I believe corporate messaging is just an extension of advertising and vise versa.
When it comes down to it, it’s all just branding and this is why marketing departments and corporate communicators need to work more closely together. Branding is branding and consistency will help reinforce your image to your audience.
That said, I think messaging can also be very dangerous if not used properly. Overexposure can have the same effect as ‘Chinese water torture’.
Also, because corporate branding is being used in an ever-growing variety of media, it’s extremely important that corporate communicators and marketing specialists have processes and a way of managing the message.
Most of the talk around media analysis usually focuses on measurement and not so much on analysis—two terms that can intersect but often go in different directions.
Measurement is usually about providing some sort of scorecard-based result surrounding a proactive media relations activity about your own organization or that of your client—usually highlighting the successes, and often hiding the failures. If you’re benchmarking these results properly against future campaigns it can provide for the makings of a decent measurement program (aside from hiding the failures part).
However, an ongoing analysis program provides intelligence about your organization, competitors, stakeholders, industry analysts and key issues for both proactive and reactive media relations campaigns—knowledge that can help drive strategic communications and organizational planning. Most measurement programs can’t or won’t deliver this type of information.
Case in point, last year in Canada, CPRS introduced a new measurement standard called Media Relations Points (MRP) which provides a score out of 100. From most accounts, PR agencies are adopting this model in droves as a way to demonstrate the success of proactive media relations campaigns. One of the key metrics involves inputting the budget of the campaign—which, from an agency perspective, is easy enough and provides proper benchmarking from campaign to campaign. However, it doesn’t provide the ability to conduct proper benchmarking from a competitive analysis standpoint, for example between Yahoo and Google, since you don’t have the competitive budget data. If you work for Yahoo and consistently score an MRP score of between 75-80 it may look promising. But what you don’t know is Google is scoring 90-95.
This is where an analysis program can kick in. Expanding the reach of your daily media monitoring to include news about not just your organization, but that of your competitors, stakeholders and key issues—will provide a full competitive and issues based analysis that can help compare apples to apples, and provide you with the knowledge and intelligence that’s buried within the news.
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