the business of influence Archives

20 May 2016 / 0 Comments

Q&A with CIPR Influence magazine

CIPR Influence magazine

I was interviewed by Rob Smith, Editor, Influence magazine. Published in two parts, May 2016.

What does Influence mean to the public relations business currently? Is it more important since the rise of digital or has it always been at the heart of what it is to be a public relations professional?

You have been influenced when you think in a way you wouldn’t otherwise have thought or do something you wouldn’t otherwise have done. Unfortunately, the English language also has us using the word ‘influence’ in terms of something someone might possess.

I always prefer to work with the first meaning here for two reasons: first, the changing of hearts, minds and deeds is the actual object of interest to public relations professionals (reciprocally of course, more on which later); second, we might quantify the former better than the latter, and indeed many of the better attempts to score influence as something someone might possess rely to a certain extent on that capacity being demonstrated (ie, the former again).

What does this mean to PR practice right now? Well that depends on your flavour of practice, characterised rather usefully at this juncture by Andy Green as simply old school and new school. Read more

25 February 2014 / 4 Comments

“Our goal is to become a social business but how do we get the revolution started?”

During a deep and meaningful conversation recently, my interlocutor declared:

Our goal is to become a social business but how do we get the revolution started?

This post addresses two problems integral to this statement.

A means not an end

Social business is a fairly fuzzy concept at the best of times. Some consider it synonymous with terms such as Enterprise 2.0, Agile Business, Responsive Organization, and Future Work, whereas others more deeply invested in any one may argue the differences. For the record, I describe social business by way of the following challenge:

Do you help all the individuals associated with your organization (employees, customers, partners, suppliers, shareholders, etc.) build worthwhile relationships with each other and others, coalescing by need and desire, knowledge and capability and shared values, to create shared value?

Shared values

Some pundits prefer to talk about shared purpose rather than shared values, and I think this may well be akin to Stowe Boyd differentiating between collaboration and cooperation with shared purpose relating to collaboration and shared values relating to cooperation. In his words: Read more

28 June 2011 / 0 Comments

An invitation from Global Dawn

The very nice people at Global Dawn invited me in a couple of weeks back to meet the team and speak about some of the stuff covered in The Business of Influence. They were particularly drawn to the aspects of measurement / ROI / business performance management, and the convergence of the traditional influence-related silos come to that.

I was videoed as the inaugural session of The Global Dawn Influencer Series.

Thanks to Ema Linaker for making this happen.

15 April 2011 / 1 Comment

My book, The Business of Influence, is out today

Today's the day!

It's ready for delivery in the UK today, and pre-order in other parts of the world. For those of you tweeting about availability in the US, currently listed as mid-June by some bookstores, Wiley tells me it should actually be with you mid-May. Thank you for your interest and patience.

What's it about?

The Business of Influence is a rethink.

It's about improving the capabilities of organisations to design and attend to the way in which all aspects of its operations influence stakeholders, about making sure stakeholders influence it, systematically, and about how well competitors are attempting the same. It focuses on influence as the common denominator of marketing and public relations and related activities such as customer service, sales, product development and HR, and therefore the basis for redesigning these and interconnecting them.

The book introduces the Influence Scorecard, named in homage to the dominant framework for business performance management, the Balanced Scorecard. The Influence Scorecard then is a subset or view of the Balanced Scorecard containing all the influence-related key performance indicators (KPIs) stripped of functional silo, and it may extend beyond the Balanced Scorecard should a greater operational granularity of metrics be demanded by the influence strategy.

The Influence Scorecard is a new framework for the 21st-century designed to help organisations focus on what matters rather than continue to carry the baggage and inefficiencies that come part and parcel of the typical 20th-century marketing and PR structure and approach. It's a reframing in the context of 21st-century media and disintermediation, 21st-century technology, and 21st-century articulation of and appreciation for business strategy. Read more

1 April 2011 / 1 Comment

Groupon is bad for business – no April fool

According to BusinessWeek, Groupon could be the fastest growing business of all time – going from zero to rejecting a rumoured six billion dollar offer from Google two years later on the basis it seriously undervalued the company. It's now eyeing up a twenty five billion dollar IPO. Not bad for a discount voucher business.

My sister-in-law recently bought a £300 spa package for £100 via Groupon. Haircut, massage, manicure and pedicure. She's delighted.

"Would you go back to the spa?" I ask. "Definitely" she replies. And then came the qualifier, unprompted: "When they run another Groupon deal."

In other words, the spa in question secured a transaction and eliminated themselves from building a mutually-valued relationship. My sister-in-law will now find it impossible to value the service in her mind at £300, or indeed much more than £100. And with Groupon taking 40-50% commission, it will have been a loss-making transaction at that (following standard accounting principles). Read more

16 February 2011 / 5 Comments

Meanwhile, a new approach to marketing and PR consultancy

I've teamed up with some very useful chaps to form Meanwhile. We're defining venture marketing. Before I explain that further, I'll elaborate on the main trends that make me think Meanwhile is precisely the right approach at the right time.

In short:

Previously distinct disciplines are converging
There is a renewed focus on measurement and evaluation of marketing and PR related programmes with boards demanding an unprecedented level of accountability
A new framework must emerge placing influence at the heart of business strategy.

Here's how I present the situation in my upcoming book, The Business of Influence (Wiley, April 2011): Read more

13 January 2011 / 9 Comments

Social media measurement – easy once you recognise it’s not

The CIPR's social media and measurement group is committed to providing updated guidance to members by the end of January. As the group's chair, I'd better get my skates on. Here's a quick look at the main thrust of our report.

Social media measurement, like business performance management and measurement in general, must measure what's important to your organisation. Sounds simple for a moment doesn't it, except that the view of what's important and what's trivial is pretty much muddied when it comes to marketing and PR measurement and evaluation in my experience.

Take the announcement this week from Sainsbury's, one of the UK's top supermarkets: Read more