How digital changes everything and nothing

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WHY AND HOW DIGITAL CHANGES EVERYTHING AND NOTHING

Presentation to the CIPR Digital Impact

Conference 24th May 2010

Philip Sheldrake, Influence Crowd LLP

www.influencecrowd.com

LinkedIn /in/philipsheldrake

@sheldrake

24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales2

Hey, I’ve got an idea.. let’s do a podcast!

Why?

What do you mean “Why”?

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


Following the advent of “digital”, it’s my opinion that:

The things people think have changed

haven’t.

But some things have changed that aren’t

yet widely understood.

About This Presentation


My Lovely PR & Marketing Departmenthttp://www.flickr.com/photos/iangallagher/490333150


Our customers are talking about us online.

Our competitors are doing stuff with social media.

They’ve got a “Head of Digital” and everything.

What should we do?

We Have To Get Digital / Go Social


My Lovely PR & Marketing Departmenthttp://www.flickr.com/photos/iangallagher/490333150

http://www.flickr.com/photos/jeremylevinedesign/2815977968


Q.

How many here today recognise this picture?

Q.

How many here today consider their digital activities to be

seamlessly integrated into everything you do?

The Digital “Bolt-On”


The Objectives Cascade

Measu

rem

en

t &

evalu

ati

on


Nothing has changed here.

Yes, there are more tools, more channels, more data, more

possibilities…

But none of these change the fact that objectives still must

cascade, visibly.

Nothing changes the need to link activity and results back to

business outcomes via effective measurement and evaluation.

(Note the new CIPR Social Media panel’s Measurement Group.)

Objectives Still Have To Cascade


The practice of managing communication

between an organization and its publics.

Grunig, 1984

Grunig, James E. and Hunt, Todd. Managing Public Relations. (Orlando, FL: Harcourt Brace Jovanovich, 1984), 6e

What is PR?


Model Name Type of Communication

Characteristics

Press agentry / publicity

1-way Persuasion and manipulation. Accuracy not important.

Public information model

1-way Press releases. Announce. Accuracy.

Two-way asymmetrical model

2-way (imbalanced)

Persuasion and manipulation based on research and feedback.

Two-way symmetrical model

2-way (balanced) Feedback sought proactively. Dialogue not monologue.

Grunig’s Four Models of Public Relations

Grunig, 1984


Is this right Professor Grunig?

We understood Public Relations had the “social” model in

1984 before the Web and blogging and Friendster and

MySpace and Facebook and Twitter and iPhones and apps.

Are we saying we just got stuck for a while thinking push-stuff-out

“media relations” was a synonym?

Dialogue Not Monologue


“Digital” is not a new marketing and PR discipline.

It is not a new team or department.

It is not something you procure in isolation.

It does encompass new skills and new channels and new

opportunities. And new threats.

It is a part of everything you do.

Think about it. Would you have…

Digital Is Not A Bolt-on


A Telephone Section?http://www.flickr.com/photos/iangallagher/490333150

http://www.flickr.com/photos/mightyohm/3040031278


Being a social animal brought up in the society in which you now

work, you understand good communications protocol in all

“offline” situations. Innately.

“Online” has not interrupted thousands of years of human and

societal evolution. We have not changed.

Etiquette and Protocols


Perhaps you might draw parallels such as:

LinkedIn like this conference

Facebook personal like a pub lunch

Facebook business like a university careers fair

Twitter personal like meeting up with friends in town

Twitter professional like building your reputation anywhere

Twitter business trade show chit chat

Etiquette and Protocols /2


Let’s take a protocol example.

I’m often asked how an organisation should think about the

difference between their corporate presence online, and that of

their employees.

“It was OK with the website, that’s obviously corporate, but these

social networks have muddied the distinction between the

company and our people.”

Business and Personal


But no-one should ever say:

“Had a great conversation with Sony this morning.”

They think:

“Had a great conversation with Bob at Sony this morning.”

Sony is the everlasting brand; the hub for Sony news and views.

Conversation and relationships can be trickled down to Bob and

his colleagues.

Nothing’s changed. That’s how it works in Sony Centres.

Business and Personal /2


The concept of a press room remains valid of course.

No change = listen and respond to the needs of the publics

Update = move beyond the phone and email; adopt social web

analytics into the workflow

Change = a function that should seek on behalf of the

organisation to be influenced as much as to influence.

The Press Room


By the Conversation Group

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

The “TwitterRoom”

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


You don’t need a Twitter Strategy any more than you needed an

envelope strategy in the days of snail mail press release

distribution.

Twitter et al are channels. Your marketing strategy will inform a

social media strategy that will manifest itself in a range of tactics

across the most appropriate channels in appropriate ways.

So I love The Conversation Group’s “TwitterRoom” concept, but I’d

call it the “Influence Room” I guess!

Twitter Strategy

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SO WHAT HAS “DIGITAL” CHANGED?

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Having claimed so far that nothing has changed,

“Digital” changes everything about

marketing and PR, at a fundamental level.

In the time available, here’s 5 fundamental things…

The Fundamentals


The Cluetrain Manifesto asserts that the Internet allows markets

to revert back to the days when a market was defined by people

gathering and talking amongst themselves about buyer

reputation, seller reputation, product quality and prices.

This was lost for a while as the scale of organisations and markets

outstripped the facility for consumers to coalesce. The

consumers’ conversation is now reignited.

See http://www.cluetrain.com/book. Rick Levine, Christopher Locke, Doc Searls, and

David Weinberger. 1999.

1. The Cluetrain

http://www.cluetrain.com/book

http://www.cluetrain.com/book


Beyond Grunig’s two-way symmetrical model. A 6th model?

2. The Six Influence Flows™

Grunig introduced a 5th model in 1995, the “personal influence” model.


If you could go back to the mid-90s and offer a marketer a little

box that could sit on her desk and let her listen in on thousands of

customer conversations and participate in those discussions

regardless of geography or time zone, it would appear so far-

fetched that she’d probably call security.

The Social Web Analytics eBook 2008, Philip Sheldrake.

www.socialwebanalytics.com

3. Analytics

http://www.socialwebanalytics.com/


I define Social Web Analytics as the application of search,

indexing, semantic analysis and business intelligence

technologies to the task of 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.

But beware of analytical false idols:

http://www.slideshare.net/Sheldrake/influence-the-bullshit-best-practice-and-promise

Social Web Analytics





The next couple of years will witness the joining up of traditionally

isolated analytics tools and databases to better enable influence-

centric analysis and the synthesis of your influence strategy and

plan.

…retail analytics + web analytics + social web analytics + CRM +

sRM + business intelligence + Internet of Things data analytics

= the Awesome Analytics Advantage.

Will your organisation be “Triple A”?!

Awesome Analytics Advantage


“Digital”, the Six Influence Flows and analytics helps enable the

Influence Scorecard, a methodology that: Translates influence (marketing and PR) objectives into operational

goals

Helps to communicate the objectives and cascade them down to specific groups and individuals

Guides the selection of measurement criteria

Defines the ways in which these measurements can be made and presented for incorporation into the business performance management (BPM) process, reports and dashboards

Informs the mechanism for learning from these measures and the adjustment of the influence strategy then required.

4. The Influence Scorecard


The Influence Scorecard Architecture


The recognition of and rigorous focus on the Six Influence Flows,

the application of the Influence Scorecard approach and

associated developments are primary traits of the new marketing

and PR professional…

The Influence Professional and the Chief Influence Officer.

5. The Influence Professional


You have been influenced when you think in a way you wouldn’t

otherwise have thought, or when you do something you wouldn’t

otherwise have done.

The Influence Professional is the convergence of all the siloed PR

and marketing disciplines to date, covering paid and unpaid

media, on- and offline, analytical and creative. Everything.

He understands every option at his disposal to influence and be

influenced, and is trained in selecting the right mix of the right

approaches at the right time.

The Influence Professional


The advent of the Chief Influence Officer marks the death of John

Wanamaker's adage:

"I know that half of my advertising doesn't work... the problem

is, I don't know which half.”

The incumbent knows precisely the state of all Six Influence Flows

at any point in time. She is sensitised to her organisation's

environment in a way that makes most CMOs today look like they

work in little bubbles.

http

://www.marcomprofessional.com/posts/philip.sheldrake/how-the-influence-scorecard-radically-transf

orms-marketing-and-

pr

The Chief Influence Officer

http://www.marcomprofessional.com/posts/philip.sheldrake/how-the-influence-scorecard-radically-transforms-marketing-and-pr




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If you like this, you might like the CIPR Social Summer, the first

CIPR workshop series developed by members for members, on a

wiki.

Thursdays from 3rd June.

http://ciprsm.wikispaces.com/Social+Summer

CIPR Social Summer



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DIGITAL. EVERYTHING AND NOTHING HAS CHANGED.

QUESTIONS?

24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales