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