We noticed Rohit Bhargava’s list of the Top 15 Marketing & Social Media Trends To Watch In 2011 – some interesting concepts, a few of which we’d like to point to, considering their possibilities within communications campaigns. The main list covers:
- Approachable Celebrity
- Desperate Simplification
- Essential Integration
- Rise of Curation
- Visualized Data
- Crowdsourced Innovation
- Instant PR & Customer Service
- App-fication of the Web
- Reimagining Charity
- Employees As Heroes
- Brutal Transparency
- Addictive Randomness
- Culting Of Retail
Let’s take a few an expand:
Desperate simplification – Data overload is increasingly hampering any coherent and strong messaging as we are all bombarded with information on several platforms. People will congregate around those tools which give them a degree of control of this deluge and provide simplification. Such platforms will be the iPad (and the myriad of apps), tumblr, animoto, amazon, and maybe quora.
Essential integration – With this almost limitless number of platforms, the holy grail will increasingly become integration of campaigns, often screwed up my departmental infighting, agencies working to subtly different objectives and downright laziness or lack of creativity. Last year’s viral phenomena of the Old Spice Guy worked not only because of its creative content but die to its seamless integration and placement across different platforms.
Content Curation – Increasingly aggregators or curators, such as paper.li, are becoming seen as effective filters and hubs for information centred upon a campaign, product or idea. These can act as effectively draw the audience, as a trusted and simple source.
Addictive randomness: Ever found yourself just clicking to see what’s next – addicted to the random nature of internet available information? The phenomena is not researched but there’s something there. How can it be used to push the boundaries of a campaign? The American Red Cross provides a great example
Brutal transparency – Many lessons have been learned throughout several corporate crises over 2010. One is a more proactive approach to issue management in which painfully a honest approach to negativity is seen to outweigh the costs of reactive efforts after the event. Rohit cites the Domino Pizza and Southwest Airlines campaigns to raise themselves above the others in this regard. The whole idea is an advance on our mantra of ‘Get dirty early’.
This is just a smattering – things are moving at a blistering pace. Keep up now!
Over the last 18 months, events affecting Toyota and BP have dealt catastrophic blows to the reputations of these two mighty companies. Poor PR efforts and, more noticeably, disastrous media handling contributed significantly the severity of their respective crises.
But the trials and tribulations of these global conglomerates seem far away from the dreamy spires of Cambridge, the tranquil Fens or the placid waters of the Cam.
Yet, as the successful companies of this region ever expand their markets, providing vital products and services increasingly impinging on the lives of millions, be they pharmaceuticals through to computer chips, the likelihood and impact of intense media storms in similar circumstances increases.
Of course, not on the same scale – there are few Deepwater Horizons across the Fens – but potentially devastating nonetheless. The poor media handling of a recall of vital computer components embedded in a critical system or medicines due questionable research can sink a small business providing these products. This is the volatile and dangerous nature of the information environment in the 21st century. Referring the media to the marketing department just won’t cut it. Unfortunately, anecdotal research of Cambridgeshire-based companies has revealed that predominantly communication issues are referred to … the marketing department.
The demands of such crises require people – real people not just twitter handles or blog aliases – to stand up and explain, inform, justify, defend and educate, and to do it quickly. Not doing so merely adds fuel to the fire and doing it badly lobs a grenade in after that fuel.
The notion that ‘the spokesperson will deal with it’ or ‘that’s something for marketing’ is sheer folly, as has been shown time and time again. Management, at the very least, need to be fully engaged in the media process and prepared, if necessary, to engage directly with the media. Further, if in crisis, a media interview can be a brutal event, both personally and for the organization. By not preparing anyone for such, any HR department can be seen as neglecting its duty in training its staff for their duties and responsibilities.
But why bother? Is it really worthwhile getting worked up about this? Two counter arguments are often expressed by small and medium enterprises. One: surely it’s all about social, new, digital media nowadays, not the good old-fashioned spokesperson in front of a camera. Two: we’re not BP. The national and international media will never focus on us; we’re just too small and therefore off their radar.
This is flawed logic. Regarding social media – all that tweeting, blogging, websites and the like – the marketing departments are increasingly getting involved in that, and rightly so. But in crisis, it is about people, not so much technology. People want someone, not something, to reassure them. Besides, it is that very technology which is paradoxically enabling the personal interface. The traditional media interview, once destined for the six o’clock news and maybe the ten o’clock slot but then forgotten about, now readily enters the internet echo-chamber, to be viewed and, more importantly, critiqued and commented upon, over and over again online on YouTube or BBC iPlayer, across the world, with interest fuelled by a torrent of Tweets and blogposts. New social media has made the skills of the traditional spokesperson even more important.
On the second point, technology now allows the ‘harvesting’ of ever more low level news by the larger media outlets, making the tactical issue a strategic problem very quickly. That technology has also enabled the citizen journalist. Further, the coalition government is rightly forging ahead with ideas for digital Britain, including major policies in opening up local media and, not least, local television. Technology is ensuring that, when it comes to even a minor crisis, there will be no way of hiding it, the potential of exacerbating it and the possibility of rapidly widening coverage of it.
Just as successful companies will invest huge amounts of effort in market research, R&D, branding, advertising and marketing, the lean and mean, the aggressive winners in the marketplace do not skimp on crisis communications and media relations. This involves having key personnel, not just the spokespersons, prepared and able to handle the media. If it comes to a battle for reputation, it will most likely be fought in the glare of the camera, and the arsenal must be ready, otherwise getting into the ring with experienced journalists will be a painful and damaging experience. It also necessitates comprehensive crisis communications planning beforehand.
Of course, not all organizations will find themselves in the media spotlight (although the potential is always there) and may not consider media training a high priority – a reasonable judgement call. But many, many companies can quickly be under the microscope and media engagement can rapidly become very critical to the future fortunes of a company, especially during a crisis. The speed at which this can happen can be breathtaking and by this time it may be too late to consider training. Those caught in such a media storm can then reflect on the fact that hindsight is a wonderful thing.
So, the bottom line? While it may take years to build a good reputation, it can be shattered in hours through the media, and relying solely on the marketing department or, if you’re lucky, a spokesperson to save the day on their lonesome or wielding unprepared and untrained senior staff and subject matter experts in front of the camera, is plain asking for trouble. Just ask Tony Hayward.
Isn’t technology wonderful? In a world full of information and content is king, anyone with a video camera can film, record and download to their heart’s content. In the good old days, an organisation had to rely on expensive production companies to produce video material and then hand-deliver the tape to distribution centre. Now, it can be done by anyone, anywhere at any time and delivered to the wires almost immediately. And so began the rise of the Video News Release (VNR).
As part of any communication strategy in the digital age, producing one’s own video material is now widely accepted. Digital convergence has increased the demand for video, a demand driven by both print and broadcast media for web application as well as for traditional broadcast. If you’ve something to say or promote, why wait for the media to come to you (and deliver your message in their terms) when you can produce the content yourself (under your conditions and control) and provide it to them. Although there is always the issue of being seen as ‘propaganda or spin’, any quality content – balanced, open, well produced and edited, with relevant background information – has a good chance of gaining traction in the media – a bonus when advertising is going through patchy times. In fact the media are hungry for these VNRs.
But here’s where the problem lies – balanced, open, well produced and edited, with relevant background information (note: balanced and open – CB3 isn’t too keen on the ‘Fake TV news’ style VNR) Experience shows that much of the content provided through VNRs is of poor quality, even from top companies who have paid for production. Editors at Reuters, AP, AFP etc are constantly bombarded with VNRs which are indecipherable, poorly shot, almost unedited (or so they appear), with rambling commentary and little supporting data. One might as well pick at random something from Youtube and try and make something of it (and there’s some weird stuff out there!). Trying to make something useful from some of these VNRs is almost futile, disheartening and annoying – a waste of an editor’s time and the providing organisation’s effort.
The technical capability – a decent camera and basic software – to produce good VNRs is everywhere. The wise have embraced the idea of providing self-generated content to the media, even encouraged their people to do so (with some degree of control). That’s far from dumb – it’s very smart. But the knowledge to use that technical capability has been lacking, as many working in the newswires, those who will get the good content out across the globe, are attesting. They want, they need, the content but they need it to be good (not necessarily excellent – there’s room for a little grittiness). The more work they’ve got to do to make a mish-mash of poor quality material into something they’re happy to use, the less likely the can use it and, even if they do, that it’ll attract attention. (Same principle applies with press releases – make the journalist’s life easy). It’s not rocket science and not a new problem – the effective use of technological resources must be matched by the human capability to utilise them, which will involve a degree of training and experience. Unfortunately, as in many cases involving social media, organisations have failed to recognise this.
It’s not difficult – you don’t need cameramen, editors, soundmen etc – your people, be they in PR or on the front line, can do it. They just need to be given the knowledge (and we’re not talking about the camera manual here) and training to do it.
Good VNRs can be invaluable, be they internal interviews, product promotion, disaster reporting or simple news release. But if they remain dumbed down, due to the sheer lack of training and competence of those given cameras and told to ‘get on with it’, then they’ll be consigned to the Youtube hinterland (note: if they’re good Youtube will enhance their value anyway).