tendências

Pode o jornalismo sobreviver?

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new york mag

Information is a social need. Paper is an aesthetic preference. So if the news about New York magazine means that I get more of it, but digitally, I’m happy for now. I like the New York I can hold in my hands. But what really matters is the New York state of mind.

É desta forma que James Poniewozik, no artigo «Don’t Cry for New York Magazine and Journalism (Yet, Anyway)», aborda a mudança de estratégia de uma das revistas icónicas da Big Apple – New York Magazine – ao passar de semanal a quinzenal, um sinal dos tempos e do contexto económico. O maior espanto é que a notícia é boa, isto porque, ao contrário do que se passa por cá, este órgão de comunicação social não prevê despedimentos:

New York is not laying off staff; in fact, it will be hiring staff for the magazine’s already busy website. It will plow the savings from printing less often into digital publishing. As a magazine–a physical thing–New York may be cutting back. As a news organization, it is–for now at least–growing. Palpable? Maybe not. But at least potentially thrilling.

A forma como os outros veem o «eu»

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janela

Dorie Clark é consultora, já trabalhou com a Google, Universidade de Yale, entre outros e, recentemente, num artigo publicado na Harvard Business Review, You’re probably wrong about how others really see youalerta para a importância de conhecermos como os outros nos veem. Por isso, esta consultora sugere que cada um empreenda uma espécie de investigação que permita verificar a leitura que os outros fazem de nós.

(…) You may think you already know how others view you — as a skilled communicator, or an incisive numbers guy, or a manager who always brings out the best in her team. (…)

Yet when it comes to your personal brand — your professional reputation — it’s not about how you view yourself. What matters is how the world sees you. “If three people tell you you’re a horse, buy a saddle,” says angel investor Judy Robinett. In other words, listen to what the outside world is telling you, because they’re probably right. So how can professionals get that honest feedback, especially if you don’t have access to an executive coach?

Conduct your own “360 interviews.” This is the first step most executive coaches would take — and if you don’t have a coach, you can do it for yourself. Invite trusted colleagues, your boss, and your employees out for coffee, tell them you’re working to raise the bar professionally, and ask for their honest feedback: What do you do well? Where could you grow? What three words would they use to describe you? Their perspective is likely to be revealing.

Tudo isto vem a propósito do artigo de Joana Petiz, Empenhado ou incompetente: sabe o que pensam de si? publicado no Dinheiro Vivo e em que a jornalista escreve:

Pode convencer-se que ninguém repara na forma como finge estar ocupado quando não tem vontade de trabalhar ou acreditar que todos os olhos estão postos em si quando dá o litro para conquistar um cliente importante, mas a verdade não é bem assim. O reconhecimento resulta de um processo complexo de observação e interpretação de comportamentos que não se resumem à sua forma de trabalhar e são influenciados pela mentalidade colectiva dos que o rodeiam.

Ambos os artigos são um bom pretexto para recordar a janela de Johary, uma proposta de Joseph Luft e Harrington Ingham, que se aplica ao estudo da interação e das relações interpessoais e que permite revelar quatro variações do ego: área livre (zona que integra conhecimento do ego e dos outros); área cega (a forma como os outros nos veem); área secreta (os aspetos que o ego não mostra aos outros) e, por último, a área inconsciente, (os aspetos que nem o ego nem os outros têm conhecimento ou consciência).

Quais as «tendências» do marketing inovador?

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LUIS RASQUILHA

Luís Rasquilha, profissional de comunicação cada vez mais concentrado nos pormenores e nas tendências do consumo é o orador da 9ª edição ISVOUGA MARKETING SESSIONS, a 12 de abril, em Santa Maria da Feira para falar do futuro do marketing. Inscrições já decorrem AQUI.

cartaz 9 MKT SESSION

«Cada vez mais estamos conectados e acessíveis 24/7/365 e, por isso, nota-se a presença dos “Nómadas Urbanos”, aqueles que trabalham onde quer que estejam e não precisam mais de um escritório fixo (apenas um computador ou um telemóvel inteligente com ligações web, e-mails e internet browsers)».

«O futuro é de reinvenção permanente, de procura de confiança e de recurso a padrões de transparência e sustentabilidade efectivas. E principalmente de partilha de poder com os clientes na construção de uma solução que esteja de acordo com os seus desejos e não com as convicções da empresa. O marketing diluir-se-á na estrutura empresarial dando origem a subdivisões mais especializadas e mais interactivas. O marketing tradicional morreu e o novo marketing, mais humano e partilhado, mais matricial e interactivo, mais inovador e eficaz, mais free e mais criativo, mas também mais individualizado e tribal ganha espaço».

Diz Luís Rasquilha em TENDÊNCIAS, uma entrevista de 2010 disponível no blogue Marketing, Comunicação e Consumo.

 

O eterno problema da definição: O que são Relações Públicas?

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Michael Sebastian, no artigo On social media, practitioners finish the line, ‘PR is …’ lembra a campanha realizada pela Public Relations Society of America no ano passado para encontrar uma definição clara da atividade de Relações Públicas.

[“Public relations is a strategic communication process that builds mutually beneficial relations between organizations and their publics.” Does it explain the profession? To an extent, sure. s it clear? Depends on whom you ask—many people dismissed it as too muddled for public consumption].

[Recently, PR Newswire entered the definition fray, although its mission wasn’t as comprehensive as that of PRSA. The newswire service asked its followers on Twitter and Facebook to fill in the blank, “PR is _____.” Meryl Serouya, a marketing and communications associate at PR Newswire, said the company wanted to start a broad conversation about PR and its growing importance.
“It’s undeniable that there has been a huge transformation within the industry and PR has broken through the shackles of being just a media relations function,” she said. “At PR Newswire, we’ve seen this change firsthand. … We wanted to allow the broader community to participate in the conversation in an easy, fun way.]”

 

Ainda as competências de um profissional de RP

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Sarah Skerik aponta algumas das competências que um profissional de RP deve possuir na actualidade: para saber contar histórias é necessário conhecer e acompanhar o(s) público(s); ler dados, tabelas e resultados obriga a mobilizar competências analíticas; numa era em que a imagem, infografia e o vídeo são cruciais, para incrementar o word of mouth é urgente mobilizar conhecimentos de pensamento visual; a monitorização antes, durante e depois (social listening); a capacidade de adaptação a cenários de mudança frequente, obrigando a uma capacidade para aprender todos os dias.

Para Skerik:

The advent of social media and the ever-increasing role of digital media in our lives means there are a number of opportunities for public relations. There are new ways to find audiences, new media through which to convey messages, tons of opportunities to connect with your brand’s fans, and so on. Best of all, digital campaigns can be measured.

Isso implica articular a vertente mais tradicional «who values the ability to write, build relationships, isolate and convey key messages and build publicity strategy above all else», com o entusiasmo digital mas também ligando o tratamento de dados para medir a eficácia das acções.

Assim:

1. Storytelling (and “story selling”)

There’s a difference between writing well and telling a story, and a good story is valuable currency today. Stories are sticky, relatable, and effective; these are the reasons stories are the cornerstone of the content marketing strategies and social media programs that are becoming enmeshed within public relations. But there’s more to storytelling than good writing.

Required skills: Curation. To develop a story that will gain traction with your audience, it’s necessary to spend a little time learning about their interests; otherwise, you risk missing the mark with them. Curate content (which is a fancy way of saying “find interesting stuff and share it) and see what sort of information (and format) resonates with your audience. Observe what they’re sharing (and re-sharing) too. The intelligence you glean will be invaluable to your writing process.

2. Quantification

The ability to measure digital outcomes requires communicators to dust off their analytical skills, because “big data” is here to stay, and it is strongly informing communications. Knowing how to organize and crunch data, correlate results, and correctly interpret and apply data are core skills that enable communicators to turn the masses of data available to us into valuable business intelligence and ROI metrics.

Skills: Data analysis and advanced spreadsheet. The good news, especially if you’ve been out of school for a while, is that today’s spreadsheet programs like Excel include powerful data analysis functions that make things such as correlation and statistics work fast and easy. Developing advanced understanding of the spreadsheet programs and the data analysis toolkits they contain is an important first step.

3. Visual communications

The rise of the infographic and the emergence of platforms such as Pinterest, Tumblr and Instagram—all of which trade heavily if not exclusively in visuals—has accelerated the trend of using visuals in PR. Harnessing multimedia and video to engage and attract audiences is rapidly becoming stock in trade for PR.

Skills: Visual thinking. Basic videography, photography, and design are important, as is the ability to develop visual concepts to accompany and illustrate messages. A bonus skill is multimedia production and editing skills. Even if you have a design team at your disposal, learning how to think about messages visually is an important skill, because communications are becoming more and more about art. If you don’t have a design team on hand, learning how to develop, edit, and publish visuals for campaigns is crucial.

4. Proactive and predictive monitoring

We’re in an age of radical transparency, which is fueled in part by the lightning-fast flow of information. Instead of monitoring “downstream”—that is, looking for media pick up that has been published—PR teams are switching gears and monitoring conversations and trends to predict events and communicate proactively. In a nutshell, PR can influence outcomes, rather than simply measuring them.

Skills: Social listening. Acuity with social media monitoring and understanding of social audiences is the cornerstone of good monitoring. Learn how to use a social media dashboard to evaluate what people are discussing and identify the recurring issues in your marketplace. Get involved in social media and industry discussion groups to observe first-hand how conversations work and how ideas flow.

5. Adaptation

Content marketing, search engine optimization, video production. None of it sounds like PR—or, more specifically, PR as we’ve traditionally thought of it. The truth is many public relations job descriptions are reading more like a catalogue of communications skills. The mushrooming demands on PR departments—and subsequently, on professional communicators—is in itself an important trend.

Skill: Learning. The ability to succeed in changing times is really part of the DNA for public relations. After all, this is the department that cuts its teeth on curve balls. The only thing predictable about PR is change. Make time in your day to read, practice, and learn.

LER ARTIGO de Sarah Skerik AQUI.

Sarah Skerik is the vice president of social media at PR Newswire, which recently announced The Crowd-Sourced eBook: The Definitive Guide to Social Influencer Engagement and invites you to contribute.

RP: o dilema das competências-chave

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Segue-se uma lista das competências que um profissional de Relações Públicas deve ter e que recuperei de uma informação antiga de David Fleet [14 competências-chave]. Capacidade de escrita e as habilidades comunicacionais juntam-se à proa(c)tividade, à ética e ao estabelecimento de um bom relacionamento com os meios de comunicação social. Mas… pode-se também juntar a resiliência, um termo a ser desenvolvido em posts futuros. Para além, das funções de sempre, destacam-se ainda os «novos» atributos «criados» pela galáxia internet.

PR pros still need the basic attributes and skills that they’ve always needed.  Try launching something using social media alone and you’ll appreciate the gap that traditional media can leave if it’s lacking. So, entry-level PR professionals still need to be proficient at (among other things):

  • Writing – the cornerstone of a PR professional’s career. If you’re not confident about your writing skills, brush up. You’ll need them. Learn how to write a news release – study those produced by other organizations and practice for yourself.
  • Communications skillsI’m talking ‘small c’ communications here rather than the ‘big c.’ Learn to communicate more effectively with other people
  • Attention to detail –  … Proofread everything. Fact check everything. Hand things to your supervisor when you would be happy with them going to the client.
  • Media relations – you’ll probably be doing media relations throughout the majority of your career. You may not have had an opportunity to do it for yourself as a new graduate, but an understanding of the basics is certainly an advantage – what’s in a media list? What are the pitching best practices?
  • Proactiveness – if you don’t know an answer to a question, first try to research the answer. If you can’t find the answer, ask. Whatever you do, don’t just sit there until you approach the deadline for your work.
  • Work ethic – public relations isn’t a 9-to-5 job. It shouldn’t take over your life, but the nature of the work is that sometimes you’ll have last-minute deadlines and sometimes you’ll have to chip-in to help others. There’s nothing worse for more senior team members than watching the more junior ones walk out of the door at 5pm then having to stay there until 9pm themselves. Put in that little bit of extra effort. It won’t be every day, but people will notice

Para além do básico junta-se a necessidade de dominar outras ferramentas:

  • Blogging – you don’t necessarily need to have one (although it’s a big plus), but an understanding of the importance of blogs and an interest in their use, is essential in my view.
  • Microblogging – it’s still an emerging technology, but I would argue that an understanding of microblogging tools (the primary one currently being Twitter)  is essential for new grads.
  • Social networking tools – Facebook, MySpace LinkedIn, Plaxo and more – there’s a plethora of social networking tools out there. An understanding of the leading social networks is desirable.
  • SEO – some parts of search engine optimization are quite technical, but others are very simple and require little technical knowledge. An understanding of the basics is highly valuable. This leads to my next point…
  • Coding – basic HTML, PHP, VBScript and so on are not critical skills, but I find them useful on a daily basis.
  • RSS, RSS Readers – I consider an understanding of RSS to be central to people doing any work in social media. For one thing, RSS turns monitoring multiple searches and sites every day into a manageable task. For another, it helps when providing recommendations to clients.
  • Blogger relations – understand the nuances of blogger relations.
  • Social media ethics – everyone has their own lines when it comes to ethics. Know where yours lie and how you feel about topics like astroturfing, ghost blogging, sock puppets and other common ethical issues (I’ve given my on astroturfing and ghost blogging several times recently).

4 razões para mudar de atitude

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«Starting a small business takes a lot of hard work and talent. Keeping a small business going takes even more of the same. According to labor statistics, more than 80 percent of businesses fail within the first year – but very few reports explain why».

Katie Morrel, no artigo 4 Reasons Companies Fail , recorda o autor do livro «Your Marketing Sucks»,  Mark Stevens, para quem há 4 razões para o desaparecimento de um pequeno negócio:

Livro de Mark Stevens
Livro de Mark Stevens

 1. Lack of leadership

“Set the example yourself,” he says. “At my company, I tell my employees to give me homework. This shows them that their leader is willing to do the work to make the company exceptional, not just the job of a CEO.” Leaders also reward high performing team members, he says.

 2. Complacency

“I see companies that were doing really well before 2008 because there was simply enough business to go around,” Stevens says. “They got lazy, didn’t do marketing, and assumed it would always be that way. Then, when things got bad, they had to close up shop.” 

3. Hot and cold customer treatment

This is where small businesses have an advantage, Stevens says. “Lets say you sell someone a dish set. After they take it home, send them a card that says, ‘I hope you enjoy a million happy meals on these plates’ and I guarantee that person will come back to your store.”

 4. Conventional thinking

  “You really need to look at yourself and ask, ‘What is the wisest thing to do in my business for my team members and for my clients?’”