Social Media and Public Relations: Notes

Target Imagined audience: The already established PR professional that needs to learn how to adopt social media technology into their businesses in order to keep up with communications in today’s society. A guidebook from a business perspective.  

Relationship analyzer

 “A strategic practice that digs into the psychographics of people based on like-mindedness and common critical issues, and the study of behavioral actions between people in your communities, as a key to higher-level interaction” (p.88)

 3 responsibilities: (p.89)

–       Development of the audience profile

–       Technology to analyze direction/growth

–       Strategy to build relationships based on community culture

 “Social Media is about the people and your company’s social media must reflect the humans behind the business” (p.90)

 Online Communities:

Audience profile created with the “community” in mind (p.90)

–       “What do you want from this group?”

–       “Where does this group congregate?”

–       “What are the key issues/concerns/needs of the group?”

–       “Who are the key influencers?”

–       “How do they participate?”

–       Online newsgroups are the best way to gather this information (p.97-98)

  • “The real power comes when you use your online newsroom to provide stories and content directly to he constituents—the consumers, the partners, the vendors, and the prospects” (p.98)
  • “Must be aware of the latest technology that can transfer the online newsroom into a social newsroom including how to create and share compelling content, which also provides the tools necessary for journalist and the public to find your latest stories” (p.50)
  • The community conversation directs the content you create/release (p.60)
  • COMMS Organizer (p. 61) à crowdsourcing, surveys, polls (Free labor?)

 Grouping “friends” (p.91)

–       Casual friends, taker with good info, the giver, the giver and taker friendship, and then the trusted confidant/brand champion

–       Social ties – “Relationship Stairway” = latent à weak à strong ties

 “The last part of the relationship analyzer’s job is too understand the culture of different communities and to apply the cultural norms and group behavior to rally the community on your behalf” (p.93)

–       Make each community experience different, accommodating each specific community

–       Relationship boosters

  • Maintenance à “share” “promote” “engage” “develop” “create” “drive traffic” (p.94-95)
  • Facework à “recognize, thank, and reward customers, bloggers, media, and other stakeholders for sharing your brand information and activities

Social Capital:

–       Q&A with Steve Momorella, co-owner and founder of TEKGROUP International

–       “Personally, one of my biggest successes in helping grow relationships hinges on finding and sharing content” (p.101)

–       “ Maybe down the road an opportunity might arise. These little ‘door openings’ are amazing, and if you are consistent and forthcoming, there will be hundreds of opportunities to connect with people.

Social Shaping:

“The technology enables you to see where your connections are the strongest and where you need help with your engagement to move from awareness and the casual friend to a confidant or loyal brand advocate” (p.93)

 “Google+ enables businesses to organize audience segments in circles; to differentiate customers, prospects, partners, vendors, bloggers, media, and so on; and to create more targeted communications for each group”


The Reputation Task Force Manager

Social Media allows people to view you brand 24/7, therefore maintain a positive reputation is a daily job.

 “Today, your audience has an audience” (p.103) à connections that instantaneously share content across human networks involving statements people share about your brand

Context Collapse: (p.104)

–       Dominos story

–       Kenneth Cole Story #fail

–       “It’s surprising how some companies still don’t get what social media is…”

Gidden’s Reflexivity of the Self  = Consistency (p.106)

–       Building the human face à people feel more connected and more comfortable with real, human vibe rather than just a logo. “A person can empathize with you; a logo cannot” (p.106)

–       Social Cues à having actual people in their avatars/twitter handle

–       “At all times you will be upholding the voice and the message of your brand, but your own unique voice is what actually breaks through when you engage. If you consistently use the same unique voice day in and day out, your friends and followers can relate more to you personally and look forward to interacting with you as a peer who can offer help, advice, and interesting information” (p.107)

–       Create a “Brand Style Guide” (p.108) à designed to keep the look, style, voice, and tone of the brand and it’s messages/content consistent through all social media channels


The PR Technology Tester

–       “The PR person who takes the time to research, test, and implement technology as a part of his function” (p.37)

–       Domestication of social media into PR practices is vital (p.37)

–       Search function through #hastags can monitor buzz around your brand, what followers are saying and how they’re searching, tracking daily conversations

Analytics to review: Data mining and Surveillance (p.44)

–       Number of visitors and page views

–       Referring keywords

–       Recent visitor locations

–       Inbound link monitoring

–       User profile data

–       Bounce rate

–       Free/immaterial labor

 Monitor trending topics, other companies, and constituents for info on how to make the brand better

 Different tools for analytics can calculate variables including reach (Baym, chapter 1), amplification probability, and overall network influence (p.45)

Criticism: While she mentions what’s immediately important for creating social media platforms for a business, she doesn’t go into the cultural reasons behind the constituents/followers individual acts. An in depth analysis on “why” these practices should be implemented seems to be overlooked. However, that might not have been her intentions. 



One comment

  1. […] book seems to be from a business standpoint, rather than a cultural perspective (clcab and vl615).  Professor Portwood-Stacer asked if we would we be better at making money if we brought the […]

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