Posts Tagged ‘results’


Highlights from PRSA Travel & Tourism 2010: Mike McDougall, Bausch & Lomb & Johna Burke, BurrellesLuce

Friday, July 23rd, 2010

Transcript –

JOHNA BURKE:  Hello, this is Johna Burke with BurrellesLuce, and I’m here at the PRSA Travel and Tourism Conference with Mike.

Mike, will you please introduce yourself?

MIKE McDOUGAL:  Sure. I’m Mike McDougal. I’m vice president of corporate communications and public affairs for Bausch & Lomb.

BURKE:  Great. Now, Mike, you just did a presentation about merging of traditional and social media.  Are there any lessons learned that you can share with the people here about, you know, things that you’ve learned along the way that maybe can help them avoid some of those same mistakes?

McDOUGAL:  Sure. I think there’s three things. One, you need to have a strategy. You can’t just jump in and try something from a social media sense without some strategy behind it. So even a basic strategy, get it in line. Two, it’s not either/or, it’s both. It’s have social media and traditional. Blend them to get better results, let them play off each other. And then third is have fun. You’re in this environment where, especially with social, you have a little more latitude to take yourself not so seriously. So I think those are the–probably the three things I’d come away with.

BURKE:  I think those are three great takeaways. Thanks so much. And where can people find you on the web and in social media?

McDOUGAL:  Sure. On the web it’s–my Twitter is @mikemcdoug, M-I-K-E-M-C-D-O-U-G. Or you can find me at mmcdougal@bausch.com.

BURKE:  Great. Thanks so much.

McDOUGAL:  Thanks.

Highlights from PRSA Travel & Tourism 2010: Tom Hoehn, Kodak Eastman, & Johna Burke, BurrellesLuce

Wednesday, June 9th, 2010

Transcript –

JOHNA BURKE:  Hello, this is Johna Burke with BurrellesLuce, and I’m here at the Travel and Tourism PRSA Conference with Tom.

Tom, will you please introduce yourself?

TOM HOEHN:  Sure thing, Johna.  I’m Tom Hoehn.  I’m director of interactive and web marketing at Eastman Kodak Company.

BURKE:  And, Tom, you just did a session on merging traditional and social media.  And Kodak is a very traditional company, but you all are having a lot of fun with your social media programs.  Can you just share with the group what one of your favorite campaigns was?

HOEHN:  Sure, sure.  It was–it was a great presentation.  By the way, I love this, doing this thing at PRSA.  It was fun, fun, fun.  And we do more than have fun at Kodak with social media, too.  There’s a lot of results that are being driven from this, as well.

As far as a favorite campaign, I guess I’d look at the whole body of work and say that we’ve been at this for almost four years now, starting with blogs and things like this, and we still look at blogs as the heart of our social media efforts.  Tweets, Facebook wall posts, everything else lead back to blog, where we can tell a richer and deeper story.  So in terms of campaigns, I could say that we’ve used that kind of tactic to have rich and deep content on the blogs for printer campaigns, camera campaigns both in the B-to-B world and the B-to-C world as well, to get the most out of say trade shows, all kinds of things.

BURKE:  Great.  Thank you so much.  And where can people find you on the web and in social media, Tom?

HOEHN:  www.kodak.com/go/followus***(as spoken).

BURKE:  Excellent.  Thanks so much.

HOEHN:  Thank you. 

A Public Relations Cliché I’m Really Tired Of

Wednesday, June 24th, 2009

Steve Shannon

If you are going to play business buzzword bingo at any public relations conference, the one phrase that should sit square in the middle as the free space is “seat at the table,” as in, “PR needs a seat at the table in the C-Suite (another buzzword) and/or the boardroom.”  I’ve been associated with the PR industry for 17 years now and I heard “seat at the table” at my very first PR conference, and I’m still hearing it today. No matter the topic, session, or agenda, that gem is sure to come out multiple times. How is it, in 17 years, PR is still wandering the halls, looking for the conference room with the meeting that has their “seat at the table”?

I’ll tell you why: Because the vast majority of PR professionals cannot tell you, in numbers, how their 71926867_14.jpgcommunications efforts impacted the bottom line of the organization and, if not the bottom line, how their communication efforts supported the organization’s overall business objectives, again in numbers.  In fact, other than senior communicators at any given organization, I’d wager you’d be hard-pressed to find PR pros who can rattle off their company’s business objectives, as defined by the CEO.

Why the emphasis on numbers? Simple: it is the language of the C-Suite and the Board. That’s a cliché too, but it’s the hard truth. No CEO or board member worth their salt focuses on clipbooks, story counts, impression counts, and the like. Numbers like that get a SO WHAT, as in “so what did that do for the organization’s bottom-line or business objectives?” Buzz and 50 cents get you a cup of coffee, bub.

So what’s PR to do? How does PR measure its communications efforts in a way that can show bottom-line results or business objective support? Unfortunately, there are too many organizations with differing or unique circumstances and objectives to provide a cookie-cutter approach or it would have happened already.

What I’d like to suggest (and BurrellesLuce is ready to help lead the effort) is that the various public relations organizations such as the Public Relations Society of America, the International Association of Business Communicators, the Council of PR Firms, the Institute for Public Relations, and the Society for New Communications Research, among others, come together, and lay out simple, easy-to-get-started measurement templates for the universal business objectives of the most common business or organization verticals, which do share common circumstances and objectives. 

For example, hotels all share the common business objective of getting guests to book sleeping rooms, meeting rooms, and dining or catering services. How does PR support this? How can that be measured and numerically reported in a way that shows the C-Suite how much PR drives sales of sleeping rooms, meeting rooms, and dining or catering?  With a measurement template out there for hotels, endorsed by all of the organizations above, how much do you want to bet that every hotel PR professional out there not measuring bottom-line results or business objective support would start? 

Imagine if there was a template out there for your industry? Wouldn’t you start measuring how your PR efforts deliver bottom-line results or support business objectives?