How to Plan and Implement a Social PR Strategy that works for Your Organisation

1

HOW TO PLAN & EXECUTE REAL-TIME PR THAT DELIVERS FOR YOUR

ORGANISATION.

2

Philip Sheldrake

Meanwhile

Blog

LinkedIn

Twitter

CIPR TV

___________

Social PR, London, 28th Feb 2011

www.andmeanwhile.com

www.philipsheldrake.com

/in/philipsheldrake

@sheldrake

www.cipr.tv

___________

#socialpr

http://www.andmeanwhile.com/

http://www.philipsheldrake.com/

http://www.linkedin.com/in/philipsheldrake

http://www.linkedin.com/in/philipsheldrake

http://www.twitter.com/sheldrake

http://www.cipr.tv/

28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales3

1. What does success look like?

2. Real-time complexity and My Channel

3. Mission, vision, values – back to basics

4. The Balanced Scorecard – business performance management

5. The Influence Scorecard – influence performance management

6. The Six Influence Flows

7. Knowledge, skills and policies

8. Analytics and workflow

9. Culture

10. Facilities

Coming up…

4

Recommended reading

The Business of Influence

Philip Sheldrake

Wiley, April 2011

Real-time Marketing and PR

David Meerman Scott

Wiley, November 2010

28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales


As required and guided by the PR strategy:

Who? – the right person in terms of constituent expectations,

consistency, topic, expertise, time zone and language

What? – active listening; then creating proactive opportunities

and reacting with the appropriate content

How? – with the appropriate tone of voice in the appropriate

content format

When? – as timely as the conversation demands (mins / hours)

What does success look like here?


Being the eyes, ears and mouth of an organisation to the

drumbeat of the daily news was never easy.

Being the eyes, ears and mouth, with heightened sensitivity

to influence and be influenced in real-time, requires

enhanced levels of strategic diligence, meticulous planning,

training, constant attention to detail and rigorous measurement.

This isn’t easy


It’s impossible to fake it.

Real-time PR must, by nature, be authentic.

Real-time PR marks the death of the persuasion / ‘spin’ school.

Long live two-way, symmetric PR fostering mutually beneficial

relationships between an organisation and its publics.

Reality is perception

Real-time PR is one of those facets of the modern PR discipline that separates

the 21st Century PR professional from the 20th Century practitioner.


What exactly are we

dealing with here?

Let’s paint the picture.

A content format your colleagues / clients will understand...

Real-time complexity and My Channel


Content – an illustrated history

Blog post: http://www.philipsheldrake.com/2011/01/content-an-illustrated-history

Hi-res image: http://bit.ly/content-an-illustrated-history

Slideshare version: http://bit.ly/hPYjnd

This one on the small screen

Download this one for projection

http://www.philipsheldrake.com/2011/01/content-an-illustrated-history

http://bit.ly/content-an-illustrated-history

http://bit.ly/content-an-illustrated-history

http://bit.ly/hPYjnd

http://bit.ly/hPYjnd


Continuously expanding capabilities for highly personalised

creation, curation, recommendation, search, discovery,

management, consumption and sharing of content across all

personal screen-based devices.

Two billion plus Internet users. Two billion plus channels.

My channel.

And some other stuff probably.

The Future


This new reality, this complexity, demands more than ever that

we get back to basics, that we connect PR activity to the business

needs:

Unambiguously. Visibly. Transparently. Efficiently. Relentlessly.

The essence of real-time PR means that the bold and bright

articulation of your organisation’s mission, vision and values, and

the subsequent cascade, is more critical than ever.

Back to basics

12

Mission, values, vision…

CASCADE Mission – why do we exist?

Values – what guides our behaviour?

Vision – what do we want to be?

Business objectives – to get from A to B

Strategy – the plan to get us from A to B

Strategic objectives – wholly necessary and sufficient

to execute the plan

Tactics – activities to achieve the strategic objectives.



To win, organisations must approach this cascade with

professional rigour.

7 out of 10 organisations simply fail to execute their strategies1.

The Balanced Scorecard is the most popular approach to BPM…

1. Balanced Scorecard Institute

Business performance management (BPM)


“The Balanced Scorecard transforms an organization’s strategic

plan from an attractive but passive document into the 'marching

orders' for the organization on a daily basis. It provides a

framework that not only provides performance measurements,

but helps planners identify what should be done and measured. It

enables executives to truly execute their strategies.

“It is a management system (not only a measurement system)

that enables organizations to clarify their vision and strategy and

translate them into action.”1

The Balanced Scorecard


The Influence Scorecard is both part of and an augmentation to

the Balanced Scorecard.

Influence performance management (IPM) is the ease and

effectiveness with which we can manage and learn from influence

flows; integral to the process by which customers, citizens and all

stakeholders interact with organisations and governments to

broker mutually valuable, beneficial relationships.

The Influence Scorecard


The Six Influence Flows


Social media monitoring, or listening, aims to understand

what’s going on in social media within each of these influence

flows.

Social Web analytics is about identifying, tracking, listening to

and participating in the distributed conversations about a

particular brand, product or issue, with emphasis on quantifying

the trend in each conversation's sentiment and influence.

The social Web = social media + apps + services

+ the network of devices.

Monitoring and analytics


As required and guided by the PR strategy:

Who? – the right person in terms of constituent expectations,

consistency, topic, expertise, time zone and language

What? – active listening; then creating proactive opportunities

and reacting with the appropriate content

How? – with the appropriate tone of voice in the appropriate

content format

When? – as timely as the conversation demands (mins / hours)

REMINDER: What does success look like?


Let’s do a podcast!

Whoa! Where did this come from? Apparently it’s

been doing the rounds

How should we respond?

http://www.flickr.com/photos/theseanster93/469906468

Dunno. Tweet? Raise it at the

Monday meeting?

So we don’t end up with…


Success in real-time PR requires diligent cascade and influence

performance management.

In turn, to empower everyone to participate in the conversation

and behave appropriately, success in IPM requires:

Knowledge, Skills & Policies. Analytics & Workflow. Culture.2

2. Human, information and organisation capital in Balanced Scorecard terminology.

Critical ingredients of real-time PR

21

Critical ingredients of real-time PR

Who?

What?

How?

When?

Fear

Doubt

Confusion

Paralysis

Inconsistency

Inauthenticity

Missed opportunities

Reputational risk


22

Knowledge, Skills & Policies

Knowledge

Of PR best practice

Of the mission, values, vision

Of the Influence Scorecard

Of the demands of real-time PR

Skills

Analytical

Social media

Process design

Quality assurance and audit

Tool procurement

Interdisciplinary (eg, with other marketing, digital and customer service disciplines)

Policies

Social media policy

Tone of voice

Escalation

Discretionary customer care

23

Analytics & Workflow

Analytics

Social Web analytics tools appropriate to your needs

Fluency in their application

Integration with other analytic capabilities (eg, CRM)

Fit to the Influence Scorecard

Workflow

Process design… with your analytics vendor (although beware vendor lock-in)

Build in quality rather than just test for it

Integration of PR activity with paid and owned media, and customer service

Training courses / manuals


The USAF Response

Assessment is a highly

regarded workflow for one

aspect of real-time PR.

Empowers everyone in the

USAF to participate in the

conversation, real-time.

Example workflow

25

Organisation wide influence-focused culture (to influence and to be influenced)

A culture built on team and personal goal alignment

A culture that recognises there’s influence in everything

A quality (TQM) focus

A culture of customer-focus

A culture of innovation and continuous improvement

A culture of social awareness and responsibility

Culture


Measurement & evaluation closes the loop.

Are we executing the strategy as intended?

See the CIPR’s research, planning and measurement guidance3.

I chair the CIPR’s social media measurement group, and we’ll be

reporting in March 2011. In short metric selection and design is

as bespoke as one’s strategy.

3. http://bit.ly/dyIP86

Measurement & evaluation

http://bit.ly/dyIP86

http://bit.ly/dyIP86


You have the knowledge, skills and policies; the analytics and

workflow; the culture. Now manifest these in your workplace.

Facilities

“The Twitter Room” by the Conversation Grouphttp://www.slideshare.net/cluetrainee/the-twitterroom-workbook

http://www.slideshare.net/cluetrainee/the-twitterroom-workbook

http://www.slideshare.net/cluetrainee/the-twitterroom-workbook


A lot of work goes into readying for real-time PR, so best start

now proactively rather than when you really need it reactively.

Good luck.

And thanks for your attention.

Thank you

How to Plan and Implement a Social PR Strategy that works for Your Organisation

Business

Transcript of How to Plan and Implement a Social PR Strategy that works for Your Organisation