About a year ago we started using the term “Convergent PR” to describe the blend of traditional PR techniques and the new, 2.0/social media PR techniques. I was thinking recently about what I’ve learned since then. Most significantly, it’s that PR and search can – and in most cases should – be integrated in a way that delivers impressive results – results like I’ve never seen before or even imagined possible. We’re seeing that play out for a number of clients.

I also asked some other members of our PR team what they’ve learned about the so-called “new PR.” A sampling of their answers follows, and may provide some things to consider for your own PR program.

Matt Gaffney, PR copy director: Social media/2.0 has evolved as a direct, parallel response to the way our lives and businesses have evolved
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There is no doubt that your brand is your most valuable asset. Brands build loyalty. But, if your employees can’t deliver that brand promise at each and every touch point with your customers, then your brand will begin losing value—quickly. Getting your employees on board before you role out your brand to the marketplace is essential.

Although it is essential, many marketers often skip the crucial step of internal branding. Selling your brand to your employees should come way before you try to sell your brand to your customers and/or prospects. If your employees don’t believe in what you are selling or don’t understand it, then it is likely all you will deliver to your customers are empty promises.

Your first step, after you’ve determined what your brand positioning and messaging should be, is to infuse the brand personality into all aspects of the company. Support from upper management is key.
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I’ve never been a “GE glorifier”, but I have been paying a little more attention to GE lately, as a student of business. Specifically, the strategic leadership of CEO Jeffrey Immelt. In my opinion, he's finally stepped out of the giant shadow of his predecessor and mentor, Jack Welch. Since December 2002, Immelt has sold off more than $75 billion in GE businesses such as its plastics and insurance units, and most recently, appliances (a business once synonymous with its brand name) while spending more than $50 billion on acquisitions in faster-growing sectors including wind power and aviation. Strategy in action.

Mr. Immelt has a very good sense of what he wants the GE brand to stand for going forward - innovation in emerging businesses in the 21st century (for now, that means big investments in health-care and energy.) Much of the growth in GE’s strategy will come
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We recently had a discussion with a vendor who, in the process of extolling his web analytics product, said his company’s technology went beyond clicks and conversions. That ended up being troublesome for two reasons:

First, we’d be happy with reliable information on clicks and conversions, thank you. We’re not convinced we’re getting it from some of our existing resources. So we weren’t about to let a sales guy get away with changing the subject because he didn’t want to address our concerns.

And second, he offered a solution that was even worse. His company’s megabucks solution, engagement mapping, would track the activity of individual site visitors and try to give appropriate “credit” to other media, like online ads that a visitor may have seen, instead of just the last click.

That’s trying way too hard. It’s building a technology solution to a marketing question.
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To Lead or Follow?

It’s always a tough question that requires insight and thought. Are you a trailblazer and take the risk of leading the pack or choose to follow along with the established program?

With all of the new 2.0 technologies and initiatives that are available at our fingertips, many prospective advertisers are fighting this battle. Treading on unfamiliar territory can be scary and unsettling but that shouldn’t ultimately lead to the back seat.

According to Advertising Age, General Motors, the country’s third-largest advertiser, is getting ready to shift half of its $3 billion budget into digital and one-to-one marketing within the next three years. Surely, that decision to be an industry advertising leader will help to set them apart and reach a larger audience.
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I’m back in the creative seat again. I volunteered to step in and head our creative staff after we agreed Jim Everhart, my predecessor, should spearhead our hyperintegration efforts.

I’m looking at things from a slightly different perspective now – a perspective of someone with a lead “creative” title and responsibilities. As I remove my account manager hat, something strikes me. We creative folks have more tools at our disposal – blogs, podcasts, email marketing, and the list goes on. Our primary function has always been to think of new and unique ways to tell our client’s story, demonstrate a benefit and craft compelling ways to reach out to a marketer’s various constituents – engineers, channel partners, integrators, other influencers and ultimately, end-users.

Sure, we still need to apply our traditional creative skills, but we now have these new, exciting tools at our disposal.
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For the past year, Godfrey has been educating and counseling clients about the “new wave” in public relations – Convergent PR.  If you’re not familiar with the term, here’s a brief definition: It’s a blending, or convergence, of traditional PR tactics (e.g., press releases, press kits and trade show support) with new social media PR techniques (e.g., blogs, podcasts, videocasts and social media press releases).

Some of our clients jumped on the Convergent PR bandwagon right away.  (We’re thrilled.)  Others are still trying to understand how Convergent PR works and how it can complement their “hyperintegrated” marketing communications programs.  (In this respect, we see ourselves as educators and advisors.)

Of course, Godfrey isn’t the only entity that sees a convergence of traditional (print) media and social (online) media. 
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In the lead article in the December 10 issue of B2B magazine, Kate Maddox outlined “the top 10 marketing trends for 2008, based on interviews with marketers, ad agencies, media executives, analysts and other industry experts.” Read article.

The top 10 are green marketing, globalization, the shift to online, customer in control, embracing web 2.0, improving operations, targeted and personal events, integrating media platforms, going mobile and blended search.

The marketers interviewed include top tier marketers such as Boeing, Caterpillar, FedEx, GE, Hewlett-Packard, IBM, Intel, Microsoft, Oracle, Siemens and UPS. But what about the rest of us? (Okay, we’re an agency but we came from and still serve primarily non-top-tier B-to-B marketers. You know – the real world.)

We think the top 10 list is on target.
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In the 2008 planning season, conversations abound about media plans, print advertisements, online advertisements, and a website and/or destination site(s) to support your ads. Developing a comprehensive plan that engages the target audience at the appropriate time and place and is measurable is the ultimate goal. Although this sounds simple, it is no easy task. A plan that successfully accomplishes all of these goals – and incorporates new Web 2.0 technologies and tactics – must be integrated and well planned. 

The planning begins with a media schedule that is developed through what we call a media agnostic approach. Our media agnostic approach focuses on where your audience is and not where you want them to be. After you examine all the media data and determine your media schedule for the year, you might think all the hard work is over. But really, this is only the beginning.

Now you have to develop relevant, engaging ads that will capture your
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Web 2.0 has presented us with a dazzling array of new communications tactics we can use to reach B-to-B audiences. It has also added an equally impressive assortment of measurement capabilities.

Where we once may have had a handful of print ads, direct mail pieces, brochures, and press releases in an integrated program, we might now have dozens of online ads, scores of Google Adwords, and an e-mail program to thousands of recipients, all segmented by interest.

And where we had 800 number phone calls and bounce-back cards returned, we now can count impressions, clicks, open rates, delivery rates, conversions, and search ratings.

It’s not an overstatement to say that we’re in danger of being overwhelmed by all the data. John Wanamaker’s desire to know “which half works” could seem even further away than ever.

But out of this concern comes a huge opportunity for marketing.
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