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.

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

  1. 1. How to plan & execute real-time PR that delivers for your organisation.<br />1<br />
  2. 2. Philip Sheldrake<br />2<br />Meanwhile<br />Blog <br />LinkedIn<br />Twitter<br />CIPR TV<br />___________<br />Social PR, London, 28th Feb 2011<br />www.andmeanwhile.com<br />www.philipsheldrake.com<br />/in/philipsheldrake<br />@sheldrake<br />www.cipr.tv<br />___________<br />#socialpr<br />
  3. 3. What does success look like?<br />Real-time complexity and My Channel<br />Mission, vision, values – back to basics<br />The Balanced Scorecard – business performance management<br />The Influence Scorecard – influence performance management<br />The Six Influence Flows<br />Knowledge, skills and policies<br />Analytics and workflow<br />Culture<br />Facilities<br />Coming up…<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />3<br />
  4. 4. Recommended reading<br />4<br />The Business of Influence<br />Philip Sheldrake<br />Wiley, April 2011<br />Real-time Marketing and PR<br />David Meerman Scott<br />Wiley, November 2010<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />
  5. 5. As required and guided by the PR strategy:<br />Who? – the right person in terms of constituent expectations, consistency, topic, expertise, time zone and language<br />What? – active listening; then creating proactive opportunities and reacting with the appropriate content<br />How? – with the appropriate tone of voice in the appropriate content format<br />When? – as timely as the conversation demands (mins / hours)<br />What does success look like here?<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />5<br />
  6. 6. Being the eyes, ears and mouth of an organisation to the drumbeat of the daily news was never easy.<br />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.<br />This isn’t easy<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />6<br />
  7. 7. It’s impossible to fake it.<br />Real-time PR must, by nature, be authentic.<br />Real-time PR marks the death of the persuasion / ‘spin’ school.<br />Long live two-way, symmetric PR fostering mutually beneficial relationships between an organisation and its publics.<br />Reality is perception<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />7<br />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.<br />
  8. 8. What exactly are we dealing with here?<br />Let’s paint the picture.<br />A content format your colleagues / clients will understand...<br />Real-time complexity and My Channel<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />8<br />
  9. 9. Content – an illustrated history<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />Blog post: http://www.philipsheldrake.com/2011/01/content-an-illustrated-history<br />Hi-res image: http://bit.ly/content-an-illustrated-history<br />Slideshare version: http://bit.ly/hPYjnd<br />9<br />This one on the small screen<br />Download this one for projection<br />
  10. 10. Continuously expanding capabilities for highly personalised creation, curation, recommendation, search, discovery, management, consumption and sharing of content across all personal screen-based devices.<br />Two billion plus Internet users. Two billion plus channels.<br />My channel.<br />And some other stuff probably.<br />The Future<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />10<br />
  11. 11. This new reality, this complexity, demands more than ever that we get back to basics, that we connect PR activity to the business needs:<br />Unambiguously. Visibly. Transparently. Efficiently. Relentlessly.<br />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.<br />Back to basics<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />11<br />
  12. 12. Mission, values, vision…<br />12<br />Mission – why do we exist?<br />Values – what guides our behaviour?<br />Vision – what do we want to be?<br />Business objectives – to get from A to B<br />Strategy – the plan to get us from A to B<br />Strategic objectives – wholly necessary and sufficient to execute the plan<br />Tactics – activities to achieve the strategic objectives. <br />CASCADE<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />
  13. 13. To win, organisations must approach this cascade with professional rigour.<br />7 out of 10 organisations simply fail to execute their strategies1.<br />The Balanced Scorecard is the most popular approach to BPM…<br />1. Balanced Scorecard Institute<br />Business performance management (BPM)<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />13<br />
  14. 14. “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.<br />“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<br />The Balanced Scorecard<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />14<br />
  15. 15. The Influence Scorecard is both part of and an augmentation to the Balanced Scorecard.<br />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.<br />The Influence Scorecard<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />15<br />
  16. 16. The Six Influence Flows<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />16<br />
  17. 17. Social media monitoring, or listening, aims to understand what’s going on in social media within each of these influence flows.<br />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.<br />The social Web = social media + apps + services + the network of devices.<br />Monitoring and analytics<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />17<br />
  18. 18. As required and guided by the PR strategy:<br />Who? – the right person in terms of constituent expectations, consistency, topic, expertise, time zone and language<br />What? – active listening; then creating proactive opportunities and reacting with the appropriate content<br />How? – with the appropriate tone of voice in the appropriate content format<br />When? – as timely as the conversation demands (mins / hours)<br />REMINDER: What does success look like?<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />18<br />
  19. 19. Let’s do a podcast!<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />19<br />So we don’t end up with…<br />Whoa! Where did this come from?<br />Apparently it’s been doing the rounds<br />How should we respond?<br />Dunno. Tweet? Raise it at the Monday meeting?<br />http://www.flickr.com/photos/theseanster93/469906468<br />
  20. 20. Success in real-time PR requires diligent cascade and influence performance management.<br />In turn, to empower everyone to participate in the conversation and behave appropriately, success in IPM requires:<br />Knowledge, Skills & Policies. Analytics & Workflow. Culture.2<br />2. Human, information and organisation capital in Balanced Scorecard terminology.<br />Critical ingredients of real-time PR<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />20<br />
  21. 21. Critical ingredients of real-time PR<br />21<br />Who?<br />What?<br />How?<br />When?<br />Fear<br />Doubt<br />Confusion<br />Paralysis<br />Inconsistency<br />Inauthenticity<br />Missed opportunities<br />Reputational risk<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />
  22. 22. Knowledge, Skills & Policies<br />22<br />Knowledge<br />Of PR best practice<br />Of the mission, values, vision<br />Of the Influence Scorecard<br />Of the demands of real-time PR<br />Skills<br />Analytical<br />Social media<br />Process design<br />Quality assurance and audit<br />Tool procurement<br />Interdisciplinary (eg, with other marketing, digital and customer service disciplines)<br />Policies<br />Social media policy<br />Tone of voice<br />Escalation<br />Discretionary customer care<br />
  23. 23. Analytics & Workflow<br />23<br />Analytics<br />Social Web analytics tools appropriate to your needs<br />Fluency in their application<br />Integration with other analytic capabilities (eg, CRM)<br />Fit to the Influence Scorecard <br />Workflow<br />Process design… with your analytics vendor (although beware vendor lock-in)<br />Build in quality rather than just test for it<br />Integration of PR activity with paid and owned media, and customer service<br />Training courses / manuals<br />
  24. 24. Example workflow<br />The USAF Response Assessment is a highly regarded workflow for one aspect of real-time PR.<br />Empowers everyone in the USAF to participate in the conversation, real-time.<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />24<br />
  25. 25. Organisation wide influence-focused culture (to influence and to be influenced)<br />A culture built on team and personal goal alignment<br />A culture that recognises there’s influence in everything<br />A quality (TQM) focus<br />A culture of customer-focus<br />A culture of innovation and continuous improvement<br />A culture of social awareness and responsibility<br />Culture<br />25<br />
  26. 26. Measurement & evaluation closes the loop.<br />Are we executing the strategy as intended?<br />See the CIPR’s research, planning and measurement guidance3.<br />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.<br />3. http://bit.ly/dyIP86<br />Measurement & evaluation<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />26<br />
  27. 27. You have the knowledge, skills and policies; the analytics and workflow; the culture. Now manifest these in your workplace.<br />Facilities<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />27<br />“The Twitter Room” by the Conversation Group<br />http://www.slideshare.net/cluetrainee/the-twitterroom-workbook<br />
  28. 28. A lot of work goes into readying for real-time PR, so best start now proactively rather than when you really need it reactively.<br />Good luck.<br />And thanks for your attention.<br />Thank you<br />28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales<br />28<br />

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