4Get to excited audiences…start with a communications strategy ResearchPlanExecute (and train)Measure
5Communication is one piece of change management Description / BenefitBuild program awareness, understanding, and buy-inFeedback mechanismsBest PracticesCommunications support the business objectivesPlan aims to build program awareness, understanding, and buy-in over time among key audiencesMessages effectively position program at organizational, functional and individual levelsKey audiences are identified and segmentedTwo-way communications and push/pull systems are deployedCommunication is targeted to key risks and opportunitiesAlign OrganizationArticulate Business Case & Vision for ChangeMobilize & Align LeadersAlign CultureEngage & Communicate with StakeholdersEnable WorkforceAssess Organizational Change Readiness & Risk
6How do you create a blueprint for communications success? ResearchPlanExecute (and train)MeasureResearchPlanExecute (and train)Measure
7Communications Strategy What is a communications strategy?A framework that guides communications activities over a specified timeframeWhy create a communications strategy?To set measurable communications goals and objectivesTo articulate and drive approval for guiding communications principles and approach for use throughout entire project, including key messagingTo align project communications with other communications activities and corporate/business unit strategy3 minTake all of your research, and create a comprehensive document;To engage project management/sponsors in early project alignment discussionsA communications strategy includes:Background information and the burning platformCommunications goals (measurable) and objectives (outcomes)Guiding principles and/or critical success factorsList of audiences and their unique needsProject milestonesSet of approved key messagesRoles and responsibilities of communications network members, including spokespeopleDescription of communications approach, including high-level description of likely communications channels/vehiclesDefinition of communications approval processPlan for communications measurementTip: ensure communications objectives support business objectives of the initiative
8Outline of a communications strategy Research:SWOT Analysis of the Current StateAudience and Communications AuditPlanCommunication ObjectivesKey Messages and Message MapEditorial Guidelines and BrandCommunication InfrastructureExecute (and train)Communication PlanMeasureMonitoring and MeasuringNext Steps
9SWOT Analysis, Audience and communications audit ResearchSWOT Analysis, Audience and communications audit
10Good communication begins with listening Find out what’s going on currentlyDo interviews, focus groups, surveys
11There are four activities for Sections 1 & 2 Conduct Situational AnalysisWhat are communication strengths, weaknesses, opportunities, threats?Conduct Stakeholder AnalysisWho’s involved in the effort?Conduct Audience AssessmentWhat are the differences among audiences? What do they look like? What do they need? How do they like to receive information?Conduct Communications AuditWhat channels are available to deliver messages?3 minSituational AnalysisUnderstand factors in current environment that will influence perceptions and behaviorsStakeholder AnalysisDetermine current level of project awareness and perceptionsRecommend actions to achieve desired level of awareness, buy-in and ownershipAudience AssessmentIdentify audience segments, their characteristics and communications needs, based on degree of change impactCommunications Audit (see example at top of page)Review current client communications activities and effectiveness of most frequently used channels/vehiclesResearch methodsInterviews with stakeholdersReview of client communications studies/researchReview of existing communications documents and messagesAsk for copies of existing department or company-wide communications strategy and plan documentsAsk for copies of previously deployed communications vehicles (e.g., newsletters, briefings, announcements, etc.)Paper or web-based stakeholder surveysFocus group sessionsTo complete these work products, talk to stakeholders, team members, client staff – during this time, you’ll build relationships and credibility with people
12SWOT Analysis The current state assessment provides: An early opportunity to engage important client contacts, such as project managers/sponsors, senior leaders, and communications staffA view into the organizational structure and culture of the organization relative to communicationsAssessment helps in understanding:Potential enablers and barriers of communications and changePerceptions, needs, and preferences of key stakeholders/audiencesClient’s communications infrastructure and its strengths and weaknesses1 min
13Example SWOT analysis Performance Area Today Strengths: What is working for xxx communications?Existing distribution infrastructureStrategic message framework, linked to business case and visionCommitment from xxx leadershipWeaknesses: What is not working for xxx communications?Existing tools (e.g., website)Inconsistent approach (i.e., messages, vehicles, timing)No systematic process for gathering stakeholder feedbackNo defined measurement for communications effortUncertain levels of awareness, understanding and commitment across key stakeholdersInternal stakeholders do not fully understand the vision and mission of the xxxx GroupThe xxxx Group does not have a distinct brand in the minds of stakeholders. Some stakeholders are unclear about full scope of xxx activitiesVarious xxx communication vehicles do not reflect a common xxx brand to audiencesXxx and xxx operate in silos from a communication perspectivexxx team does not provide feedback during xxx Town Halls; attendance at xxx Town Halls is lowCommunications are not consistently delivered to targeted audiences due to lack of communication touchpoints and inefficiency of current cascading processOpportunities: What can be done to enhance xxx communications?Develop more efficient and effective global communications approach with tools, templates and processesDeliver consistent positioning rooted in strategic plan and visionEngage key stakeholders at appropriate timesMeasure what’s working and what isn’tFocus on continuous improvementThreats: What will happen if xxx communications is unsuccessful? Are there any threats in the organization?Member firms and leadership don’t understand the value of xxxInconsistent stakeholder supportFrustration among stakeholdersIneffective communications infrastructureDuplication of effortsStakeholders don’t receive key information
14Key activity – Audience Assessment Audience assessment should:Identify groups/individuals who will need to receive messagesIdentify types of messages groups/individuals are currently receiving and are likely to need during projectDetermine current gaps in communications programPlan key messages that will be needed in future
16Key Activity – Stakeholder Analysis What?A determination of the current level of project awareness and perceptions as held by each stakeholder groupRecommended actions to take with each stakeholder group to achieve the desired level of awareness and project buy-inWhy?Necessary to gauge awareness level and uncover issues/concerns to appropriately target communications and alignment-building activitiesUseful in identifying project advocates and change agents, as well as individuals and groups resistant to changeStakeholder analysis is not the same as audience analysisEveryone looks at change from their own particular viewpoint and those viewpoints change over time – awareness of and support for change initiatives generally not uniform
17Sample Stakeholder Analysis TypeRole/Impact/Expectationsduring IntegrationCurrentCommitmentAwareness = 1Buy-in = 2Ownership = 3DesiredAction StepsManagers &SupervisorsHow should Icommunicate with mystaff about this integration?13Communicate “talking points” for them to usewhen discussing the integration with staffIntegration TeamLeadsHow does participating in theintegration team affect me and howwill I be measured?2Adjust MVP program to reflect integrationrelatedresponsibilitiesInternal sales forceHow should I describe thisintegration to my customers?When should I tell customers aboutthe transactionwhen discussing the integration with customersCommercial & LargeIndustrial CustomersDoes this transaction affect me?How?Have internal sales force speak to customersdirectly regarding new companyCreate billing insert to provide details as to whenand how things will change (if applicable)All customersCreate billing insert to announce new company,and provide details as to when and how things willchange (if applicable)Customer contactpersonnelHowshould I answer customers’questions about the transaction?Create talking points documentState & local gov’tofficials, includingkey economicdevelopersWhat is the role of this newcompany in North Carolina?How does it affect economicdevelopment?Make visits to key legislators and constituentsbefore close of the saleCreate a company overview to describe the newentityMediaWhat is the new company?Create media campaignCommunity reps,civic and nonprofitorganizationsWhat is the new company?Will it change the level ofcommitment to the community?Create mailing to illustrate commitment tocommunitySchedule facetoface meetings with key reps &Explain what the “awareness,” “buy-in,” and “ownership” commitment levels look like.Internal/Employees Customers/Suppliers Public/Press/Investor Rel.
18Example: Stakeholder Map: We identified 49 internal and 32 external audiences Asked the client:Who needs to know about this program?What organizational group are they in? Where is the org chart?Which member of leadership knows the most about this group?What level of communication does this group need?2 minTo start our current state assessment, we reviewed all existing project materials. The program had been going on for 3 years at this time, with not a lot of clear communication. To get a handle on who needed what, we sat down with the client and agreed upon 5 levels of communication for our audiences.Then we started creating our stakeholder map to get an organized look at who was where.
19Stakeholder Interview Questions How would you describe the objectives of the Sample Program? Would you consider program an IT or a business initiative?Based on your knowledge of the Program, how does this initiative align with the other strategic initiatives?What is the current degree of awareness about the Program and it’s objectives for Client Services?To what extent has the vision of the future state at ARC been communicated to the regions?How would you describe executive understanding of the Program? How would you describe leadership support of Program? What examples come to mind?One potential risk is that employees are confused about the “what, why and how of Program” and how far along we’ve come in the solution development. Do you see this as a risk? If yes, why?What are some other “people” risks to successful adoption of Program’s new procedures and tools? What impacts could result from not addressing these risks?In your opinion, what is the most effective way to engage field staff in the Program? Who should be involved in this effort? Who should lead this effort?What needs to be changed across all regions in order for deployment to be a success? What factors are working in favor of a successful solution deployment?Do you feel that there is the right amount of communication between leadership and employees? What kinds of communications or activities would you suggest to improve end-user understanding of Program and improve their willingness to adopt its changes?
20PlanCommunication objectives, Key messages and message map, Editorial guidelines and brand, Communications infrastructure
21Communication Objectives What are you trying to do?Do you want to educate your customers?Do you want to defuse a situation?Do you want to improve your organization’s reputation?Objectives must align with business objectivesAnd, as always, they must be SMARTSpecific, measurable, achievable, realistic, time-focused
22Example Objectives (not measurable) Develop and deliver a communications plan during 2005, effectively targeting key audiences; small and medium size farmers, funders and institutional decision makers, to accomplish the following:Position MIFFS as an accomplished, successful leader in Michigan agricultural and food business community.Differentiate MIFFS role vs. other Michigan agricultural organizations as the nucleus of the agricultural community and the first stop for Michigan agricultural and food business in need of assistance and resources.Implement a communications plan that will nurture (build, develop and maintain) a long term relationship with key audiences in order to develop trust and gain credibility of the MIFFS organization leading to audiences’ active participation (quantify) with MIFFS and active support(quantify) of community based food systems.
23Example Objectives (measurable) Campaign Objectives:Generate awareness of featured Hallmark holiday products with at least 40 million impressions (exceeding 2008 results of 35.1 million).Drive engagement with featured Hallmark holiday products through celebrity and blogger product trial.Meet our ROI goal of 12% (measured internally through Hallmark’s proprietary marketing measurement tool; based on spend and impressions across all marketing tactics).Tactical Goals:Secure product inclusion in at least two national consumer gift guides (print and/or online versions).Generate national entertainment media coverage (broadcast, print and online) from the celebrity event.Secure product reviews on at least 25 of our targeted blogs (1/2 of our original list of 50).
24Key Messages Communicate what you’re doing and why Communicate what will be differentFit with your objectivesSpeak to audiencesAbove all…use clarityYou’re a human being. Write like one.
25Key Messages and Message Map Break everything down into 3 levels of messagingWork with subject matter experts to understand and create the levelsLevel 1: Elevator speechLevel 2: Supporting messagesLevel 3: Proof pointsLevel 4: Anecdotes and illustrations
26Level 1 Level 2 Level 3 Date Use VC – it’s the smart way to meet Campaign sign-offLevel 2VC saves timeVC saves moneyVC saves the environmentCampaign poster headlinesWhy travel xx miles just to shake hands?New York and back before lunchTake minutes, not milesDelays not expected1 expensive meeting (local and global versions)Make your mark without leaving footprintGo global, stay localLevel 3There are many benefits of using VC for you, your client and XXXXImprove your productivity and diary flexibilityImprove your work-life balanceReduce the stresses of travellingSave on hotel costs, travel and expensesShow clients we are minimising expensesReduce your personal carbon footprintReduce our carbon footprintDemonstrate to clients that we walk the talkCampaign copyThe above benefits can be developed into short paragraphs of text for use alongside the headlines and sign-offOther points to include in level 3 messagesVC is the closest thing we have to face-to-face meeting .The VC user experience has improved immensely over the last couple of years; there is still room for improvement, but the technology is getting there.VC is one of a range of collaborative tools we should use to connect with our clients and one another
27Editorial Guidelines and Brand All contributors developing communications for NTG should follow these writing guidelines:Use UK English.Use one space after periods, not two.Average sentences per paragraph: Target an average of up to three sentences for print communications, up to two for online communications.Average number of words per sentence: target 14 words or less.Average number of characters per word: target 5.0 or less.Passive sentences: Target 0.Flesch reading ease: Target 50.0 or higher. This statistic calculates how easy your copy is to read based on your average sentence length and your average number of syllables per word. On this scale of one to 100, the higher the number, the easier your copy is to read.Flesch-Kincaid grade level: Target 9th grade or lower. This index calculates the number of years of education required to understand your copy. It, too, is based on your average sentence length and your average number of syllables per word. Most consumer publications target a grade level score in the single digits to make copy more accessible. Just because your audience members are well educated doesn’t mean they wish to read difficult copy. In fact, the higher their educational level, the more likely it is that have too much to read.Make staff partners in the effort by providing forthright and timely information.Tailor communications to address employees’ specific needs and concerns. Develop communications from the point of view of the receiver, e.g. language, level of understanding, highlighting “what’s in it for me” aspects.Take periodic “reads” of target audience’s concerns, fears, and degree of understanding of messages through upward communication vehicles.Deliver key messages multiple times through multiple vehicles.Balance one-way (informative) with two-way (participatory) communications.Sequence the right message at right time to the right audience.To turn on Readability Statistics, go to your Microsoft Word spelling and grammar tool, and click the box next to “show readability statistics.”Need help? Use Microsoft Word “help” menu to search for “readability statistics” or “statistics.” Now when you run spelling and grammar check on a document, you’ll get a box that looks like this:If you don’t tell them how to do it, who will?Create your own style guide if one doesn’t exist in your organizationGet great tips from:Great Writer’s Tool
28Communications Infrastructure Simple:Who’s going to do what?Will you have an editorial board?Who will do approvals of communicationIdentify roles and responsibilities, then get agreement
29Example: Sharing the Communications Role The task of communicating about Program solutions, impacts, and deployment should be shared across the Division.Program messages will be sent from a variety of sources to deliver the best impact to audiences.Key Communicators in each Division will support direct messaging with materials distributed through channels most accessible for customers, sponsors, donors and regional staff. These include posters at fixed drive sites, customer letters, and newsletter articles.Coordinate communications activities across division for DVPs and CEOs; Illustrate connection between solution components; Drive awareness of Program content and deployment timeline; Answer specific questions about Program solution, processes, and program status using Program Communications information sourcesMaintain leadership connection to Program Team; Communicate information required to coordinate deployment components across regions, for example equipment or budgeting concerns; Facilitate decision-making prior to Program deploymentDistribute high-level messages concerning Program impacts to Services and customer-facing staff, for example messages with role definition, training, or employment themes; Represent leadership support of Program deployment and communicate benefits to business audiencesMirror leadership support at local levels by reinforcing Program benefits to external stakeholders, such as donors, sponsors and hospital customers; Cascade details of the Program solution to functional teams; Prepare staff and volunteers for procedural changes associated with the new systemsKey CommunicatorDivision AdvocateDivisional VPCEOMgmt
30Example: Purpose of Program Communications Network The Program Communications Network (PCN) is created to “champion” Program messages within each Services division and serve as an extension of the Program Communications Team in successful message creation and distribution.RoleNetwork serves as functional communications team in Services field organizationKey Communicator acts as field liaison between staff in blood regions and the Program Program TeamResponsibilitiesParticipate in regular meetings of Program Communications NetworkCreate local communications plans supporting all phases of Program deploymentDistribute Program messages through divisional and regional channelsReport feedback from regional staff to Program Communications teamTime CommitmentMonthly conference call with Program Communications team (1-hour)Routine information sessions from Program Deployment (Division Advocate Conference Call)1-4 hours per month in review of Program Communications materialsStandard planning & development time for local adaptation of Program materialsExpectationsProactively support Program system deployment by exchanging information with staff, customers, donors, sponsors, and other regional audiencesUse existing contacts and tools to ensure localized delivery of Program messages
31Communication Plan You know how to do this one! Same rules apply But whatever you do….don’t rely on the cascade model!!Same rules applyCompelling narrativeSpecificsUnderstand your audience(s)Connect right message to right audienceDeliver it through the right channelCommit to measuring your effectivenessDon’t let your plan be dictated by rigid templates
32The Cascade Model Typically Works Like This… 3/25/2017The Cascade Model Typically Works Like This…
33Tactical Communications Plan AudienceContext / ContentVehiclesTimingSemi-monthly BU UpdateAll Business Unit EmployeesProvide overall Business Unit UpdateReview financial performance (monthly)Recognize outstanding performancecalendar item with materials to reviewConference call or meetingTwice per monthAll Employee UpdateAll BU EmployeesProvide overall BU updateProgress against plan (high level)Recent successesKey initiativesCurrent prioritiesReinforce information and direction from Corporate and/or LeadershipInviteMonthlyQuarterly BU Leaders MeetingAll BU Leadership (Direct Reports to Managers)Review performance to dateDiscuss initiativesGain input and build consensus on prioritiesProvide BU leaders with cascade material to introduce and/or reinforce information with teamsFace-to-face meetingQuarterlyDirect Report CascadeDirect Report TeamsReview information on BU prioritiesCreate forum to gain employee inputProvide employee input to BU leadershipFace-to-face meetings or conference callsAs needed, typically following BU Leadership MeetingsAll Employee MeetingAll EmployeesProvide BU update on ProgressReview of recent successesDiscuss current initiatives, operational issuesReview prioritiesInvite ChairmanHold the dateThank you reinforcing key informationBi-annually / Annually
34Key Lesson: Information “push” and “pull” tactics work together to saturate all audiences Strategic activities to deliver messages multiple times in varied ways are the key to communication success.Web-based ChannelsFace-to-face CommunicationConsistent Written CommunicationLeadership SpokespeopleProgram Town Hallxxxxxxx.orgCxxxxxNetIT PortalServices NeighborhoodProgram Deployment SiteSite for Division Advocates and BCNOn-line Discussion BoardsLeadership MeetingsCustomer presentationsKickoff MeetingsDivision Advocate Weekly MeetingsSpecialty PresentationsProgram Communication Network Monthly MeetingsIndustry ConferencesCustomer PresentationBrochure for HospitalseNewslettersCommunications ToolkitDeployment CommunicationsProgram BulletinContent CommunicationsTalking Points for all Levels of LeadershipAction PlansCascading Information to all audiencesSupport for Web-based and feedback channelsFunctional Meetings2 min – We used powerpoint at ARC, not the Word template, because it resonated better with the client;Web-based Channels: We are utilizing technologies available to us within the organization to get our message in places where people are accustomed to looking for information. Examples include:The hospital page on customers may go there to get ISBT 128 conversion informationProgram Town Hall: intended for multiple audiences in the organization; designed as a supplement to communications available on CrossNetINFORMEDAUDIENCESFeedback Channels Help Improve Communications
35Enable Communications Infrastructure What is a communications infrastructure?A blueprint of the flow of communications, including roles, processes, protocols, channels and resources that support communications in an organizationHow do you enable the infrastructure?Establish protocols for delivering communications according to the communications planDetermine execution responsibilities with key client resourcesFacilitate execution of communications deliverables across key milestones2 in – roles, responsibilities, processes, resources, networks!!Why is it important to enable this infrastructure?Expedite communications deliverable creation and approvalSupport accurate execution and client ownership
36Example: There is a process for creation and approval of various types of communication We developed a RACI chart with the client and the PMO to ensure everyone understood their communication role
39Develop a Communications Plan What is a communications plan?A “to do” list of communications activities and events created to bring the communications strategy to life, by enabling and fostering changeA comprehensive matrix of tactical communicative events designed to support project objectives and also mitigate risks identified in the Organizational Risk and Readiness Assessment (ORRA)Why create a communications plan?Aligns all responsible parties over course of communications rolloutEnsures all audiences are addressed in communications effortAre the concrete actions that can be measured to determine success or areas of improvement
40How to Develop a Communications Plan Elements to include:Stakeholder group/audience for each activityKey messages intended for each stakeholder group/audienceVehicle/channel to be employedPurpose/objective of communications activityParty responsible for communications creation and deliver and event planningSender/spokesperson for each communications activityMechanisms for receiving feedbackTimeframe, frequency, and sequencing of communications1 min
41Implement and Execute Communications Plan Execute against the plan as you would any other project plan!Develop tactical communications deliverables (e.g., announcements, newsletters, e-updates, events, etc.)Manage the approval processSolicit feedback where appropriateDevelop discrete work plans to address communications milestones and activities, related to specific issuesExamples: Road Shows, HR Communications, including changes in leadership, changes to workforce (e.g., layoffs), changes to compensationKnow your budget before you plan!
42Videos, Webcasts, Blogs and Wikis are the latest in execution – communicators as multimedia producers
43Measuring and monitoring MeasureMeasuring and monitoring
44Monitor & Measure“Not every thing that counts can be counted, and not everything that can be counted counts.”- Sign hanging in Albert Einstein’s office at PrincetonWhat does monitoring and measuring mean in terms of communications?Continuous assessment of communications activities to incorporate feedback receivedMeasure overall effectiveness of communications strategyWhy monitor and measure?To understand if messages delivered are understood by audiences and if communications activities are engaging audiences, as intendedTo continuously improve and adjust strategy and plan, as needed3 min: Measuring communications effectiveness is the “holy grail” in the comms world; many ways to measure – I recommend always look to measure how well communication changed behaviors! If you get this down, it will build credibility with executives – you are speaking their language of numbers.QuantitativePre- and post-communications surveys via paper, web, or phoneTraining evaluation surveysNewsletter readership surveysCommunications environment questions within Organizational Risk and Readiness Assessment surveysTracking web hits and material downloadsMeasuring theme messages, content messages and vehicle usageQualitativeInformal anecdotal feedbackQuestions/feedback received via Q&A lines and boxesAudience interviews/focus groups
45Measuring and Monitoring Measuring communication without a strategic communication plan in place is worse than useless. Deciding to draw up this plan is your first move.Ways to measure:How much coverage did you receive?What was the tone of that coverage?Were your spokespeople quoted?Did visitors to your site hit specific landing pages?How long were visitors on your site?Which media outlets was the coverage in?How many s/calls did you receive on the topic?
46Communications Dashboard Dates:6/21/08 – 7/11/08Total communications to each audienceFrequency of each type of mediaNext Week(Open detailed communications plan) – also discuss new communications tracker from Wayne MassePlanned CommunicationsDatePS Briefing: Emerging Markets7/14/08M-Level Briefing7/15/08PS Briefing: Solutions7/16/08Global Ops Briefing7/17/08PS MD Call
47Use Google Analytics where possible The data shows steadily increasing Deltek page views, with a high of 442 on 5/6/08. One driver for the dramatic increase is an sent to all of MC announcing answers to questions from recent Deltek MC briefing.Two of the top 5 most popular Deltek pages are the “question” pages, where employees can post questions to be answered by the Deltek team.
49Additional ResourcesCorporate Conversations: A Guide to Crafting Effective and Appropriate Internal Communications – Shel Holtz, AMACOM, 2003The Heart of Change: Real-Life Stories of How People Change Their Organizations – John P. Kotter and Dan S. Cohen, Harvard Business School Press, 2002The Leadership Solution: Say It, Do It – Jim Shaffer, McGraw-Hill Trade, 2000Communicating Change: Ideas from Contemporary Research (IABC Research Foundation) – Nancy Welch and Mark Goldstein, Irish Amer Book Co, 1998Communicating for Change: Connecting the Workplace with Marketplace – Roger D’Aprix, Jossey-Bass Inc., 1996Leading Change: Chapter 6, Communicating the Change Vision – John P. Kotter, Harvard Business School Press, (pp )Communicating Organizational Change: A Management Perspective (Suny Series in International Management) – Donald Peter Cushman and Sarah Sanderson King, State University of New York Press, 1995Communicating Change: Winning Employee Support for New Business Goals – T. J. Larkin and Sandar Larkin, McGraw- Hill, 1994“Drucker on Communication” – Constantine Von Hoffman, Harvard Business Review“Barriers and Gateways to Communication” – Carl R. Rogers and F.J. Roethlisberger, Harvard Business Review, v 69, no. 6, Nov-Dec 1991 (pp 12-18)Control Through Communication: The Rise of System in American Management – J. Yates, John Hopkins University Press, 1989“Change Management: Communication's Pivotal Role” – A Research Report by the Conference Board: Kathyrn Troy“Reaching and Changing Frontline Employees” – TJ Larkin and Sandar Larkin, Harvard Business Review“Managing Your Virtual Company: Create a Communication Plan” – Melissa Raffoni, Harvard Business Review
50New Media Overview Blogs RSS Feeds Wikis Podcasts V-casts Webinars With the advent of the Internet and new tools that make informal communication on a large scale possible, new media is something that every communicator must understand, know and plan for in their strategies. Some of these new tools which tie consumers to other consumers, employees and companies are:Blogs are short for weblogs. The are essentially online journals that are written informally and can cover a wide range of topics.RSS stands for Really Simple Syndication. RSS is a tool that takes headlines and publishes them to a person’s inbox and/or page of choice. It tells the person what new item/article has been published on a website, blog, wiki, etc. It was created to help people reading too many blogs organize their information.A website that can be edited by anyone. No knowledge of html or any other web script necessary. Very similar to a blog, except a blog is written by 1 or a few people and then the audience responds; it’s sequential. A wiki is a community blog/website where anyone can add content on anything and is not sequential.Audio files that are saved to a digital file and can be played by any media player.Video files that are saved to a digital file and can be played by media players with video capability (most computers and the new video iPods)Conference calls and presentations that are done over the web allowing audiences in multiple locations to be present for the live presentation.Websites, games, etc that bring people together and create social familiarities from casual acquaintances and hobbyists to business and friendly relationships all the way to familial bonds.BlogsRSS FeedsWikisPodcastsV-castsWebinarsSocialNetworking
51New Media Communications Audit Communications MethodsFrequencyAdvantagesDrawbacksOpportunitiesBlogsBlogs are short for weblogs. The are essentially online journals that are written informally and can cover a wide range of topics.Update at least weeklyShort communications ( words)Potential reach of millions of people yet targeted focus easy to achieveTrends show reading & blogging on the risePublic trusts and reads logsInexpensiveEasy to start and continueFind out exactly what the public and your employees think – open communicationIf done correctly builds trust with potential customers/clients increasing brand valueMust be updated frequentlyTo be successful control of messaging/replies must be relinquishedIf done improperly it can hurt more than helpWriters must be trusted sources of information which may limit who can blog due to the time constraintsA lot of ‘noise’ and it can be difficult to wade through or find a certain blog/informationCan be used in everything from new product launches to disseminating HR informationCreate a blog for your employees from the CEO or other leadershipCreate an internal company blog for each division to discuss ideas and share informationCreate a HR blog to talk about updates to benefits, changes the company is going through, etcHave employees or key leadership create an external blog talking about the company and it’s new directivesRSSRSS stands for Really Simple Syndication. RSS is a tool that takes headlines and publishes them to a person’s inbox and/or page of choice. It tells the person what new item/article has been published on a website, blog, wiki, etc. It was created to help people reading too many blogs organize their information.DailyIs a pull method vs push method of communication (Correct target audience is reached)Simple to implementNo “updating” necessary on the client/blogger side – this is an automated toolHelps increase search ranking ratingsTrackable via pingingKnow exactly who your target audience is and how often they comeHave confidence that your audience knows you have updated content on your blog/website/wikiNeeds to be tied to a website, blog or wikiThe website blog or wiki needs to be updated often to have the benefits of RSS occurNeed to install an RSS reader on the computerAttach an RSS to a departmental blog so everyone knows when new content is posted (can then review and reply)Attach an RSS to your HR blog so employees know when new information is addedHave an RSS attached to key leadership blogs so stakeholders can be apprised of new information and feel a part of the company
52New Media Communications Audit Communications MethodsFrequencyAdvantagesDrawbacksOpportunitiesWikisA website that can be edited by anyone. No knowledge of html or any other web script necessary.Very similar to a blog, except a blog is written by 1 or a few people and then the audience responds; it’s sequential. A wiki is a community blog/website where anyone can add content on anything and is not sequential.ContinualEasy to start and continueEasy to modify informationCommunity based forum and can gather various opinions and thoughtsLimited control over the contentUnwanted messages may get disseminatedWriting may be substandardNon trustworthy authors may post contentLegal ramifications if incorrect information is postedCreate departmental wikis to share thoughts and ideasR&D groupMarketing groupCreate a company wiki for social events, selling of items, informal communications, etc.PodcastsAudio files that are saved to a digital file and can be played by any media player.Weekly, bi-weekly or monthlyRecord your message and have it ‘playable’ at anytime in any locationReach a larger audience (availability)Very popular especially with the rise of MP3 playersInexpensive and easy to createCan be uploaded to any website and easy to downloadReach your audience with the exact message and tone you wantMust make an effort to have this be part of a continual communication strategyWeekly or monthly message from leadershipTips and tricks podcast to customers about your productStep by step instructions on how to fill out forms to baking a cakeRecording part of a presentation or conference and having it available on the company intranetVcastsVideo files that are saved to a digital file and can be played by media players with video capability (most computers and the new video iPods)At your discretionLimited tools to play itLarge filesRecord seminars and presentationsRebroadcast a show or part of a showTape a training and have it available at anytime for end users
53New Media Communications Audit Communications MethodsFrequencyAdvantagesDrawbacksOpportunitiesWebinarsConference calls and presentations that are done over the web allowing audiences in multiple locations to be present for the live presentation.At your discretionHave everyone from all locations presentKnow your message is as you want itInteraction with audienceCan’t see body languageInternet connectivity must be goodPossible time delaysPossible outage and no connectivityWeekly conference calls and project statusProject kick-off meetings with all end usersGo-live meetings with all end usersTown Halls all at onceSocial NetworkingWebsites, games, etc that bring people together and create social familiarities from casual acquaintances and hobbyists to business and friendly relationships all the way to familial bondsUnderstand what the general public thinks about you and your brandCreate close relationships to your audienceInside ‘look’ at what is being discussed in your industryMust be informal and you cannot control the messagingTalk about your brand on your pagesReview networks about your industry and search for comments posted
54New Media Measurement Financial Activity Cost per click thru Cost per saleCost per leadCost per dollar raisedRelationalSurvey customersCapture s of those who visitCount the volume of conversations, commentsand trackbacks to get an idea of scope and sizeExamine the credibility of authors and commenter'sWhat is the coverage, depth, interaction anddiscussionsNumber of links to other networks and number linking to yoursActivityServer log files for number of visitorsClick thru ratesTrending over timeTrackbacking via pingingOuttakesContent analysisMessage and themesIs your message on other peoples blogs/wikis/networksWhat is the web rank/ news rank/ and reach per million
55What will you do tomorrow? ResearchPlanExecute (and train)MeasureExcite, engage and inform audiences