Points of View is our blog dedicated to exploring the critical corporate communications issues of the day through insights and videos of Fortune 500 business and communications execs, industry insiders and our team.
We’ve all been through SWOT exercises and, if you’re like me, you’ve often wondered if the process – sometimes painstaking and laborious – really yields actionable insight.
Lately I’ve had the opportunity to create and lead what I would call “Quantified SWOTS” and, perhaps not surprisingly, the quantification makes the end product more precise and actionable.
You may want to consider it.Let me explain.
Perhaps you’re considering the future of your own organization and want to do a self-assessment.Typical solution: SWOT.
But try this variation.
Work with your team and develop a master list of attributes that you believe your function has responsibility for within your company.The list, of course, includes things like leadership communications support, CSR, media outreach, employee engagement, etc.Break this down and be as specific as you like.
In my last column, we looked at seven internal changes that can help prepare your organization to become an “engaged enterprise” (def: a corporate business model that achieves an authentic, dynamic relationship between the company and its various stakeholders in which conversation and business ideas are shared up, down, and sideways).
As promised, this column focuses on the nine external moves necessary to achieve full engagement:
1. Recognize that media relationships have migrated. The communications group should have knowledge of and strong relationships with the top 10 digital influencers in each business segment of your company. The concept is not that different than the old days of media relationships, but not knowing these influencers is as wrong as not knowing your top-tier journalists.
2. Engage with customers for product innovation. Engaged enterprises regularly tap into their customers for product design and innovation. Regular use of crowdsourcing techniques makes such broad-based insight easy – and powerful. Check out Dell’s IdeaStorm for a good example. Great opportunity for communication executives to add real value across corporate functions.
Bob Feldman, Principal of PulsePoint Group, on what activities a company should undertake internally on it’s journey toward becoming an Engaged Enterprise.
Seven Characteristics of the Engaged Enterprise
Originally Published PR Week, March 12, 2010
In my last column, we explored the concept of “the engaged enterprise.” This is a corporate business model that suggests an authentic, dynamic, and deeper relationship between a company and its various stakeholders, in which conversation and business ideas are shared up, down, and sideways.
A constant value-exchange is the new norm.
Due to considerable response and curiosity on this subject, this is the first of two columns that will dig deeper into the model. In my next column, I’ll look at what you need to do in external engagement, but first, let’s look at what you need to do internally:
Strong internal collaboration. Lots of companies have implemented Microsoft SharePoint and other collaboration tools. But the issue is: how widely are these tools used? Does your department live on the site or is it the occasional repository of random documents? Collaboration and knowledge sharing exist in real time. Success depends more on culture and leadership than on technology.
The fundamental rules of effective marketing are being rewritten.The rapid evolution of social networking technologies is making it easier for customers to get more precise information.It’s making it easier for them to consult one another, and it’s fundamentally impacting the way they make purchase decisions.
Customer experiences have never been more important. Word of mouth has been put on steroids.
So what does it mean to marketers?It’s the arrival of a new era, where engagement is the new currency that drives customer loyalty. But engagement must be defined as a true exchange of value and not just the act of pushing information. Getting someone to visit your web site is not engagement. (more…)
The impact of social media on how business is run is just starting to mainstream in corporate America. I’m not talking about online promotional campaigns; I’m taking about the very heart of how business is conducted.
The consequence is a redefinition and reframing of how a company and its various stakeholders relate to one another and the impact each has on one another.
Call it “The Engaged Enterprise.” Engagement is the new currency. It suggests an authentic, dynamic, deeper relationship in which conversation and business ideas are shared up, down, and sideways.
In the Engaged Enterprise, stakeholders have deeper relationships with the company. Stakeholders actually talk to one another. Their voices are heard, respected, even acted upon in exchange for their loyalty. The result: The enterprise is smarter and more engaged with their constituents leading to better decisions and deeper, longer-lasting relationships.
The New Age of Engagement…It’s WOM on Steroids
Jeff Hunt
February 22nd, 2010
The fundamental rules of effective marketing are being rewritten. The rapid evolution of social networking technologies is making it easier for customers to get more precise information. It’s making it easier for them to consult one another, and it’s fundamentally impacting the way they make purchase decisions.
Customer experiences have never been more important. Word of mouth has been put on steroids.
So what does it mean to marketers? It’s the arrival of a new era, where engagement is the new currency that drives customer loyalty. But engagement must be defined as a true exchange of value and not just the act of pushing information. Getting someone to visit your web site is not engagement. (more…)
Tags: Add new tag, Commentary, Engaged Enterprise, Reputation
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