philip Sheldrake (Influence Crowd/Meanwhile) explains how companies should plan and implement a social PR strategy that fits their needs and structure.

Philip Sheldrake (Influence Crowd/Meanwhile) explains how companies should plan and implement a social PR strategy that fits their needs and structure.

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How to Plan and Implement a Social PR Strategy that works for Your Organisation How to Plan and Implement a Social PR Strategy that works for Your Organisation Presentation Transcript

  • How to plan & execute real-time PR that delivers for your organisation.
    1
  • Philip Sheldrake
    2
    Meanwhile
    Blog
    LinkedIn
    Twitter
    CIPR TV
    ___________
    Social PR, London, 28th Feb 2011
    www.andmeanwhile.com
    www.philipsheldrake.com
    /in/philipsheldrake
    @sheldrake
    www.cipr.tv
    ___________
    #socialpr
  • What does success look like?
    Real-time complexity and My Channel
    Mission, vision, values – back to basics
    The Balanced Scorecard – business performance management
    The Influence Scorecard – influence performance management
    The Six Influence Flows
    Knowledge, skills and policies
    Analytics and workflow
    Culture
    Facilities
    Coming up…
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
    3
  • Recommended reading
    4
    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
  • 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 Wales
    5
  • 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 Wales
    6
  • 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
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
    7
    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.
  • 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 Wales
    8
  • Content – an illustrated history
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
    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
    9
    This one on the small screen
    Download this one for projection
  • 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 Wales
    10
  • 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
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
    11
  • Mission, values, vision…
    12
    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.
    CASCADE
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  • 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 Wales
    13
  • “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 Wales
    14
  • 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 Wales
    15
  • The Six Influence Flows
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
    16
  • 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 Wales
    17
  • 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 Wales
    18
  • Let’s do a podcast!
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
    19
    So we don’t end up with…
    Whoa! Where did this come from?
    Apparently it’s been doing the rounds
    How should we respond?
    Dunno. Tweet? Raise it at the Monday meeting?
    http://www.flickr.com/photos/theseanster93/469906468
  • 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
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
    20
  • Critical ingredients of real-time PR
    21
    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
  • Knowledge, Skills & Policies
    22
    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
  • Analytics & Workflow
    23
    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
  • Example workflow
    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.
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
    24
  • 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
    25
  • 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 Wales
    26
  • You have the knowledge, skills and policies; the analytics and workflow; the culture. Now manifest these in your workplace.
    Facilities
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
    27
    “The Twitter Room” by the Conversation Group
    http://www.slideshare.net/cluetrainee/the-twitterroom-workbook
  • 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
    28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
    28