Social Media and Public Relations (notes)

#1: PR POLICYMAKER

  • Knows crucial part of comm. Process includes SM policy development and maintenance

#2: THE INTERNAL COLLABOARATION GENERATOR

  • Appreciates internal social media collaboration
  • Imperative to work across departments (PR, advertising, marketing, HR, IT, Legal, Sales, etc)

#3: THE PR TECHNOLOGY TESTER

  • Uses tech. strategically for peer-peer communication
  • Knowledgeable and up on the latest trends

#4: COMMUNICATIONS ORGANIZER

  • Educate and redirect organization communication wise
  • Create info and stories through developing, coordinating and curating content through different channels

#5: The Pre-Crisis Doctor

  • Build crisis prevention plans – catch negativity and ease situations

#6: THE RELATIONSHIP ANALYZER

  • Communications sociologist
  • See how audiences connect with favorite brands & web communities

#7: REPUTATION TASK FORCE:

  • Manage reputation, teach about core values and brand voice
  • Respond with immediacy, accuracy & transparency

#8: MASTER OF METRICS

  • Social media business outcome V outtakes & outputs

#9: Must learn how to:

  • Incorporate new knowledge & skills
  • Expand knowledge of marketing & digital practices
  • Act as liaison between groups that may not normally interact
  • Become an influencer / spearhead change movements

–       Goal is to be the leader and change agent, making new practices systematic (taking practices & making them the norms)

CHAPTER 1- POLICY MAKER

  • Not only customers using SM, employees too
  •  Companies need social media policy maker
  • Help company/employees/public engage with purpose to share & lear
  • Getting Ready For Policy Development
    • Social media audit – ID challenges/problems/strengths/weaknesses
      • Type/size of community, brand guideline/logo, engagement with stakeholders (ties), purpose of social profile, frequency of conversation, types of content shared, tracking to evaluate properties
      • Self analysis & can compare info to competitors
  • Assemble a social media core team
    • PR, Marketing, Web & IT
    • Ask them question sp.13
    • Must be more specific than Rules of Engagement
  • Doing Research & Policy Writing
    • Pick 5/6 policies used by other companies
    • Use audit results ot guide you, use weaknesses to guide and build your brand,
    • Create matrix or Guideline of Engagement using other companies policies, check yes or no to see if this focus is important to you
    • P.14 for popular ones
  • Comm-ing and measuring Policy Compliance
    • Create long AND summarized policy, build presentation, design a quiz, etc
    • Reward social media participation
    • *** need willing participants to form a unified voice and brand social presence
    • surveillance is key

-interview w/ New Media Attorney P19

CHAPTER 2: THE INTERNAL COLLABORATION GENERATOR

  • constantly looking for ways to communicate not just waiting for the opportunity to arise – PERPETUAL BETA*
  • communication inside = better communication outside
  • whether in the same office or across the country – DISEMBEDDING – tech is for collaboration
  • manage social discourse
  • Determine level of sharing
  • How often, what content, what platforms (p.29)

“You may think signage in the restrooms or common lunch areas might be a bit overboard, but it’s important to reach employees wherever they hang out.

CHAPTER 3: The PR Technology Tester

  • If communications is your job – technology is your job
  • Technology blends work & private world
  • Immerse yourself with different platforms & relationships among carious groups will grow (STRONG TIES & BRIDGING CAPTIAL) p.39
  • Responsibilities
    • Know where and how to communicate on behalf of brand (what platform is best when)
    • Even if this is not your job- keep an eye out for new tech (encouraging FREE LABOR p.40)
    • Use tech. for contests & sweepstakes – customer engagement
    • Be mindful of affordances of each platform
    • Monitoring & measurement
      • “listening” =LURKING & SURVEILLANCE
      • Share of Voice – track buzz across platforms
        • Also track competition
  • Use MATRIX approach
  • Website analytics & measurement
    • Page views, referring words, visitor location, link monitoring, profile data, bounce rate
    • Social Media Influence Tools
      • Calculate REACH, AMPLIFICATION, NETWORK INFLUENCE, VELOICTY, ETC.
      • Understand audience size, audience engagement and relevance
      • Need to go beyond one network (BRIDGING)
      • Collaborative social media platforms
        • TWO WAY COMMUNICATION IS KEY

CHAPTER 4: COMMS ORGANIZER

  • People want to gather, not be broadcasted to- mass media no more
  • People want to talk to people/humans (potential to discuss why authenticity is important)
  • Trust people, not corporations –INTERESTING POINT
  • Re-evaluation manner of releasing content
    • “More than three-quarters of what you deliver to the public relies on how much you listen
    • Help with introduction of new procedures
      • Create cohesive/consistent message – COHERENT NARRATIVE
      • Setting Up Overall Company Monitoring and Customer Intelligence
        • Listening/lurking/surveillance
        • Seems to focus on division of labor and defining jobs while also talking about how its pretty much indefinable
        • Lateral passing on information rather than trickle down
        • Building a Two Prong Approach for Content
          • Content is king, context is queen
          • Mainstream & community listening
          • EXISTING CONTENT & NEW CONTENT
          • Crowdsourcing info – throwing problem out to community and letting them solve it
          • Creating a More Universal Sharing System
            • Social media is for small groups- must work toward universal approach
            • Interdependence is key to success
            • Developing a Social Media “Share” Book or Playbook
            • Creating the Social Media Purpose Brief
            • • Sponsoring Department/Program • Social Media Purpose Brief Date
            • Type of Social Media Initiative
              • Strategy/Purpose of the Initiative • Goals/Objectives
            • • Target Audience
              • Execution/Maintenance of the Profile(s)

“Social media should have caused an immediate change in your process” – DETERMINISTIC

CHAPTER 5: Pre-Crisis Doctor

  • small problems can get blown out of proportion (REACH. ETC- Baym ideas)
  • social media allows the ability to find crisis easier but also can create crisis- which is why this job is a necessity
  • listening for crisis is key
  • immediate action should take place to prevent growing of problem
  • No threat -> Pending situation -> negative situation -> pending crisis -> crisis
  • Be prepared to handle all feedback: praise and haters (NIGHTMARE READERS)
  • Priority and timing may be tied to influence
  • “When the online conversation starts, it should not continue without you.”

CHAPTER 6: RELATIONSHIP ANALYZER

  • job is to analyze relationships and make them stronger in the long run (STRONG TIES, BONDING, ETC. – should expand upon why though)
  • Develop audience profile (surveillance), Technology to analyze growth, strategy to build relationships
    • Audience profile: study what topics of interest influence the influencers (lots of trying to predict patterns), where they congregate, what does audience expect from you
    • Participate in various social communities and their friendship “buckets”
    • Types of friends & relationship stairway (p.91-92 = TIES)
    • Success depends on activity of audience (ATTENTION (AND ACTIVITY?) ECONOMY)

 CHAPTER 7:

  • Public relations = reputation management
    • Reputation management was expected but now has become a 24/7 non stop thing
    • Immaterial & free? Labor
    • Today, even your audience has an audience- (everybody wants attention- attention economy)
    • Be proactive with brand reputation, provide internal education about brand value and voice, build sentiment auditors
      • INTERESTING POINT: brand voice needs to be taught- is not natural.
      • Building the human face
        • People relate to people – we want to engage and interact- we want empathy
        • Uphold voice of brand but personal identity may break through
        • Help stakeholders understand brand values
          • Make sure message remains consistent- coherent narrative
          • Often about building relationships one customer at a time
            • Using personal mediums at a corporate level under the guise of personal relationship building?

CHAPTER 8:

  • “Social media doesn’t change good PR measurement practices, although it may add to the complexity.”- interesting since the book seems to discuss how the industry has changed completely due to social media
    • review sentiment metrics, review daily volume, review audience activity, review relationships with influencers,
    • inform – inspire (attention economy)– engage

CHAPTER 9: USING PR PRACTICES TO BECOME AND INFLUENCER AND CHANGE AGENT

  • Social media enables everyone to have a voice and purpose
    • (idea: also allows the structuring of identity)
    • Building character of influence
      • Trust, in depth, knowledge, industry expertise, motivation, pure passion, winning attitude, giving spirit
      • THIS ALL HAS TO DO WITH FACE (LIU READING)
      • Want to become a member of the community- but this takes time
      • Motivate others to take action (potential link to activism?)
      • 1-change thinker & visualizer. 2-change talker & motivator 3-simple change activator 4- complex change activator 5- the true change agent

CHAPTER 10: THE FUTURE OF PR AND SOCIAL MEDIA

  • “companies never actually had control of their brand communications” –WHAAAAAT?!
  • Change is a new constant _ PERPETUAL BETA
  • must prepare for individualized and personalized content delivery
    • cultural is always changing
    • social media is propelling the PR industry forward
      • giving a greater voice to this immaterial labor
      • plant seed & build infrastructure

End Notes:

-She starts to skew toward deterministic toward the end. “Being a part of the social media movement starts with you.” – we are a part of this movement that exists- she does not seem to take into account that we are the ones who created the movement. – important to note that she rarely discusses how we behave outside of the social media context and how that effects a lot of the practices she so adamantly is pushing. Why do we have to do these things? To feed into the system as she suggests? Or is it more of us using this system to further perpetuate what we already have in practice.

– could there be an issue with who the audience is? doesn’t necessarily appeal to people who are tech savvy or PR savvy but treads lightly around both. Who is this for?

– never delves into WHY these practices are culturally important

– Ryan‘s idea- she lights the fire but doesn’t necessarily do a great job of keeping it going. The general idea is important but the middle descriptions of job becomes a bit fluffy and redundant at times.

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5 comments

  1. […] must keep a consistent representation in which PR companies are constantly evaluating and updating. Caity, Ryan, Stephanie, and I noticed how Anthony Giddens’ “reflexive project of the self” could […]

  2. […] Social Media Policy… on Social Media and Public Relati… […]

  3. […] need to take advantage of technological affordances to help build the company and its success.  Caity mentioned that the technology might be spearheading the social shaping.  As Breakenridge says, […]

  4. […] as the collecting of information about a person with the aim of managing them in some way.” Caity Gray agrees that Breakenridge is claiming that “surveillance is key” when it comest to social media […]

  5. […] learn how to use the system. Caity Grey started to see this approach towards the end of the book. She notes, “[Breakenridge] rarely discusses how we behave outside of the social media context and how that […]

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