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PRSA Volunteer Chapter Presentation Jan. 2011

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The advent of social media and many diversifying forms of online communications have led companies and organizations to try to identify ways to incorporate these new tools in their marketing communications.

However, according to a recent survey of communications professionals from across Tennessee, significant gaps exist between social media’s potential and how well Tennessee businesses and organizations actually are utilizing it to achieve results.

The survey also found that professionals believe their own organizations are underutilizing or underperforming with social media compared to the importance of using social media for particular needs, from crisis communications planning and employee relationship-building to new product development.

Interactive Springboard, a joint venture between Blue Media Boutique and Mary Beth West Consulting, with research insights provided by Bryant Research, will provide an informative overview of the survey results as well as recommendations for overcoming common challenges of effective social media adoption.

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PRSA Volunteer Chapter Presentation Jan. 2011

  1. 1. NO COOKIE-CUTTERS ALLOWED: Making Social Media a Driver of Genuine Relationship-Building Relationship Building
  2. 2. WelcomeWhat We’ll Discuss: Overview of Recent Knoxville Area Survey Results from Knoxville-Area PRSA Communicators about Social Media Customer Communications Employee Communications Crisis Communications Product Development and Testing Key Take-Aways ey a e ays Rationale for Customized Strategies and Tactics Observations and Landmines Associated with the Cookie-Cutter Approach in Social Media Do’s and Don’tsQ&A
  3. 3. Our Team• Mary Beth West, APR – www.marybethwest.com y• Tori Rose – www.bluemediaboutique.com bl di b tiWith independent research provided by:• Rebecca Bryant – www.bryant-research.com
  4. 4. Survey Methodology y gy• Part of a larger Tennessee statewide survey of PRSA members conducted summer 2010• 62 respondents from the Volunteer Chapter listserv• Wid range of business sectors, with Wide fb i t ith government, health care and educational organizations making up nearly half the sample. l• Over half of respondents reportedly from companies with: • More than 500 employees • 2009 revenues of more than $10 million
  5. 5. 9 out of 10 believe SocialMedia is an importantcomponent in any ticommunications plan. p
  6. 6. SURVEY RESULTS Social media is an important component in any 100 communications plan. (n=67) i ti l ( 67) 75 57 cent Total 50 33Perc 25 4 6 0 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  7. 7. As important as it is is,however, 7 in 10 say it’s hardtot measure results from lt fusing Social Media. g
  8. 8. SURVEY RESULTS Its hard to measure the results from using social g 100 media. (n=67) 75 58 cent Total 50Perc 25 12 12 12 6 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  9. 9. Still,Still very few – only 4% –regard Social Media as apassing f d i fad.
  10. 10. SURVEY RESULTS Social media is a passing fad. (n 67) (n=67) 100 75 cent Total 49 50Perc 33 25 13 4 0 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  11. 11. Social media is changingthe face of both customerand employee d lcommunications.
  12. 12. SURVEY RESULTS Social media is changing how organizations g g g communicate with [customers / employees]. (n=67) 100 73 75 cent Total Customers 49 Employees 50 31Perc 24 25 10 9 3 0 0 0 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  13. 13. Still, there is a seriouslearning curve: ¾ ofrespondents expresseddifficulty knowing whatcombination of social and bi ti f i l dtraditional media to use.
  14. 14. SURVEY RESULTS It s Its hard to know what combination of social media 100 and traditional media to use. (n=67) 75 61Percent Total 50 25 15 12 9 3 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  15. 15. Perception regarding how p g gclearly Social Media impactstheir companies bottom lines companies’varied among therespondents.• Most respondents reported seeing some degree of clear impact.• However one-in-three However, one in three characterized the impact as unclear. unclear
  16. 16. SURVEY RESULTS Its unclear how social media can contribute to our 100 organizations bottom line. (n=67) 75 cent Total 50 36Perc 25 21 18 15 10 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  17. 17. Though nearly a third areuncertain, 2 in 3 sayinvesting i S i l M di ii ti in Social Media isworth it.
  18. 18. SURVEY RESULTS The return o investment in social media is well e etu on est e t soc a ed a s e 100 worth it. (n=67) 75Percent Total 57 50 31 25 9 1 1 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  19. 19. 1 in 4 view the cost ofinvesting in Social Media astoo great for mostorganizations.However, the majority do not.NOTE: one-in-five are uncertain inthis regard g
  20. 20. SURVEY RESULTS The cost of managing social media effetively is too great for most organizations. (n=67) 100 75Perce Total ent 50 37 25 21 19 18 4 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  21. 21. Many are uncertain abouthow to reliably measure thebottom linebottom-line impact of SocialMedia.A significant portion of those in theVolunteer PRSA chapter doubt thereis a proven way to quantify impact impact.
  22. 22. SURVEY RESULTS There is no proven way to measure the bottom-line impact of social media. (n=67) 100 75Perce Total 50 ent 30 27 25 22 15 6 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  23. 23. Very few firmly believefederal regulations havehindered Social Mediaadoption.adoptionHowever, nearly h lfH l halfexpressed uncertainty aboutthis statement.
  24. 24. SURVEY RESULTS Federal regulations have negatively impacted adoption of social media. (n=67) media 100 75 rcent Total 48 50Per 24 25 15 9 4 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  25. 25. Social Media should beincluded in i ii l d d i crisiscommunications planning, p g,according to the vast majorityof those in the VolunteerPRSA chapter.
  26. 26. SURVEY RESULTS Crisis communications planning should include social media (n=67) media. 100 73 75 rcent Total 50Per 25 22 4 0 0 0 Very true Somewhat true Not sure Somewhat untrue Not true at all PRSA Volunteer Chapter
  27. 27. Survey Methodology y gy Age (n=62) g ( ) 100 otal 75Percent To 50 37 26 25 10 15 13 0 18-24 25-34 35-44 45-54 55-64 PRSA Volunteer Chapter
  28. 28. Survey Methodology y gy Gender (n 62) (n=62) 100 79 tal 75Percent Tot 50 21 25 0 Male Female PRSA Volunteer Chapter
  29. 29. Survey Methodology y gy Management Level (n=62) 100Percent Total 75 55 T 50 27 25 18P 0 Senior Management Middle Management Other PRSA Volunteer Chapter
  30. 30. nt Percen Total 0 25 50 75 100 G Governme ent 16 Education 15 y are Healthca 15 Non-proffit, 10 other 8 Marketing Type Organization (n=61) 7 Financ cial gy Survey Methodology 7 Touris sm Oth her 23PRSA Volunteer Chapter
  31. 31. Survey Methodology y gy Number of Employees ( y (n=61) ) 100Percent Total 75 50 41 25 13 13 11 10 11P 0 0-5 6-25 26-100 101-500 501-1000 Over 1000 PRSA Volunteer Chapter
  32. 32. 1/3 of Respondents’ Organizations Centered Around Downtown Knoxville and CampusOrganizations PercentZip Code Total (n=61)37902 16%37996 10%37916 7%37830* 7%37909**3 909** 7%37922** 7%37923** 5%Other 43%* Oak Ridge** West Knoxville
  33. 33. The Take-Aways y• The power of social media as a tool to build communications, relationships communications and reputations is practically undeniable.• However, confusion persists about which strategies, tools and tactics can be effective, particularly given many effective organizations’ limited budgets and resources.
  34. 34. Resulting Challenges We Have Observed in the Marketplace• Failure to use the proven research / p planning / implementation / evaluation approach in social media• Customization viewed as too time- consuming and too expensive expensive, resulting in a cookie-cutter route – Can pose many problems in effective communications and relationship- building for the brand
  35. 35. Examples• Social media tools driving g an organization’s interactive presence, rather than the target audience’s known needs and expectations p• Template-dominant websites and interactive tools
  36. 36. Resulting Problems g• Target audiences don’t experience what they wanted online; brand loses traction• Failure to develop monitoring and p g tracking on the front-end results in no reporting / ROI data . . . furthering the false notion that social media isn’t isn t measurable.• Budgets wasted on creating and developing tools that miss the mark, either technologically or experientially
  37. 37. Customizing Your Approach How-To’s
  38. 38. What NOT To Do, and Why yDon’t SPAM.• Your social media content is consumed voluntarily, so it has to be valuable enough to pay attention to to.• Limit your “advertisements.”• Think in thirds: • 1/3 grow your network • 1/3 engage one-to-one with that g g network • 1/3 share fresh and exciting content
  39. 39. What NOT To Do, and Why yDon’t focus solely on yourconnections. ti• Your social media end goal should always be to convince your network that something is share-worthy.• It’s not just about your page or channel channel. Your content can be delivered by other people on your behalf which is much behalf, more likely to have a profound impact.
  40. 40. What NOT To Do, and Why yDon’t drive traffic to the wrong place.• Create a funnel. Always drive traffic to a central place, like your website or blog...not to someone else’s.• Don’t just share what someone else has done or said Share what you think said. about what someone else has done or said.
  41. 41. What NOT To Do, and Why yDon’t forget about SEO.• People will most likely discover your content, including your social media content, through search results. • Facebook pages are typically listed in the top five results. results• You should have a focused SEO effort and make sure your social media outreach is a part of that effort (pay attention to keywords, titles and phrases).
  42. 42. What NOT To Do, and Why yDon’t just post...engage.• If you want more comments comment more comments, often.• If you want more Twitter followers, follow others.• If you want a blogger to comment on your company, write a blog post about him/her.• If you want people to watch your YouTube video, subscribe t th i channels, or even id b ib to their h l better, consider posting a video response to one of their videos. videos
  43. 43. What NOT To Do, and Why yDon’t ignore the power of UGC.• Instead of always trying to convince your audience to share your content, ask them t create their own ( th to t th i (greatly tl increasing the likelihood that it will be shared!). shared!)• Social media is, at its core, a self- centered thing. If someone has been g involved in producing it, it’s likely they’ll “brag” about it and pass it along.
  44. 44. Parting Thoughts• Today’s audiences want a unique, genuine experience from a brand.• While the full range of interactive capabilities can be a bit confusing or overwhelming, taking an g g, g overtly cookie-cutter approach is not the answer.• Research, planning, implementation and evaluation is still a tried-and-true process.• Taking this process and making the execution real and relevant to the user is the critical task.
  45. 45. THANKS! Questions? www.interactivespringboard.comwww.facebook.com/interactivespringboardwww facebook com/interactivespringboard