What Do P R’s Really Need


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What Do P R’s Really Need

  1. 1. What do PR’s really need<br />An (unfinished) View of Post Digital PR<br />
  2. 2. The 7 Deadly Essentials<br />Landscaping<br />To understand client/environment; to be able to plan PR programme; to support proposals<br />Planning<br />To lever value from landscaping<br />Monitoring <br />To provide source data for evaluation and insights<br />Evaluation<br />To gain insights into progress of PR activities<br />Insights/actionable pointers<br />To allow dynamic re-casting of PR activities<br />Real time<br />In some cases 24/7 minute by minute in others less often<br />Shareable<br />To engage relationship partners<br />
  3. 3. Landscaping needs<br />Today – most practitioners do notknow where client’s presence is... Some is press the rest can be in BBS, FB, Tweets or other events that are exposed online.<br />Don&apos;t know where competition is either so competitive evaluation is not used.<br />Must have this information to be able to develop PR plans. <br />Must have this information to ‘benchmark’ where the client is for future comparisonsand must be a ‘rollong benchmark<br />These data expose ‘what success looks like’ – e.g. PR objectives<br />PR objectives are measurable and show how effective the rolling actual is when compared to rolling plan.<br />
  4. 4. Landscaping solutions<br />Must be all media because online is about everything and the press is only about what the press can afford to report.<br />Needs to be at least representative of all media events for past 6 months (preferably up to1000 citations per week)<br />Based on a good Boolean search string for client and (at least) two competitors.<br />Report citations in the following way:<br />Representative (share) total; total by week<br />Total by media type (share); total by type by week<br />Type by country; type by country by week<br />This is a representative survey and so is not to be presented as the actuality<br />
  5. 5. Landscaping Intelligence <br />Need to know position v competition<br />Share of coverage e.g. News v blogs v BBs etc<br />Number of citations that is a competitive share of voice (e.g. How many news/blog/BBS/Tweets v competitor).<br />News in brief which is a summary of the texts of all citations over 6 months(all of Google News – extra option would be to do the same with other media types - in summary for client and competitors – loads of other applications for such a capability). <br />Sector immersion – a place a practitioner can go to for background reading for the whole competitive sector (Trackstuffnow?)<br />Key concepts about the client and competitors at a glace (Wall of their web sites)<br />Online reputation - The Wall<br />Need to know the niche<br />All PR programmes focus on a narrow perspective such as a brand, product, person, price so there is also a need to be able to ‘take a perspective’ – a single keyword that re-casts the data from a single perspective dynamically.<br />
  6. 6. Landscaping Share of Mind<br />It is possible to explore the extent to which an organisation is in tune with the public mood and the mood of its stakeholders. For corporate affairs management, political campaigning and brand management, these data are very significant. <br />Identify the semantic concepts in the client websites (analysis of the client’s web site agenda and values)<br />Identify the semantic concepts of the web pages of third parties who link into the client web sites (analysis of stakeholder’s perspective of client agenda and values). List sites by type.<br />Identify the semantic concepts of the web sites of third parties who link into the client web sites (analysis client agenda and values’ significance to stakeholder’s interests – sometimes called mindshare). List sites by type<br />Explore all web pages indexed by search engines for the last year that mention the client and extract the semantic concepts (public perspective of client agenda and values). List sites by type<br />Explore all web sites where pages have been indexed by search engines for the last year that mention the client and extract the semantic concepts (client agenda and values that are significant to public interest). List sites by type.<br />Show the extent to which concepts cross reference to ascertain degrees of commonality/dissonance<br />This process can be done in time series which allows one to see concepts emerging, gaining in significance morphing and even declining and the extent to which values are common/distant.<br />
  7. 7. Landscaping behavioural commitment<br />There are a number of strengthening influences on people.<br />Availability of client information online (is there more, less, competitive differences)<br />Seen information <br />Exchanged information (e.g. delicious , Digg, Flickr etc)<br />Comment about information (e.g. comments)<br />Original creative content about client information (e.g. Tweet, blog post etc)<br />Interact with third parties<br />Aggregation of information from different sources.<br />Buy<br />Repeat 3-7<br />As far as possible, measuring behavioural commitment is valuable for PR landscaping and for setting objectives. It shows that there are tangible effects.<br />At present, the usual way of measuring this is to look at inlinks , Google /Alexa ranking, comments on client blogs and references to keywords. Not very helpful.<br />We have the additional power of powerful and granular page search, semantics and time series to follow behavioural commitment and we have Bayesian logic to help identify cause and effect.<br />
  8. 8. Landscaping Tactical Aids<br />There is a need to have a list of the big influences for the client and for the competitors ( this is an extension of blog finder)<br />Media by country<br />Blogs by country<br />BBs by country<br />Etc <br />Need to show how frequently citations appear, who the author is (URL) and who the most frequent commentators are.<br />There is also a need to be able to use this ‘finder’ capability as part of landscaping for niche interests.<br />
  9. 9. Planning Needs<br />To be able to plan is essential and is usually based on a process, intelligence, creative concepts and lists to achieve outcomes.<br />Most PR campaigns look for outcomes based on:<br />Change share of coverage (or absolute number)<br />Change share of coverage in different media types<br />Change the (relative) prevalence of language (words/concepts) used to describe client/brand/person/issue – e.g. share of mind<br />Change the reach in coverage/media/language/concepts for client sites (to reflect the actuality and influence of the third party actors) – e.g share of mind<br />Change the reach in coverage/media/language/concepts for external sites (to reflect the actuality of the client sites – or content of the communication objective) e.g. share of mind<br />Change in behaviour <br />Online - web pages created, web posts/tweets, replies, comments, tags, fans/friends, footfall, website visits, purchases, <br />
  10. 10. Planning & Management<br />The two outcomes of a PR programme, changed perception and changed behaviour are made specific from landscaping which also provides relevant, replicable and agnostic management measures. <br />The foregoing, expressed in absolute or competitive rate of change over time offer a managed outcome and well defined objective.<br />Providing tabular representations of the start point, target and progress to date offers the practitioner up to date and current, real time, reporting.<br />
  11. 11. Planning Strategies<br />The breadth of platforms, channels and contributing actors and range of agendas and values is mostly complex and requires strategic PR interventions (“Complexity is much more than a buzzword, but a reality that is here to stay” Martha Maznevski IMD Professor of Organizational Behaviour.)<br /> Companies first reacted to complex business environment by creating complex organizations (Ashby’s Law).<br />Companies beginning to grapple with complexity in effective ways interpret Ashby’s law differently. <br />They harness the complexity already inherent within the organisation – people and relationships, and so on – to work for the company rather than against it. <br />They add Thoreau’s advice to the recipe: simplify, simplify! But<br />They choose carefully what they simplify, without making the organization or its processes too simple.<br />Four key issues around which companies must simplify: purpose and values; core processes and decentralization; early awareness systems; and leadership.<br />
  12. 12. Planning Purpose and Values<br />Rules of engagement – who and how to be involved<br />Legal framework<br />Values expressed by the client (from landscaping web site: if wrong change web site) to focus on<br />Values of sphere of influence to be adopted<br />Public Values to be adopted<br />Values collateral<br />
  13. 13. Planning core processes and de-centralisation - tactic<br />Key Platforms (PC, Mobile, Press, TV etc) –from landscaping<br />Key Channels (Online, On mobile, In Print, Radio, TV other) – from landscaping<br />Available client sources and collateral (texts, photos, video, papers) – location, availability, divisibility (a spec sheet in ten 140 word discrete statements) online, client, agency locations –from landscaping client and agency audits<br />Removal of unusable content, web pages, email addresses – avoid confusion and cost of maintaining inventory (archives should be historic and not for the now).<br /> Delegation and briefing (rules, training, communication, resources and collateral)<br />
  14. 14. Monitoring<br />Alert system<br />Real Time monitoring (sub 10 minutes)<br />Delivered by SMS, IM, email, reporting portal, RSS<br />Items with:<br />Any keywords (being: values /search words/tags /names) in headline plus<br />Any specific ‘stop’ word in headline/text and or<br />Any permutation of “n” keywords in a text paragraph plus<br />Top 20% web rank by country<br />Monitor all web real time as for landscaping in real time with analysis at agreed intervals (hour/day/week/month)<br />Primary distribution via portal <br />Set up<br />Media monitoring <br />Evaluation<br />Management <br />Insights/actionable pointers<br />
  15. 15. Evaluation<br />A range of measures based landscaping and previously identified measures.<br />Provision to drill down and gain added information data (which may require purchasing access to information)<br />Presented as content in the portal, downloadable in Word or PDF format.<br />Provision for annotation and sharing <br />Provision for downloading as widgets<br />
  16. 16. Insights<br />The monitoring and evaluation is of limited value unless used to inform and instruct changed perception and changed behaviour of internal and external constituents.<br />Using Bayesian analysis, forward project media coverage, types of media, concepts values<br />Identify values convergence/divergence, variation from plan<br />Identify issues in the making <br />Develop a management alert system<br />