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![Real-Time:HowMarketing&PRatSpeedDrivesMeasurableSuccessDAVIDMEERMANSCOTT13
BuildaTeam
“Ourstructuresandprocessesaroundpublicrelations,marketing,andcustomerserviceevolvedasaresult
ofthereal-timedigitalera,”JoeStrupektoldme.Strupekistheassistantvicepresidentforpublicaffairsat
StateFarmInsurance.“Webuiltacross-departmentalteamtodevelopandimplementastrategy,aligned
dedicatedresourcestomonitoringandjoininginconversations,andallourcommunications—internaland
external—takereal-timedigitalintoconsideration.Butmoreimportantly,itchangedourwayofthinking.
Real-timedigitalcreatedaheightenedsenseofawarenessaroundtheinfluenceconsumershaveandhelped
usfocusonthebenefitsofcommunicatingdirectlywiththepublic,toshareideassowecanbettermeet
theirneeds.”
Coca-Colaseestheglobalcommunicationslandscapechangingdramatically.“Therehasbeenaconvergence
andblurringoflinesbetweentraditional‘communications’and‘marketing,’”saysPetroKacur,seniormanager,
marketingcommunicationsattheCoca-ColaCompany.“Thishaschangedourviewofthecommunications
functionandhowweengagewithourconsumers.Wearemovingfromamonologuetoadialogue.Inrec-
ognitionofthesegrowingtrendsandtheirimpactonourcompany’sreputation,inMarch2009weformed
anofficeofdigitalcommunicationsandsocialmedia.[Thisoffice]willhelpusbecomeevenmorecomfortable
andeffectiveinthesenewspaces.”
AtChevron,asatotherFortune100companiesincludingIntelandFordMotor,anindividualhasbeen
chargedwithleadershipinthisnewarea.JustinHiggs,mediaadvisorforpolicy,government,andpublic
affairsatChevronCorporationhasbeeninhisrolefortwoyears.](https://image.slidesharecdn.com/meermanscott-141116142340-conversion-gate01/75/Meerman-scott-13-2048.jpg)
![Real-Time:HowMarketing&PRatSpeedDrivesMeasurableSuccessDAVIDMEERMANSCOTT21
Threeresponses—fromDuPont,Sysco,andFedEx—weresomoronic
Ihadtolaugh:
DuPont:DuPontPolicyrequiresthatallsurveyrequestsbesubmittedinwritingorfaxedto
thefollowing:DuPontCompany,SurveyResponse,[address].Whenyoursurveyarrives,it
willbescreenedandroutedtothemostappropriateresourcewithinDuPontforreviewand
response;however,DuPontdoesnotcommittorespond.
(Firstofall,whatsurvey?However,Ididdowhattheyasked,sendingmyrequest
inwriting.Ihavenotreceivedaresponse.Buttobefair,DuPontsaidthatthe
companydoesnotcommittorespond.)
Sysco:YourcommenthasbeensubmittedtoourWebsiteFeedbackdepartment.
Thankyouforyourinterest.
(Huh?“WebsiteFeedbackdepartment?”Ididn’tgetaresponse.)
FedEx:AlthoughFedExpioneeredovernightpackagedelivery,Iguessthey
don’tcareaboutreal-timedeliveryonline.Nordotheyreadtheire-mailcarefully;
20daysafterIsentmyrequest,Ireceivedthis:
Thankyouforyourinquiry.Iregretweareunabletoaddressyourconcernsviathisavenue.
WeregretthatFedExdoesnothavetheresourcestorespondtostudentquestionsindividu-
ally.However,thereisawealthofinformationontheFedExwebsite.
(HeyFedEx:Studentquestions?Didyouevenbothertoreadmye-mailorcheckmy
credentials?BesuretotellyourCEO,“UPSrunsringsaroundusinrealtime.”)](https://image.slidesharecdn.com/meermanscott-141116142340-conversion-gate01/75/Meerman-scott-21-2048.jpg)
Uploaded byAmanda Snyder
Meerman scott
David Meerman Scott contacted the media relations departments of the top 100 Fortune companies to ask how their corporate communications teams and processes have changed to embrace the real-time digital era. He received responses from 28 companies. Some companies like Boeing have adapted by actively monitoring social media and responding in real-time. Others like State Farm and Coca-Cola have formed dedicated teams to develop real-time strategies. A few companies like Chevron have assigned individuals to lead their real-time efforts. However, many large companies still have not adapted to the real-time business environment.
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Meerman scott
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