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.

1. Presentation to the CIPR Digital Impact Conference 24th May 2010 Philip Sheldrake, Influence Crowd LLP www.influencecrowd.com LinkedIn /in/philipsheldrake @sheldrake Why and how digital changes everything and nothing 1

2. 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 2 Hey, I’ve got an idea.. let’s do a podcast! Why? What do you mean “Why”? http://www.flickr.com/photos/theseanster93/469906468

3. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 3

4. My Lovely PR & Marketing Department 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 4 http://www.flickr.com/photos/iangallagher/490333150

5. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 5

6. My Lovely PR & Marketing Department 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 6 http://www.flickr.com/photos/iangallagher/490333150 http://www.flickr.com/photos/jeremylevinedesign/2815977968

7. 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” 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 7

8. The Objectives Cascade 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 8 Measurement & evaluation

9. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 9

10. 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? 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 10

11. Grunig’s Four Models of Public Relations 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 11 Grunig, 1984

12. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 12

13. “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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 13

14. A Telephone Section? 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 14 http://www.flickr.com/photos/iangallagher/490333150 http://www.flickr.com/photos/mightyohm/3040031278

15. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 15

16. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 16

17. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 17

18. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 18

19. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 19

20. By the Conversation Group http://www.slideshare.net/cluetrainee/the-twitterroom-workbook The “TwitterRoom” 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 20

21. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 21

22. So What Has “digital” Changed? 22

23. 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 23

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

25. Beyond Grunig’s two-way symmetrical model. A 6th model? 2. The Six Influence Flows™ 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 25 Grunig introduced a 5th model in 1995, the “personal influence” model.

26. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 26

27. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 27

28. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 28

29. “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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 29

30. The Influence Scorecard Architecture 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 30

31. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 31

32. 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 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 32

33. 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-transforms-marketing-and-pr The Chief Influence Officer 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales 33

34. 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 34

35. Digital. Everything and nothing has changed.Questions? 35 24th May 2010 / Influence Crowd LLP / Creative Commons Attribution Share Alike License 2.0 England and Wales