Archive for the ‘Brand and Talent (Employee Engagement)’ Category

SXSWi Session Recaps: PR Lessons, Data Tools and More

Monday, March 12th, 2012


Another full day in Austin — panels and people, as well as codification of some perspectives and new viewpoints on others.

The day began with confirmation of how critical it is for the communicator to have a seat at the table in making business decisions. I attended the “More Smart, Less Stupid” PR panel which underscored that through examples of public relations missteps and successes, including Susan G. Komen, American Airlines, Zappos, and Netflix. A key takeaway was that if you’re going to be bipartisan, decide in advance and plan out the scenarios — don’t react in-market.

I also attended two panels that approached data and the roles it can play in business in different ways. The first focused on integrating data into the narrative, exploring ways to turn statistics into thought leadership TOOLS that people can use and apply rather than just read and file. Visualizing data exposes opportunity that might otherwise be missed and brings it into the discussion in a compelling and shareable manner. The idea extends beyond simple quantitative data. Visual transformation of information can imbue it with new power and expose it to new audiences.

Another session I attended explored NEW ways that data is informing the editorial process beyond the impression and the click. The exponential increase in data availability along with new channels requires us to be smarter about what data we pay attention to and offers us the opportunity to begin to more deeply segment and categorize our audiences.

Later I attended a panel on creating “Great Events.” The speakers suggested that great events challenge and intrigue their attendees, have unexpected elements, and offer something aspirational. They also pointed out that allowing people to help shape their own experience can make an event memorable and continue the conversation long after the actual event ends.

The day came to a close with a deep dive into local marketing. The focus was both tactical and technical, offering insights into working with Google Places pages, mobile optimization, and geo-location search-term management. A key takeaway underscored the value of targeted social content, and how critical it is to ensure that your Google Places pages are correct, since many mobile apps pull business information from those pages. Keeping local sites in your reputation-management strategy is also critical given the power of online reviews.

I’ll close today’s post with some great data about the value of local marketing. I’m working on visualizing this data and will post that later this weekend!

–Google Places account for 33% of visits to local business websites.

–88% of people who search for local information on a smartphone take action within one day.

–67% of consumers would NOT purchase a product/service after reading one to three negative reviews.

Sustainability Q&A with Motorola: Emily Barton

Tuesday, September 21st, 2010

This week, Emily Barton, Motorola’s Global Manager for Strategic Environmental Programs, contributed a guest post to the MS&L Chicago blog. As a panelist at our Sustainability Leaders Roundtable next week, she shared her initial thoughts on sustainability, metrics, communication challenges, and more.

What are the best metrics for developing a sustainability plan and to measure your organization’s success?
This is a really timely question- I’ve been in the process of putting together long-term goals for 2011 and beyond, as I’m sure many sustainability managers are. Benchmarking is really important. Many companies have a long history dealing with operations metrics and resource management like water and energy, and issues like waste. Now more companies are looking outside of these typical buckets and into their supply chains at metrics applicable to product design and supplier standards and setting benchmarks. These go beyond operational goals and can be challenging to measure and even more challenging to manage. In these instances, identifying numeric targets and tying key performance indicators to where the impacts exist can be very important. Still, stakeholders and external audiences look to us for traditional metrics—so we strive to do both and try to push ourselves to measure our sustainability progress more outside the standard operational goals.

How are initiatives between sustainability departments and communications teams integrated?
It wasn’t as integrated as it is now. Today, both teams really must collaborate to get good results. For example, five years ago, our environmental report was mainly written and published by our environmental, health and safety department that managed the process. Now our communications and public affairs departments are managing the development of our corporate responsibility report, getting key inputs beyond just EHS department, and handling the process of distributing it out to the right stakeholders. It’s really important that both groups are working as a team.

Do you see any differences in sustainability planning or marketing regionally? For example, how does the Midwest differ from the East or West coast in sustainability strategies?
I see more differences between countries, since I’m the global manager… we don’t set strategies on a regional basis. However, I have noticed a difference from an internal corporate level. For example, if you have a West Coast headquarters, there may be a higher expectation from employees in a corporate campus setting that you’ll have sustainable practices in place- from the cafeteria to the containers that you source. I hear a lot in the news about Google and their sustainable food initiatives at their headquarters. This focus is more embedded in the work culture on West Coast. We definitely see the value from an HR perspective. Organizations are often approached by the HR department to have a stronger sustainability message to help bring in top talent. It’s important to tell talent that we have a strong sustainability point of view during the hiring process.

What kind of challenges do you see in communicating sustainability plans and initiatives to different audiences?
One issue that I see internally and externally is having consistent and accurate messaging. There is definitely an educational aspect here. We need to ensure that PR and communication teams understand the technical side. There may be a negative stigma attached to “eco-marketing” in some cases, so we work with our communications team to develop clear key messages upfront on a particular subject in an effort to assure the messaging is consistent so the subject matter experts don’t have to look at every piece of collateral. I always insist on keeping the message simple and stating the facts in lieu of defining our products with catchy terminology. For instance, instead of going on about how a product is green or sustainable, I like to put forth information about the attributes that will lead the customer or consumer to that conclusion. Personally, I know there is a lot of controversy around Cap-and-Trade, and topics like renewable energy certificates and carbon offsets can be confusing. We invest time with the communications team around subjects like that—it is a critical time in this market to have a strong, accurate sustainability message.

About Emily Barton, Global Manager for Strategic Environmental Programs, Motorola
Emily is responsible for Motorola’s Climate Change Strategy and other related activities. She is the President of the National Association of Environmental Health and Safety Management (NAEM) Lake Michigan Chapter and has held environmental positions at Waste Management, the State of Massachusetts, and the Federal Aviation Administration. Emily received her masters in Environmental Engineering from Northwestern University.

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