PR101- effective marketing and public relations for the automation industry


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Slides from May 2013 webinar for ISA Marketing and Sales Division

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PR101- effective marketing and public relations for the automation industry

  1. 1. My  name  is  Walt  Boyes.  I  am  Editor  in  Chief  of  Control  and,  and  a  principal  of  Spitzer  and  Boyes   LLC.  In  both  endeavors,  I  am  con@nuously  involved  in  the   uses  and  misuses  of  public  rela@ons.  I  have  been  either   doing  public  rela@ons  and  marke@ng  or  having  them  done   to  me  for  nearly  forty  years  now.  I’ve  seen  many  changes,   but  not  so  many  as  I  have  seen  in  just  the  last  decade.  We   are  going  to  wade  through  the  landscape  of   communica@ons  and  try  to  see  what  the  current  best   prac@ces  are.     Some  of  those  have  not  changed  in  decades.  Some  are  as   new  as  your  last  Tweet.      
  2. 2. Did  you  ever  ask  yourself  why  automa@on   companies,  integrators  and  manufacturers   alike,  don’t  do  PR?    Is  the  answer  simply  that   the  management  staff  doesn’t  understand   what  it  is,  what  it  is  for?    Do  you  understand   what  Public  Rela@ons  is?    Do  you  understand   what  it  is  for?    Public  Rela@ons,  PR,  is  a   fundamental  part  of  any  integrated  marke@ng   program…any  integrated  marke@ng   communica@ons  program…any  branding   program.    PR  is  about  communica@on  and   communica@ng.    We’ll  talk  about  the  ways  PR   is  ESSENTIAL  in  the  automa@on  market.  
  3. 3. Public  Rela@ons  is  the  art  and  prac@ce  of   communica@on  in  a  structured  way.    The   purpose  of  public  rela@ons  is  to  create  the   desired  effect  in  the  minds  of  the  recipients.     So  what  does  this  really  mean?    PR   prac@@oners  typically  are  aPemp@ng  to   present  a  concept,  an  idea,  or  a  series  of   ideas,  like  the  values  a  corpora@on   represents…in  a  way  that  is  structured  to:   1. Cause  belief   2. S@mulate  ac@on   3. Add  value  
  4. 4. Display  adver@sing  is  designed  to  cause  an   ac@on:    calling  an  800-­‐number,  reques@ng   informa@on  from  a  website,  calling  a   salesperson.    Public  rela@ons  is  a  bit  more   general  than  that.    Public  rela@ons  is  simply   about  crea@ng  posi@ve  “buzz”  in  a  structured   way,  around  an  idea.    In  essence,  a  public   rela@ons  campaign  is  aimed  at  all  of  the   stakeholders  of  an  enterprise,  while   adver@sing  is  aimed  directly  at  customers.    PR   serves  analysts,  customers,  shareholders,   media,  and  all  of  the  other  en@@es  with  an   interest  in  the  enterprise  as  a  whole.  
  5. 5. There  is  a  concept  known  as  the  “marke@ng   mix.”    It  is  all  of  the  tools  and  strategies  an   enterprise  uses  to  communicate  its  values,  its   products,  its  services  to  the  public  and  to   customers.    The  marke@ng  mix  includes  display   adver@sing,  tradeshow  par@cipa@on,  direct   marke@ng,  field  sales,  online  marke@ng,  and   public  rela@ons.    Public  rela@ons  is  an  integral   part  of  the  marke@ng  mix.       In  fact,  it  is  the  glue  that  holds  the  mix  together.   Most  enterprises  do  public  rela@ons,  they  just  do   it  unconsciously,  and  therefore  they  do  it  poorly.     The  topics  we’ll  cover  in  this  seminar  are   designed  to  show  you  how  to  do  it  well.  
  6. 6. The  six  basic  func@ons  of  PR  in  the  industrial   enterprise  are  talking  to  the  media,  product   marke@ng  issues  like  new  product   introduc@ons  and  new  product  releases,   par@cipa@on  in  tradeshows,  symposia  and   forums,  gaining  editorial  coverage,   communica@ng  with  all  of  the  stakeholders  of   your  company,  and  crisis  management.    There   is  a  seventh  func@on,  sort  of  a  metafunc@on,   that  is  composed  of  all  six,  plus  some  extra… and  that  func@on  is  management  and   conserva@on  of  your  brand.  
  7. 7. Customer  empowerment…employee   empowerment…the  Internet  and  the  social   media  from  email  to  TwiPer  have  made  it   necessary  for  even  integrators  to  know  how  to   direct,  not  control,  the  message  they  want  to   present  to  the  public,  their  customers,  and   their  employees  and  suppliers.  It  maPers  what   you  say,  and  it  maPers  what  everyone  else   says.  Just  google   And  you’ll  see  what  I  mean.  
  8. 8. You  don’t  have  products,  do  you?     Of  course  you  do,  even  if  you  are  just  an   integrator  and  it  is  only  a  proprietary  template   or  two.     One  of  the  products  you  have  is  the  reputa@on   of  your  work-­‐products.  Bet  you  don’t  really   see  that  as  a  product  of  itself.   You  can  use  the  same  skills  PR  brings  to   vendors  and  big  customers  to  gain  benefit  for   your  products,  your  reputa@on,  and  your   ability  to  aPract  and  keep  customers,   regardless  of  how  small  a  company  you  are.  
  9. 9. Trade  shows  aren’t  dead.  They  are  undergoing  a  sea   change.  As  the  big  old  ones  die,  new  trade  shows  are   born,  more  targeted,  more  effec@ve.  But  how  you  do  at  a   trade  show  depends  nearly  en@rely  on  you,  not  on  the   trade  show  management.       At  a  trade  show,  you  can  kill  several  birds  with  the  same   stone.  Your  customers  can  aPend,  your  suppliers  and   vendor  partners  will  aPend.  Use  a  tradeshow,  even  when   you  aren’t  exhibi@ng.  Schedule  visits  to  your  vendor   partners.  And  above  all,  schedule  visits  with  your   customers.  Invite  them  to  the  show.  Make  sure  you  have   something  to  show  them  that’s  interes@ng  and  new.  This   can  be  incredibly  lucra@ve.  You  can  get  a  customer  to   meet  with  you  away  from  all  office  distrac@ons.  What’s   that  worth  to  you?      Don’t  just  go  to  a  tradeshow  and  wander  around   aimlessly.  
  10. 10. Editorial  coverage,  I  can  assure  you,  is   wonderful–  especially  because  it  is  cheap  (but   it  is  not  free–  you  have  to  earn  it)  and  it   imparts  the  imprimatur  of  the  editor  on  the   coverage.   Wri@ng  ar@cles,  gecng  your  customers  to   byline  ar@cles,  and  producing  white  papers   and  tutorials  is  a  very  simple  and  rela@vely   inexpensive  way  to  build  up  your  reputa@on   and  increase  the  number  of  customers  you  can   touch.  Building  customer  bases  is  en@rely  a   numbers  game.  If  they  don’t  know  who  you   are,  you  may  not  even  get  a  chance  to  bid  that   project  you’d  like  to  do  so  much.  
  11. 11. Lots  of  @mes  we  forget  to  sell  to  ourselves.   That’s  bad.  It  makes  for  bad  blood,  some@mes   even  permanent  fallings  out,  and  if  you  don’t   talk  to  your  people,  your  investors,  and  the   “inside  folks”  they  become  disaffected  and   leave.  
  12. 12. You  think  you  don’t  need  crisis  management?  What   happens  if  a  project  you  did  goes  south?  Suppose   somebody  starts  saying  vicious  things  to  you  on  TwiPer   or  Facebook?  Do  you  have  a  Crisis  Management  Plan   to  go  along  with  your  Disaster  Recovery  Plan?  If  you   do,  great.  Keep  it  up  to  date.  If  you  don’t,  well…oops.       Just  look  at  the  Deepwater  Horizon  disaster.  Think   about  it.  Think  about  Stuxnet  and  Siemens’  PCS7.  Stuff   happens,  and  everybody  who  faces  the  media  and  the   public  needs  to  have  a  message  and  training  on  staying   on  message.     AND  here  is  where  transparency  and  honesty  make   friends.  Really.  
  13. 13. Public  rela@ons  is  not  sales.    Public  rela@ons  is  not   adver@sing.    Public  rela@ons  is  that  part  of   marke@ng  that  is  the  glue  that  holds  an  integrated   marke@ng  communica@ons  plan  together.    PR   communicates  the  plan  itself.  It  is  important  to  see   how  this  works.    PR  communicates  any  and  all  of   the  ideas,  concepts  and  values  of  the  enterprise  to   all  of  the  stakeholders  of  the  enterprise…and  is   designed  to  aPain  a  stated  result.    Some@mes  that   result  is  more  “buzz”  about  your  capabili@es.     Some@mes  that  result  is  a  higher  stock  price  or  just   higher  visibility  in  the  market.    Some@mes  that   result  is  crisis  management.  
  14. 14. One  of  the  biggest  fallacies  people  fall  into  when   they  think  of  PR  is  that  they  think  a  PR  person  can   communicate  anything  they  have  to,  true  or  not,   and  get  coverage  and  belief.    You  have  only  to  look   to  the  realm  of  poli@cs  and  consumer  business  to   see  that  that  is  far  from  true.    PR  can  communicate   facts,  and  truth.    Yes,  the  facts  are  selected  to   produce  the  correct  desired  response,  but  they   have  to  be  true,  and  they  have  to  be  mostly  “the   whole  story” and  they  have  to  be  interes@ng  and   worthy  of  being  listened  to.    One  of  the  most   common  mistakes  people  make  is  sending  out  the   same  @red  new  product  releases  several  @mes  a   year.    It  just  isn’t  “news.”  
  15. 15. You  have  to  tell  the  truth,  no  maPer  how  unpleasant.   If  you’ve  been  good,  you  will  have  an  interes@ng  story   to  tell.  If  you’ve  not,  your  stakeholders  will  have  an   interes@ng  story  to  tell  about  you.  It’s  always  easier  to   stay  in  front  of  the  parade.  Look  at  the  mess  Toyota   got  into  a  couple  of  years  ago,  not  because  they  had   problems,  but  because  they  lied  about  it,  over  and   over.   In  the  old  days,  you  could  tell  people  what  to  think   because  marke@ng  owned  all  the  informa@on   channels.  With  social  media,  this  is  very  not  true.     There  are  so  many  ways  to  communicate  sa@sfac@on   or  dissa@sfac@on  with  a  company  now  that  you  simply   cannot  cover  them  all.  Because  the  customers  control   the  means  of  messaging,  it  is  important  to  be  open,   honest  and  forthright.  Giving  them  more  informa@on  is   bePer  than  less.  
  16. 16. Social  media  is  not  new.  There  are  graffi@  on  the  walls   of  Pompei…that  is  social  media.  What’s  different  is   that  it  is  so  easy  to  be  heard  everywhere,  on  Facebook,   LinkedIn,  Google+,  TwiPer,  Foursquare,  and  the  host  of   others.  The  history  of  the  Internet  is  the  history  of   more  and  more  access  to  media  for  the  individual.  You   don’t  have  to  mail  a  complaint  to  a  vendor–  just  post   to  your  favorite  list.       When  Robert  Crandall  was  chairman  of  American   Airlines  he  commissioned  a  study  that  found  that  of   every  10  people  who  had  a  bad  experience,  3  would   talk  about  it,  but  7  would  walk  away  and  never  come   back.  Now,  I  think,  it  is  more  likely  that  7  or  8  will  give   you  a  serious  par@ng  shot  on  social  media  as  they  walk   away.  So  not  only  do  you  lose  customers  you  hear   about  why  they  are  leaving–  and  so  does  everyone   else.  
  17. 17. The  key  to  using  social  media  is  to  use  as  many  social   media  clients  as  you  can,  use  them  regularly  and  make   sure  you  are  honest,  direct,  and  clear.  You  can  use   email,  TwiPer,  a  Facebook  page  and  a  Facebook   Group,  and  the  same  things  on  LinkedIn  to  keep  your   name  and  brand  in  the  public  eye  all  the  @me.  You   have  to  do  what  Emerson  has  done.  They  are  the  best   example  of  what  you  can  do  with  social  media.  In  fact,   they  have  a  corporate  director  of  social  media…that’s   all  Jim  Cahill’s  job  is…and  it  is  working.  Emerson  is   doing  the  one  thing  that  counts  more  than  anything  in   the  world  of  social  media…presence  must  be   consistent.  You  can’t  post  or  blog  or  tweet  once  in  a   while.  You  have  to  develop  a  presence  that  is   consistent  and  interes@ng.  This  is  hard  work,  but  the   rewards  are  amazing.  
  18. 18. A  campaign  has  a  beginning,  a  middle,  and  an   end.    A  campaign  is  like  a  story,  and  if  you   think  about  planning  a  PR  campaign  as  if  you   were  telling  a  story,  it  is  not  only  a  good   analogy,  it  also  works  very  well  in  prac@ce.     First,  you  have  to  decide  what  the  purpose  of   the  campaign  is.    What  is  the  desired  result?     Do  you  want  to  drive  customers,  editors  and   analysts  to  your  website?    Do  you  want  to   announce  a  new  product?    A  new  service?    Do   you  want  to  trumpet  the  news  of  a  big  order   or  a  new  contract,  or  a  major  strategic   partnership  or  alliance?      
  19. 19. A  typical  editor  of  a  typical  industrial  trade  journal  or  website   gets  between  1000  and  1500  press  and  product  releases  every   month.    If  this  doesn’t  give  you  pause,  think  about  how  long  it   takes  to  read  each  one…just  to  read  them.    Most  editorial   departments  do  triage.    They  sort  them  into  two  piles:   frequent  adver@sers  and  not.    They  go  through  both  piles.    If   in  the  first  two  seconds,  something  about  the  release  jumps   out  at  them,  they  save  it.    Otherwise,  it  gets  “round  filed.”  In   self  defense,  many  years  ago,  I  stopped  looking  at  printed   releases,  and  only  consider  email  releases  now.  I  can’t   remember  the  last  @me  somebody  mailed  me  a  release.     This  is  good  news  and  bad  news.  The  good  news  is  that  I  can   handle  them  more  easily.  The  bad  news  is  that  it  is  easier  and   cheaper  to  send  them,  so  I  get  lots  more  of  them.  I  get   releases  that  are  not  even  close  to  my  editorial  purview.  I  get   poli@cal  press  releases,  releases  on  self-­‐help  books,  you  name   it,  because  it  is  really  easy  to  spam  editors.  This  doesn’t  mean   I  read  them.  
  20. 20. Here  is  the  real  trick!    The  more  you  know  the  editors  in   your  market,  and  the  more  they  know  you,  the  easier  it  is   to  get  your  well-­‐wriPen,  topical,  targeted  press  or  product   release  run.    It  is  not    about  “who  you  know”  as  much  as  it   is  about  “do  it  right,  and  be  known  to  them.”    Editors  can   do  many  things  for  you.    You  can  get  interes@ng  @dbits  of   compe@@ve  intelligence  by  trading  informa@on  for   informa@on.    You  can  get  that  much-­‐sought-­‐aker   commodity,  free  publicity.    You  can  get  ar@cle  placements,   if  the  editor  knows  you,  and  knows  that  you  can  deliver  on   @me  when  you  say  you  will.    And  if  you  know  the  editor,   you  will  know  what  style  of  wri@ng,  and  what  style  of   image,  are  most  likely  to  get  you  the  press  coverage  you   are  looking  for.  
  21. 21. Once  you  have  achieved  a  rela@onship  of   mutual  respect  and  trust  with  the  editorial   staffs  of  your  targeted  publica@ons,  you  can   begin  to  pitch  them  ar@cles  for  editorial  space.     These  are  priceless  in  the  way  they  can  affect   the  market  for  a  product.  One  of  the  greatest   sins  in  industrial  PR  is  submicng  a  “puff   piece”  for  editorial  coverage  when  you’ve   agreed  to  submit  a  1500  word  ar@cle.    The   editor  has  saved  space  for  you,  and  now  he   has  to  find  something  else  to  fit  in  those  four   pages.    He  may  never  accept  another  ar@cle   from  you.      
  22. 22. It  is  a  fundamental  axiom  that  if  you  are  going  to   par@cipate  in  a  tradeshow,  you  must  aPend  with  a   plan.  Much  of  that  plan  is  PR.  If  you  are  making  a   new  product  announcement,  you  need  a  PR  plan.  If   you  are  making  some  strategic  alliance   announcements,  you  need  a  PR  plan.    If  you  are   mee@ng  with  analysts  and  editors,  you  need  a  PR   plan.    If  you  want  to  get  your  most  significant  users   to  aPend  and  visit  your  stand,  you  need  a  PR  plan.     A  clear  and  S.M.A.R.T.  PR  plan  for  a  tradeshow  can   make  the  difference  between  a  lackluster  and   expensive  experience  and  a  vibrant  and  useful   venture.    That’s,  for  those  of  you  who  don’t  know   the  acronym,  a  plan  that  is  Specific,  Measureable,    
  23. 23. PR  is  the  vehicle  of  choice  to   communicate  the  company  brand.   Together  with  adver@sing,  it  is  the  way   the  company  speaks  to  its  customer   base  and  its  compe@tors  and  the   media  and  analysts  who  moderate  the   marketspace  the  company  lives  in.     The  company  brand  must  be   communicated  in  a  coherent  and   totally  consistent  way  to  the  internal   stakeholders,  external  stakeholders   and  stockholders  of  the  company.  
  24. 24. That’s  a  big  fancy  defini@on.    Basically,   your  brand  is  everything  you  stand  for.    It   is  the  image  you  have  created,  and  that   you  live  up  to  every  day  in  the   marketplace.    Anything  you  do  to   reinforce  the  posi@ves  in  your  brand   image  can  only  help,  but  anything  you  do   that  contributes  a  nega@ve  to  your  brand   image  hurts.    And  by  the  “law  of  10,000   APaboys”  a  nega@ve  contribu@on  to   brand  hurts  more  than  a  posi@ve   contribu@on  to  brand  image  helps.  
  25. 25. While  marke@ng  is  designed  to  promote   the  company’s  products  and  services,  and   adver@sing  is  designed  to  generate  sales,   PR  is  designed  to  communicate  the  values   on  which  the  company  stands.    These   values  are  what  stand  behind  the   company’s  brand.    These  values  are  the   company  bedrock.  As  long  as  the  company   acts  in  congruence  with  these  values,  PR   can  further  the  image  of  the  company,   and  thus  the  company  brand.    When  the   company  acts  incongruously,  PR  can   ameliorate  the  damage,  but  cannot   en@rely  reduce  it.  
  26. 26. United  Airlines  has  stopped  using  the  tagline,  “The   friendly  skies.”    Why?  Simply  put,  United  has  a  reputa@on   for  bad  service,  surly  employees,  and  general   unfriendliness.    Their  tagline  was  causing  cogni@ve   dissonance  and  was  clearly  losing  them  more  friends  than   gaining  them.    Southwest  Airlines  is  a  no-­‐frills  airline.  They   promise  cheap  fares,  and  nothing  else.    And  for  over  25   years,  Southwest  has  been  the  most  successful  airline.     Why?  Because  everything  they  do  is  congruent  with  their   message.    And  they  do  it  with  verve  and  élan.    They  are   en@rely  “on  brand.”    There  is  no  cogni@ve  dissonance   with  Southwest.  You  get  what  you  expect,  and  more.     While  with  United  and  most  of  the  other  airlines,  you   expect  some  service,  some  ameni@es,  some  civility,  and   what  you  get  is  a  lousy  airline.    Too  many  automa@on   companies  act  the  same  way.    Even  the  best  PR    
  27. 27. There  is  a  current  trend  toward  debasing  strong  brands.  Even   Southwest  has  fallen  prey  to  this  to  some  extent.  The  idea  is   that  you  can  abuse  “just  a  liPle  bit”  your  customers,  without   hur@ng  the  brand  unduly.  This  supposed  brand  elas@city  is   supposed  to  allow  you  to  extract  more  value  from  the   customer  without  giving  them  more  value…or  giving  them  less   value.     As  Jon  Stewart  said  about  the  proposed  makeover  of  the   “Brave”  heroine  Merida  by  Disney:  They  think  they  can  get   away  with  this  because  they  think  we  are  stupid!  Your   customers  are  not  stupid,  and  they  have  highly  tuned  super   heterodyne  BS  detectors.       They  may  let  you  get  away  with  debasing  your  brand  for  a   while,  but  they’ll  soon  be  looking  around  for  another  vendor   with  the  values  they  originally  saw  in  you  and  your  products   and  services.    
  28. 28. Just  as  PR  is  a  channel  for  external  communica@ons,  so  it  can  be  for   internal  communica@ons.    It  is  every  bit  as  important  for  employees,   suppliers  and  other  internal  stakeholders  to  be  informed  on  the   company’s  goals,  objec@ves,  and  values  as  it  is  for  analysts  and  editors   in  the  media,  and  for  stockholders  to  be  informed.    Communica@ng  the   company’s  brand  values  and  vision  internally  and  con@nually  reinforces   them  in  the  minds  of  employees  and  reduces  the  poten@al  for  cogni@ve   dissonance  when  a  customer  runs  across  a  problem  employee.     BP  fell  afoul  of  this  in  the  Deepwater  Horizon  mess.  BP  had,  in  the  five   years  between  the  Texas  City  disaster  and  Deepwater  Horizon,  spent   over  $2  billion  (with  a  B)  on  training  designed  to  create  a  new  safety   culture  in  the  company.  Unfortunately,  even  though  the  effort  had   support  from  the  highest  levels  in  the  company,  it  ran  afoul  of   employees  who  felt  it  was  bePer  to  con@nue  maximizing  bonuses,  etc.   by  not  improving  safety–  and  the  result  is  that  BP  has  now  spent  many   more  billions  trying  to  fix  the  problems  they  caused.       If  all  those  employees  had  been  truly  on  board  with  the  safety  culture   that  Tony  Hawood,  Deb  Grube  and  Ed  Sieg  were  trying  to  create  in  BP,  it   is  arguable  that  the  Deepwater  Horizon  accident  might  not  have   happened.  
  29. 29. Typically,  the  only  way  PR  is  knowingly  used  in  most   automa@on  companies  is  for  shareholder   communica@ons.    Shareholders  need  the  same   communica@ons  that  the  internal  stakeholders  do,   and  companies  who  are  forthright  and  forthcoming   with  their  stockholders  and  stakeholders  do  bePer   at  maintaining  their  stock  prices  even  in  the  wake  of   unfavorable  news  than  companies  who  ignore  their   stockholders  except  for  the  annual  report,  and   ignore  their  stakeholders  en@rely.  
  30. 30. The  lessons  learned  from  the  downsizings  of  the   1980’s  are  clear.    If  you  want  a  workforce  that  is   on-­‐board  with  the  goals  and  objec@ves,  vision  and   brand  of  the  company,  you  have  to  be  completely   honest  and  open  with  them,  especially  about  bad   news.    Hiding  the  fact  that  layoffs  are  coming   produces  good  old  cogni@ve  dissonance,  which   leads  immediately  to  a  loss  of  trust  in  management.     Employees  (just  like  your  customers)  have   extremely  well-­‐tuned  super  heterodyne  bullshit   detectors  (remember  I  said  this  before),  and  it  is   stupid  to  even  try  to  fool  them,  or  to  think  that  they   don’t  know  what  is  going  on,  just  because  you   haven’t  announced  it  yet.    
  31. 31. Every  industrial  enterprise  dreads  the  crisis.    The  call   comes  in  the  middle  of  the  night.    Your  tanker  is  aground.     Your  mine  has  collapsed.    Somebody’s  plant  has   exploded,  and  your  product  was  at  fault.    There  is  a  leak   into  the  groundwater.    Whatever  it  is,  you  need  to  have   planned  for  how  to  handle  a  crisis,  have  a  team  in  place  to   manage  it,  take  responsibility  and  correc@ve  ac@on  swikly,   and  provide  easy  access  to  informa@on  as  honestly  and   openly  as  possible.      
  32. 32. These  rules  are  decep@vely  simple,  yet  companies  fail  the   crisis  test  every  day.    Maybe  it  is  just  too  simple.    The  secret  to   crisis  management  is  to  be  open,  honest,  and  work  hard  to   solve  the  problem.       If  it  is  your  fault,  accept  responsibility  early  in  the  crisis,  and   start  correc@ve  ac@on  immediately.  Take  your  lumps.  The   correc@ve  ac@on  you  say  you  will  take  must  be  clear,  quick,   meaningful  and  actually  correct  the  problem–  and  make  the   situa@on  whole  again.  Stonewalling  in  a  crisis  will  get  you   what  Nixon  got.     If  it  is  not  your  fault,  communicate  that  at  every  opportunity,   while  emphasizing  that  you  are  there,  shirtsleeves  rolled  up,   working  to  solve  the  problem  anyway.    Remember  that  you   are  telling  a  story,  as  it  is  happening.    You  are  a  reporter  for   your  company’s  side  of  the  story.    Keep  it  to  Who,  What,   When,  Where,  How  and  Why  as  much  as  you  can.    The  simpler   the  story  you  tell,  the  more  likely  it  will  not  be  changed  much   by  the  media  as  they  report  it.    
  33. 33. Okay,  everything  I’ve  told  you  is  true.  But  it  begs  the   ques@on.  The  real  issue  is  how  do  you  actually  put   together  an  integrated  marke@ng  communica@ons  plan   that  works.  For  the  next  few  minutes,  we  are  going  to  look   at  a  new  way  of  seeing  the  problem.  
  34. 34. I  find  it  useful  to  look  at  the  things  you  need  to  do  as  part   of  a  cascade  control  loop–  appropriate  for  automa@on   industry  marke@ng,  no?     Look  at  the  tasks  as  OUTBOUND  communica@ons,  first.  All   of  these  things  allow  your  customers  to  find  you,  touch   you,  on  their  terms.  Note  that  all  of  them  are  designed  to   make  you  “authorita@ve”  in  the  Google  sense.  The  more   authorita@ve  you  appear  to  Google,  the  higher  you  will   appear  in  the  organic  search  rankings–  and  the  majority,   maybe  even  the  vast  majority  of  customers  find  you  on   Google  now.  Note  that  all  of  this  is  content.  It  is  high  value   content.  You  can’t  post  much  self-­‐serving  bullshit  on   Wikipedia.  People  stop  reading  white  papers  if  they  are   thinly  disguised  brochureware.  
  35. 35. Ever  since  the  studies  showed  that  (except  for   poli@cal  hot  buPon  issues)  Wikipedia  is  as   authorita@ve  as  any  other  reference  work,  people   have  been  looking  up  automa@on  related  topics   there.  One  of  the  most  significant  things  you  can  do   is  to  make  sure  that  you  have  good  Wikipedia  pages   for  the  company,  for  its  products,  and  that  your   principals  and  experts  have  biographical  essays,  CVs   and  bibliographies  on  Wikipedia.  It  is  also  worth   many  bonus  points  to  contribute  to  pages  on   industry  issues.  Wikipedia  can  then  become  the   core  of  your  campaign  to  make  your  brand   “authorita@ve.”  
  36. 36. Highly  technical  marke@ng  has  always  had  a  spot  for  ar@cles   and  whitepapers.  The  problem  is  that  while  everyone  knows   that  you  should  write  them,  everyone  also  has  the  opinion   that  if  an  employee  has  the  @me  to  write  them,  he  or  she  isn’t   doing  their  real  job,  or  is  underemployed.     Nothing  could  be  further  from  the  truth.  The  fact  is,   customers  want  NONCOMMERCIAL  sources  of  informa@on.   Your  company  has  some  of  the  best  experts  on  how  to  apply   the  products  you  make  anywhere.  It  is  really  important  to   consistently  create  good,  high  quality,  non-­‐commercial   whitepapers  and  applica@on  and  case  study  ar@cles.  Again,   like  social  media,  it  is  important  to  do  this  consistently,  so  that   customers  and  poten@al  customers  can  expect  to  see  new   material  on  a  regular  schedule.  There  are  also  numerous  ways   to  campaign  those  white  papers  and  ar@cles,  too,  and  the   sales  leads  you  get  are  generally  either  A  or  B  level  leads.  
  37. 37. Presenta@ons,  short  courses,  and  webinars  are  another   way  to  aPract  an  audience  to  share  your  exper@se.  Once   again,  these  cannot  be  sales  pitches.  Webinars  used  to  be   prohibi@vely  expensive  to  do,  but  with  tools  like   GoToWebinar  (which  happens  to  be  the  webinar  engine   we  are  using  today),  anyone  can  produce,  present  and   record  a  webinar.  Recorded  webinars  are  tremendous   sources  of  more  data  for  Wikipedia.    
  38. 38. Once  you  have  your  recorded  presenta@on,  and   your  webinar,  post  them  on  YouTube.  There  are   thousands  of  automa@on  related  audio  and  video   tracks  on  YouTube.  You  can  stream  them  to  your   website,  you  can  campaign  them,  you  can  send   people  to  them  in  many  different  ways  using  social   media.  How  much  viewership  can  something  like   flow  measurement,  for  example,  get?     Well,  the  video  of  me  talking  about  “Back  To  Basics:   DP  Flow  Measurement”  has  had  over  55  thousand   views  in  four  years.  
  39. 39. Just  like  Wikipedia  is  the  anchor  of  your  Outbound   communica@on  loop,  your  own  blogs  are  the   linchpin  of  the  inbound  communica@on  loop.  Yes,   blogging  is  an  outbound  ac@vity,  but  the  reason  you   are  doing  it  is  to  increase  the  crea@on  of  a   community  around  your  company  and  your   products.  But  you  can’t  just  blog.  You  have  to  push   the  stuff  you  are  blogging  (as  well  as  all  the  stuff   you  are  producing  as  outbound  content)  to  your   customers,  and  people  who  might  become  your   customers.  Blogging  must  be  consistent.  You  can   have  one  blog,  or  mul@ple  blogs.  Each  blog  should   have  its  own  “voice”  that  people  come  to  recognize.    
  40. 40. Here  is  where  social  media  are  cri@cal.  This  is  how   you  interact  with  your  customers  and  stakeholders–   how  you  disseminate  the  knowledge  you  have   amassed,  and  the  content  you  have  created.  Here  is   where  people  comment  on  what  you  say,  and   expect  you  to  listen  to  them.  This  is  the  feedback   por@on  of  the  cascade  control  loop.  
  41. 41. This  en@re  system,  this  en@re  integrated  marke@ng   communica@ons  program,  depends  on  content,  and  lots  of  it.   The  good  news  is  that  there  are  content  creators  available   who  are  capable  of  producing  as  much  content  as  you  want  or   need,  without  breaking  your  bank.  Look  for  people  with   industry  and  applica@on  specific  knowledge  already.  You   should  not  have  to  spend  hours  or  days  teaching  the  content   provider  your  business.  There  are  several  good  content   providers  I  recommend  to  people  when  they  ask.     You  do  have  to  spend  the  money,  though.  You  can’t  just  say   you  are  going  to  do  all  these  things.  You  have  to  have  the   content  wriPen  or  produced,  and  you  have  to  have  schedules   for  producing  and  publishing  it.  Otherwise,  you  are  just   mouthing  motherhood  statements.     And  then  you’ll  have  the  opinion  that  all  this  newfangled   interac@ve  marke@ng  communica@ons  stuff  doesn’t  work.  It   does,  YOU  don’t.  
  42. 42. So  that’s  PR  for  Automa@on  Professionals.    I  hope  you  have  a  bePer   understanding  of  PR’s  place  in  the  marke@ng  mix,  and  how  important  proper   use  of  public  rela@ons  can  be  to  the  strength  of  your  company  and  your   brand.    In  a  minute  we’ll  open  the  discussion  up  to  ques@ons,  but  I  want  to   thank  you  for  the  opportunity  to  speak  to  you  today.    I’ve  enjoyed  it  and  I   hope  you  have  too.     We  will  be  pos@ng  the  recording  of  this  webinar,  but  if  you  want  a  PDF  copy   of  the  slides  and  speakers  notes,  send  me  your  contact  informa@on  at  and  I’ll  see  that  you  get  one.     If  aker  the  webinar,  you  have  ques@ons  on  a  specific  issue,  feel  free  to   contact  me  either  at  Control  or  at  Spitzer  and  Boyes  LLC.     And  now,  on  to  ques@ons!