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EARNED MEDIA RESURGENCE An Expert Guide to Help PR Pros Elevate Their ProfessionBY JAY BAER866.639.5087130 E Randolph St., 7th Floor, Chicago, IL 60601Copyright 2019 Cision Ltd. All Rights Reserved.Earned Media Resurgence: An Expert Guide to Help PR Pros Elevate Their Profession 02Introduction 01Change #1: COMMUNICATORS HAVE TO COLLABORATE TO THRIVE 04Change #2: USE DATA AND METRICS TO TELL A MEANINGFUL, VALUABLE STORY 06Change #3: LISTEN, LISTEN, LISTEN. THEN, TEST AND LEARN 09Change #4 BECOME A MODERN COMMUNICATOR WHO CAN DO IT ALL 11Change #5: EMBRACE A MULTIMODALITY APPROACH 13Change #6: EVERYONE, EVEN TRADITIONAL MEDIA, IS MEDIA 15Be Part of the Earned Media Resurgence 18About Jay Baer 18Table of Contents01 | Earned Media Resurgence: An Expert Guide to Help PR Pros Elevate Their ProfessionINTRODUCTIONIronicallyat the same timethe opportunity for earned media is greater than ever. Consumers are ad-weary: 38 percent of adults have ad-blocking software on their computers. Thirty years ago, the average American was targeted by 560 daily advertis-ing messages. Today, the number is more than 3,500. Consumers are tired of receiving a deluge of advertising messages, and they trust them less. Only 47 percent of people trust ads that appear alongside online search results. Unlike advertising and owned media, authentic information is at the core of earned media. It is fact-checked. It is honest. It is real and responsive.All of these factors are coming together in a compelling way, creating a unique opportunity for communicators to help businesses meet the challenging demands of a multi-audience, multi- stakeholder environment. The communications function is at the beginning of a resurgence, but the key to its comeback is a fundamental evolution from “media relations,” “PR” and even “communications” to Earned Media Management. Earned Media Management requires top-notch communicators, like you, to think and work more like a marketer with the use of technology to optimize your communications efforts. Communications has a rich and interesting history. It became established in the 1920s in the United States when private companies started employing communications professionals. Arthur W. Page was among them. He worked as a VP of Public Rela-tions for AT&T. In his role, Mr. Page insisted commu-nications proactively drive corporate policy, and his approach influenced professionals for decades. For the next 30 years, corporate communications were well-regarded. it was data-drivencommunicators were involved in research to understand what con-sumers thought and believed. it was proactivecommunicators shaped corporate policy. it was fundedthe role of the communications function was valued, and budgets reflected this. In the 1950s, advertising had a quick climb and became a major corporate force. In that same decade, it grew by 462 percent from $1.3 billion in 1950 to $6 billion in 1960.Since that time, communications have become more gut-driven, not data-driven. It has become reactive, not proactive. Today, communications is the caboose, not the corporate engine. It is also under-funded. Ninety-five percent of media budgets go to paid media. Owned media receives 4.5 percent of the budget. Earned media only receives half of one percent of the overall budget. Earned Media Resurgence: An Expert Guide to Help PR Pros Elevate Their Profession 01Earned Media Resurgence: An Expert Guide to Help PR Pros Elevate Their Profession 02We created this guide to help you see how your peers are evolving the profession. We spoke with communica-tions veteransprofessionals with 2030+ years of experienceto understand how theyre demonstrating the value of earned media at their organizations. Through these interviews, weve identified six changes communicators must adopt to elevate the PR profession. The veteran professionals featured in this book come from different industries and backgrounds. Let us introduce them to you: MOYRA KNIGHTVice President, Corporate Communications, Astellas President, Astellas Global Health FoundationMoyra Knight is vice president of corporate communications for Astellas in the Americas and president of the Astellas Global Health Foundation. She leads communications strategy and development for the U.S., Canada and Latin America.NIKKI WHEELERSenior Director, Media Relations, CenturyLink Nikki Wheeler is an innovative communications professional with more than 20 years of experience. As the Senior Director of Media Relations at CenturyLink, Nikki marries new strategies with proven media practices to advance brand identity, awareness and visibility. Nikki is also the author of “See. Spot. Run. A Media Relations Playbook for Getting More Coverage Faster.”JEFF KUHLMAN Chief Communications Officer, The Americas, BentleyJeff Kuhlman is chief communications officer for the Americas at Bentley. The Americas region is Bentleys largest market, accounting for almost 30 percent of the companys total sales. He leads Bentleys product, corporate and lifestyle media communications. Jeff has more than 30 years of experience in the automotive industry. Earned Media Resurgence: An Expert Guide to Help PR Pros Elevate Their Profession 03MARCY COHEN VP Digital Communications, MastercardMarcy Cohen is vice president, global digital communications at Mastercard where she is responsible for developing and implementing digital communications strate-gies to drive the companys corporate reputation. She recently launched Storylab, an in-house content studio staffed by a team of writers, filmmakers, producers and edi-tors who create digital content, partner with publishers, and highlight partnerships to communicate meaningful stories.LAUREN LAWSON-ZILAISenior Director of Public Relations and National Spokesperson, Goodwill Industries InternationalLauren is a senior communications executive at Goodwill Industries International and a social innovator. As the senior director of public relations for Goodwill, Lauren collabo-rates with more than 160 community-based organizations (Goodwill stores) and is part of the organizations growing community involvement and partnerships such as First Lady Michelle Obamas program, Goodwill for Americas Heroes and their Families. LINDA RUTHERFORD Senior Vice President, Chief Communications Officer, SouthwestLinda has been with Southwest Airlines for more than 25 years. In her role as SVP and Chief Communications Officer, she oversees and guides several functions within the organization including culture services, media relations, employee communications and engagement, charitable giving, community relations and affairs, public relations, social business, and emergency response and business continuity. ELIZABETH RECTOR Head of Brand & Reputation Intelligence, CiscoA self-proclaimed “data geek,” Elizabeth has more than 20 years of experience as a marketing communications strategist with an emphasis in digital. She oversees a communications intelligence team that is pushing the envelope when it comes to data. Her teams insights program finds and develops insights from consumer to competitive that drives decisions at Cisco. Earned Media Resurgence: An Expert Guide to Help PR Pros Elevate Their Profession 04The modern communicator cant work alone. Today, communicators must work with others to get the job done, andconverselycommunicators have become essential to other functions within an organization. Media isnt siloed. The paid, owned, earned, shared model has overlap and gray area. The value of communications is highest when this overlap is reflected in the way communicators work within their organizations. “Our company is set up with the understanding that you must collaborate to thrive, and you cant have individual pillars of expertise that dont connect with the broader company or with the group as a whole,” says Moyra Knight of Astellas. “We know what the company is going forwhether its performance, cost savings, or innovation. That gives us the opportunity to teach our team members to be communication generalistsable to counsel their colleagues and support projects collectively,” she says. Silo mentality, a behavior where departments unintentionally or intentionallydont share informa-tion and work independently of one anotheris no longer an option.“When somebody says to me, You wear two hats, I disagree. I wear one hat. Marketing and communica-tion, I believe, have the same goal,” Jeff Kuhlman of Bentley says. “I dont see a huge difference between marketing and communication. We have a message we want to get to a defined audience, and there are only a certain number of platforms to reach them.”The convergence of PR, marketing and communica-tions has been a driver in need of more collaboration. As we all know, a good communications strategy is comprehensive and integrated. It looks at the big picture. It considers elements that might be outside of a communicators functional lane. The PESO (paid, earned, shared, owned) model can and is serving as CHANGE #COMMUNICATORS HAVE TO COLLABORATE TO THRIVE1Earned Media Resurgence: An Expert Guide to Help PR Pros Elevate Their Profession 05a compass to help modern communicators integrate their plans, ideas and roles. Lauren Lawson-Zilai at Goodwill Industries Interna-tional says she and her paid and owned colleagues use the PESO model to guide their work. “Even though we have our digital and social team, and our PR team, and our marketing team, we all work together,” Lawson-Zilai says. “We all have different skill sets, and we are very much using the PESO model as our standard planning format.” When PESO isnt used to develop an initial plan, it can be a reference or guide to facilitate down-stream collaboration. “If we get a great story, were going to want to promote it. Well put paid behind that,” says Marcy Koen of Mastercard. “The paid is going towards owned content and toward earned media. We look to our marketing counterparts and the media team for best practices with paid.” It works in reverse as well. Owned and paid functions are starting to understand they are more successful with their work when the components of PESO are aligned.According to Nikki Wheeler at CenturyLink, the biggest difference she sees today is that her media team is now being approached by marketing and advertising. “They say, We want to partner with you. We want to collaborate with you. We want to be aligned,” Wheeler says. “If I understand marketing and advertisings narrative and where they are tak-ing their story, it can influence how I tell my story and where I direct people.” Another often-overlooked asset of the communi-cations function is its interactions with multiple audiences. This is part of the job. As a result, commu-nicators have a multi-stakeholder perspective. Today, our experts find themselves in positions where this expertise provides value to their organizations.“In communications, I dont think we have the luxury to sit back and wait to communicate anymore. Our role is to help the business understand the impact of change,” Linda Rutherford of Southwest Airlines says. “Were getting involved on the front end to help the organization be more thoughtful about how change comes together.”Marketing worries about customers. Operations worries about employees. At Southwest Airlines, frontline employees have their eye on the customer, too. But its communications, that works in a multi- stakeholder world, which makes them the expert on helping the business understand how different audiences may be affected by a proposed change. “Were the ones that come in and say, There are multiple audiences that could be affected, so lets think about what it means,” Linda says. How will regulators view it? How will the community perceive it? What kind of questions will the media ask? What behavior changes do we need from our employees?” CEOs understand the importance of communicators as integrators, too.According to the Arthur W. Page Societys The CEO View: Communications at the Center of the Enter-prise, CEOs see communicators as a key driver of corporate character. In their view, communicators, particularly the chief communications officer, should function as an integrator across the enterprise to define corporate character and to ensure it perme-ates the company. Earned Media Resurgence: An Expert Guide to Help PR Pros Elevate Their Profession 06A key to improved collaboration and integration is using shared data and results. This is why metrics are essential to the modern communicator.If communicators want to regain and/or maintain a strategic position at the helm of their organizations, its time to rethink how measurement is approached and move beyond metrics such as earned media clips, social shares, likes and followers. At best, those metrics tell a brand awareness story that is light on details and low on business performance. It doesnt paint a picture that demonstrates value. Its not surprising that, as a result, earned media budgets have declined. The downfall of earned media budgets is repairable if communicators take the right steps. Among B2B marketers, 70 percent would shift more of their bud-gets to earned media if it was directly attributable to financial impact and ROI.“Ive got people around me who say things like, I went into media relations because I dont want to do math.” Nikki Wheeler of CenturyLink says. “The ability to do math and understand your metrics and determine how you drive value is a position of strength. You need to stop saying I dont do math and start saying Im excited to share my results and prove the value of media relations.” This shift in thinking is critical. Doing math, understanding data, and compiling that data in a meaningful way are requirements of the job today. Its a change paid and owned have embraced, which resulted in a budget reallocation for them. In paid media, cost-per-acquisition (CPA) metrics helped businesses understand how many transac-tions were prompted from a digital ad, showing ROI. In owned media, conversion metrics demon-strate how a digital experience drives new leads or purchases. CHANGE #USE DATA AND METRICS TO TELL A MEANINGFUL, VALUABLE STORY2Earned Media Resurgence: An Expert Guide to Help PR Pros Elevate Their Profession 07At Cision, we call this True Measurement. True Measurement provides a new framework for PR and comms teams to showcase the effectiveness of their campaigns. It is predicated on the idea that mea-surement should be based on both the quality of coverage, as well as how that coverage drove specific business outcomes. To Learn More About True Measurement, Download the Whitepaper: Implementing True Measurement: An Earned Media Management Strategy, Metrics That MatterMoyra Knight insists that her team members have a measurable objective for any campaign