Whether it’s a b2b, b2c, or a non-profit, each organization has its own “digital thinking.” To some degree, aligning PR and marketing is culturally driven. But PR+MKTG Camp Chicago identified cross cultural guidelines and processes that are essential to implementing a social media strategy.

Scope: First and foremost is scope. Too often, people think social media is this “BIG BEAST” they have to swallow up whole. Baby steps are needed to ensure management buy-in. All strategies need to be flexible enough to address the organization as a whole, individual brands and specific departments.

Ownership: Who owns social media – subject matter experts, designated teams, the entire organization or the public at large? No one should discount the public’s ownership stake in social media or the power of a decentralized voice. But as communications experts, PR and marketing need to own the communications process, coordinate campaigns and drive decisions.

EXAMPLE: When it comes down to specifics, one department has responsibility, but other people can contribute content. McDonald’s recently appointed Rick Wion to be its first director of it social media. Previously most of the strategy and execution of social media was conducted by its separate PR and marketing agencies. He understands that everyone has an ownership stake. McDonalds is huge, so alignment across departments is key to make sure everyone is on the same page and money is not being wasted.

Communications: Subject matter experts still need a collaboration framework. As a moderator and head of worldwide field marketing for Motorola’s Networks business Suzanne Martin said: “I have a healthy disrespect for companies without roundtable discussions. That is how you get anything done. You need to have IT at the table; you also need to have management, marketing, etc.” Through collaboration, companies can establish a common voice, create greater efficiency and identify best practices.

EXAMPLE: Experiencing some PR challenges of its own (including a widely viewed YouTube video about a mishandled guitar), Valerie Waller, who is managing director – brand communications at United Airlines and served as a moderator at PR+MKTG Camp Chicago, acknowledged the need for a comprehensive company-wide approach. Her position involves working with stakeholders within the organization to shape their social media strategy. They are working to identify their ultimate goals and divide up responsibilities to make sure everyone is covering different channels of social media.

Feedback and Response: Companies need to move faster and reach the consumer more quickly. With social media, companies can use feedback to get new ideas or correct issues in a timely matter. It makes consumers feel a company cares and may help them to forgive a company after a bad experience. Above all, companies need to get comfortable with trial and error.

EXAMPLE: Kraft’s Claire Spinti shared that social media is giving customers a bigger voice. It’s helping to get changes made and brand teams are now listening.  “Look, here’s a thread of 500 comments from consumers saying this doesn’t work.”

EXAMPLE:  PR+MKTG Camp Moderator Rene Ramos, brand manager at Miller Coors, explained how Miller Coors used social media to help consumers who asked how they could get their product. Engagement helped geo-target and to determine where to next introduce new products by using profiles to see where “friends” were located. That along with product design innovation goes a long to keep engagement fresh when you can only come out with so many flavors or beer.

By working together, PR and marketing can serve to create more efficiency between departments but across the organization.

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