Slides from May 2013 webinar for ISA Marketing and Sales Division

1. My
name
is
Walt
Boyes.
I
am
Editor
in
Chief
of
Control
and
ControlGlobal.com,
and
a
principal
of
Spitzer
and
Boyes
LLC.
In
both
endeavors,
I
am
con@nuously
involved
in
the
uses
and
misuses
of
public
rela@ons.
I
have
been
either
doing
public
rela@ons
and
marke@ng
or
having
them
done
to
me
for
nearly
forty
years
now.
I’ve
seen
many
changes,
but
not
so
many
as
I
have
seen
in
just
the
last
decade.
We
are
going
to
wade
through
the
landscape
of
communica@ons
and
try
to
see
what
the
current
best
prac@ces
are.
Some
of
those
have
not
changed
in
decades.
Some
are
as
new
as
your
last
Tweet.

2. Did
you
ever
ask
yourself
why
automa@on
companies,
integrators
and
manufacturers
alike,
don’t
do
PR?
Is
the
answer
simply
that
the
management
staff
doesn’t
understand
what
it
is,
what
it
is
for?
Do
you
understand
what
Public
Rela@ons
is?
Do
you
understand
what
it
is
for?
Public
Rela@ons,
PR,
is
a
fundamental
part
of
any
integrated
marke@ng
program…any
integrated
marke@ng
communica@ons
program…any
branding
program.
PR
is
about
communica@on
and
communica@ng.
We’ll
talk
about
the
ways
PR
is
ESSENTIAL
in
the
automa@on
market.

3. Public
Rela@ons
is
the
art
and
prac@ce
of
communica@on
in
a
structured
way.
The
purpose
of
public
rela@ons
is
to
create
the
desired
effect
in
the
minds
of
the
recipients.
So
what
does
this
really
mean?
PR
prac@@oners
typically
are
aPemp@ng
to
present
a
concept,
an
idea,
or
a
series
of
ideas,
like
the
values
a
corpora@on
represents…in
a
way
that
is
structured
to:
1. Cause
belief
2. S@mulate
ac@on
3. Add
value

4. Display
adver@sing
is
designed
to
cause
an
ac@on:
calling
an
800-­‐number,
reques@ng
informa@on
from
a
website,
calling
a
salesperson.
Public
rela@ons
is
a
bit
more
general
than
that.
Public
rela@ons
is
simply
about
crea@ng
posi@ve
“buzz”
in
a
structured
way,
around
an
idea.
In
essence,
a
public
rela@ons
campaign
is
aimed
at
all
of
the
stakeholders
of
an
enterprise,
while
adver@sing
is
aimed
directly
at
customers.
PR
serves
analysts,
customers,
shareholders,
media,
and
all
of
the
other
en@@es
with
an
interest
in
the
enterprise
as
a
whole.

5. There
is
a
concept
known
as
the
“marke@ng
mix.”
It
is
all
of
the
tools
and
strategies
an
enterprise
uses
to
communicate
its
values,
its
products,
its
services
to
the
public
and
to
customers.
The
marke@ng
mix
includes
display
adver@sing,
tradeshow
par@cipa@on,
direct
marke@ng,
field
sales,
online
marke@ng,
and
public
rela@ons.
Public
rela@ons
is
an
integral
part
of
the
marke@ng
mix.
In
fact,
it
is
the
glue
that
holds
the
mix
together.
Most
enterprises
do
public
rela@ons,
they
just
do
it
unconsciously,
and
therefore
they
do
it
poorly.
The
topics
we’ll
cover
in
this
seminar
are
designed
to
show
you
how
to
do
it
well.

6. The
six
basic
func@ons
of
PR
in
the
industrial
enterprise
are
talking
to
the
media,
product
marke@ng
issues
like
new
product
introduc@ons
and
new
product
releases,
par@cipa@on
in
tradeshows,
symposia
and
forums,
gaining
editorial
coverage,
communica@ng
with
all
of
the
stakeholders
of
your
company,
and
crisis
management.
There
is
a
seventh
func@on,
sort
of
a
metafunc@on,
that
is
composed
of
all
six,
plus
some
extra…
and
that
func@on
is
management
and
conserva@on
of
your
brand.

7. Customer
empowerment…employee
empowerment…the
Internet
and
the
social
media
from
email
to
TwiPer
have
made
it
necessary
for
even
integrators
to
know
how
to
direct,
not
control,
the
message
they
want
to
present
to
the
public,
their
customers,
and
their
employees
and
suppliers.
It
maPers
what
you
say,
and
it
maPers
what
everyone
else
says.
Just
google
www.insertnameofcompanysucks.com
And
you’ll
see
what
I
mean.

8. You
don’t
have
products,
do
you?
Of
course
you
do,
even
if
you
are
just
an
integrator
and
it
is
only
a
proprietary
template
or
two.
One
of
the
products
you
have
is
the
reputa@on
of
your
work-­‐products.
Bet
you
don’t
really
see
that
as
a
product
of
itself.
You
can
use
the
same
skills
PR
brings
to
vendors
and
big
customers
to
gain
benefit
for
your
products,
your
reputa@on,
and
your
ability
to
aPract
and
keep
customers,
regardless
of
how
small
a
company
you
are.

9. Trade
shows
aren’t
dead.
They
are
undergoing
a
sea
change.
As
the
big
old
ones
die,
new
trade
shows
are
born,
more
targeted,
more
effec@ve.
But
how
you
do
at
a
trade
show
depends
nearly
en@rely
on
you,
not
on
the
trade
show
management.
At
a
trade
show,
you
can
kill
several
birds
with
the
same
stone.
Your
customers
can
aPend,
your
suppliers
and
vendor
partners
will
aPend.
Use
a
tradeshow,
even
when
you
aren’t
exhibi@ng.
Schedule
visits
to
your
vendor
partners.
And
above
all,
schedule
visits
with
your
customers.
Invite
them
to
the
show.
Make
sure
you
have
something
to
show
them
that’s
interes@ng
and
new.
This
can
be
incredibly
lucra@ve.
You
can
get
a
customer
to
meet
with
you
away
from
all
office
distrac@ons.
What’s
that
worth
to
you?
Don’t
just
go
to
a
tradeshow
and
wander
around
aimlessly.

10. Editorial
coverage,
I
can
assure
you,
is
wonderful–
especially
because
it
is
cheap
(but
it
is
not
free–
you
have
to
earn
it)
and
it
imparts
the
imprimatur
of
the
editor
on
the
coverage.
Wri@ng
ar@cles,
gecng
your
customers
to
byline
ar@cles,
and
producing
white
papers
and
tutorials
is
a
very
simple
and
rela@vely
inexpensive
way
to
build
up
your
reputa@on
and
increase
the
number
of
customers
you
can
touch.
Building
customer
bases
is
en@rely
a
numbers
game.
If
they
don’t
know
who
you
are,
you
may
not
even
get
a
chance
to
bid
that
project
you’d
like
to
do
so
much.

11. Lots
of
@mes
we
forget
to
sell
to
ourselves.
That’s
bad.
It
makes
for
bad
blood,
some@mes
even
permanent
fallings
out,
and
if
you
don’t
talk
to
your
people,
your
investors,
and
the
“inside
folks”
they
become
disaffected
and
leave.

12. You
think
you
don’t
need
crisis
management?
What
happens
if
a
project
you
did
goes
south?
Suppose
somebody
starts
saying
vicious
things
to
you
on
TwiPer
or
Facebook?
Do
you
have
a
Crisis
Management
Plan
to
go
along
with
your
Disaster
Recovery
Plan?
If
you
do,
great.
Keep
it
up
to
date.
If
you
don’t,
well…oops.
Just
look
at
the
Deepwater
Horizon
disaster.
Think
about
it.
Think
about
Stuxnet
and
Siemens’
PCS7.
Stuff
happens,
and
everybody
who
faces
the
media
and
the
public
needs
to
have
a
message
and
training
on
staying
on
message.
AND
here
is
where
transparency
and
honesty
make
friends.
Really.

13. Public
rela@ons
is
not
sales.
Public
rela@ons
is
not
adver@sing.
Public
rela@ons
is
that
part
of
marke@ng
that
is
the
glue
that
holds
an
integrated
marke@ng
communica@ons
plan
together.
PR
communicates
the
plan
itself.
It
is
important
to
see
how
this
works.
PR
communicates
any
and
all
of
the
ideas,
concepts
and
values
of
the
enterprise
to
all
of
the
stakeholders
of
the
enterprise…and
is
designed
to
aPain
a
stated
result.
Some@mes
that
result
is
more
“buzz”
about
your
capabili@es.
Some@mes
that
result
is
a
higher
stock
price
or
just
higher
visibility
in
the
market.
Some@mes
that
result
is
crisis
management.

14. One
of
the
biggest
fallacies
people
fall
into
when
they
think
of
PR
is
that
they
think
a
PR
person
can
communicate
anything
they
have
to,
true
or
not,
and
get
coverage
and
belief.
You
have
only
to
look
to
the
realm
of
poli@cs
and
consumer
business
to
see
that
that
is
far
from
true.
PR
can
communicate
facts,
and
truth.
Yes,
the
facts
are
selected
to
produce
the
correct
desired
response,
but
they
have
to
be
true,
and
they
have
to
be
mostly
“the
whole
story” and
they
have
to
be
interes@ng
and
worthy
of
being
listened
to.
One
of
the
most
common
mistakes
people
make
is
sending
out
the
same
@red
new
product
releases
several
@mes
a
year.
It
just
isn’t
“news.”

15. You
have
to
tell
the
truth,
no
maPer
how
unpleasant.
If
you’ve
been
good,
you
will
have
an
interes@ng
story
to
tell.
If
you’ve
not,
your
stakeholders
will
have
an
interes@ng
story
to
tell
about
you.
It’s
always
easier
to
stay
in
front
of
the
parade.
Look
at
the
mess
Toyota
got
into
a
couple
of
years
ago,
not
because
they
had
problems,
but
because
they
lied
about
it,
over
and
over.
In
the
old
days,
you
could
tell
people
what
to
think
because
marke@ng
owned
all
the
informa@on
channels.
With
social
media,
this
is
very
not
true.
There
are
so
many
ways
to
communicate
sa@sfac@on
or
dissa@sfac@on
with
a
company
now
that
you
simply
cannot
cover
them
all.
Because
the
customers
control
the
means
of
messaging,
it
is
important
to
be
open,
honest
and
forthright.
Giving
them
more
informa@on
is
bePer
than
less.

16. Social
media
is
not
new.
There
are
graffi@
on
the
walls
of
Pompei…that
is
social
media.
What’s
different
is
that
it
is
so
easy
to
be
heard
everywhere,
on
Facebook,
LinkedIn,
Google+,
TwiPer,
Foursquare,
and
the
host
of
others.
The
history
of
the
Internet
is
the
history
of
more
and
more
access
to
media
for
the
individual.
You
don’t
have
to
mail
a
complaint
to
a
vendor–
just
post
to
your
favorite
list.
When
Robert
Crandall
was
chairman
of
American
Airlines
he
commissioned
a
study
that
found
that
of
every
10
people
who
had
a
bad
experience,
3
would
talk
about
it,
but
7
would
walk
away
and
never
come
back.
Now,
I
think,
it
is
more
likely
that
7
or
8
will
give
you
a
serious
par@ng
shot
on
social
media
as
they
walk
away.
So
not
only
do
you
lose
customers
you
hear
about
why
they
are
leaving–
and
so
does
everyone
else.

17. The
key
to
using
social
media
is
to
use
as
many
social
media
clients
as
you
can,
use
them
regularly
and
make
sure
you
are
honest,
direct,
and
clear.
You
can
use
email,
TwiPer,
a
Facebook
page
and
a
Facebook
Group,
and
the
same
things
on
LinkedIn
to
keep
your
name
and
brand
in
the
public
eye
all
the
@me.
You
have
to
do
what
Emerson
has
done.
They
are
the
best
example
of
what
you
can
do
with
social
media.
In
fact,
they
have
a
corporate
director
of
social
media…that’s
all
Jim
Cahill’s
job
is…and
it
is
working.
Emerson
is
doing
the
one
thing
that
counts
more
than
anything
in
the
world
of
social
media…presence
must
be
consistent.
You
can’t
post
or
blog
or
tweet
once
in
a
while.
You
have
to
develop
a
presence
that
is
consistent
and
interes@ng.
This
is
hard
work,
but
the
rewards
are
amazing.

18. A
campaign
has
a
beginning,
a
middle,
and
an
end.
A
campaign
is
like
a
story,
and
if
you
think
about
planning
a
PR
campaign
as
if
you
were
telling
a
story,
it
is
not
only
a
good
analogy,
it
also
works
very
well
in
prac@ce.
First,
you
have
to
decide
what
the
purpose
of
the
campaign
is.
What
is
the
desired
result?
Do
you
want
to
drive
customers,
editors
and
analysts
to
your
website?
Do
you
want
to
announce
a
new
product?
A
new
service?
Do
you
want
to
trumpet
the
news
of
a
big
order
or
a
new
contract,
or
a
major
strategic
partnership
or
alliance?

19. A
typical
editor
of
a
typical
industrial
trade
journal
or
website
gets
between
1000
and
1500
press
and
product
releases
every
month.
If
this
doesn’t
give
you
pause,
think
about
how
long
it
takes
to
read
each
one…just
to
read
them.
Most
editorial
departments
do
triage.
They
sort
them
into
two
piles:
frequent
adver@sers
and
not.
They
go
through
both
piles.
If
in
the
first
two
seconds,
something
about
the
release
jumps
out
at
them,
they
save
it.
Otherwise,
it
gets
“round
filed.”
In
self
defense,
many
years
ago,
I
stopped
looking
at
printed
releases,
and
only
consider
email
releases
now.
I
can’t
remember
the
last
@me
somebody
mailed
me
a
release.
This
is
good
news
and
bad
news.
The
good
news
is
that
I
can
handle
them
more
easily.
The
bad
news
is
that
it
is
easier
and
cheaper
to
send
them,
so
I
get
lots
more
of
them.
I
get
releases
that
are
not
even
close
to
my
editorial
purview.
I
get
poli@cal
press
releases,
releases
on
self-­‐help
books,
you
name
it,
because
it
is
really
easy
to
spam
editors.
This
doesn’t
mean
I
read
them.

20. Here
is
the
real
trick!
The
more
you
know
the
editors
in
your
market,
and
the
more
they
know
you,
the
easier
it
is
to
get
your
well-­‐wriPen,
topical,
targeted
press
or
product
release
run.
It
is
not
about
“who
you
know”
as
much
as
it
is
about
“do
it
right,
and
be
known
to
them.”
Editors
can
do
many
things
for
you.
You
can
get
interes@ng
@dbits
of
compe@@ve
intelligence
by
trading
informa@on
for
informa@on.
You
can
get
that
much-­‐sought-­‐aker
commodity,
free
publicity.
You
can
get
ar@cle
placements,
if
the
editor
knows
you,
and
knows
that
you
can
deliver
on
@me
when
you
say
you
will.
And
if
you
know
the
editor,
you
will
know
what
style
of
wri@ng,
and
what
style
of
image,
are
most
likely
to
get
you
the
press
coverage
you
are
looking
for.

21. Once
you
have
achieved
a
rela@onship
of
mutual
respect
and
trust
with
the
editorial
staffs
of
your
targeted
publica@ons,
you
can
begin
to
pitch
them
ar@cles
for
editorial
space.
These
are
priceless
in
the
way
they
can
affect
the
market
for
a
product.
One
of
the
greatest
sins
in
industrial
PR
is
submicng
a
“puff
piece”
for
editorial
coverage
when
you’ve
agreed
to
submit
a
1500
word
ar@cle.
The
editor
has
saved
space
for
you,
and
now
he
has
to
find
something
else
to
fit
in
those
four
pages.
He
may
never
accept
another
ar@cle
from
you.

22. It
is
a
fundamental
axiom
that
if
you
are
going
to
par@cipate
in
a
tradeshow,
you
must
aPend
with
a
plan.
Much
of
that
plan
is
PR.
If
you
are
making
a
new
product
announcement,
you
need
a
PR
plan.
If
you
are
making
some
strategic
alliance
announcements,
you
need
a
PR
plan.
If
you
are
mee@ng
with
analysts
and
editors,
you
need
a
PR
plan.
If
you
want
to
get
your
most
significant
users
to
aPend
and
visit
your
stand,
you
need
a
PR
plan.
A
clear
and
S.M.A.R.T.
PR
plan
for
a
tradeshow
can
make
the
difference
between
a
lackluster
and
expensive
experience
and
a
vibrant
and
useful
venture.
That’s,
for
those
of
you
who
don’t
know
the
acronym,
a
plan
that
is
Specific,
Measureable,

23. PR
is
the
vehicle
of
choice
to
communicate
the
company
brand.
Together
with
adver@sing,
it
is
the
way
the
company
speaks
to
its
customer
base
and
its
compe@tors
and
the
media
and
analysts
who
moderate
the
marketspace
the
company
lives
in.
The
company
brand
must
be
communicated
in
a
coherent
and
totally
consistent
way
to
the
internal
stakeholders,
external
stakeholders
and
stockholders
of
the
company.

24. That’s
a
big
fancy
defini@on.
Basically,
your
brand
is
everything
you
stand
for.
It
is
the
image
you
have
created,
and
that
you
live
up
to
every
day
in
the
marketplace.
Anything
you
do
to
reinforce
the
posi@ves
in
your
brand
image
can
only
help,
but
anything
you
do
that
contributes
a
nega@ve
to
your
brand
image
hurts.
And
by
the
“law
of
10,000
APaboys”
a
nega@ve
contribu@on
to
brand
hurts
more
than
a
posi@ve
contribu@on
to
brand
image
helps.

25. While
marke@ng
is
designed
to
promote
the
company’s
products
and
services,
and
adver@sing
is
designed
to
generate
sales,
PR
is
designed
to
communicate
the
values
on
which
the
company
stands.
These
values
are
what
stand
behind
the
company’s
brand.
These
values
are
the
company
bedrock.
As
long
as
the
company
acts
in
congruence
with
these
values,
PR
can
further
the
image
of
the
company,
and
thus
the
company
brand.
When
the
company
acts
incongruously,
PR
can
ameliorate
the
damage,
but
cannot
en@rely
reduce
it.

26. United
Airlines
has
stopped
using
the
tagline,
“The
friendly
skies.”
Why?
Simply
put,
United
has
a
reputa@on
for
bad
service,
surly
employees,
and
general
unfriendliness.
Their
tagline
was
causing
cogni@ve
dissonance
and
was
clearly
losing
them
more
friends
than
gaining
them.
Southwest
Airlines
is
a
no-­‐frills
airline.
They
promise
cheap
fares,
and
nothing
else.
And
for
over
25
years,
Southwest
has
been
the
most
successful
airline.
Why?
Because
everything
they
do
is
congruent
with
their
message.
And
they
do
it
with
verve
and
élan.
They
are
en@rely
“on
brand.”
There
is
no
cogni@ve
dissonance
with
Southwest.
You
get
what
you
expect,
and
more.
While
with
United
and
most
of
the
other
airlines,
you
expect
some
service,
some
ameni@es,
some
civility,
and
what
you
get
is
a
lousy
airline.
Too
many
automa@on
companies
act
the
same
way.
Even
the
best
PR

27. There
is
a
current
trend
toward
debasing
strong
brands.
Even
Southwest
has
fallen
prey
to
this
to
some
extent.
The
idea
is
that
you
can
abuse
“just
a
liPle
bit”
your
customers,
without
hur@ng
the
brand
unduly.
This
supposed
brand
elas@city
is
supposed
to
allow
you
to
extract
more
value
from
the
customer
without
giving
them
more
value…or
giving
them
less
value.
As
Jon
Stewart
said
about
the
proposed
makeover
of
the
“Brave”
heroine
Merida
by
Disney:
They
think
they
can
get
away
with
this
because
they
think
we
are
stupid!
Your
customers
are
not
stupid,
and
they
have
highly
tuned
super
heterodyne
BS
detectors.
They
may
let
you
get
away
with
debasing
your
brand
for
a
while,
but
they’ll
soon
be
looking
around
for
another
vendor
with
the
values
they
originally
saw
in
you
and
your
products
and
services.

28. Just
as
PR
is
a
channel
for
external
communica@ons,
so
it
can
be
for
internal
communica@ons.
It
is
every
bit
as
important
for
employees,
suppliers
and
other
internal
stakeholders
to
be
informed
on
the
company’s
goals,
objec@ves,
and
values
as
it
is
for
analysts
and
editors
in
the
media,
and
for
stockholders
to
be
informed.
Communica@ng
the
company’s
brand
values
and
vision
internally
and
con@nually
reinforces
them
in
the
minds
of
employees
and
reduces
the
poten@al
for
cogni@ve
dissonance
when
a
customer
runs
across
a
problem
employee.
BP
fell
afoul
of
this
in
the
Deepwater
Horizon
mess.
BP
had,
in
the
five
years
between
the
Texas
City
disaster
and
Deepwater
Horizon,
spent
over
$2
billion
(with
a
B)
on
training
designed
to
create
a
new
safety
culture
in
the
company.
Unfortunately,
even
though
the
effort
had
support
from
the
highest
levels
in
the
company,
it
ran
afoul
of
employees
who
felt
it
was
bePer
to
con@nue
maximizing
bonuses,
etc.
by
not
improving
safety–
and
the
result
is
that
BP
has
now
spent
many
more
billions
trying
to
fix
the
problems
they
caused.
If
all
those
employees
had
been
truly
on
board
with
the
safety
culture
that
Tony
Hawood,
Deb
Grube
and
Ed
Sieg
were
trying
to
create
in
BP,
it
is
arguable
that
the
Deepwater
Horizon
accident
might
not
have
happened.

29. Typically,
the
only
way
PR
is
knowingly
used
in
most
automa@on
companies
is
for
shareholder
communica@ons.
Shareholders
need
the
same
communica@ons
that
the
internal
stakeholders
do,
and
companies
who
are
forthright
and
forthcoming
with
their
stockholders
and
stakeholders
do
bePer
at
maintaining
their
stock
prices
even
in
the
wake
of
unfavorable
news
than
companies
who
ignore
their
stockholders
except
for
the
annual
report,
and
ignore
their
stakeholders
en@rely.

30. The
lessons
learned
from
the
downsizings
of
the
1980’s
are
clear.
If
you
want
a
workforce
that
is
on-­‐board
with
the
goals
and
objec@ves,
vision
and
brand
of
the
company,
you
have
to
be
completely
honest
and
open
with
them,
especially
about
bad
news.
Hiding
the
fact
that
layoffs
are
coming
produces
good
old
cogni@ve
dissonance,
which
leads
immediately
to
a
loss
of
trust
in
management.
Employees
(just
like
your
customers)
have
extremely
well-­‐tuned
super
heterodyne
bullshit
detectors
(remember
I
said
this
before),
and
it
is
stupid
to
even
try
to
fool
them,
or
to
think
that
they
don’t
know
what
is
going
on,
just
because
you
haven’t
announced
it
yet.

31. Every
industrial
enterprise
dreads
the
crisis.
The
call
comes
in
the
middle
of
the
night.
Your
tanker
is
aground.
Your
mine
has
collapsed.
Somebody’s
plant
has
exploded,
and
your
product
was
at
fault.
There
is
a
leak
into
the
groundwater.
Whatever
it
is,
you
need
to
have
planned
for
how
to
handle
a
crisis,
have
a
team
in
place
to
manage
it,
take
responsibility
and
correc@ve
ac@on
swikly,
and
provide
easy
access
to
informa@on
as
honestly
and
openly
as
possible.

32. These
rules
are
decep@vely
simple,
yet
companies
fail
the
crisis
test
every
day.
Maybe
it
is
just
too
simple.
The
secret
to
crisis
management
is
to
be
open,
honest,
and
work
hard
to
solve
the
problem.
If
it
is
your
fault,
accept
responsibility
early
in
the
crisis,
and
start
correc@ve
ac@on
immediately.
Take
your
lumps.
The
correc@ve
ac@on
you
say
you
will
take
must
be
clear,
quick,
meaningful
and
actually
correct
the
problem–
and
make
the
situa@on
whole
again.
Stonewalling
in
a
crisis
will
get
you
what
Nixon
got.
If
it
is
not
your
fault,
communicate
that
at
every
opportunity,
while
emphasizing
that
you
are
there,
shirtsleeves
rolled
up,
working
to
solve
the
problem
anyway.
Remember
that
you
are
telling
a
story,
as
it
is
happening.
You
are
a
reporter
for
your
company’s
side
of
the
story.
Keep
it
to
Who,
What,
When,
Where,
How
and
Why
as
much
as
you
can.
The
simpler
the
story
you
tell,
the
more
likely
it
will
not
be
changed
much
by
the
media
as
they
report
it.

33. Okay,
everything
I’ve
told
you
is
true.
But
it
begs
the
ques@on.
The
real
issue
is
how
do
you
actually
put
together
an
integrated
marke@ng
communica@ons
plan
that
works.
For
the
next
few
minutes,
we
are
going
to
look
at
a
new
way
of
seeing
the
problem.

34. I
find
it
useful
to
look
at
the
things
you
need
to
do
as
part
of
a
cascade
control
loop–
appropriate
for
automa@on
industry
marke@ng,
no?
Look
at
the
tasks
as
OUTBOUND
communica@ons,
first.
All
of
these
things
allow
your
customers
to
find
you,
touch
you,
on
their
terms.
Note
that
all
of
them
are
designed
to
make
you
“authorita@ve”
in
the
Google
sense.
The
more
authorita@ve
you
appear
to
Google,
the
higher
you
will
appear
in
the
organic
search
rankings–
and
the
majority,
maybe
even
the
vast
majority
of
customers
find
you
on
Google
now.
Note
that
all
of
this
is
content.
It
is
high
value
content.
You
can’t
post
much
self-­‐serving
bullshit
on
Wikipedia.
People
stop
reading
white
papers
if
they
are
thinly
disguised
brochureware.

35. Ever
since
the
studies
showed
that
(except
for
poli@cal
hot
buPon
issues)
Wikipedia
is
as
authorita@ve
as
any
other
reference
work,
people
have
been
looking
up
automa@on
related
topics
there.
One
of
the
most
significant
things
you
can
do
is
to
make
sure
that
you
have
good
Wikipedia
pages
for
the
company,
for
its
products,
and
that
your
principals
and
experts
have
biographical
essays,
CVs
and
bibliographies
on
Wikipedia.
It
is
also
worth
many
bonus
points
to
contribute
to
pages
on
industry
issues.
Wikipedia
can
then
become
the
core
of
your
campaign
to
make
your
brand
“authorita@ve.”

36. Highly
technical
marke@ng
has
always
had
a
spot
for
ar@cles
and
whitepapers.
The
problem
is
that
while
everyone
knows
that
you
should
write
them,
everyone
also
has
the
opinion
that
if
an
employee
has
the
@me
to
write
them,
he
or
she
isn’t
doing
their
real
job,
or
is
underemployed.
Nothing
could
be
further
from
the
truth.
The
fact
is,
customers
want
NONCOMMERCIAL
sources
of
informa@on.
Your
company
has
some
of
the
best
experts
on
how
to
apply
the
products
you
make
anywhere.
It
is
really
important
to
consistently
create
good,
high
quality,
non-­‐commercial
whitepapers
and
applica@on
and
case
study
ar@cles.
Again,
like
social
media,
it
is
important
to
do
this
consistently,
so
that
customers
and
poten@al
customers
can
expect
to
see
new
material
on
a
regular
schedule.
There
are
also
numerous
ways
to
campaign
those
white
papers
and
ar@cles,
too,
and
the
sales
leads
you
get
are
generally
either
A
or
B
level
leads.

37. Presenta@ons,
short
courses,
and
webinars
are
another
way
to
aPract
an
audience
to
share
your
exper@se.
Once
again,
these
cannot
be
sales
pitches.
Webinars
used
to
be
prohibi@vely
expensive
to
do,
but
with
tools
like
GoToWebinar
(which
happens
to
be
the
webinar
engine
we
are
using
today),
anyone
can
produce,
present
and
record
a
webinar.
Recorded
webinars
are
tremendous
sources
of
more
data
for
Wikipedia.

38. Once
you
have
your
recorded
presenta@on,
and
your
webinar,
post
them
on
YouTube.
There
are
thousands
of
automa@on
related
audio
and
video
tracks
on
YouTube.
You
can
stream
them
to
your
website,
you
can
campaign
them,
you
can
send
people
to
them
in
many
different
ways
using
social
media.
How
much
viewership
can
something
like
flow
measurement,
for
example,
get?
Well,
the
video
of
me
talking
about
“Back
To
Basics:
DP
Flow
Measurement”
has
had
over
55
thousand
views
in
four
years.

39. Just
like
Wikipedia
is
the
anchor
of
your
Outbound
communica@on
loop,
your
own
blogs
are
the
linchpin
of
the
inbound
communica@on
loop.
Yes,
blogging
is
an
outbound
ac@vity,
but
the
reason
you
are
doing
it
is
to
increase
the
crea@on
of
a
community
around
your
company
and
your
products.
But
you
can’t
just
blog.
You
have
to
push
the
stuff
you
are
blogging
(as
well
as
all
the
stuff
you
are
producing
as
outbound
content)
to
your
customers,
and
people
who
might
become
your
customers.
Blogging
must
be
consistent.
You
can
have
one
blog,
or
mul@ple
blogs.
Each
blog
should
have
its
own
“voice”
that
people
come
to
recognize.

40. Here
is
where
social
media
are
cri@cal.
This
is
how
you
interact
with
your
customers
and
stakeholders–
how
you
disseminate
the
knowledge
you
have
amassed,
and
the
content
you
have
created.
Here
is
where
people
comment
on
what
you
say,
and
expect
you
to
listen
to
them.
This
is
the
feedback
por@on
of
the
cascade
control
loop.

41. This
en@re
system,
this
en@re
integrated
marke@ng
communica@ons
program,
depends
on
content,
and
lots
of
it.
The
good
news
is
that
there
are
content
creators
available
who
are
capable
of
producing
as
much
content
as
you
want
or
need,
without
breaking
your
bank.
Look
for
people
with
industry
and
applica@on
specific
knowledge
already.
You
should
not
have
to
spend
hours
or
days
teaching
the
content
provider
your
business.
There
are
several
good
content
providers
I
recommend
to
people
when
they
ask.
You
do
have
to
spend
the
money,
though.
You
can’t
just
say
you
are
going
to
do
all
these
things.
You
have
to
have
the
content
wriPen
or
produced,
and
you
have
to
have
schedules
for
producing
and
publishing
it.
Otherwise,
you
are
just
mouthing
motherhood
statements.
And
then
you’ll
have
the
opinion
that
all
this
newfangled
interac@ve
marke@ng
communica@ons
stuff
doesn’t
work.
It
does,
YOU
don’t.

42. So
that’s
PR
for
Automa@on
Professionals.
I
hope
you
have
a
bePer
understanding
of
PR’s
place
in
the
marke@ng
mix,
and
how
important
proper
use
of
public
rela@ons
can
be
to
the
strength
of
your
company
and
your
brand.
In
a
minute
we’ll
open
the
discussion
up
to
ques@ons,
but
I
want
to
thank
you
for
the
opportunity
to
speak
to
you
today.
I’ve
enjoyed
it
and
I
hope
you
have
too.
We
will
be
pos@ng
the
recording
of
this
webinar,
but
if
you
want
a
PDF
copy
of
the
slides
and
speakers
notes,
send
me
your
contact
informa@on
at
walt@waltboyes.com
and
I’ll
see
that
you
get
one.
If
aker
the
webinar,
you
have
ques@ons
on
a
specific
issue,
feel
free
to
contact
me
either
at
Control
or
at
Spitzer
and
Boyes
LLC.
And
now,
on
to
ques@ons!