Administrators on social media accounts often change due to employees moving on, changes in outsourced service providers, or the appointment of a dedicated inhouse resource.
Sometimes the handover of the social media account administration rights is a smooth process with lots of help, but other times it is surrounded by hostility for a variety of reasons. Whatever the circumstances of the administrator change, it's always a good idea to check a few settings before getting started with posting content and community engagement.
If I missed anything, please let me know in the comments section!
Fame and fortune have been used in the same sentence for centuries. And when it comes right down to the bone, the publicity generation component of PR is all about creating fortune through fame.
My textbooks on the subject heartily disagree with such a statement, and if you are a PR professional you might already be climbing on a soapbox. I would usually join you, but for the purposes of this blog post, please allow me the freedom to explain.
PR, although not the most well-known marketing discipline, has also been around for centuries.
Sometimes called propaganda (war), sometimes called spin (politics), sometimes called lobbying (activism), sometimes called stakeholder relations (corporate), PR is a complex discipline that can span a wide variety of industries, tools, and platforms.
It however still (mostly) boils down to making a person/group/product/brand famous in order to create fortune for them. Whether the fortune be measured in finances or influence is a whole different conversation topic.
The thing about fame is that the whole "overnight success" thing is a bit of a myth. Yes, there are flukes, but those "overnight success" stories have most probably been 10 years in the making. It's just overnight and new for those who never knew.
The same (mostly) applies in PR.
One of the expectations we have to manage most often is the one of quick fame.
"We saw the publicity Company X got in Publication Y and we want the same. Can you send me a quote for a once-off press release?"
"Your press release will help me to fill all the seats at my (poorly marketed) event next week, right?"
"How many sales can I expect from this radio interview?"
"My competitor was on TV last night. Can you phone the presenter and tell her I want to be on the show tonight?"
As an SME owner myself, I am very sympathetic to these types of questions, as money and time are both things that are usually in short supply. As a PR professional, I cringe at these questions, as I know it will be money in the water, and water under the publicity bridge in a heartbeat.
The fact of the matter is that PR isn't driven by actions (press releases, events, media interviews etc) alone, but by the knowledge and experience behind the actions.
While a once-off, short-lived PR campaign might create a fair amount of publicity, we find that the results with the most impact come from the clients who have an ongoing commitment to generating relevant content suitable for on of the most demanding target markets ... the newsroom.
Editors and journalists don't care about the shiny features of your latest prototype, or the appointment of a new Assistant Junior Director of the mailroom. They quickly delete articles and invitations that contain puffery, lengthy paragraphs filled with technical jargon, and items that just generally break every rule in the courtesy book.
What newsrooms want are valuable, relevant stories from reliable sources, not sensationalist announcements from those just looking for a spot in the limelight.
PR can most definitely help create quick fame that will end at the quickly forgotten "one-hit-wonder" stage.
To gain the most value from PR, one should rather aim for the Hall of Fame.
UPDATE - 11/09/2014
As luck would have it, the day after this blog post was written, we received a news clipping of an article that was included in the Corporate Governance feature of Business Day. The article was not written based on something we initiated, but rather as a result of a long-standing working relationship we have with the editor, who has on several occasions in the past contacted us to coordinate interviews with the IoDSA, one of our clients.
How's that for the proof being in the pudding?
- This article was published in the August/September 2014 edition of BusinessBrief -
Many businesses view marketing as a support function rather than part of core business activities. Although true in many instances, this view might jeopardise the success of marketing activities, especially where outsourced service providers play a key role.
As much as the focus of marketing activities shouldn’t be “just getting it done”, the focus of outsourcing the marketing function shouldn’t be to “make the problem go away”.
In general, outsourcing is intended to add either time of expertise to the current pool of resources. Outsourcing the entire marketing function however places the business at serious risk, as strategic marketing aligned with business objectives plays one of the biggest support roles to the sales function which in turn impacts directly on the bottom line.
Adopting a strategic view on outsourcing some parts of the marketing function will assist in determining whether it is necessary to supplement current marketing resource(s) with either additional hours or strategic input. Either of these however still requires ongoing commitment from both the client and its service provider in order to provide maximum value and sustainability.
Listen less closely
Stephen R. Covey famously said: “Most people do not listen with the intent to understand; they listen with the intent to reply.” To make outsourced marketing work for any business, both the company and client should develop the skill to listen to what is being said as well as to what is perhaps not being said. Negative or incomplete feedback might sometimes be a more accurate indicator of the true status than continuous neutral or seemingly positive feedback.
Implementing lessons learned is imperative in the ongoing clarification of mutual expectations needed to shape marketing strategy and activities according to prevailing trends and shifting business needs.
The ideal client / provider relationship is one where mutual freedom and trust is promoted, and where the suggestion and consideration of marketing activities that might not be in the comfort zone of the other party is welcomed, rather than avoided.
Keep it real
The marketing industry changes so fast that clients should trust their chosen service provider to advise on relevant best practices. It however remains the responsibility of the client to proactively provide the marketing agency with information and ensuring that all marketing activities remain aligned with business objectives.
Keeping in mind that best, cheap and fast is an impossible combination, the outsourcing of marketing strategy or activities for any period of time might bring about the surge of creative energy necessary to take a business from one point to the next.