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Integrated Marketing Is A Mindset, Not A Mandate

This post originally appeared on PRSA’s blog, ComPRhension.

"You Wouldn't Like Me When I'm Hungry!"

According to a 2013 Forbes survey, 68% of CMOs and marketing executives put integrated marketing communications ahead of “effective advertising” (65%), when they were asked what the most important thing is that they want from an agency. That’s the result of years of agency specialization and the emergence of PR agencies, digital agencies, social agencies, creative agencies, etc. Managing all of these specialties became a job unto itself and brands are increasingly asking for both the expertise AND integration.

Unfortunately, this saturation has created a buzzword without any real meaning. Go to any agency’s website, any conference, any academic program, any industry publication and you’ll see the result – “integrated marketing” is everywhere. Integrated marketing has become nothing more than a bunch of boxes on an org chart – get the Director of Search, and a VP of Media, a Director of PR, a Senior Social Media Strategist, and a User Experience Czar in the same meeting and poof! you’ve got an integrated marketing team.

Here’s the thing. That doesn’t mean you’ve got an integrated marketing agency. What you’re more likely to have is an old-fashioned game of Hungry Hungry Hippos – everyone’s scratching and clawing to get more money and power for their respective discipline. By involving all of the functional experts, all you’ve done is get a bunch of hammers looking for nails in your meeting. That is, the social media guy will try to think of ways for social media to solve everything. The paid media guy wants a paid media solution. And so on and so on. You end up with a bunch of strategies and tactics that someone then has to cobble together into a deck that is probably organized by discipline vs. a single integrated, coherent strategy.

Integrated marketing isn’t about mandating that each capability gets a seat at the table. It’s about making sure that each seat at the table is filled by someone who is focused on meeting the business goals, regardless of capability. And perhaps counterintuitively, that may mean that those experts you went out and hired should give up their seat at the table. In my session at the PRSA Strategic Collaboration Conference on April 24th, I’ll discuss how to better leverage your team’s strengths to make integrated marketing a mindset that drives better results. I hope you’ll join me, but if you can’t, here are three tips to help create that integrated marketing mindset in your organization.

Make your org chart a little fuzzy. Functional experts, by definition, have gone deep into one particular area. Integrated marketers, on the other hand, have to be more of a jack-of-all-trades and they don’t always fit nicely into your existing org chart. Don’t force these people into a box. They’ll more valuable if they’re encouraged to flow in and out of those boxes.

Stop rewarding fiefdoms. If I’m judged solely by how much PR business I have or by how many clients I can upsell PR to, that’s where my focus is going to be. Rather than using all of our capabilities, I’m going to try to wedge PR in there whatever way I can. Truly integrated agencies reward integrated thinking, not empire-building.

Stop organizing your deliverables according to your org chart. Rather than creating different deliverables/sections/budgets for each discipline, consider organizing things based on the customer journey. This requires getting all of the disciplines working together on the same slides, not just copying and pasting their respective sections into a deck. Integrated marketing is a new way of working together to create new thinking, not a new way of organizing what we’ve always done.

I’m presenting “Improved Decision-Making: Leveraging Your Team’s Strengths and Filling in the Gaps” at the PRSA Strategic Collaboration Conference on Friday, April 24. Register to attend the conference to learn more about Steve’s topic.

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31 ‘New Clues’ for PR Practitioners

This post originally appeared on PR Daily

book-midFifteen years ago, “The Cluetrain Manifesto,” one of the most important business books of the Internet generation, took the world by storm.

Last month, two of that book’s authors, Doc Searls and David Weinberger, created the “New Clues,” an updated perspective on how the Internet affects marketing, PR and technology.

As I read over the “New Clues,” I thought about the original “Cluetrain” and reflected on how uneducated so many marketers remain to this day. I was wrong to look at the original “Cluetrain” as predictions of what was to come. They were, as the “New Clues” are today, a rallying cry for how things could and should be. These clues challenge readers to stop and consider the world-changing potential the Internet continues to have rather than defaulting to what we’ve always done.

Today’s public relations pros require their own rallying cry. Since the original “Cluetrain” came out, we’ve watched the journalism industry crumble, allowed social media to be taken over by marketers, and seen the rise of native advertising.

It’s do or die time for PR. We have to stop pining for how things used to be and instead take advantage of the opportunities right in front of us.

Maybe these 31 clues will help kickstart your brain and get you thinking bigger. Maybe they’ll be something you share with your teams as I did with the original Cluetrain. At a minimum, I hope they help replace some cynicism with a bit of optimism.

  1. Let’s say it together: PR does not equal media relations.
  2. Impressions, Advertising Value Equivalencies (AVE), hits, clips, reach, and engagement statistics can be manipulated (or even made up) to say anything we want. Clients are starting to understand this, too.
  3. We become what we measure. And what we’re measuring is garbage.
  4. That segment you secured on “The Rachael Ray Show” is great, but how exactly does that reach the target demographic of 45-year-old, single, male truck drivers?
  5. Bragging about the number of media placements and impressions you got is like bragging about the number of hours you worked. Neither number necessarily means you accomplished anything for the organization.
  6. Just because we can measure and optimize something doesn’t always mean we should.
  7. If you’re tired of your client continually asking you for more hits, impressions, or “likes,” show him the metrics that he should be paying attention to, maybe even metrics that are tied to his business goals.
  8. If we aren’t going to educate our clients on how they should measure PR success, who will?
  9. When trust in the media is at its lowest point in history, talking up “third-party credibility” doesn’t exactly conjure up images of Cronkite or Woodward and Bernstein.
  10. If we showed half as much interest in our client’s sales figures as we did to our last media placement, we’d be more likely to get that seat at the table we’re always asking about.
  11. Thanks for running through your comprehensive PR plan. Since you included every last detail, I can tell you put in a lot of work, but by slide 79, I needed a second cup of coffee just to make it through the presentation.
  12. If you’re going to talk about the value of one-on-one relationships in your proposal, try to wait at least a few days before you send the same press release to a thousand people on behalf of that client you just won.
  13. If relationships are so important, why do I only hear from PR people when they’re trying to sell me on something?
  14. Let’s put our money where our mouth is and require our teams to cultivate and maintain those relationships, even if it’s not during billable time.
  15. Given the choice between native advertising content, where impressions, message, and calls to action are guaranteed, what’s the incentive to allocating dollars to PR where not only do these guarantees not exist, the brand is opening itself up to substantial risk?
  16. Media placements in The New York Times or Time magazine don’t mean nearly as much to cost-focused clients when they can cut a check and get the same coverage with more control.
  17. Integrated marketing involves a lot more than simply bringing the SEO guy to the meeting.
  18. You do know that “writing” means more than just copying and pasting lines from a variety of previously approved materials, right?
  19. Writing in AP style and using the inverted pyramid is great, but you know what’s even better? Writing something that someone will want to read and maybe even share.
  20. Stop taking yourself so seriously. You’re managing Facebook and Instagram, not performing brain surgery. Stop thinking your customers are waiting with bated breath for your content. They’re not.
  21. Act as though you actually care about what your customers need and want rather than what will get the most “likes.”
  22. If you’re afraid of what customers might say about your brand if you ask them, you’ve got bigger problems than what to put on your content calendar.
  23. The most powerful phrase for a PR pro, in any medium, to anyone, is simply, “How can I help you?”
  24. Unfortunately, that won’t help our metrics so instead we’ll upload an image of a cat holding a sign that says “I haz help for you” with a search-optimized caption for our brand.
  25. Before you talk about your organization needing to be more “authentic” and “transparent,”you might want to take a peek behind the curtain. What’s authentic about your organization might be greed, scandal and obliviousness.
  26. On your next list of target audiences, include “employees.” Things will go much easier if you consider them before they learn what’s happening to their jobs from the local news anchor.
  27. PR had the opportunity to take the lead with social media and fundamentally change the way organizations communicate with people. Instead, we let marketers take control and turn it into an arms race for “likes,” fans, and followers.
  28. You’ve probably already told the guys writing the checks that if they took half the money they’re spending on banner ads and put it toward providing better customer service, they’d make their money back ten-fold. Keep telling them.
  29. And no, the customer doesn’t care that customer service is handled by another department with a separate budget. They’ll happily take their business elsewhere, and drop you a #fail tweet before they go.
  30. Is this why you really got into PR? Haggling with mommy bloggers over sponsored posts and creating Facebook meme photos?
  31. Even when “big data” becomes “huge data” and “mega data,” and our cars are driving themselves, PR will still be more art than science. It will still be about human-to-human interaction.
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Identify the Right People to Manage Your Social Media Initiatives

A version of this post originally appeared on this blog last year. I'm re-posting it with a few minor modifications because I just gave a presentation based on this content at PRSA's Digital Impact Conference. The full presentation is embedded below and available here.

Who leads your organization's social media initiatives? Is it someone who rose up and took the role or is is someone who was assigned that role?

Social media isn't something that can just be assigned to someone any more than you can just assign someone to be the homecoming king. Adding "social media" to that junior public affairs officer's job description isn't suddenly going to turn your organization into the next Zappo's. While you're at it, you might as well add "organizational budgeting" and "legal review" to his job description too – those are two other things that he/she might be able to do well, but would you really entrust those duties to them?

This is why so many social media initiatives fail – not because of technology or policy, but because of people.  We talk often about what department should lead social media, how to get leadership buy-in for social media, or what technology should be used, and while those are important discussions to have, you should be focused on identifying WHO should be leading the social media initiatives.  Not whether that's the Chief Marketing Officer or the Director of Public Affairs or the Community Relations Lead, but actual names of people.  Remember, social media is driven by the person, not the position.

The best person right now might be Joe over in Marketing, but what if Joe leaves the organization?  Who leads the social media initiatives then?  The answer isn't necessarily Joe's replacement.  It might be Kim over in HR. It might be that new guy over in community relations, or maybe it's your webmaster.  The point is that social media doesn't fit nicely into just one job description.  There's a very real human element to it, and identifying the wrong person, even if it is the right position is often the biggest determination in the success or failure of your social media initiatives.

To find the right person to handle social media for your organization, look for people who:

  • LOVE your organization and really understand its mission – first and foremost, find the people who love their jobs and believe in your mission. This isn't a job for the person interested in just the paycheck.
  • Believe in the transformative power of social media – it's not about applying the same old processes to new tools. It's about fundamentally transforming the way your organization interacts with the public, your customers and with each other.
  • You enjoy being around – If a person is a real butthead in real-life, he's going to be that way online too, and you can't afford to have someone like that representing you or your organization
  • Have little fear of failure – Early in my career, a client pulled me aside after they shot down 3 straight ideas I had and told me, "I want to make sure that you understand we WANT you to continue bringing those off-the-wall ideas because it forces us to think of things we never thought of and even if we don't take your suggestions now, they all become building blocks for future ideas."
  • Enjoy working in teams – Social media is "social" – you have to enjoy working with a diverse group of people
  • Are responsive – There is no 24 hour news cycle any more. It's real-time baby. You need people who you KNOW will reply to emails, tweets, texts, etc. quickly and thoroughly. Interestingly, these are also often the people who are the most ambitious and passionate about your organization too.  (*note – these are also the people who may take longer lunches or come in a little late because they don't just "shut off" at 5:00 PM)
  • Can speak like a human being – Corporate marketing speak, statistics, facts, and figures are good, but when was the last time you got inspired by a pie chart? Find people who can connect with their colleagues/customers/clients on a personal level
  • Are very aware of their strengths and weaknesses and are open about them – One of the first things I tell new employees is to find out what you're good at and find out what you're not good at, and then find people who are good at those things and make friends with them. In social media, you're going to come across issues regarding privacy, IT, legal, communications, and HR, not to mention specific functional areas of your organization. You can't know it all – know what you don't know, and know who to contact for help.
  • Are humble -People mess up in social media. A lot.  It's ok.  Admit you're wrong, fix what you messed up and move on. Not everyone can do this, and very few can do it well.
  • Are diplomatic – The point of social media isn't just to get more followers and friends. It's to help your organization reach its communications, marketing, and sales goals. That's why social media managers need to know how to educate others across the organization and demonstrate how social media can help their business.
  • Are dedicated to building a scalable, sustainable team – People go on vacation. People take other jobs. People get transferred. Make sure that your social media manager has the organization's long-term interests in mind and isn't just focused on raising his or her profile.

Now that I think about it,these are many of the same qualities that exist in any leader, right?  So, what other qualities would you look for when trying to identify someone to head up a social media initiative?

This post was inspired by Andrew Wilson's "Innovation Lab | Who Should Be At The Table" post and Lovisa Williams' "The Intersection" post. Fantastic stuff (as usual) by the both of them.

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If You Want a Culture of Collaboration, You Need to Accept the LOLCats Too

"Even with the sacred printing press, we got erotic novels 150 years before we got scientific journals."

– Clay Shirky at TED Cannes in June 2010

This is one of my favorite quotes from one of my favorite people in the business, Clay Shirky. I particularly like it because it illustrates the period many organizations find themselves in when trying to integrate social media internally.  Before wikis were used by the Intelligence Community to develop reports on IEDs, people were creating user badges to show off their favorite NFL teams. Before my own company's Intranet won any awards, we had people talking about how they enjoy skinny dipping on their profile. Before our VPs starting using Yammer to communicate with the workforce, we had groups of Android geeks and fitness gurus.I'm telling you this because if you're implementing any type of social media behind your organizational firewall, you should prepare yourself, your colleagues, your bosses, your senior leadership for this one inexorable truth.

If you will freak out when you see this on your Intranet, you're probably not ready for a social intranetIf you want to create a vibrant culture of collaboration, you need to be OK with pictures of LOLCats, posts about the NFL playoffs, arguments about Apple and Android, and criticism of company policies.

Accept and embrace this fact now and your communities have a much better chance at succeeding. Or, continue thinking that things like this are a waste of a time and are unprofessional, and get ready to pay a lot of money for a system that ultimately no one uses unless they absolutely have to.

Unfortunately, "social" seems to have become almost a dirty word in the workplace, conjuring up images of employees whittling away their time on Facebook, talking to their boyfriend on the phone, or taking a three hour lunch break.  Let's all agree now to stop trying to take the social out of social media. "Social" interactions not only needs to be OK, they need to be encouraged and rewarded. Shirky explains why at the 5:33 mark of the below TED video:


Shirky says:

The gap is between doing anything and doing nothing. And someone who makes a LOLcat has already crossed over that gap. Now it’s tempting to want to get the Ushahidis without the LOLcats, right, to get the serious stuff without the throwaway stuff. But media abundance never works that way. Freedom to experiment means freedom to experiment with anything.

The same principle holds true when talking about social media and the business world. There's this tendency on the part of senior leadership to want to skip the blogs about company policy workarounds and the wiki pages detailing where to get the best burritos near the office and move right to co-creating methodologies with cross-functional teams and crowdsourcing initiatives that save millions of dollars. It doesn't work like that. Collaborative communities don't just start innovating because you build a website and send a memo. Just like we had to experience erotic novels before scientific journals and LOLCats before sites like Ushahidi, we will also have to accept the fact that your employees will be talking about fantasy football and what they're doing over the holidays before they're going to be ready to use those tools to conduct "real" work. 

This makes intuitive sense though, doesn't it? Isn't posting about fantasy football or your favorite lunch spot a lot easier (and less frightening) than uploading that report you've been working on for three weeks? If someone doesn't like your favorite restaurant, who cares? If, however, someone criticizes the report you've spent weeks writing, that's a little more intimidating.  Once you've taken that step – that step from doing nothing to doing something – it's a lot easier to take the next step and the step after that. After engaging in that conversation about your favorite burrito, it's suddenly easier to join the conversation about the new IT policy. Then, maybe you upload a portion of the report you're struggling with to see if anyone can help. Viewed from this perspective, even the stupidest posts and most worthless conversations have value, because they provide a safe, low risk means for people to dip their toe in the water and take that first step. It takes time for employees to feel comfortable using these social tools at work. If you give them the ability to grow and learn together at their own pace, your community will become much more scalable and sustainable.

So embrace the LOLCats, the fantasy football threads, the lunch discussions, and the custom avatars – at least your employees will be creating and sharing something with someone else. Because what will follow is that these stupid, silly, foolish discussions will lead to relationships, questions, answers, and finally, very cool innovations, products, and solutions that will save you money, win you awards, and really and truly create a social business.

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