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.

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 Relations^TM.

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 Relations^TM. 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.

Several members of our team attended the February PRSA Volunteer Chapter meeting, where Gary McCormick, APR, Fellow PRSA – this year’s national PRSA chair / CEO and Knoxville-based Scripps communications exec – shared insights on the 2010 outlook shaping the public relations profession.

Among his recommendations on navigating social media relationship management, Gary urged the audience to consider developing “listening points,” not just talking points, in order to manage dialogue with diverse audiences who undoubtedly are calling the shots like never before.

To us, the idea of listening points draws upon an oldie but a goodie – the issues management playbook – whereby the PR team identifies and constantly monitors outside issues impacting, or potentially impacting, an organization’s world and that of its stakeholders. 

The process involves taking those issues and helping an organization stay one or more steps ahead, not just via messages, but via policies, procedures and behaviors that stakeholder groups view as the only legitimate evidence of where an organization really stands. 

Hence, the role of listening . . . after all, you can’t effectively advocate for an organization’s position if you’re deaf to the voices and points of view around you.  In equal measure, you can’t help guide an organization’s decision-making toward the best business decisions if management can’t (or won’t) hear, comprehend and hold some level of empathy for how stakeholder groups absorb the impact of those decisions.

Great case in point: the apparent lack of effective listening going on in much of the financial sector regarding executive compensation. 

Chapter President Susanne Dupes, APR, closed the meeting by announcing a $1,000 gift given to the UT College of Communication & Information’s public relations program in Gary’s honor, a gift in which our firm was proud to take part.  A terrific leader like Gary, who is keeping our profession’s best practices front-and-center, couldn’t be more deserving.