This document provides a summary of a PR newsletter issue including the following articles:
1) Two companies, Uber and Apple, were recently caught up in crises not directly related to them. PR experts say that when a brand is unfairly dragged into a crisis, they still need to respond quickly even if it's not their direct issue to avoid having others define the situation. Crises can also present opportunities for brands to reestablish themselves.
2) The article provides tips for measuring the impact of PR campaigns, including tracking referral traffic, leads generated, organic search, earned and paid impressions, social reach, and message pull-through.
3) The document discusses how PR professionals can help turn CEOs
The Marketing Growth Hackathon: 25+ Tips, Tools and Resources to Accelerate P...PR 20/20
Computer programmers hold hackathons to quickly build and improve software, so why can’t marketers do the same to unlock potential and drive performance? This fast-paced session delivers a unique planning framework to help you gain a new perspective on your strategies and campaigns. You’ll leave inspired by a collection of case studies and armed with a slew of resources you can use to accelerate your company’s success at all stages of the funnel. This session is for you if you want to learn how to build a performance-driven organization that exceeds ROI expectations and outpaces the competition. At the end of tis session you will be able to:
1. Prioritize and simplify your marketing goals.
2. Construct dynamic campaigns with the greatest probabilities of impacting business results.
3. Apply new technologies and processes to improve efficiencies and accelerate success.
The document discusses strategies for businesses to effectively utilize social media to find new customers. It notes that with over 1 billion users on major networks like Facebook and Twitter, social media presents a huge opportunity for businesses. However, it also warns that companies need to carefully prepare their social media strategies rather than hastily jumping in. The document then provides 10 dos and don'ts for businesses to follow, such as maintaining a consistent brand message across all networks, responding to customer queries, and being patient as effective social strategies require time to work.
The 8 Success Criteria For Facebook Page Marketing Jeremiah Owyang
This document outlines 8 success criteria for Facebook page marketing based on research and input from 34 organizations. It analyzes 30 brand pages across 6 industries based on these criteria. Key findings include:
1. Brands scored lowest on setting community expectations, peer interactions, advocacy and calls to action.
2. Retail brands scored highest overall while luxury hotels and regulated industries scored lowest.
3. Most brands failed to set clear rules and purpose for their pages, risking community backlash.
How To Achieve Success in Digital Marketing Choosing the Right Channel & Expe...We Are Marketing
This document outlines Rand Fishkin's framework for digital marketers to take an unbiased, strategic approach to marketing investments. It involves defining the audience, problem, existing solutions, potential channels, positioning, and messaging. For each element, Fishkin provides tips and tools to help evaluate options in a structured yet flexible way. The goal is to prioritize high-impact channels that fit the budget and skills of the team. By following this process, marketers can optimize investments and earn trust by conducting an unbiased evaluation tailored to each unique situation.
8 Marketing Skills You Need to Land Your Dream Job in 2015HubSpot
The advertising and marketing industry is facing a talent crisis. This means there is an opportunity for those looking to gain new skills, advance their careers, or change jobs. Learn about the eight skills marketing agencies and brands want and need to hire for in 2015.
Why do I keep hearing about social media?Richard Meyer
The document discusses the rise of social media and its impact on marketing. It notes that consumers are empowered by social media and are openly discussing brands, which makes it difficult for companies to hide behind brands. It suggests that marketers need to focus on transparency, honesty and conversations rather than traditional branding and interruption techniques. It also debunks some common myths about social media marketing, noting that it requires clear objectives, measurement of ROI, and cannot be implemented solely by agencies.
120 Awesome Marketing Stats, Charts and GraphsHubSpot
http://www.HubSpot.com/charts - Over 120 marketing charts and graphs based on original research and data from a variety of sources, including analysis of our 6,500 business customers, surveys with hundreds of businesses responding, and dozens of top-notch publications like MarketingSherpa, eMarketer, Pew Research, McKinsey, and more. To download a free copy of your own, please visit http://hubspot.com/charts
The Marketing Growth Hackathon: 25+ Tips, Tools and Resources to Accelerate P...PR 20/20
Computer programmers hold hackathons to quickly build and improve software, so why can’t marketers do the same to unlock potential and drive performance? This fast-paced session delivers a unique planning framework to help you gain a new perspective on your strategies and campaigns. You’ll leave inspired by a collection of case studies and armed with a slew of resources you can use to accelerate your company’s success at all stages of the funnel. This session is for you if you want to learn how to build a performance-driven organization that exceeds ROI expectations and outpaces the competition. At the end of tis session you will be able to:
1. Prioritize and simplify your marketing goals.
2. Construct dynamic campaigns with the greatest probabilities of impacting business results.
3. Apply new technologies and processes to improve efficiencies and accelerate success.
The document discusses strategies for businesses to effectively utilize social media to find new customers. It notes that with over 1 billion users on major networks like Facebook and Twitter, social media presents a huge opportunity for businesses. However, it also warns that companies need to carefully prepare their social media strategies rather than hastily jumping in. The document then provides 10 dos and don'ts for businesses to follow, such as maintaining a consistent brand message across all networks, responding to customer queries, and being patient as effective social strategies require time to work.
The 8 Success Criteria For Facebook Page Marketing Jeremiah Owyang
This document outlines 8 success criteria for Facebook page marketing based on research and input from 34 organizations. It analyzes 30 brand pages across 6 industries based on these criteria. Key findings include:
1. Brands scored lowest on setting community expectations, peer interactions, advocacy and calls to action.
2. Retail brands scored highest overall while luxury hotels and regulated industries scored lowest.
3. Most brands failed to set clear rules and purpose for their pages, risking community backlash.
How To Achieve Success in Digital Marketing Choosing the Right Channel & Expe...We Are Marketing
This document outlines Rand Fishkin's framework for digital marketers to take an unbiased, strategic approach to marketing investments. It involves defining the audience, problem, existing solutions, potential channels, positioning, and messaging. For each element, Fishkin provides tips and tools to help evaluate options in a structured yet flexible way. The goal is to prioritize high-impact channels that fit the budget and skills of the team. By following this process, marketers can optimize investments and earn trust by conducting an unbiased evaluation tailored to each unique situation.
8 Marketing Skills You Need to Land Your Dream Job in 2015HubSpot
The advertising and marketing industry is facing a talent crisis. This means there is an opportunity for those looking to gain new skills, advance their careers, or change jobs. Learn about the eight skills marketing agencies and brands want and need to hire for in 2015.
Why do I keep hearing about social media?Richard Meyer
The document discusses the rise of social media and its impact on marketing. It notes that consumers are empowered by social media and are openly discussing brands, which makes it difficult for companies to hide behind brands. It suggests that marketers need to focus on transparency, honesty and conversations rather than traditional branding and interruption techniques. It also debunks some common myths about social media marketing, noting that it requires clear objectives, measurement of ROI, and cannot be implemented solely by agencies.
120 Awesome Marketing Stats, Charts and GraphsHubSpot
http://www.HubSpot.com/charts - Over 120 marketing charts and graphs based on original research and data from a variety of sources, including analysis of our 6,500 business customers, surveys with hundreds of businesses responding, and dozens of top-notch publications like MarketingSherpa, eMarketer, Pew Research, McKinsey, and more. To download a free copy of your own, please visit http://hubspot.com/charts
This document is an issue of the Revenue Performance magazine published by mThink. It discusses various topics related to monetization and high-performance marketing. The issue includes articles on converting social media traffic, affiliate opportunities in social commerce, and the differences between affiliate networks and CPA networks. The letter from the publisher discusses the importance of treating social media traffic seriously and optimizing the user experience to generate ROI, rather than dismissing social media as not being profitable.
LinkedIn company pages: the untapped opportunity for SMBsScoop.it
Small and mid-size businesses (SMBs) massively use social media as a digital marketing tactic. But at Scoop.it we wanted to understand: how do they use social media? What are their key opportunities?
We surveyed more than 3,000 SMBs over several months - inside and outside the Scoop.it user base. We asked questions, collected behavioral data and discovered intriguingfindings which we plan to release in several parts.
The first lesson we learned is that LinkedIn Company Pages seem to be a major opportunity not yet leveraged by many SMBs. Though LinkedIn is THE business social network, SMBs still don't see their future on LinkedIn yet. They don't seem to have the time, the content or the analytics tools they need to take advantage of LinkedIn Company Pages as an important marketing opportunity.
Here are details on why and how to help them fix that.
#69Predictions Marketing Experts Share for 2016Bryan Kramer
It’s that time of year again. A time to take what we’ve learned and figure out how to plan for big marketing wins in 2016. Since each year is different with a new set of challenges, we tapped into the world’s top industry leaders to tell you their own predictions for next year in helping you to think through your own marketing initiatives.
This document outlines 10 social media truths for 2014. It discusses how social media has become an essential part of business and culture. 97% of marketers now use social media and over half have started in the last two years. The document emphasizes that social media is a conversation and brands need to carry themselves like normal people to build relationships. It also notes that audiences are now creators themselves and consume many types of user-generated content. The document recommends focusing social efforts on Facebook, YouTube and blogging. It stresses that good content that speaks to the brand voice and products is most important.
Hubspot's How to Enhance Your Internet Presence with Social MediaJacqueline Polanco
Today, using social media to direct traffic to your website and generate new leads is an indispensable part of your marketing mix. That’s why we designed this ebook—to help you identify the key social media channels where you should be present and how to optimize them for lead generation. Enjoy the read!
Dig into the discipline of reputation marketing and strategy. Rhea will show you what the role of a reputation marketer looks like, what analytics to track, and why everyone should be investing in their organization’s reputation to diversify and reduce marketing spend and other high business costs. Presented at MozCon 2016 in Seattle.
Progressive Profiling Strategy: The Power of Incremental DataBen Grossman
Between 2010 and 2012, the world yielded more data than had been created in all of history. And the pace of data creation is only accelerating. By 2020, it is expected that organizations will require oversight of over 50 times the amount of data we have today. While big data certainly yields some big opportunity, data quality and collection methodologies remain questionable. In fact, 25% of B2B databases are inaccurate – and it’s expected consumer databases are even worse.
Progressive profiling is an important strategy for marketers to understand and use across the board – both in digital contexts, where it was conceptualized, but also in live event contexts, where its use is just emerging. What’s at stake is better data reliability, sales cycles cut in half and up to 70% more revenue that organizations that suffer from poor data integrity. This presentation explores the progressive profiling landscape, as well as helpful tips for how to use digital and live to progressively profile your brand’s consumers.
The document outlines 5 ways that marketing will change in the next 5 years: 1) Massive data collection across multiple touchpoints will become standard as more data is collected on users, 2) Marketers will gain better control and access to user data to personalize experiences, 3) Social media will grow into a key source of user data and insights, 4) Permission-based marketing will become essential to maintain user privacy and trust, 5) Programmatic marketing will end generalized outreach by targeting users with highly personalized content based on their profiles and behaviors. The key will be for marketers to leverage big data, understand users, and respect their privacy.
How To Build the Perfect Content Team: a Look at Content Companies by Tom Cri...We Are Marketing
This document profiles a digital marketing expert with 10 years of experience in SEO, content marketing, and digital strategy. They have helped both large media clients like The New York Times as well as startups. Currently, they run their own boutique digital strategy consulting practice and are interested in chatting with others about content-related work.
Getting a Competitive Advantage through Social Selling | #scon11 @sugarconInsideView
“Social media has become massively more important because customers have stopped listening to vendors and analyst/reviewers. Think about that. Most of your marketing and analyst relations and press relations are being trumped by customers talking to customers.”
Social media for b2b marketing-from Asuthosh Nair & Jaspreet SidhuWaily ARAUJO
1) The document discusses how social media is important for B2B marketing as over 90% of B2B buyers are using social media to research purchases. Social media allows direct engagement with customers and prospects to build relationships.
2) Some benefits of social media for B2B discussed include expanding reach to find new leads, demonstrating thought leadership, and facilitating faster sales cycles through education and building trust.
3) The document provides guidance on starting a social media marketing campaign, including developing a social media strategy aligned with overall marketing goals, researching which platforms fit your goals best, and getting organizational buy-in to participate actively on social media.
Is crowdfunding a good option to launch your business or new product? Bill Carmody, CEO of Trepoint, pulls out some great insights from Jamey Stegmaier, author of "A Crowdfunder's Strategy Guide" and shares what he learned.
The document discusses how using Salesforce and LinkedIn Sales Navigator can help accelerate social selling adoption by providing metrics to track adoption and measure impact. It describes how the Social Selling Index (SSI) measures social selling effectiveness and compares high-scoring sellers to low scorers. Interviews with representatives from the Sacramento Kings and Procore Technologies illustrate how integrating Salesforce and LinkedIn has improved prospect research, saved time, increased measurable results like attendance and opportunities. The conclusion emphasizes that measurement is key to understanding progress in changing sales behavior through social selling.
The New Rules Of Marketing And Pr For Hi Tech Companies Sept 2009shapira marketing
The New Rules of Marketing and PR for High Tech based on David Meerman Scott\'s Book: The New Rules of Marketing and PR with additional sections on Analyst Relations
This document provides an overview of digital marketing fundamentals. It emphasizes having clear and specific goals, such as increasing leads or improving customer relationships by a target date. While large Super Bowl ads may seem appealing, it notes that startups have smaller budgets. It discusses targeting Generation Y through word-of-mouth recommendations and social media engagement that shows respect. A variety of online marketing channels are listed, along with emphasizing having a clear plan of action, measuring results, and not wasting dollars.
The document provides definitions and analyses for key Twitter metrics including engagement, retweets, mentions, favorites, hashtags, potential reach, potential impressions, and response rate and time. It explains how to measure account engagement, audience, share of voice, and visual content effectiveness. The document also outlines tools for optimizing site traffic, customer service, campaigns, and influence on Twitter.
The document presents 10 winning stats about strategies that are effective for association marketers. It discusses how content marketing costs 62% less than traditional marketing and generates 3 times as many leads. It also notes that website conversion rates are 6 times higher for organizations that adopt content marketing compared to those that do not. Additionally, 94% of B2B marketers use social media for organizational announcements rather than traditional press releases. The document provides statistics on effective strategies for email campaigns, trade shows, webinars, outsourcing design work, and using SlideShare.
This presentation is about exploring social media as a process for driving BtoB lead generation But first a word of caution: Leads depend as much on the messages as they do on the media. Maybe more. So this will be a story about managing both media and messages within our Marcom Engine process. A presentation by Keith Bates
This document discusses how to maximize the use of analytics tools on LinkedIn to strengthen personal and professional branding. It recommends analyzing profile view data to identify actions that influence connections, such as posting status updates or joining groups. The analytics can also be applied to company brand pages to amplify organizational branding efforts. Specific tips are provided, such as monitoring which profile sections drive the most views to help focus branding strategies.
This document is an issue of the Revenue Performance magazine published by mThink. It discusses various topics related to monetization and high-performance marketing. The issue includes articles on converting social media traffic, affiliate opportunities in social commerce, and the differences between affiliate networks and CPA networks. The letter from the publisher discusses the importance of treating social media traffic seriously and optimizing the user experience to generate ROI, rather than dismissing social media as not being profitable.
LinkedIn company pages: the untapped opportunity for SMBsScoop.it
Small and mid-size businesses (SMBs) massively use social media as a digital marketing tactic. But at Scoop.it we wanted to understand: how do they use social media? What are their key opportunities?
We surveyed more than 3,000 SMBs over several months - inside and outside the Scoop.it user base. We asked questions, collected behavioral data and discovered intriguingfindings which we plan to release in several parts.
The first lesson we learned is that LinkedIn Company Pages seem to be a major opportunity not yet leveraged by many SMBs. Though LinkedIn is THE business social network, SMBs still don't see their future on LinkedIn yet. They don't seem to have the time, the content or the analytics tools they need to take advantage of LinkedIn Company Pages as an important marketing opportunity.
Here are details on why and how to help them fix that.
#69Predictions Marketing Experts Share for 2016Bryan Kramer
It’s that time of year again. A time to take what we’ve learned and figure out how to plan for big marketing wins in 2016. Since each year is different with a new set of challenges, we tapped into the world’s top industry leaders to tell you their own predictions for next year in helping you to think through your own marketing initiatives.
This document outlines 10 social media truths for 2014. It discusses how social media has become an essential part of business and culture. 97% of marketers now use social media and over half have started in the last two years. The document emphasizes that social media is a conversation and brands need to carry themselves like normal people to build relationships. It also notes that audiences are now creators themselves and consume many types of user-generated content. The document recommends focusing social efforts on Facebook, YouTube and blogging. It stresses that good content that speaks to the brand voice and products is most important.
Hubspot's How to Enhance Your Internet Presence with Social MediaJacqueline Polanco
Today, using social media to direct traffic to your website and generate new leads is an indispensable part of your marketing mix. That’s why we designed this ebook—to help you identify the key social media channels where you should be present and how to optimize them for lead generation. Enjoy the read!
Dig into the discipline of reputation marketing and strategy. Rhea will show you what the role of a reputation marketer looks like, what analytics to track, and why everyone should be investing in their organization’s reputation to diversify and reduce marketing spend and other high business costs. Presented at MozCon 2016 in Seattle.
Progressive Profiling Strategy: The Power of Incremental DataBen Grossman
Between 2010 and 2012, the world yielded more data than had been created in all of history. And the pace of data creation is only accelerating. By 2020, it is expected that organizations will require oversight of over 50 times the amount of data we have today. While big data certainly yields some big opportunity, data quality and collection methodologies remain questionable. In fact, 25% of B2B databases are inaccurate – and it’s expected consumer databases are even worse.
Progressive profiling is an important strategy for marketers to understand and use across the board – both in digital contexts, where it was conceptualized, but also in live event contexts, where its use is just emerging. What’s at stake is better data reliability, sales cycles cut in half and up to 70% more revenue that organizations that suffer from poor data integrity. This presentation explores the progressive profiling landscape, as well as helpful tips for how to use digital and live to progressively profile your brand’s consumers.
The document outlines 5 ways that marketing will change in the next 5 years: 1) Massive data collection across multiple touchpoints will become standard as more data is collected on users, 2) Marketers will gain better control and access to user data to personalize experiences, 3) Social media will grow into a key source of user data and insights, 4) Permission-based marketing will become essential to maintain user privacy and trust, 5) Programmatic marketing will end generalized outreach by targeting users with highly personalized content based on their profiles and behaviors. The key will be for marketers to leverage big data, understand users, and respect their privacy.
How To Build the Perfect Content Team: a Look at Content Companies by Tom Cri...We Are Marketing
This document profiles a digital marketing expert with 10 years of experience in SEO, content marketing, and digital strategy. They have helped both large media clients like The New York Times as well as startups. Currently, they run their own boutique digital strategy consulting practice and are interested in chatting with others about content-related work.
Getting a Competitive Advantage through Social Selling | #scon11 @sugarconInsideView
“Social media has become massively more important because customers have stopped listening to vendors and analyst/reviewers. Think about that. Most of your marketing and analyst relations and press relations are being trumped by customers talking to customers.”
Social media for b2b marketing-from Asuthosh Nair & Jaspreet SidhuWaily ARAUJO
1) The document discusses how social media is important for B2B marketing as over 90% of B2B buyers are using social media to research purchases. Social media allows direct engagement with customers and prospects to build relationships.
2) Some benefits of social media for B2B discussed include expanding reach to find new leads, demonstrating thought leadership, and facilitating faster sales cycles through education and building trust.
3) The document provides guidance on starting a social media marketing campaign, including developing a social media strategy aligned with overall marketing goals, researching which platforms fit your goals best, and getting organizational buy-in to participate actively on social media.
Is crowdfunding a good option to launch your business or new product? Bill Carmody, CEO of Trepoint, pulls out some great insights from Jamey Stegmaier, author of "A Crowdfunder's Strategy Guide" and shares what he learned.
The document discusses how using Salesforce and LinkedIn Sales Navigator can help accelerate social selling adoption by providing metrics to track adoption and measure impact. It describes how the Social Selling Index (SSI) measures social selling effectiveness and compares high-scoring sellers to low scorers. Interviews with representatives from the Sacramento Kings and Procore Technologies illustrate how integrating Salesforce and LinkedIn has improved prospect research, saved time, increased measurable results like attendance and opportunities. The conclusion emphasizes that measurement is key to understanding progress in changing sales behavior through social selling.
The New Rules Of Marketing And Pr For Hi Tech Companies Sept 2009shapira marketing
The New Rules of Marketing and PR for High Tech based on David Meerman Scott\'s Book: The New Rules of Marketing and PR with additional sections on Analyst Relations
This document provides an overview of digital marketing fundamentals. It emphasizes having clear and specific goals, such as increasing leads or improving customer relationships by a target date. While large Super Bowl ads may seem appealing, it notes that startups have smaller budgets. It discusses targeting Generation Y through word-of-mouth recommendations and social media engagement that shows respect. A variety of online marketing channels are listed, along with emphasizing having a clear plan of action, measuring results, and not wasting dollars.
The document provides definitions and analyses for key Twitter metrics including engagement, retweets, mentions, favorites, hashtags, potential reach, potential impressions, and response rate and time. It explains how to measure account engagement, audience, share of voice, and visual content effectiveness. The document also outlines tools for optimizing site traffic, customer service, campaigns, and influence on Twitter.
The document presents 10 winning stats about strategies that are effective for association marketers. It discusses how content marketing costs 62% less than traditional marketing and generates 3 times as many leads. It also notes that website conversion rates are 6 times higher for organizations that adopt content marketing compared to those that do not. Additionally, 94% of B2B marketers use social media for organizational announcements rather than traditional press releases. The document provides statistics on effective strategies for email campaigns, trade shows, webinars, outsourcing design work, and using SlideShare.
This presentation is about exploring social media as a process for driving BtoB lead generation But first a word of caution: Leads depend as much on the messages as they do on the media. Maybe more. So this will be a story about managing both media and messages within our Marcom Engine process. A presentation by Keith Bates
This document discusses how to maximize the use of analytics tools on LinkedIn to strengthen personal and professional branding. It recommends analyzing profile view data to identify actions that influence connections, such as posting status updates or joining groups. The analytics can also be applied to company brand pages to amplify organizational branding efforts. Specific tips are provided, such as monitoring which profile sections drive the most views to help focus branding strategies.
Gabriel Weinberg, Justin Mares - Traction_ a startup guide to getting custome...AggieLainePiniones1
This document provides an overview of 19 traction channels that startups can use to acquire customers and grow their business. It introduces the channels and interviews founders who have successfully used certain channels. The channels discussed include viral marketing, public relations, unconventional PR, search engine marketing, social/display ads, offline ads, search engine optimization, content marketing, email marketing, and engineering as marketing. The document emphasizes that startups should experiment with multiple channels rather than focus on only familiar ones, and that it's difficult to predict the most effective channel without testing.
Build a Content Marketing Machine Workshop | Session 1Tom McCracken
It's no secret that marketing has changed. Traditional techniques no longer work like they used to. There is a solution, content marketing. Its success is driven by:
* Attracting visitors with content, search engines, and social media
* Optimizing customer conversion, nurturing, and retention
* Continually improving using deep analytics and insight
Over the course of this extended five-session workshop, we will present a complete system for marketing the right way. We will cover the strategies and tactics leaders are using to produce extraordinary results on today’s Internet.
This workshop will go beyond methodology, revealing an integrated suite of tools for building the ultimate content marketing platform.
Session 1: Get Strategic: How leaders are growing their business on the modern web
For a preview visit getcm2.com
How to Optimise the Efficiency of Your Digital CommunicationLa French Tech
Discover 6 easy tips that will help you to get the maximum out of your digital communication. Optimize your paid media and owned media approach of the Internet in order to generate online visibility and improve your digital ROI.
How to Develop an Influencer Marketing Plan in 5 StepsJohn Connolly
This document outlines a 5-step process for developing an influencer marketing plan: 1) define your target audience, 2) find relevant influencers, 3) monitor influencer content for opportunities, 4) engage with influencers, and 5) measure outcomes. It also discusses how some brands are bringing influencer marketing in-house to gain more control over relationships and pricing. SaaS platforms can help automate influencer discovery, campaign management, and performance tracking. YouTube is cited as an effective platform for influencer marketing due to its ability to enhance storytelling and prompt viewer action.
Atlas Webinar: How websites and social media can work togetherguestf9ce6e8
The document discusses how social media and economic development websites can work together in seven ways: 1) Treat content development as an organization-wide priority, 2) Recruit site selectors and prospects to online meetings and tours, 3) Develop links between websites and LinkedIn profiles, 4) Create a LinkedIn group for the organization, 5) Share news on social media to drive traffic to the website, 6) Integrate social sharing into the website, and 7) Future integration of place-based social media into GIS systems.
Atlas Webinar: How websites and social media work togetherAtlas Integrated
Ben Wright, Atlas’ CEO, discusses the relationships your website should have with Social Media, present how social platforms are moving toward becoming websites, and give seven concrete examples of how you can build high performing linkages between each medium.
Social Media Marketing implementation in HPCL- A SuggestionPrateek Singh
IMPORTANT: DOWNLOAD AND VIEW
A suggestion on how to go about crafting and implementing the social media marketing strategy for HPCL, done by me as an intern there.
Digital Marketing in Canada, an IntroductionAlex Rascanu
Alex Rascanu delivered the "Digital Marketing in Canada, an Introduction" presentation on March 15, 2014 at the Summit 2014 conference, organized by the Rotman Commerce Marketing Association in Toronto. More details about the presentation: http://www.alexrascanu.com/digital-marketing-canada-introduction
Exclusive Webinar: LinkedIn for Lead Generation: Build Your ArmyLinkedIn
Do you use LinkedIn for business? Are you wondering how you can use LinkedIn to generate quality leads?
Research has shown that LinkedIn is the only platform the majority of B2B marketers consider to be effective and that 77 percent of B2B marketers say they have acquired a customer through LinkedIn.
Jason Miller, Sr. Content Marketing Manager at LinkedIn, goes back to his roots of using social media for lead generation and shows you how to best leverage LinkedIn for building an army of high quality leads. Turn your social media strategy up to eleven.
In this webinar you will learn:
1. The importance of using social media for driving leads.
2. How to drive quality leads using LinkedIn Company Pages, Sponsored Updates, LinkedIn Groups and SlideShare.
3. The types of content that work best for driving leads on LinkedIn.
4. Best practices for messaging, visuals and targeting for your campaigns.
5. How to track and optimize your LinkedIn campaigns for maximum effectiveness.
View the presentation here:
http://youtu.be/KZZkryzdy7E
The document provides guidance on using LinkedIn effectively for social recruiting and selling. It recommends establishing an online professional identity and company brand on LinkedIn, engaging followers through regular status updates and content sharing, and using tools like InMail, ads, and analytics to track performance and refine outreach strategies. The goal is to build awareness, demonstrate thought leadership, and connect with candidates and clients in order to recruit top talent and drive business opportunities.
Social Recruiting at Scale: The Art & Science of Recruiting like a Marketer |...LinkedIn Talent Solutions
Learn practical tips on building a community of clients and candidates that have a vested interest in your recruitment firm. Download the full guide: http://linkd.in/1AHS74e
This document discusses using social media, especially Facebook and Twitter, for lead generation. It provides tips for optimizing social media presence, including focusing on valuable content and calls-to-action. Facebook is recommended for its large user base and advertising options. Promoted posts and ads on Facebook can increase visibility and drive traffic. Twitter is positioned as a place for industry discussion and collecting leads. Promoted tweets, accounts, and trends are Twitter's advertising options for amplifying messages. Lead generation cards allow collecting leads directly from tweets. Tracking engagement is emphasized for optimizing social media marketing efforts.
Traction: A Startup Guide to Getting CustomersNoam Gabison
By Gabriel Weinberg, 2014.
Most startups end in failure. Almost every failed startup has a product. What failed startups don't have is traction -- real customer growth.
This book introduces startup founders and employees to the "Bullseye Framework," a five-step process successful companies use to get traction. This framework helps founders find the marketing channel that will be key to unlocking the next stage of growth.
Traction is a guide to getting customers, written for startup founders, marketers, and those interested in how today's startups grow and get traction. This book shows you how the founders of several of the biggest companies and organizations in the world like Jimmy Wales (Wikipedia), Alexis Ohanian (Reddit), Paul English (Kayak.com) and Alex Pachikov (Evernote) have built and grown their startups. We interviewed over forty successful founders and researched countless more growth stories to pull out the repeatable tactics and strategies they used to get traction.
"Many entrepreneurs who build great products simply don't have a good distribution strategy." -- Mark Andreessen, venture capitalist
Too often, startups spend months (or years) building a product only to struggle with traction once they launch. This struggle has startups trying random tactics - some ads, a blog post or two - in an unstructured way that leads to failure. Traction shows readers how to systematically approach marketing, and covers how successful businesses have grown through each of the following channels:
Viral Marketing
Public Relations (PR)
Unconventional PR
Search Engine Marketing (SEM)
Social and Display Ads
Offline Ads
Search Engine Optimization (SEO)
Content Marketing
Email Marketing
Engineering as Marketing
Target Market Blogs
Business Development (BD)
Sales
Affiliate Programs
Existing Platforms
Trade Shows
Offline Events
Speaking Engagements
Community Building
This book draws on interviews we conducted with the following individuals:
Jimmy Wales, Co-founder of Wikipedia
Alexis Ohanian, Co-founder of reddit
Eric Ries, Author of The Lean Startup
Sam Yagan, Co-founder of OkCupid and CEO of Match.com
Jason Cohen, Founder of WP Engine
Chris Fralic, Partner at First Round Capital
Rand Fishkin, Founder of SEOmoz
Noah Kagan, Founder of AppSumo
Jason Kincaid, Blogger at TechCrunch
Alex Pachikov, Co-founder of Evernote
Ryan Holiday, Exec at American Apparel
Andrew Warner, Founder of Mixergy
Garry Tan, Partner at Y Combinator
and many more.
Everything You Need to know about Social Media AdsKaren Ho
1. What is Social Advertising
2. Types of Social Ads.
3. Why You Should Run Social Ads.
4. Scaling Social Ads.
5. Reporting and Measurement .
6. Social Ads in Action: Case Studies.
from Salesforce Social Marketing
This document discusses using social media for lead generation. It provides tips for generating leads through Facebook, Twitter, and LinkedIn. On Facebook, compelling content with clear calls-to-action and promoted posts/ads work well. Twitter ads like promoted tweets targeted towards interests and events can also generate leads. LinkedIn allows networking and relationship building opportunities for leads. Overall, the document recommends focusing social media lead efforts on valuable content, offers, and calls-to-action tailored for each platform.
Cách làm Social media cho tầng lớp cấp cao/lãnh đạo của Marketo
Xem thêm các tài liệu, thông tin về digital marketing tại: www.urekamedia.com/news
www.mediaeyes.vn/news
2. 2
upcoming
events and
webinars
MEASUREMENT
Seven Ways You Can Prove
PR’s Worth via ROI
prnewsonline.com • 3.7.16
Today’s PR pro needs to demonstrate direct cor-
relation of PR to lead generation. Thankfully, new
tools and tactics are available to gain control of
reporting. Here are six mandatory metrics that
can help:
Referral Traffic:1. If people are interested in
learning about your brand after seeing it in an
article, they’ll probably visit your website. When
reporters include a link to your website in arti-
cles, you can track how many people used those
links by referencing the referral traffic from that
publisher’s website.
Not sure how this is assessed on the back
end? Work with your analytics team to set up a
PR-specific campaign in Google Analytics. Refer-
ence the number of visits to calculate your lead
conversion rate. [See also Bonus Tip below.]
Leads Generated:2. Track the number of
leads generated (people who submit their in-
formation via a form on the brand’s website)
based on referral traffic. Some first-time leads
are further down the funnel than others. Deter-
mine which leads are most important so you can
show the direct correlation of your PR effort to
increases in that number.
Bonus Tip: To calculate your lead conversion
rate, divide the number of leads generated by
the number of visits. For example, if you have
50 visits and five leads, your conversion rate
is 10%.
Organic Search:3. If an article doesn’t link
to your brand’s website, you can use organic vis-
its to measure impressions and leads. Highlight
the spike in organic traffic to the website directly
after the launch of your PR campaign and see
where it falls off.
Unless other campaigns were running at that
time, all signs point to PR as the source. In ad-
dition, from that time period, have the sales
team ask organic leads how they heard about
the company.
Earned and Paid Impressions:4. Paid media
bolsters a successful PR campaign. Imagine your
target visits the website after reading about your
brand in an article,
and then leaves
without converting.
A smart retargeting campaign could target
those visitors who were referred to your client’s
website by one of the specific publisher sites.
You could even reference quotes from the article
that your target read and get that person to re-
visit the site.
When you’re measuring the success of an
earned-plus-paid-media campaign, it is likely to
be impossible to separate the two, giving you
built-in PR metrics.
Social Reach:5. Pinpoint social amplifica-
tion. First, check the publisher’s social feeds;
most share articles without prompting (if not,
enact prompting).
Then, check on any influencers related to
the campaign (the reporter, executives quoted).
Search for the article’s title on social to find peo-
ple who tweeted the link directly.
Additional searches for your brand and
the key message in the article should turn
up even more hits. Demonstrate how many
times each article you secured was shared
on social, and choose tweets from influenc-
ers to highlight.
Message Pull-Through:6. Before a PR cam-
paign begins, everyone on the team should be
aligned on key messages. Every story place-
ment should then be examined to see if it hits
on those messages. An article containing your
messaging is like gold; such write-ups rank high
in searches, offer third-party credibility and serve
as tenured marketing material for sales teams,
speaking opportunities, investor relations and
more.
PR is important to a brand’s success, and
thanks to digital tools, it’s easier than ever to
prove ROI. Once the value of PR is demonstrated
fully, there is no denying its worth.
CONTACT: adryanna.sutherland@gyro.com
Vol. 73 ISSN 1546-0193
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Measurement
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3. 3prnewsonline.com • 3.7.16
Continued from page 1
the senseless violence…Our hearts and prayers are with the
families of the victims of this devastating crime and those
recovering from injuries. We have reached out to the police
to help with their investigation in any way that we can.” Uber
also confirmed it had vetted Dalton. Later Uber held a press
conference to explain its vetting procedures.
The incident blew up on Uber in part due to the popular
belief that its drivers are vetted less than traditional cabbies.
That perception was created during the past three years
when the company failed to respond adequately to incidents
involving its drivers. Since 2013 Uber drivers were involved
in alleged and proven criminal activity here and abroad, most
notably in New Delhi, India, where an Uber driver was charged
with raping a female passenger in December 2014. Last year,
after dropping a fare at Denver Airport, an Uber driver circled
back to the passenger’s home and burglarized it (PRN, April
6, 2015). There have been so many incidents involving Uber
and Lyft drivers that a site was created, whosdrivingyou.org,
that tracks their criminal cases. A PR News interview request
to Uber was not answered.
Apple, too, was brought into a crisis not of its own mak-
ing when the FBI requested assistance in disabling security
features of an iPhone 5C that San Bernardino jihadist Syed
Rizwan Farook used.
There Are no Fair or Unfair Crises
In light of these cases, we asked PR pros what brands
should do if they’re dragged into a crisis unfairly. None of
them accepted the premise of our question. In the moment,
it’s immaterial how a brand lands in a crisis. As Marty Ma-
chowsky, senior counsel, Finn Partners, says, “The reality is
a brand doesn’t get to choose its crises. They’re chosen for
you.” Adds Katina Arnold, VP, communications, ESPN, “The
key to any brand crisis is to act fast, even if it’s not your di-
rect issue. If your brand is brought into a bad situation, you
need to proactively address it or else someone else will do it
for you.” Bob Gold, president/CEO, Bob Gold & Associates,
advises brands similarly “whether or not they are fairly or
unfairly brought into a crisis.”
While Machowsky admits “you can imagine the penchant for
brands to remain silent” when an incident is not directly related
to them, “that’s not an option today.” Neither is waiting to see
if a situation will blow over after 24 hours. Speed is critical. “I
don’t look at a situation as to how long it will last…It’s tough
to know what will be a one-day story…Nine out of 10 times we
want key stakeholders to hear from us first…the most impor-
tant bond is trust and being first to the discussion is important.”
Adds Arnold, “The speed in which you move and the context
together can make a difference.”
Crisis as Opportunity
Machowsky sees crises as an opportunity for brands
to reestablish themselves. “Think about how you want to
emerge from the crisis,” he says. “Start with who are your
key stakeholders, what are they hearing and develop a plan
that’s appropriate for them. Sometimes that involves direct
communications or a major ad campaign.”
Gold’s playbook calls for brands to recognize the severity
of the situation and take it seriously. Next “the CEO should
underscore the problem, and personally make a statement,”
he says. Last, the brand should “issue public guidelines or a
statement about new guidelines that super-ensures that this
kind of problem could not occur in the future.”
For Arnold, “it’s critical to have a strong focus on driving
facts in the face of hyperbole and innuendo. The quickest
and most efficient way is to use social channels.”
A social media specialist, Michael Fein, VP, measurement
& insights at Edelman, says, “Savvy communication market-
ers activate quick-turn research, often through social listen-
ing, to understand what will resonate with their target audi-
ence. Those consumer insights are critical in the messaging
and measuring the success of protecting the brand.”
Tone is critical, too, he says. “The brand relationship with
the consumer is built upon two-way trust. Yet, in a crisis,
many marketers struggle to understand their audience. We
see this time and again when lawyers craft a clinical re-
sponse that separates the brand from an incident. In con-
trast, brands that respond by showing humanity get kudos
and even win awards.”
CONTACT: marty.machowsky@finnpartners.com Katina.Ar-
nold@espn.com bob@bobgoldpr.com @DigitalStats
Crisis Can Be an Opportunity for Brands
4. Continued from page 1
4
Here are some insights from a recent global study by
FleishmanHillard, The Authenticity Gap, which can help you
drive those business-focused strategies:
Many different stakeholders and sources shape expecta-uu
tions, and they vary dramatically by geography and in-
dustry. To be relevant and authentic, leaders must stay
in touch with rapidly shifting expectations of customers,
employees and other stakeholders.
The way management behaves and a company’s relation-uu
ship with society overall may matter as much as the qual-
ity and utility of a company’s products and services.
Ouruu expectations for management to do the right thing
are on the rise, but our experience is on the decline. In
this age of growing mistrust of institutions, organization-
al leaders become de facto chief credibility officers. They
must appreciate the often-difficult challenge of sustain-
ing trusted relationships by behaving authentically with
stakeholders. (Is there a reason for PR to exist without
relationship-building at its core?)
Leaders are expected to be dynamic communicators be-
cause of the iconic stages on which they perform. But they
need not be naturally gifted, just thoughtful about what they
say and how they say it. Coaching from skilled communica-
tors can ensure leaders communicate frequently, sincerely,
unambiguously, positively (but with balance), memorably and
contextually. In today’s hyperconnected world, leaders’ words
can travel far beyond intended context to other audiences,
sometimes with unintended consequences. But the more au-
thentic and credible leaders are, the more benefit of the doubt
their comments may receive even when misperceived.
Let’s examine three ways that leaders can extend their
influence and clear the way for the organizations they lead to
achieve greater success:
Set the example for a customer-focused organization.1.
Even if customer focus is the domain of teams serving spe-
cific customers, leaders can exhort everyone in the enter-
prise to play a role in improved customer experiences. That
requires constant example, by storytelling and frequent com-
munication ranging from town halls to leadership skills train-
ing to thematic tweets. Well-respected companies prove this
daily with their coordinated, collaborative activity all directed
at their customers.
Communicators can drive these customer-first behavioral
models, while encouraging CEOs and other leaders to visit
the real world of retail stores, factory floors, assembly lines
and customer locations to hear and share mission-relevant
stories. Important in all this is frequent leadership messag-
ing and big-picture context to employees across the enter-
prise about the important work they do.
Owned communication channels have made easier the in-
ternal information-sharing processes. But leaders must still
be visible, in good times and bad, in person or webcasted,
keeping people focused on the goals, values and ultimate
“we matter” purpose of the organization.
Stay in front of enterprise risks.2. Nothing can disrupt
a company like an unanticipated or mishandled problem
marked by risks that have been ignored or underappreciated
until one day the problem explodes. It could be a product
safety flaw or deficiency, litigation, a data security breach,
shareholder activism or festering customer dissatisfaction.
Others may be longer-term risks, like a competitor gaining an
advantage through some form of category disruption.
Leaders cannot emphasize risk identification enough.
They must take time periodically from driving the business to
huddle with their leadership teams and share worst potential
nightmares. Once those potential risks are vetted, the com-
munications team and other functional leaders can conduct
exercises to build readiness and test reaction speed. (Where
companies often fail in real situations is in their reaction
time.) Public safety organizations do these drills routinely,
and more companies should, too. Today, crisis-scenario
simulations can be conducted globally and virtually through
private platforms connecting key players who will be called
upon in a real situation.
Identify brand opportunity and enterprise risk by enhanc-
ing business intelligence systems. We all know that it is
not about big data or little data, but directional data—and
well-examined insights that help focus corporate resources
and actions that really matter. Communication and market-
ing executives often are at the wellhead of myriad sources
of data. A common concern of global companies is geopoliti-
cal risk: terrorism, unfair or corrupt trade practices, onerous
regulations, hostility expressed by exclusion or boycotts in
unfriendly markets, etc.
Through their internal and external public affairs networks,
companies and also NGOs must keep their intelligence an-
tennae on constant alert for warning signs of either future
trouble or opportunity. The communications team can design
and operate a virtual situation room to monitor both the or-
ganization’s intelligence sources and current events in real
time, analyzing patterns in everything from social media chat-
ter to what frontline company employees are seeing (sales
associates) or hearing (customer service centers) that de-
serve stronger corporate attention.
Executives will inspire us not by simply communicating
what they want accomplished, but also why it matters. They
truly lead when we help them convey their principles, their
passion and our shared purpose.
CONTACT: jack.modzelewski@fleishman.com jjcarter@fleish-
man.com
Tips for Enhancing Leadership Communications
prnewsonline.com • 3.7.16
5. 5prnewsonline.com • 3.7.16
BY KERry crisley, director of communications, boston bar association
On April 15, 2013, the bombings at the finish line of the
Boston Marathon devastated and stunned the city of Boston.
Two years later, Boston—and to a lesser extent the nation—
was fixated on the trial of Dzhokhar Tsarnaev, one of the two
men accused of carrying out the heinous act.
The Boston Bar Association (BBA), publicly anti-death pen-
alty for more than 40 years, had to balance advocating for a po-
sition it had long held and respecting the concerns of those—
BBA members among them—who did not agree with it.
There will be times in most professional settings when
the position your brand takes isn’t a popular one. The right
messages, delivered respectfully, can help maintain a pro-
ductive relationship between your brand or organization and
its followers, members, customers or clients.
Deciding If, When and How to Go Public
Communicating your position publicly may not necessarily
be a given; there is nothing wrong with pausing to ask the
question: Should we make our position known now? In con-
sidering the answer to this first—and important—question,
it helps to put it in the following context: What does your
position add to the public discourse? Are you able to clear
up misconceptions or offer insights not currently being dis-
cussed? Are people expecting you to speak up?
This is not a decision that can or should be made in a
vacuum. Seek input from key departments in the company
or organization.
In the course of these conversations, you may find that
staff has confidence in the position, but fears backlash from
other stakeholders, including the public. This is understand-
able, but not insurmountable. How does a customer-driven
business or member-driven organization communicate a po-
sition that may be unpopular with members and the public?
The right messaging is crucial.
Refining Your Message
Start with the basics: What is your position, and why? The
why is essential. It grounds your position in your business or
organizational principles. For the BBA, it wasn’t enough to say:
We oppose the death penalty
in all cases because we believe
that capital punishment is wrong.
“Wrong” is a matter of per-
spective and is likely to invoke a negative reaction. Rather, as a
bar association, BBA based its position in legal principles that
directly tie back to its mission:
It is the BBA’s position that the death penalty is fundamentally
inconsistent with the fair administration of our system of justice:
The inevitability of error in criminal cases makes it over-uu
whelmingly likely that reliance on the death penalty will
lead to the execution of innocent defendants.
In practice, the death penalty has a disproportionate im-uu
pact on members of racial and ethnic minorities.
Pursuit of the death penalty is an inordinately expen-uu
sive gesture, inconsistent with the sensible allocation of
resources in a criminal justice system already laboring
under great financial strain.
By spelling out the reasons objectively and connecting them
to your mission, not only do you communicate that your position
is solidly based in your work,but you also reduce the ability of oth-
ers to invent reasons as to why you have taken your position.
Expect to be challenged, however, and be prepared with
proof points. Proof points are facts that support your position
and reasons. They are a show of good faith that you have
done your research and know your topic.
The most effective proof points come from a respected
third party. Can a report your organization created be used
as a proof point? Yes. But be ready to show that contributors
to the report represent a variety of viewpoints and stakehold-
ers. When the BBA developed a report on the death penalty,
the working group included criminal defense attorneys, dis-
trict attorneys, and retired judges.
Using a proof point from the BBA’s death penalty position
as an example:
CASE STUDY
Managing an Unpopular Stance: the
Boston Bar Assoc. & the Bomber Trial
Continued on page 6
6. 6 prnewsonline.com • 3.7.16
Continued from page 5
“The inevitability of error in criminal cases makes it over-
whelmingly likely that reliance on the death penalty will lead
to the execution of innocent defendants.”
Proof Point: In the last 40 years, more than 143 wrongful-
ly convicted defendants on death row have been exonerated.
Source: Carol S. Steiker and Jordan M. Steiker, No More Tinker-
ing: The American Law, Institute and the Death Penalty Provi-
sions of the Model Penal Code, 89 Tex. L. Rev. 354 (2010)
Once you have your position, messages, and proof points,
are you ready to start communicating? No. Your messaging
toolkit [Please see sidebar] should include content that ac-
knowledges the opposing viewpoint, while still advocating for
your own. This can be a delicate and tricky process. A good
way to begin is by asking some of the same questions as be-
fore: Who opposes our position? Why do they feel that way?
Let Your Audience Shape The Message
Think about those who likely will disagree with you. Who
are they? Do they come from a variety of backgrounds, or
do they tend to fall into defined audiences, like parents, stu-
dents or a certain professional community? This can help
you tailor your message.
In the BBA’s case, there was no “one size fits all.” It knew
that many people in the Boston area would disagree (some
very strongly) with its position, and that some of them would be
BBA members. The challenge was to acknowledge their point
of view and counter it in a respectful way. The key to respect-
ful debate is to avoid the dismissive “yes, but…” as well as
loaded language that can invoke an emotional response rather
than foster calm. Examples of loaded language include:
“Elitist” vs. “expert”uu
“Bureaucrat” vs. “public servant”uu
“Outrageous” or “ridiculous” vs. “unacceptable”uu
The BBA was mindful of the fact that it was speaking out
against the death penalty in a situation that involved an act
of terror, the deaths of four people—including a child—and
the maiming of many more. What’s more, one of its main rea-
sons for taking the position—wrongful conviction—did not
apply in this case. It needed a strong message, grounded in
legal principles, which supported its position while acknowl-
edging and respecting the deeply felt anger and grief stem-
ming from this tragedy.
Framing the Message With Empathy
When it heard: Tsarnaev deserves to die for what he did.
And: The evidence is clear that he is guilty; this is not a case of
wrongful conviction. BBA’s president responded with:
This is my home, and I feel deeply for the victims and theiruu
families, particularly the children. And I know that I’m not
alone; many other Bostonians still feel the pain of this
event every single day.
Even for a crime as heinous as this, let’s not align our-uu
selves with a capital punishment system that is so deeply
flawed.
[BRIDGE TO CORE MESSAGE ON DEATH PENALTY POSI-uu
TION:]
We at the BBA feel that the death penalty is fundamentallyuu
inconsistent with the fair administration of justice.
These systemic flaws compel the BBA to speak openlyuu
against capital punishment, even when the facts of a spe-
cific case do not appear to raise questions about innocence
or discrimination.
BBA offered empathy, it conveyed that the organization
felt the pain of this crime, and avoided “but” and was never
critical of those who disagreed with its opinion.
Aesop said “Please all and you will please none.” Stay
true to your mission, show that your position is one that has
been carefully considered and be respectful. Some of your
stakeholders may disagree, but with the right messaging, you
can continue the relationship.
CONTACT: kcrisley@bostonbar.org
Your Messaging Toolkit
Position statement1.
Reasons behind your position2.
Proof points3.
Your statement in op-ed or letter to the4.
editor form if needed quickly
Your statement and core messages in5.
tweet format
FAQ: Counterpoints to questions you’re6.
likely to get
Tips to help your spokesperson bridge7.
back to core messages
If applicable, a history or timeline of the8.
issue at hand and your organization’s
involvement
Messaging for Calm: Do’s and Don’ts
Do1. invest the time needed to research the history and reasons
behind your position.
Do2. be inclusive when making the decision to communicate pub-
licly and when building your messages.
Do3. be respectful—not dismissive—of opposing viewpoints.
Don’t4. use loaded language; your goal is to foster calm discussion.
Do5. be prepared to answer uncomfortable questions. Being ready
with a thoughtful response is the best way to avoid messaging
missteps.
Don’t6. allow others to derail you; always bridge back to your core
messages.
Do7. use your core messages to respond privately to customers, clients
and members who take the time to reach out to you.
Don’t8. engage in debate online or in social media.
7. 7
BY Roger Sametz, President, CEO, Sametz Blackstone Associates
Not long ago, many thought of a brand as something that only
attached to (and benefited) consumer goods: toothpaste,
cars, detergent or jeans. That began to change when savvy
marketers realized that having a clear and differentiated val-
ue proposition, promise and position in the landscape could
be a leg up for any kind of product, service or offering—and
actually could provide a competitive advantage at the product
and enterprise levels.
Organizations of all stripes got on the “brandwagon”—
many of which, just a few years earlier, would have shied
away from something so “vulgar.” Now symphony orchestras,
museums, institutional asset managers, colleges and uni-
versities—and, as we all know, politicians—embrace and ac-
tively attend to their brands. All learned that when a brand’s
promise and meaning combine rational and emotional rea-
sons to care, products can be freed from the confines of
being viewed as commodities; schools can better attract
desired students; symphonies can raise more money; and
all can extend and deepen constituents’ connections beyond
the actual item or experience offered. Wrapping offering-fo-
cused messages within higher-level brand messages moves
people from “I should do X” to “I really want to do X”—a
good thing.
Brand went from being what differentiated various kinds
of toothpaste to being the buzzword and must-have it is
today. Organizations today understand that the meaning,
values, and affect their brand transmits can influence the
choice between two offerings that provide similar features
and benefits.
Still, this exaltation of brand does not mean it’s a pana-
cea, or that attending to one’s brand—or more significantly,
rebranding—is a sure road to success. While there are good
reasons to invest in rebranding [See the first article in this
series, which appeared on February 15], there are an equal
number of good reasons not to.
If any of the situations below sound like your organization,
investing in rebranding may not be wise.
1. You have a new CEO or CMO and he or she wants
to make sure the world knows it. Your brand meaning is in
sync with your organization and its offerings, your constitu-
ents understand and remember it, you’re differentiated in the
competitive landscape…but the new sheriff in town wants a
new logo and look and feel. Just say no, and do your best to
head off change for ego’s sake. Suggest a new marketing
campaign—one that also reinforces your brand—is in order.
2. What’s holding you back is a product or service that’s
not sufficiently compelling. If what you’re offering under-per-
forms or doesn’t fill real needs, it’s unlikely that rebranding
it, or your organization, will address those problems, and it
could actually land you in more trouble. (Such rearrangement
of the deck chairs also is likely to
induce ridicule on social media.)
Fix what’s really broken first.
3. You have operational issues in your marketing, sales, or
communication areas. Your brand, and branded communica-
tions, may be just what they need to be. But if those charged
with planning and delivering your message, making connec-
tions, and following up are underperforming––or there’s dys-
function within and across these areas––expending resourc-
es to evolve your verbal and visual brand framework is not
going to fix these internal organizational issues. Brands are
organic frameworks that people have to continually live and
execute to make them resonate.
4. You want to present yourself as an organization that
you can’t credibly be, or become. Your brand needs to be
an honest, authentic representation of who you are, credibly
informed by your aspirations. But your brand can only get so
far ahead, or to one side, of reality: Disconnects take a lot
of time to repair. Years ago, Häagen-Dazs tried to own the
granola-fed, Birkenstock-shod Vermont brand attributes of
Ben & Jerry’s. It didn’t work. To thine own self…
5. You’re looking for a successful “Hail Mary!” pass
and the other things you’ve tried haven’t worked. Whether
you’re an arts organization, financial services firm, institution
of higher education or retailer of vacuum cleaners, it’s a com-
petitive world. You have to get the word out, make connec-
tions, resonate with constituents, create positive buzz and
deliver value. It’s hard. If you’ve tried this, that and the other
and haven’t seen success, your brand might need tuning up.
But beware of digging in to what could be a very substantial
project just because you’ve checked off all the other boxes
and they haven’t delivered the results you were seeking.
Brands are comprised of your offerings, communications,
history, behavior and promises—and the meaning and value
that these have in your constituents’ heads. Brand-building
is a process, not an event, and brands—certainly the strong,
recognizable ones—take time to build up and gain currency
in their competitive environments. Brands that have their
genesis in reaction, desperation, manipulation, or provoca-
tion rarely find a positive footing—and even worse, can cre-
ate more of an uphill battle for organizations seeking to con-
nect with their constituents, clients and customers.
So be extra cautious before taking your brand apart, or
reinventing it, for the wrong reasons. It may take a lot of time
and money (not to mention blood, sweat, and tears) to get
back to where you started.
CONTACT: roger@sametz.com
REBRANDING
When Change Is Unnecessary: 5
Things to Consider Prior to Rebranding
prnewsonline.com • 3.7.16
8. 8 prnewsonline.com • 3.7.16
THE Week in PR
Lady and the Trump:1. Paraphrasing
a sports adage: “If the election were
held tomorrow”…Hillary Clinton would
face Donald Trump. Speaking of Trump,
the press was aflutter last week about
how the businessman seems the inevi-
table GOP nominee. A Wall St Journal
page 1 story detailing how Trump tele-
graphed the campaign in his book, The
Art of the Deal, was loaded with lessons
of interest to communicators.
One of Trump’s 11 tenets of the deal
is to find ways to “get the word out”
and “the more sensational, the better.”
The Journal quotes the Trump book: “If
you are a little different, or a little outra-
geous, or if you do things that are bold
and controversial, the press is going to
write about you.” Perhaps not the best
advice for established brands, but for
newcomers, as Trump was to politics,
maybe not so bad.
Another tip that communicators could
relate to: The Journal adds that Trump
early on adopted social media to get
out his message, specifically Twitter.
Eschewing a computer, Trump “tweeted
early, late and often” from his mobile
phone, the Journal’s Monica Langley ob-
served. Some 14 million people follow
Trump’s campaign on Twitter, Facebook
and Instagram and the campaign has
50 million engagements on Facebook,
Trump’s social media director Daniel
Scavino said. That’s helped the Trump
camp conquer another tenet: contain
the costs. It’s used data from social me-
dia and rallies to avoid purchasing data-
bases of voters. Another tactic is a five-
digit number on the candidate’s podium
that alerts followers of the latest news.
The number has resulted in 1 million in-
bound texts, Trump campaign manager
Corey Lewandowski said, “and it costs
us zero.”
Nevermore:2. Another sports adage
holds that you never add to an oppos-
ing team’s motivation by saying some-
thing negative about your opponent
to the press. It’s advice athletes and
brand communicators usually heed.
That’s why the official Twitter account
of the NFL’s Baltimore Ravens seemed
so unusual last Wednesday morning.
Just after the team re-signed veteran
quarterback (QB) Joe Flacco, it tweeted
the news and noted general manager
Ozzie Newsome had said, during a news
conference, that teams such as the Phil-
adelphia Eagles and Washington Red-
skins have had issues at QB. Not so the
Ravens, who’ve been steady with Flacco,
Newsome said. The tweet read: “News-
ome: ‘Joe is our QB and we’re proud to
say that. Teams struggle with the QB po-
sition.’” Underneath the verbiage were
photos of Eagles’ QB Sam Bradford and
Redskins’ QB Kirk Cousins. Fair enough
regarding the oft-injured Bradford, who
suffered through a bad 2015. But the
unheralded Cousins emerged last year,
leading his overlooked squad to the play-
offs. The Redskins’ Twitter account re-
turned serve, saying the Ravens should
have used the “@” sign, which would
have included them on the tweet. Later
the Ravens tweeted an apology: “Our
bad. Ozzie didn’t criticize. We should
have used pictures of Joe” [Flacco]. In
fact, Ozzie criticized. A story on the Ra-
vens’ website said as much.
Un-Transparent:3. Things are getting
interesting in Germany, where a lawsuit
from shareholders is trying to determine if
and when former Volkswagen chief Mar-
tin Winterkorn knew of defeat devices
that allowed VW diesels to cheat emis-
sions tests. In a 16-paragraph “public
statement” that few members of the pub-
lic will have time to read, and fewer will
understand, VW Group admits Winterkorn
heard the issue discussed and received
email about it well before the story went
public. Still, it was one of numerous is-
sues in front of Winterkorn, and VW says
it’s unsure he understood the gravity of
the situation. [A timeline in our October 5,
2015, edition indicates VW knew of impro-
prieties as early as late 2014.] Should it
be proven that Winterkorn and other se-
nior execs knew of the situation prior to it
becoming public knowledge, the company
could face additional lawsuits from share-
holders who feel they were duped. VW’s
share price has fallen precipitously since
the scandal broke last September.
NewsBits:4. Smith&Harroffmerged
its staff and clients with C. May & As-
sociates. – Spencer Baretz and Cari
Brunelle launched Baretz+Brunelle.
The former Hellerman Baretz Commu-
nications partners left HBC earlier this
month to form the NY-based firm. – For-
mer HBO, Fox, Showtime and NBC PR
chief Rich Licata formed Licata & Co.-
The Awards Agency, to advise on TV
awards. Former Showtime PR exec Stu
Zakim will head its NY office.
People5. : Jan Gusich was named N.
American Chair of the International Pub-
lic Relations Network. Gusich is CEO of
AKHIA of Hudson, OH. IPRN members
include agencies in 35 countries with
more than $215 million in sales. – Rhea
+ Kaiser VP, director of PR Rob Merritt,
APR, was named to the 2016 execu-
tive committee of the PRSA Counselors
Academy. – Adam Welsh returned to
APCO Worldwide as managing direc-
tor of its Singapore office. -- Former PR
News editor Matthew Schwartz joined
Gould+Partners as editorial director.
Licata & Co. Chief Rich LicataRavenous on TwitterA great communicator?