Social summer 5 how to plan & execute real-time pr that delivers for your organisation

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Social summer 5 how to plan & execute real-time pr that delivers for your organisation

  1. 1. HOW TO PLAN & EXECUTE REAL-TIME PR THAT DELIVERS FOR YOUR ORGANISATION.1
  2. 2. Philip Sheldrake Meanwhile www.andmeanwhile.com Blog www.philipsheldrake.com LinkedIn /in/philipsheldrake Twitter @sheldrake CIPR TV www.cipr.tv ___________ ___________ CIPR Social Summer, 15th May 2012 #cipr #ciprsm2
  3. 3. Coming up… 1. What does success look like? 2. Real-time complexity and My Channel 3. Mission, vision, values – back to basics 4. The Balanced Scorecard – business performance management 5. The Influence Scorecard – influence performance management 6. The Six Influence Flows 7. Knowledge, skills and policies 8. Analytics and workflow 9. Culture 10. Facilities3 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  4. 4. Recommended reading The Business of Influence Real-time Marketing and PR Philip Sheldrake David Meerman Scott Wiley, April 2011 Wiley, November 20104 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  5. 5. What does success look like here? 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)5 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  6. 6. This isn‟t easy 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.6 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  7. 7. Reality is perception 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. 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.7 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  8. 8. Real-time complexity and My Channel What exactly are we dealing with here? Let‟s paint the picture. A content format your colleagues / clients will understand...8 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  9. 9. 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 This one on the small screen Slideshare version: http://bit.ly/hPYjnd Download this one for projection9 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  10. 10. The Future Continuously expanding capabilities for highly personalised creation, curation, recommendation, search, discovery, managem ent, 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.10 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  11. 11. Back to basics 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.11 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  12. 12. Mission, values, vision… CASCADE 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.12 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  13. 13. Business performance management (BPM) 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 Institute13 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  14. 14. The Balanced Scorecard “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.”114 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  15. 15. The Influence Scorecard 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.15 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  16. 16. The Six Influence Flows16 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  17. 17. Monitoring and analytics 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 conversations sentiment and influence. The social Web = social media + apps + services + the network of devices.17 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  18. 18. REMINDER: What does success look like? 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)18 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  19. 19. So we don’t end up with… Let‟s do a podcast! 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 19 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  20. 20. Critical ingredients of real-time PR 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.20 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  21. 21. Critical ingredients of real-time PR Who? Fear What? Doubt How? Confusion When? Paralysis Inconsistency Inauthenticity Missed opportunities Reputational risk21 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  22. 22. Knowledge, Skills & Policies Knowledge Skills Policies Of PR best practice Analytical Social media policy Of the Social media Tone of voice mission, values, vis Process design Escalation ion Quality assurance Discretionary Of the Influence and audit customer care Scorecard Tool procurement Of the demands of real-time PR Interdisciplinary (eg, with other marketing, digital and customer service disciplines)22
  23. 23. Analytics & Workflow Analytics Workflow Social Web analytics tools Process design… with your appropriate to your needs analytics vendor (although beware vendor lock-in) Fluency in their application Build in quality rather than Integration with other analytic just test for it capabilities (eg, CRM) Integration of PR activity with Fit to the Influence Scorecard paid and owned media, and customer service Training courses / manuals23
  24. 24. 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.24 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  25. 25. Culture 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.25 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  26. 26. Measurement & evaluation Measurement & evaluation closes the loop. Are we executing the strategy as intended? See the CIPR‟s: research, planning and measurement guidance3 social media measurement guidance4 In short metric selection and design is as bespoke as one‟s strategy. 3. http://mnwh.li/dyIP86 4. http://mnwh.li/IVTShg26 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  27. 27. Facilities You have the knowledge, skills and policies; the analytics and workflow; the culture. Now manifest these in your workplace. “The Twitter Room” by the Conversation Group http://www.slideshare.net/cluetrainee/the-twitterroom-workbook27 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales
  28. 28. Thank you 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.28 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

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