Wakey wakey PR: The Convergence Train is Leaving
010 – November 2013
Three years ago, our first Bucks Uni New Secularism conference pointed to disappearing boundaries, collapsing silos and the magical emergence of a new integrated communications. Uni colleague and ex-Mediacom director, Vic Davies and I were – we admit – more than slightly tongue in cheek,
This week our third conference (http://astrophel.co.uk/uni/) will find us in the midst of positive – even profound – change.
But disappointing to say, PR firms – at least – are missing the convergence train and failing to modernise. Digital agency pioneer Gary Lockton, now ceo at http://www.grandadlondon.com/ says PR content creators should have hoovered up social media… But progress has stalled. Badly.
What to do? Here – based on three years’ development and my travels around the business – is a five-point ‘new secular’ manifesto for PR.
First, change our narrative.
My last blog – The Narrative Revenue Opportunity - identified means, motive and massive opportunity for PR teams to exploit their narrative skills. At the PR Summit Ogilvy ceo, Christopher Graves, agreed (Holmes Report: http://t.co/ripBwsfOCV). The old PR tradition emphasised marshalling facts and dispelling myths. But the new narrative builds on neuroscience and plays to emotion. It’s about creating myths (‘mythopoeia’) that sweep us along. Yet few if any grasp this opportunity. Why? The PR low-esteem mind-set – our own industry narrative – cleaves to its old tradition, according to recent research (*). It’s safer. It’s… ‘what we’ve always done’. Physician heal thyself!
Second, love those numbers.
Like it or no, big data and analytics transform the PR business. Media strategy switches from ‘how many’ to ‘how relevant’. Once we lobbed up as many media placements as possible – then prayed. Now it’s about manipulation from A-F via B, C etc. Or, in the jargon, ‘longitudinal contact strategy’. Small wonder recent PRCA Conference speakers on The Future of the PR Agency, called for consultancies to hire data analysts as part of a move to IMC. But, in too many PR firms, try talking stats and they’ll come over all squeamish. Mention a regression and they’ll start looking for your little green friends.
Third, grasp the secular – multiple skills, multiple revenues.
Pitch a story. Buy the space. Manipulate a social exchange. Fee, commission and bonus. But all three? In the old world, ethics – our narrative identity – and complexity came crashing in. In the new – perhaps Kotler’s (1997) fabled future ‘customering’ department – it’s all one. A process of managing interactions. For progressive PR firms, this new is (or should be) palpitatingly, excitingly ambivalent.
Fourth, stay the course with authenticity.
Lovely word (though resonant of ‘austerity for some tastes!). Authenticity is for the long-term. It requires strategic commitment that (as upcoming research in which I’ve partnered will show) is the critical determinant of PR results. But for now poor old authenticity is just a word. Put a PR team under pressure? That knee-jerk old tradition takes them back to manipulating today’s perceptions and messages. At all costs, kick that wretched old can down that pot-holed road. Phew!
Fifth, embrace the world beyond traditional media.
Call it customer service, direct communication or collaboration. As you choose. The digital transformation has personalised our world at every level (**). It offers, according to Larry Weber (http://tiny.cc/921o6w) a ‘budding business renaissance’ (http://tiny.cc/e4zo6w). Yet, sadly, all too often that seems to mean little more than agencies cannibalising client budgets to handle the loading of mass production tweets… (Preferred pasting up cuttings myself!).
OK Larry is right. OK these five changes are ‘unanticipated and unavoidable structural adjustments’. OK, and absolutely, they may cause ‘profound discomfort’.
But they are the future. They are now. No tongue. No cheek!
(*) Zertess, A. and Duhring, L. (2012), Between Convergence and Power Struggles, Public Relations Journal, Vol 6. No.5.
(**) Diehl, S. and Karmasin, M (eds, 2013), Media and Convergence Management,, Berlin: Springer Verlag.