What is planning in the era of instant communications? All books business planning available today, they relate to marketing, communication or manufacturing processes, have all been scritti in un'epoca quando i media sociali e i modelli di comunicazione digitale erano agli albori (e solo nei casi dei testi più recenti). David Meerman Scott nel suo ultimo libro “ Real-Time Marketing & PR ” si pone proprio questo interrogativo: come le aziende stanno affrontando la comunicazione istantanea e le sue innumerevoli forme? Come cambiano il marketing e le PR quando vogliono puntare a rilevare instantaneamente e rispondere istantaneamente alle sollecitazioni che arrivano dal mondo connesso?
“ Real-time rigurda le notizie che irrompono nel giro di minuti, non di giorni. Significa che le idee si infiltrano e si diffondono viralmente in maniera imprevedibile in un pubblico overall. It happens when companies develop (or revise) their products and services instantly, based on feedback from clients or events that happen in the market. It happens when a company sees an opportunity and seize it for the first acts, "writes Scott. Beyond a certain emphasis typical of the character, the question is central. A few months ago to a master for professionals asked (the book was not released yet) which means press offices where they worked they used to follow the buzz on the net. In general silence only a few responded that their company received by Digital Hill & Knowlton PR in a monthly report on the news and comments in the network. I say, monthly! Flows tweets occur within minutes, a few hours a Facebook page receives thousands of likes or accessions, but a communications company sells to corporate customers (expensive, I imagine) a report on the buzz of the Internet on a monthly basis. It would be like now subscribe to a newspaper every day to receive copies of 2009.
Along the lines of his best seller " The New Rules of Marketing and PR ", David Meerman Scott points out that if the ideas and knowledge of products and services no longer have to go only for the media to be known then it will be the size of the company and its advertising budget to win but rather the speed and agility in communicating but also (I add) the creativity to produce content capable of getting into streams of digital communication.
Too many companies operate on the basis of past experience or on the basis of future planning, a few players in this and react immediately to stimuli of this, says Scott who did a little experiment: the first 500 companies on the list of Fortune's left the following question:
" Over the past year or two of your facilities or your marketing and communication processes have been changed as a function of the digital age of real-time? "Of course, the question was a bit 'cryptic and perhaps self-promotion, but the companies that had raised the issue had no difficulty in understanding it. Of the top 100 U.S. companies responded but only 28 some three hours later and almost all within 24 hours. Scott shows that there is (it would be better to say there could be) a close relationship between the positive results of real-time enterprises and their innovative approach to marketing. This argument is weak, that could easily be disproved, but instead leaves intact the basic argument: those who understand the need to speed up the process of response to external stimuli to make instantaneous reorganized in a concrete business processes and organization . David Meerman Scott
offers a number of proposals for marketing and PR really real-time spesso frutto dell'analisi delle imprese che si sono inoltrate verso questo modello. È difficile dire quali tra queste proposte potrebbero essere traslate nel contesto italiano, in una fase in cui tante imprese sono intimorite dalla velocità del cambiamento e più che usare il digitale per inseguirlo provano a difendersene, con effetti talvolta meno inefficaci che ridicoli.
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