No “Easy” Button When It Comes to Social Media

July 27th, 2010

by Tyra Haag

Each weekday, PRSA Issues and Trends, an online publication of the Public Relations Society of America, reports top industry news related to the field of PR along with current events, professional development opportunities and job resources — just to name a few. 

Since subscribing to this national e-newsletter listserv, I’ve noticed a clear trend—it seems more than 50 percent of the top industry news stories revolve around social media, its impact on the field, controversies surrounding it and best practices.

One such news story led me to Willis Wee’s recent blog post on 30 Social Media Business Case Studies. He compiled 30 business case studies (good and bad) during the past year and how each utilized social media platforms to achieve their goals.

For non-profits, social media platforms have the potential to increase not only brand awareness but also the bottom line if utilized strategically.

How Non-Profits are Using Social Media for Real Results details how non-profit leaders from around the country are using social media to achieve business objectives.

And who would’ve thought the folks at Harvard and Northeastern University would team up and research mood trends experienced throughout the day via Twitter? Researchers from these institutions recently published Pulse of the Nation: U.S. Mood Throughout the Day Inferred from Twitter. Within their site, you’ll find a time lapse video of actual Twitter mood variations, with the happiest tweets occurring during the early morning, late afternoon and weekend hours.

Although several businesses have jumped on the social media bandwagon, it’s important to keep in mind that there’s no such thing as an “easy” button when implementing these platforms. To achieve the most effective social media campaign goals, it takes a clear plan and supporting strategy, so that effort put into utilizing these tools is time well spent—not wasted.

If you have questions related to navigating the waters of online communications, I encourage you to visit Interactive Springboard.

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Governments Getting with Social Media Program

July 20th, 2010

By Mary Beth West, APR

It recent years, it’s not been uncommon for our clients in the governmental space to push back on the idea of using social media and interactive tools as part of recommended communications programs.

The “uncontrolled” aspect or potential of social media is an intimidating prospect for any organization – but much more so for governmental entities that largely exist by highly controlled regulations, processes and procedures.

More and more, though, it seems that managers working in the public sector are utilizing online communications to meet their objectives, particularly when engaging external audiences with very defined information needs.

For the past year, we’ve worked with a government-affiliated sciences program, and have navigated through the parameters of what their organization can and cannot do per federal guidelines.  It has been an interesting learning process for our team.  We’ve also been encouraged and impressed by the level of openness that this client has shown toward exploring interactive options.

Recently, I came across the website of the Federal Web Managers Council, “an interagency group of senior federal government web managers who collaborate to share common challenges, ideas, and best practices, and improve the online delivery of U.S. Government information and services.”

If you work in a government agency, you might want to check it out for ideas and guidance – particularly if your agency is just starting out with a program of using more interactive / two-way communications tools. 

We also welcome your questions if you need more specialized assistance.  Our collaboration as part of Interactive Springboard currently helps diverse clients in the public and private sectors with creating and managing effective online communications.

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Follow in these Facebook Footsteps

July 13th, 2010

By Tori Rose, Blue Media Boutique / Interactive Springboard

As Facebook continues to grow, more and more companies are setting up Facebook fan pages in an effort to engage customers, like-minded businesses, influencers, and champions of their brands. These pages give businesses a home on Facebook that allows their content to be shared with fans in the same information stream that pumps out friend updates and links. The trick for many is two-fold: 1) how to keep this audience engaged, and 2) how to continue growing the fan base.

In doing some research, you will find that there are hundreds of “expert” tips out there to follow. But, which ones really work? Our advice—follow in the footsteps of the brands that are doing it well.

DELL – 181,688 fans: Dell features a custom landing page that immediately communicates their brand and the four or five newsworthy items they want to advertise. They also direct fans to other Dell pages on Facebook.

HUBSPOT – 13,731 fans: HubSpot provides content that encourages people to comment. Comments show up in user’s profiles, which in turn are more likely to show up in fans’ information streams, thus extending the brand.

ERNST & YOUNG – 46,816 fans: Ernst & Young uses a Boxes tab to recruit new employees (students) with a variety of content. Information on this page is geared toward one slice of their larger fan base, putting pertinent information at their fingertips. User interface 101.

BEST BUY – 1,151,209 fans: Best Buy uses a series of custom tabs, turning their Facebook presence into a more robust web presence. Each tab promotes a new initiative, special, feature, etc. making the entire experience more immersive and interactive.

COCA-COLA – 7,208,007 fans: Coca-Cola uses its custom “Fan Downloads” tab to offer users online swag (wallpaper, screensavers, emoticons). Great brand extension. They also have a “Live Positively” tab that promotes their national and global outreach, like the Ocean Conservancy effort shown below.

HARLEY-DAVIDSON MOTOR COMPANY – 875,058 fans: Harley-Davidson is maximizing its Photo and Video tabs by continually publishing content and encouraging users to do the same. Their 37 photo albums and 78 videos, combined with 13,713 fan photos and 206 fan videos create make for some incredible, shareable content.

SECRET – 445,081 fans: Secret uses interactive games to lure fans closer to their brand. Their “Is He the One?” and “Be In Our Ad” tabs grab attention and then land users on a product page where they can “Buy Now” or “Explore Other Products.” Fun and unique.

Are there other Facebook pages that are connecting with fans in different and innovative ways? Let us know in the comments below.

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Freedom of Speech on Acid

July 6th, 2010

By Mary Beth West, APR

Coming off the long Independence Day weekend, it’s appropriate that the Freedom Forum launched its “1 for All” campaign this month to spotlight our First Amendment freedoms. 

As cited in Editor & Publisher in referencing the need for the campaign, “Only 4% of Americans can name all the ‘five freedoms’ guaranteed in the Amendment, and the other 96% don’t appear embarrassed by their ignorance.” 

Even if they aren’t up on their civic lessons about the First Amendment’s direct role to ensure our freedoms of religion, speech, press, assembly and petition, everyone participating in the U.S.-based blogosphere and social media realm should count those blessings with tremendous gratitude and pride.

This month, “In the Profession” will focus on social media, with some observations on how the light-speed evolution of online communications tools, tactics and strategies are advancing public relations programs – all the while wreaking more than their fair share of havoc.

It’s that dichotomy of outcomes that makes social media such a parallel representation of the First Amendment itself.

Like social media, the doors that these freedoms open can let wondrous light shine in, but they can also unleash many ideas, opinions, sentiments and messages that are troubling, controversial, offensive, inaccurate, and, for lack of more to-the-point phrasing, can make for a big damn mess that people like me working in the public relations profession must ride herd on daily to clear up and clean up.  Such is our lot in life, but truthfully, I wouldn’t have it any other way.

As an American, I learned long ago that the exercise of First Amendment freedoms doesn’t come wrapped in some neat little contained package or encased within a D.C. museum under Plexiglas in a climate-controlled environment. 

To the contrary, our First Amendment freedoms’ strength, power and beauty are typified by the fact that they run amok all over the landscape, oftentimes making colossal, inconvenient spectacles that require us to have to stop, listen, consider, reconsider, and discuss with one another – even to the point of passionate wars of words – points of view that are not our own. 

Sometimes, the net result of those freedoms even goes so far as to change how we do things, both as individuals and as a society.  And we can argue yet some more as to whether those changes are good or bad.  The circle of First Amendment freedom therein continues.

Quite similarly, social media operates and produces outcomes in much the same way, only in faster and more dramatic fashion . . . a veritable freedom-of-speech on acid.  However unbridled, chaotic and maddening it can be, social media extends powers to the people that the Founding Fathers undoubtedly would have reveled in and embraced as a legacy to the Constitution’s spirit and intent. 

To that point, I think those visionary forbearers would have insisted that social media and online communications exist as an unregulated, unfettered platform for our society’s advancement – both domestically and globally.  And they would have credited us with enough intelligence to utilize it in such a way that the First Amendment would not only continue to survive, but thrive. 

So to that end, let’s exercise those freedoms, and that intelligence, in such a way that would make them proud.

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The Importance of Trust

June 29th, 2010

By Chris Davis, APR, Executive Director, American Red Cross – Blount County Chapter

I’ve had the great fortune to work for one of the world’s most well-known non-profit organizations for nearly 15 years. In that time, I have come to realize that building trust in a non-profit is vitally important to its success or failure, largely because the benefits that one receives from supporting a charity (other than a tax write-off) are often intangible (e.g. the feeling of contributing to a good cause or mission or the knowledge that one small action makes a big difference to the betterment of the community or world).

Building that trust, however, is not enough. Once earned, keeping that trust is one of the biggest challenges any organization (non-profit or otherwise) will ever face, because with that trust comes big expectations. Your reward for doing what is right (trust) is that now it is not just desired, it is expected.

While trust and credibility are earned and kept by a number of different factors, I believe they are most impacted by an organization’s continued focus on two things:

1. doing what is right – making sure that actions taken support the stated mission, and

2. sharing the focus of said actions with all internal and external stakeholders.

In her June 1 blog post, Mary Beth West emphasizes the importance of intent:

“What the majority of organizations out there fail to understand is that their intent – from the board room to the C-suite – is the critical driver of how a company is perceived and what type of reputation will follow. …… No messages or actions can make up the difference in meeting public expectations if an affirming organizational intent is non-existent.”

The organization’s actions mirroring its mission cannot be overemphasized. That is how trust is built and expectations are developed.

With all that being said, I believe a non-profit’s public relations efforts should be focused on those expectations. Key among those expectations should be developing an organization-wide culture of transparency.

A lack of transparency, or even a perceived lack of transparency, can undo the greatest of works and deeds built over decades. For my organization, the controversy over the use of donations following the terrorist attacks of 9/11 was a major black eye, resulting in a very real and tangible drop in public support. One of the main drivers of that controversy was the perception that there was a lack of transparency and that messages delivered did not match the actions planned and/or taken.

To build trust, you need to be as open as possible. In 2010, donors and stakeholders have more access to more information from more sources than ever before, and if they don’t hear the truth from you, they will hear something somewhere, and chances are, you won’t like what they hear.

I’m not saying that everything you do should be free for everyone to know, but one litmus test with regards to transparency is to ask yourself “If I were a (fill in the blank type of stakeholder in your organization), would I want or need to know this?” and “How would I feel about the organization (as a stakeholder) if I heard this news/information somewhere else?” Common sense, combined with a solid communications plan, are your friends and can go a long way as your organizational compass.

One of the most challenging tasks that a public relations practitioner can undertake is attempting to convince the folks in the executive suite that hiding or withholding information never pays off in the long run. Fortunately, examples abound of why a closed system is not a good idea. Just read the front page or business page any day of the week to have that point affirmed. In today’s digital and social media-driven world, no secret is safe.

The other vital part of having a culture of transparency is being accessible. For my organization, it is imperative that donors, volunteers, community partners, and friends know that we will do what we say, and that if anyone ever has a question, comment, or even (hold your breath) a problem or concern, then my door is open and phone calls and e-mails will be answered or returned. Part of being transparent is being accountable, and while not always comfortable, being accountable builds trust.

For 93 years, my organization has been a strong part of its community, and I attribute much of that longevity to the trust, transparency, and accountability that many volunteers and staff have helped to build. But no matter the size or age of your organization, trust can be built and earned, by doing what is right and by being accountable.

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Early Employee Involvement Impacts the Brand

June 22nd, 2010

By Joe Bogardus

Last week my colleague Amy Schwinge had a great blog post titled “Don’t Forget the Employees.” It was a piece on how employee communications impacts a company’s bottom line.

Humbly, I will try to build on Amy’s excellent ideas using a real-world, real-time experience in which MBWC is currently engaged.

The agency has a client that is considering re-launching its brand. They are insisting their company employees be involved in this process. This involvement is something we would normally recommend, but the insistence the client has exhibited on this matter is laudable.

The company is in the service industry. They believe, and rightfully so, their people are their brand. We are in the process of developing a battery of qualitative and quantitative research studies relative to brand messaging and other insights that need to factor into the process. Our first studies will involve individual and group interviews with key personnel in the company to grasp their understanding of the brand. This exercise will not only be informative to us but also will act as an ownership-building activity for the company’s employees. They are going to be involved in the process right from the start and will be informed as the process continues.

In her piece, Amy stressed keeping employees informed about critical company matters. We are presently fortunate enough to be working with a company whose management believes in this principle and is taking the concept an important step further by involving them in the development of the company’s brand re-launch at its inception.

The company believes if its employees feel fully vested in the process, it will positively impact their performance. With the company view that their people are the brand – and we know that brands are assets – this approach should support long-term revenue growth and corporate valuation.

It’s a great example of the two-way communications Amy references, and it’s gratifying to see this process happening first-hand, starting right at the beginning of a major company initiative.

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Reflections on My Internship Experience

June 17th, 2010

By Allison Fulmer

For anybody, stepping outside of a comfort zone is one of the toughest challenges that people face.  For college graduates like me, stepping out of a comfort zone is dreaded, but inevitable, as we finish our last days of classes and enter the scary world called the workforce.  

Before working at Mary Beth West Consulting, I had little to no “real world” experience.  I am a public relations major, but everything that I had done in the past was in the classroom under the careful watch of my professor.  In fact, before working here, the only “work” I had done was that of a student-athlete, which consisted of me constantly training for my sport.  Unfortunately, I did not have much time to network and get interview experience as I would have liked. 

Needless to say, I was very excited but very nervous when it was time for me to start this job.  Looking back, I could not have predicted just how much this internship has helped me.

I first heard about this internship opportunity through a friend who had worked here previously.  She was consistently informing me of the great work experience and atmosphere that Mary Beth West provided for her; needless to say, she was right.

When I was accepted to be the new intern, Mallorie Mendence, the internship coordinator, kept in full contact with me, sending me information that I would need to know about our clients.  She also made it clear that she was available for any questions that I had and immediately noted that she had full confidence in my ability to be a successful intern. 

When my first day approached, there was no hesitation in putting me right to work.  I was informed later that I arrived during a very busy week, but I appreciated how they treated me as part of their team from the first day.  I also appreciated how the entire staff was willing to help me build my portfolio as they would pass down assignments they knew would benefit my portfolio.  Four months later, I have more confidence, better writing skills, a greater understanding of the world of PR and a portfolio that has grown tremendously.

As my time here has come to a close, I would not change my experience for anything in the world.  Mary Beth West Consulting has given me the confidence I needed and has guided me to the right path toward becoming a successful young professional.  It has allowed me to take on new challenges and tasks and be successful.  

I know leaving here I have not only gained great contacts but also friends who are willing to help me whenever I need it.  It was not until working here that I realized how important it is for college students to take an internship position.  Internships without a doubt help better the transition from being a student to becoming a young professional.  Thank you Mary Beth West Consulting; I hope to see you in the future!

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Financial Pitfalls to Avoid for Retirement

June 15th, 2010

Alcoa, Tenn. – It soon will be two years since the primary trauma of the current recession took hold, and many retirees – as well as those who have not yet retired but are of retirement age – are still reeling from the damage inflicted to their nest eggs.

Alcoa-based LeConte Wealth Management conducted a survey of East Tennesseans in February of last year, just as the reality of the recession’s long-term economic impact was sinking in for consumers. 

When asked about their confidence in meeting or maintaining their retirement goals, 49 percent of East Tennesseans ages 35 and up indicated decreased confidence, with 41 percent of retirees citing decreased confidence. 

At the national level, the nonprofit, Washington, DC-based Employee Benefit Research Institute released its 20th annual Retirement Confidence Study for 2010 in March, citing that while “Americans’ confidence in their ability to retire appears to be stabilizing . . . their self-described preparations for retirement continue to erode.”

The report found that a growing number of U.S. workers report that they have “virtually no savings and investments,” with more than half of workers (54 percent) reporting that “the total value of their household’s savings and investments, excluding the value of their primary home and any defined benefit plans, is less than $25,000.”

The study also reported that one-quarter of workers indicated plans to postpone their planned retirement age, and among the reasons, “the poor economy,” “a change in their employment,” “inadequate finances,” and “the need to make up losses in the stock market.”

As recovery from the recession continues to plod along with very modest, incremental gains, LeConte Wealth Management responds to several retirement-focused questions that the firm is routinely asked by clients and other East Tennesseans:

Q:  What are the top three financial mistakes retirees make?  LWM:

  1. Spending too much and depleting savings early – The biggest question on the minds of our retired clients when we first meet is, “Do I have enough to last?”  In the absence of a formal retirement distribution plan, a simple rule of thumb is to access no more than 4 percent per year from investments to make sure the goal of outliving savings is achieved.  For example, if a retired couple has $3,000 in monthly Social Security, and an $800,000 nest egg, they should likely withdraw no more than $2,600 per month from savings.  That would give them a total of $5,600 in monthly income.
  2. Overlooking health care costs – The healthcare landscape may be changing in America, but it is unlikely to become any less expensive.  Pre-retirees tend to underestimate how much they are likely to have to spend on healthcare in retirement.  Several examples are retiring early without a plan to bridge the gap until Medicare eligibility at 65, not accounting for supplemental insurance needs beyond Medicare coverage and the likelihood of requiring eventual nursing care.  Accounting for these costs should be part of every pre-retiree’s target budget.
  3. Investing too aggressively – When a person goes from building savings to accessing income in retirement, their portfolio should become fairly conservative.  That is because a severe market decline, like 2008, can permanently compromise a retiree financially.  Take the above example of a couple who rely on the portfolio to generate $2,600 per month.  If their investments lose 20 percent of their value that could translate to more than $500 in potentially lost monthly income.

Q:  Why do you think some people do not plan or plan inadequately for retirement?  What are the most common reasons you see?

LWM:  In short, it’s often fear of the unknown.  When people are afraid of the answer to a question, they may not ask the question.  Many people don’t know what their retirement will look like, and they are afraid they will not have enough money to support their retirement.  They also may be afraid that if they seek advice from a professional, they will be sold a financial product they do not understand or will not help them reach their retirement goal. 

Q:  What should a basic retirement plan include?  What questions should it answer?
LWM:

  1. Projections – How much income can I reasonably expect from my investments?  Retirement projections are number-crunching exercises that allow a person to see the effects of longevity, inflation, taxes and investment performance on retirement income with the objective of determining how much income one can count on from a portfolio.  Be aware of assumptions that seem overly optimistic, like aggressive investment returns or unrealistic inflation and tax rates.
  2. Investment Allocation – How should I be investing across all of my accounts?  At LeConte, we spend a lot of time talking about the difference between a “collection of securities” and a “purpose-built portfolio.”  Where the “purpose” is retirement, the investments should be allocated to take as little risk as necessary to ensure not just that it meets your income needs now, but that it will continue to do so for the rest of your life.
  3. Distribution Plan – How do I access my investments for income?  This final piece involves the logistics of creating your retirement paycheck.  It determines when and from which accounts to take money and should address any tax ramifications.

Successful retirement income strategies have four ongoing objectives:

  1. Provide the cash flow necessary to maintain your lifestyle.
  2. Maintain an appropriate investment allocation to optimize risk-adjusted return.
  3. Minimize tax liability.
  4. Ensure the sustainability of your retirement income through your lifetime.

Q:  What are some common regrets that you see retirees having?

LWM:  It all funnels back to a lack of competent advice and guidance.  Common regrets include: “If I had known what a difference in income it could have meant, I would probably have worked for one or two more years”; “I lost so much money in 2008; I didn’t realize how much risk I was taking with my portfolio”; and “I bought an investment without understanding all of the details, and now I am having trouble getting anyone to explain it to me.” 

Q:  When should people start planning for retirement?

LWM:  The short answer is if you plan to retire, you should be planning for retirement now. 

Q:  How important is it for couples to agree on a retirement plan?

LWM:  It is very important and often overlooked by financial advisers as a necessary first step in retirement planning.  Many pre-retired couples are surprised to find that their conceptions of retirement differ dramatically.  We encourage clients to take a step back and think more conceptually about how they envision their retirement, rather than beginning with number crunching, investment allocation or distribution rates.  Consider the following fundamental questions:

  • Where do we want to live?
  • How will we spend our time?
  • What continuing family obligations, either to children or parents, will we have?
  • Are there special things like travel or hobbies that you’ll want to pursue immediately, but probably not for the duration of your retirement? 

Q:  What are common sources of income during retirement?

LWM:  Social Security, pension and savings are common retirement income sources.

Retirees can be divided into two main groups, those with and those without pensions.  For those with pensions, the security of their retirement income is provided by that pension benefit from their employer.  Fewer companies provide pension benefits, and thus, a greater number of retirees will be responsible for creating their own retirement security.

For those without pensions, they must rely on their savings to provide income beyond Social Security.  This makes it imperative to have a well-developed plan in place to avoid overspending or taking too much investment risk, which can lead to running out of money.

Q:  Are there any common scams (current or past) that retirees should be aware of to avoid, based on your knowledge?

LWM:  Any financial strategy should have a clear connection to maintaining retirement security and avoiding unnecessary risk.  For example, although a reverse mortgage might be suitable for an elderly person desperately in need of supplemental income, taking out a mortgage to invest its proceeds is virtually never an advisable practice.  An investment product or strategy may very well be a scam if there is obscurity in how it works or how the person selling it to you is compensated.  

Q:  Would you suggest that retirees downsize liabilities/cut expenses after retirement?

LWM:  We suggest that no one should retire before securing conservative projections of how much they should be spending in retirement.  Then, it’s critical not to overspend.

One emerging trend that may spell trouble for pre-retirees is their continued reliance on home equity to finance more than their home.  The genesis of the 30-year mortgage decades ago was predicated on the assumption that homeowners would pay off debt on their homes before they retired.  The aftermath of our recent credit binge has unfortunately left many homeowners carrying staggering amounts of mortgage debt into retirement.

As debt relates to retirement planning, one should consider the effects of continued mortgage payments in retirement on reduced levels of income.  Conventional advice suggests that any major debt like auto loans, home mortgages or even large credit card balances be paid off before retiring.

Q:  What are your thoughts on retirees working part-time?

LWM:  Just as working for the same company for 30 years has become an antiquated notion, so has the “clocking out, forever-and-always” retirement.  We have found that some clients make a healthier transition to retirement (financially, emotionally and lifestyle-wise) by gradually reducing their work schedule and responsibilities.  One client affectionately called it his “full time, part time, no time” transition.

And while more common among small business owners or solo practitioner professionals, it also has become the reality for those who may have lost their jobs in the past two years.  For those not quite ready to retire, working part-time, contracting with a previous employer or doing some freelance work may provide the extra time their portfolio needs to grow or bridge the gap until Social Security eligibility.

More financial information and access to free financial tools and calculators are located at www.lecontewealth.com.

ABOUT LECONTE WEALTH MANAGEMENT, LLC:
Established in 2007 and located at 269 Cusick Road, Alcoa, Tenn., 37701, LeConte Wealth Management, LLC helps clients develop a plan to accumulate and preserve their wealth in pursuit of their unique financial goals.  With more than 30 years of cumulative experience, the firm’s team provides asset management, retirement planning, estate planning, risk management and business planning. Securities and Advisory Services offered through Commonwealth Financial Network, Member FINRA/SIPC, a Registered Investment Adviser.

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Don’t Forget the Employees…

June 15th, 2010

 By Amy Schwinge

Some companies overlook the importance of a key audience: their employees.  This week’s post will focus on how the employee communications aspect of public relations impacts a company’s bottom line. 

Believe it or not, shareholder returns for organizations with the most effective employee communications were 29 percent higher from 2002-2006 than firms with less effective communications, according to a recent Watson Wyatt study. 

A great deal of research has been conducted related to how employee communications really affects a company’s bottom line.  You would think that common sense would say that well-informed employees would be more productive than less-informed employees, similar to how happy employees are more productive.  Surprisingly, many organizations fail to grasp that wisdom and put it into actionable results.

I had the opportunity to work with T.J. and Sandar Larkin (her name is really Sandar; this is not a typo) when I worked at Boeing and at General Motors.  The Larkins have conducted decades of research on how employee communications impacts productivity and the bottom line. 

I particularly remember how their research showed that rumors negatively affect the bottom line.  Usually, rumors run rampant when there is a lack of information or major uncertainty within an organization.

At Boeing and GM, internal communication was tracked as an organizational scorecard metric that was based on the results of employee surveys.  These metrics measured if employees were aware of key messages in addition to employee perceptions.

Since employees serve as ambassadors for an organization (however formal or informal that role might be), they should know the company’s vision, mission and key objectives.  In addition, employees should be communicated with first regarding a major change, or they should at least have access to information at the same time as media are notified. 

Forbes.com recently reported on the results of an employee survey that found 87 percent of employees thought organizational communications were one-sided and focused on positive information. 

With that statistic in mind, two-way communications processes must be included in the communications strategy. Organizations must remember that it is imperative to listen to – not just talk “at” – employees and take action to respond to employee concerns as appropriate.  Also, the good, the bad and the ugly still needs to be communicated openly and accurately – not swept under the rug.

“Keeping it real” in terms of responding in a sincere and authentic way to employee concerns will boost management’s credibility with internal stakeholders, and in the process, facilitate employees’ trust in their employer and positive attitudes toward employees’ role in the company’s success. 

So, the final take-away here: remember your employees!  Communicate with them AND listen to them; act when appropriate.  It will only help your bottom line…

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There’s Definitely a Business Case to Be Made for Public Relations…

June 8th, 2010

By Gary McCormick, APR, Fellow PRSA; Director, Partnership Development, HGTV; 2010 PRSA Chair/CEO

       

I recently had the opportunity to ring the opening bell for the NASDAQ – a once-in-a-lifetime experience that I clearly had never placed on my bucket list. Even more curious, it was done for an organization that is not a listed or public company. I was there representing a professional association of public relations professionals, which represents a multibillion-dollar global industry.

So how did this happen? It was the result of an advocacy program for public relations launched by the Public Relations Society of America (PRSA) to outline the value and impact that public relations has on an organization’s success – The Business Case for Public RelationsTM.

Many don’t understand the essence of our business. Stylized notions of celebrity publicists and Beltway spokespeople pervade the news and popular culture, and the term “PR” itself has become common shorthand for the impression – good or bad – that organizations create.

That’s why PRSA developed The Business Case for Public RelationsTM. The program showcases the role of public relations and the professional value it delivers to essential business outcomes:

  • Distinct skills provide services like crisis mitigation, reputation and brand building, wealth creation and consumer engagement.
  • More than other communications and marketing disciplines, public relations engages all stakeholders of an organization, identifying and delivering impacts that are strategically aligned with concerns of the boardroom, employees, customers and investors.
  • Public relations skills are critical to restoring waning public confidence in government and financial institutions as well as being essential to define, develop and maintain the transparency that consumers expect from the companies with whom they choose to do business.

Today more than ever before, companies and organizations need the value that public relations can deliver. As consumer engagement grows through social media, companies will need to outline an increased ability to manage the relationship and conversation that impacts their success in the marketplace. But companies need to engage a public relations professional that understands how to research, plan, execute and evaluate based upon the organization’s defined objectives in order to achieve value.

If your public relations activities are focused on business output and media clips instead of business outcomes, then you are coming up short in a return on your investment. On the other hand, your investment in public relations will garner attention when you can show how that investment delivers value in financial performance by generating sales, revenue and profit; improves your brand equity and reputation; allows for stronger and more efficient employee recruitment and retention; and increases the support you seek for policy decisions or achieving market position.

I hope that you will take time to find out more about the value of public relations on an organization’s performance by visiting www.prsa.org/intelligence/businesscase/.  Moreover, I hope that you find and define the value that public relations is currently delivering or can definitely deliver in your organization.

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