In 2010 I had to write a business case on why the organisation I was working with then, needed a social media presence. The approval process was quick and soon we had Facebook and Twitter accounts. In addition to the company website, we had a Flickr account for our official photos. We would often embed the photos from our Flickr page into the news stories on our website. We also got training from the digital gurus in our London and New Delhi offices.
In those years, social media was still evolving and it was therefore not necessary for brands to have a presence. Fast forward to 2017 and if your brand has no presence on any social media platform then you probably don’t exist even for B2B. This includes Twitter, Google+, Facebook, LinkedIn, Instagram and Pinterest just to mention a few. This turf is where all the stakeholders are, including consumers. It is part of our everyday lives and transcends communities, nations and continents.
Social media has changed our jobs as PR professionals. The broader goal of positively managing the reputation of the organisations we work with remain the same, however the approach including the strategies, tactics and timing to reach out to the target group and wider stakeholders has significantly.
As professionals managing the online reputation of organisations, we have over the years improved on content – from the early days of using it to blast social pitches to consumers mainly for sales and marketing leads. Now we are finding innovative ways to be consistently engaging, relevant and exciting.
For starters, our ‘influencers’ have expanded to include both traditional and new media. On any single day, there are millions of conversations happening online about people, places, organisations, products and services just to mention a few. And there are numbers to prove their reach, prominence, tone and net add-value just to mention a few.
Combined with traditional media, social media is powerful, we can reach thousands of people. It has amplified the impact of most successful campaigns, which have a mix of both traditional and social media strategies. As an example, our initial research for the Tigo Shelter for Education programme showed it would be impactful because we were contributing to education in the most profound way – providing infrastructure for teachers and children that were learning in makeshift structures. In documenting the journey towards the transformation of the schools, we created content to reach out to both traditional and online media and feedback was phenomenal. The brand scores showed considerable improvements especially on the emotional attributes.
Again, thanks to social media, working on low budget campaigns is now easy and fun. We have our own channels and our influencers include journalists, bloggers, employees and customers. These days even our own employees could be social media influencers – if they have established some credibility, have a large following and can persuade them. Can you imagine the cost of being able to reach hundreds of thousands of people across the world and the price tag on the rate cards prior to social media? Now we own our own channels and can plan content and engagement. And it’s easy to measure the impact. Low budget campaigns though require very thorough planning.
Again, reaching the audience has never been this quick. Prior to social media the only way we could reach the target audience and the wider stakeholders was through traditional media, which often took hours or days sometimes before the press release is published. With social media, we can provide real time updates as the event/activity is happening with photos and videos. It’s also easy to get feedback and measure the sentiments. I will add though that it has heightened customer demands and expectations, often putting us under pressure to respond to issues tactfully and swiftly, managing and guiding conversations positively.
It is the place where the news breaks or goes viral – thanks to the power of citizen journalism. As an example, I was with my team at the Ghana Institute of Public Relations lecture in April 2016 with our mobile phones on silent mode when our friend and blogger, Chris-Vincent Agyapong broke the news on Facebook that our employer had introduced an ‘unfriendly’ maternity leave policy for contract staff. In summary, the policy was that all women who went on maternity leave would have to apply for leave without pay and reapply for their position after maternity break.
Within an hour, the post had been shared a hundred times over with people putting their own spin on it. Some employees had been tagged, the brand was being butchered without our side of the story. This incident happened in the evening and reacting immediately was of essence as by morning all the traditional media would have picked it up without our input. We quickly developed a press line and humanized it with the CEO posting to the thread of conversation generated on the blogger’s page. The feedback after her post was much better and the following morning both traditional and social media carried the story with our response. Within 48 hours, the issue was resolved and we shared the feedback. On that fateful evening, time was our biggest enemy.
I previously worked in a newsroom for many years and I absolutely loved the buzz – always active with journalists working the beat. In PR, social media gives us the opportunity to build and develop a 24/hour news cycle and vary our content – albeit not as intense as the newsroom. Certainly, the brands we work for are bigger than just the end product or service they produce/offer. We could engage consumers on how our business is being socially responsible, celebrate and build the profile of some of our outstanding performers/employees, learning and development initiatives that would lead to specific results for consumers etc.
For both B2C and B2B, we can still vary our content and introducing emotional attributes like how the product was developed, the process, the problem that it solves, even the teams that worked on it and dynamics among them. The key though is to link such posts to how consumers or stakeholders would benefit.
In conclusion, I would like to add that I am excited to see our CEO’s and business leaders gradually developing an active online presence. From my experience in the past, such digital engagements humanise our brands – creating thought-and-progressive leadership, transparency and trust among consumers and employees. These are important elements that strengthen public perception about businesses and adds to credibility. As PR professionals, what we need to do is to think through what is relevant and attention-seeking and support our business leaders.