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PR and New Media (2012)

Page history last edited by Richard Bailey 12 years, 3 months ago


PR and new media module handbook 2012.doc


Journal article:

Wright, D and Hinson, M (2010) How New Communications Media Are Being Used in Public Relations: A Longitudinal Analysis, Public Relations Journal Vol. 4, No. 3, Summer 2010 (pdf)


Week One



Richard Bailey | www.prstudies.com | @behindthespin

Stuart Bruce | www.stuartbruce.biz | @stuartbruce

Claudia Hernandez | @clausma

Kalin Karov | @kalinkarov

Flavio Oliveira | @flavioliveirabr

Eric Ongeri | @er85on

David Phillips | Leverwealth |

Mohd Umair | @omindsin

Malina Istatkova | @LinskyIstatkova



The Cluetrain Manifesto (1999/2009)



Page xiv

1. Markets are conversations

2. Markets consist of human beings, not demographic sectors.

Page xvi

26.  Public relations does not relate to the public. Companies are deeply afraid of their markets.

39. The community of discourse is the market.

Page xix

74. We are immune to advertising. Just forget it.


Revised view

  • Markets are conversations
  • Markets are also transactions
  • Markets are also relationships

(2009 p9-22)



We were 'basically right, but not entirely. Beyond the triumphalist overstatements (Thesis 74: "We are immune to advertising. Just forget it."), which at least had a rhetorical purpose, we were wrong about how long it was going to take to throw the rascal out.'

(2009 p 54)


The original text

'So, if markets are conversations (they are) and there's no market for messages (there isn't), what's marketing-as-usual to do? Own the conversations? Keep the conversations on message? Turn up the volume until it drowns out the market? Compete with the new conversations?'

(2009 p159)


'So what becomes of marketing? How do companies enter into the global conversation? How do they find their own voice? Can they? How do they wean themselves from messaging? What happens to 


  • PR
  • advertising
  • marketing communications
  • pricing
  • positioning

...and the rest of the marketing arsenal?

Excellent questions.'

(2009 p160)


On public relations

 'Everyone - including many PR people - senses that something is deeply phony about the profession. And it's not hard to see what it is. Take the standard computer-industry press release. With few exceptions, it describes an "announcement" that was not made, for a product that was not available, quoting people who never said anything, for distribution to a list of people who mostly consider it trash.'

(2009 p160)


'But, of course, the best PR people are not PR Types at all. They understand that they aren't censors, they're the company's best conversationalists. Their job - their craft - is to discern stories the market actually wants to hear, to help journalists write stories that tell the truth, to bring people into conversation rather than protect them from it. Indeed, already some companies are building sites that give journalists comprehensive, unfiltered information about the industry, including unedited material from their competitors. In the age of the Web where hype blows up in your face and spin gets taken as an insult, the real work of PR will be more important than ever.'

(2009 p162)


Crowd Surfing (2008)

'We are not 'open source' evangelists, who argue that the only way to work is by collaborating with the crowd, nor do we believe that all communication has to involve an open dialogue. All of the evidence indicates that collaborative business cultures are likely to be more successful, and that dialogue tends to be more effective than monologue, but the reality of running a business or political party is that you can't always surf the crowd. Equally, the success of Apple, under the self-proclaimed control freak Steve Jobs, provides us with a cautionary tale of how ignoring demands for open and sustained dialogue does not necessarily damage a business's performance.'

(2008 p7)


'It sounds so deceptively simple - 'be interesting' - but these two words should be adopted as a mantra by every wannabe crowd surfer. As with interesting people, interesting companies are the ones that are admired and talked about. Interesting companies have opinions and are not afraid to voice them.'

(2008 p 150)


'Interesting businesses such as Unilever, Innocent, IKEA, 42 Below and JetBlue keep the crowd engaged and involved by always being interesting.. and benefiting from a virtuous circle in which the more interesting they become, the more likely they are to attract interesting people with interesting ideas, to recruit the most interesting employees, to be written about in the most interesting media and talked about on the most interesting blogs. They save millions of pounds on advertising because they can rely on positive world of mouth to maintain their profile. Now that's interesting.'

(2008 p 151)


Week Two: The New Rules of Marketing and PR


PR and social media (presentation)


The Old Rules of PR


  • 'The only way to get ink and airtime was through the media
  • Companies communicated to journalists via press releases
  • Nobody saw the actual press release except a handful of reporters and editors
  • Companies had to have significant news before they were allowed to write a press release
  • Jargon was okay because the journalists all understood it
  • You weren't supposed  to send a release unless it included quotes from third parties, such as customers, analysts, and experts
  • The only way buyers would learn about the press release's content was if the media wrote a story about it
  • The only way to measure the effectiveness of press releases was through "clip books," which noted each time the media deigned to pick up a company's release
  • PR and marketing were separate disciplines run by different people with separate goals, strategies and measurement techniques


None of this is true anymore. The Web has transformed the rules, and you must transform your PR strategies to make the most of the Web-enabled marketplace of ideas.'


Scott, DM (2010: 11-12)


The New Rules of Marketing and PR


  • 'Marketing is more than just advertising.
  • PR is for more than just a mainstream media audience.
  • You are what you publish.
  • People want authenticity, not spin.
  • People want participation, not propaganda.
  • Instead of causing one-way interruption, marketing is about delivering content at just the precise moment your audience needs it.
  • Marketers must shift their thinking from mainstream marketing to the masses to a strategy of reaching vast numbers of underserved audiences via the Web 
  • PR is not about your boss seeing your company on TV. It's about your buyers seeing your company on the Web.
  • Marketing is not about your agency winning awards. It's about your organization winning business.
  • The Internet has made public relations public again, after years of almost exclusive focus on the media.
  • Companies must drive people into the purchasing process with great online content.
  • Blogs, online video, e-books, news releases, and other forms of online content let organizations communicate directly with buyers in a form they appreciate.
  • On the Web, the lines between marketing and PR have blurred.'


 Scott, DM (2010: 23-24)


David Meerman Scott (2010) The New Rules of Marketing and PR (2nd edition) Wiley



Week Three: Big data, big ideas


Guest lecture by David Phillips (@davidghphillips) PowerPoint file



Week Four: Social media monitoring - tools and techniques


See blog post.


Week Five: Social media monitoring - practical examples



Week Six: Writing reports and proposals


Report and proposal writing.ppt


Week Seven: Content strategy


Week Eight: 


Social Media MBA Chapter 2 (Jeremy Woolf: Bridging the Social Media Gap)


'Web 2.0 technologies have enabled three old and fundamental human desires; namely

  • to share
  • to collaborate
  • and to create.' (p17)


'People are inherently social creatures and increasingly demand social interaction from the companies they buy from, work for, partner with and so on.' (p18)


'Consumers increasingly want to deal with corporations on a human level, on their terms, and on their turf.' (p.19) 



  1. Determine who the social media spokespeople are
  2. Give them a safety net
  3. Empower them to get the job done ('our social media spokespeople need the authority to make decisions and comments in real time' p.20) 


'The first step - once you understand the online conversation - is to examine people's roles and responsibilities as you prepare to get involved.' (p.23)


'Digital is forcing many enterprises to rethink their business models - from product to sales to customer service to marketing - as it enhances and amplifies their ability to connect with customers, partners, influencers and employees.' (p24)


Chapter 3: Eb Adeyeri - Inspiring and Facilitating Creativity


'For PR and marketing professionals, just having the creative idea is never enough. It has to be sold to someone higher up, who often doesn't have a creative mindset.' (p.30)


Week Ten: Developing a Social Media Strategy


Social media strategy 2012.pptx


Based on Solis (2010) chapters 20 & 21


'Who says what to whom in what channel with what effect' (Lasswell) becomes 'Who says what, in which channel, to what effect; then ascertain who hears what, shares what, with what intent, where, to what effect' (Solis and Breakenridge 2009).


7Cs Compass Model (Shimizu 2004)

  1. Corporation and competitor
  2. Commodity
  3. Cost
  4. Communicaiotn
  5. Channel
  6. Consumer
  7. Circumstances


Compass points:

  • N = needs
  • W = wants
  • S = security
  • E = education


Four Cs for a social operating system (Heuer 2009)

  • Context: how we frame our stories
  • Communications: the practice of sharing our stories; listening, responding, growing
  • Collaboration: working together to make things better
  • Connections: the relationships we forge and maintain 


Framework of values:

  • Be human 
  • Be aware
  • Be honest
  • Be respectful
  • Be a participant
  • Be open
  • Be courageous


Four Cs of Community (Armano 2008)

  • Content: Quality content attracts audiences necessary to build communities
  • Context: Understanding how to meet people where they are and creating the right experience at the right time 
  • Connectivity: Designing experiences to support interactions
  • Continuity: Providing an ongoing, valuable and consistent user experience


Four Cs of Social Media (Mishra 2009)

  • Content: social media transforms consumers into creators
  • Collaboration: aggregation of individual actions into meaningful collective results
  • Community: social media enables sustained collaboration around shared ideas
  • Collective intelligence: the Social Web empowers us to aggregate individual actions 

"People don't build relationships with each other in a vacuum. A vibrant community is built around a social obejct that is meaningful to its members. The social object can be a person, a place, a thing or an idea." 


Social Marketing Compass


The brand: at the centre of the compass.

The players: these determine how, when, why and to what extent our activity is intermediated across the social web. They include:

  • advocates/stakeholders
  • traditional media
  • new influencers / trust agents
  • champions 

Platform: every initiative requires a platform upon which to connect, communicate and congregate. They include:

  • mobile
  • social dashboards
  • apps
  • forums and groups
  • blogs
  • social networks

Channels: eg

  • search engine optimisation (SEO)
  • syndication
  • user generated content






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