Research & Whitepapers

Generating earned media is hardly a given, and PR pros are constantly on the hook to find other ways to get fannies in the proverbial seats.

C-suite managers who go it alone are probably going against the tide—at least when it comes to appealing to millennials, who think an inability to take advice from others shows weak leadership.

For PR managers and directors who want to appeal to millennials, organization and stress management take a backseat to showing that your company takes initiative and motivates teams.

Although there has been a lot of talk about the adoption of the Barcelona Principles in the public relations community over the past few years, there has been very little detail reported about the voluntary standards that the industry is adopting to put these principles into action.

With big data comes bad data, and most tools leave it up to you the communicator to figure out what’s good data and what’s bad data.

“Where’s the vision?” It’s a key question that senior PR pros working for companies grappling with negative perception need to ask themselves.

It’s an occupational hazard for communicators: It takes years to cultivate a solid reputation, but it could vanish virtually overnight with one boneheaded move by the company. One way to mitigate that possibility may be for PR pros to rethink (and reconfigure) reputation management.

Many early adopters realize that data itself is not particularly valuable without the expertise required to interpret the information, and to identify and select from a variety of scenarios to achieve the optimal outcome.

Perception of management is usually predicated on C-level executives being able to articulate a compelling vision for their brand or organization. And on PR pros delivering that message.

As millennials occupy a larger and larger swath of the U.S. population, the one-way conversation that marketers have practiced for years is slowly but surely being eclipsed by more give-and-take between brands and consumers.