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

How to plan & execute real-time PR that delivers for your organisation.
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Philip Sheldrake
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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
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Recommended reading
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The Business of Influence
Philip Sheldrake
Wiley, April 2011
Real-time Marketing and PR
David Meerman Scott
Wiley, November 2010

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?
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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
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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
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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
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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
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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
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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…
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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

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)
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“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
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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
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The Six Influence Flows
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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
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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?
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Let’s do a podcast!
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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
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Critical ingredients of real-time PR
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Who?
What?
How?
When?
Fear
Doubt
Confusion
Paralysis
Inconsistency
Inauthenticity
Missed opportunities
Reputational risk

Knowledge, Skills & Policies
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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
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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.
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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
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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
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You have the knowledge, skills and policies; the analytics and workflow; the culture. Now manifest these in your workplace.
Facilities
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“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
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How to Plan and Implement a Social PR Strategy that works for Your Organisation

by Influence People on Feb 28, 2011

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