There probably isn’t a week that goes by when you don’t come across – on television or radio, in print, online or via social media – a research survey on a consumer or business topic. What factors lead a survey to pique the interest of reporters, analysts and social media influencers? Why do some surveys resonate with everyday consumers or workers, while others flounder and quickly fade into obscurity?

Surveys are conducted not just to generate external attention, but also to guide internal decision-making. To ensure your research survey is constructed, managed and communicated most effectively, below are 9 strategies to consider.

Ensure survey is not duplicative

Surveys are an effective tool to gain market intelligence and generate attention from key press outlets and influencers. As such, it is very likely that competitors and others in your space have conducted research that touches on similar themes. If you are building a survey designed for external consumption, scan competitor news sections to see surveys they have released, and conduct more expansive searches on anything that might resemble your survey.

If others have touched on your survey theme, it doesn’t mean you need to avoid it. Instead, develop angles not previously covered and, most importantly, understand when competitors put out annual surveys so you are not conflicting with that timing. If two surveys come out that are similar in theme but have different results, reporters will question the viability of both and may choose to avoid covering the data altogether.

Aim for contrarian results

Surveys that tend to be widely reported and viral are ones where the results buck conventional wisdom. The satirical publication The Onion once ran the headline, “Poll finds majority of Americans have never met William Dafoe.” The faux poll headline pokes fun at real surveys that come up with unsurprising results. And while this is headline news for The Onion, predictable survey outcomes are a death knell for generating survey coverage.

Generate questions that you believe might lead to unexpected answers, because results that counter expectations will prove most interesting to the market because you are telling them something they don’t know, not simply reinforcing their previously held assumptions.

Ensure data will have external and internal value

From time to time, I’m brought into a survey process near completion, and find that many of the questions have been designed for the company to gain useful intelligence for internal purposes. This could be research for a pending product launch or a company pushing into a new market. Often, the questions are suitable for internal intelligence, but rather useless for externalizing the data. This is due to the fact that the questions don’t follow a cohesive theme and are too scattered to assemble into a strong media story, lack the necessary filtering to break up results in a meaningful way, or lead to answers that are just plain boring. This is a wasted opportunity; research surveys are not cheap, and that means you want to squeeze every possible ounce of internal and external value out of it. You can’t go back and add something after the survey is complete, so take the time to think about questions and answers that can serve multiple objectives from day one.

Use surveys to support product/service launches

Contrarian and compelling results are great, but if they undermine business objectives the survey is rendered useless. For example, let’s say your company is in the process of developing or launching a new Cloud-based mobile videoconferencing solution for small businesses and want to conduct a survey showing that the small business market is demanding this type of product. Be sure to have enough knowledge of the market to surmise whether it is ready for the solution, because if survey results come back and are underwhelming, you will likely not want to externalize that data.

A better way to approach this scenario is to flip the questions and focus on what this market is looking for in a mobile videoconferencing solution from a price, features, and functionality perspective. This strategy not only generates less threatening results, but also provides valuable intelligence to ensure your product matches what the market is looking for.

For survey questions, KISS (Keep it simple, stupid)

A key objective of a survey is to generate deep, meaningful results. That said, the more complex the Q&A, the more difficult it can be to communicate survey results to the media. For example, let’s say you ask the following question: “One-third of executives who have been in their position more than five years have strong compliance measures in place.” These results are a tough sell because they introduce multiple data points and filtering into a single response, and it is unclear if this filtering even has any added significance. Develop questions that will generate clean, easy to consume data points that a reporter, analyst, business decision maker or the lay consumer can relate to.

Make data more ‘consumable’ with infographics

While there will always be an audience receptive to deep, granular survey data, most individuals do not have the time or wherewithal to sift through pages of text and numbers – no matter how compelling the results are. Instead, marketers are seeing better traction when the data is presented through engaging, visual infographics. Images and videos are used ‘tell a story’ through the data that can be consumed quickly and easily. Infographics also allow organizations to imprint their brand look and feel with the data, and direct audiences visually to data points that you feel are most significant or beneficial to broader story.

Go one step further with ‘snackable’ graphics

In the era of social media, even some larger visuals are not optimal for the condensed content formats of Twitter, Facebook, LinkedIn and Vine. To ensure that survey data can be easily communicated via social channels, create ‘snackable’ or ‘bite-sized’ graphics that are scaled down to a more shareable format. These graphics are sized to remove the extra step for consumers of the graphic to have to click on a lick or navigate to the full-sized graphic.

Use survey results to anchor thought leadership

Sure, many organizations conducting a survey might build a white paper or report around the date and put out a press release, but this leaves several other opportunities on the table. Don’t be the organization that spends $50,000 on a survey, has the results come in, and only then asks what they are going to do with the data.

If the results tell a strong story, extend the life of the results by building content around the data, such as byline articles that can be placed in target publications, webinars, conference speaker entries, and slideshare.

Create a home for your survey

Depending on budget and ultimate objectives, there is value in creating a digital home for your survey to live at for an indefinite period of time. If the survey is unique enough in nature, it is not uncommon for the data to be cited by press, analysts, and even other companies for weeks and months after the survey is released. If organic search leads individuals to a landing page that is dynamically updated with complementary and current information – rather than routing searchers to a dated, static press release – the benefits of the survey can have a long shelf life.

This digital home can include other types of content referenced in this column, such as infographics, white papers, byline articles and videos that support the data or relate to it.

– See more at: http://www.agencypost.com/9-pr-and-digital-marketing-strategies-to-promote-a-marketing-survey/#sthash.E4HMxGxi.dpuf

CMOs are in a race to transform their sales and marketing organizations to meet the 24X7 buying cycle of the modern consumer. To be successful they must overcome the challenges of and embrace the opportunity available to them in today’s increasingly digital communications environment. The key to successful transformation – enabling an enterprise-wide integrated marketing automation program fueled by a great content marketing strategy – begins with these three critical steps:

1. Break down the silos within and between sales and marketing teams and invest in a cross-organizational, systems-based marketing approach to reduce the inefficiency of working independently and relying on competing databases and having to produce unique content for each. The systems-based approach employs a single customer database to more effectively communicate with their customers in a consistent way using a common pool of shared content, assets and information.

2. Building stronger content marketing competencies is key for any brand owner to meeting the 24X7 buying cycle of the modern consumer. While it’s about contextually relevant brand story telling that both inspires and informs your audience – there must be a business reason for it…and must be integrated with the rest of your plan with a clear call to action and path to conversion. And above and beyond everything else – it must be shareable.

3. One of my favorite sayings is “without a map, any road will take you there” and that is why a well-designed and properly executed 12-18 month plan against which you can employ data analytics to measure and course correct, is critical to the success of any marketing automation program.

With CMO technology budgets set to exceed those of the CIO by 2017, the stage is set for software giants to offer even more innovative marketing automation tools that will no doubt be more effective and easy to implement over time – but until then marketers must continue to be digital evangelists in order for their organizations to adapt and ultimately transform to a well-oiled content marketing machine that can keep pace with today’s consumer.

At Bluetext, getting the messaging right before we execute any campaign or strategic endeavor is critical. We had a great meeting this week with a prospective client to discuss our approach to messaging in advance of a large rebranding effort. They have spent a lot of time inside their own walls discussing the right words to describe the business. We compiled some thoughts on the inputs required to develop an effective messaging platform. Here are six areas to think about for developing a corporate messaging platform. I am sure that others have many more to add. Would love other thoughts you have that may be missing here?

• Get the inside perspective. Talk to executives, customer facing staff, and other staff who can provide valuable insight into product, solution or strategy.
• Get the outside perspective. Talk to partners, customers, and prospective buyers to understand their needs and preferences.
• Make sure your messaging is a direct response to a clear and measurable market challenge. Use your research to ensure there is a clear and measurable market challenge; make sure that your messaging can address the “so what” factor.
• Conduct an analysis of how your competitors are messaging to identify opportunities to drive differentiation.
• Ensure your messaging speaks commandingly not only about who you are and why people should care, but also provides a market perspective to drive thought leadership; customers like working with thought leaders.
• Don’t forget to perform an SEO analysis to ensure word choice and structure align with the words the market is searching for.

Contact me at michael@bluetext.com to discuss your messaging challenges.

2013 was the year where CMOs could test drive new campaigns, collaborating with their CIOs to leverage technology and provide better measurement and metrics for these new approaches. In 2014, CMOs will no longer be able to kick the tires and take their campaigns out for a spin. Results need to be proven. Every click will be analyzed, and every dollar will be scrutinized.

Ok, time for a little context. People throw around the CMO word very liberally. Many of our clients are not marketers at the c-suite level – often they are directors of field or industry marketing. While they are supposed to use Eloqua or Marketo or LeadLander or any variety of engagement tools, the further they sit from the corporate marketing function or headquarters the less their campaigns seem to get measured. It is easy to do a webinar or event, report back to corporate that the campaign generated 200 “leads,” and then move onto the next campaign.

For years we have talked about the fact that, because of the nature of most campaigns living in a digital world, any activity is easy to measure, evaluate, and evolve. Unfortunately many clients don’t take that to heart. They work hard to launch a campaign, turning to Bluetext for great creative and execution as well as new ideas, but then they move onto the next one before it is fine tuned. In 2013, we had a number of clients who launched campaigns, looked hard at the metrics, and despite huge kudos from their corporate offices, decided not to just sit back and relax. Instead, they are devoting new resources to evolve the campaigns to address changing market conditions and feedback. On our end, we are ensuring that clients are giving the proper financial and time resources to drive traffic and leads for their campaigns so there is no question about their effectiveness and impact.

I think this is a trend that will continue in 2014. CMOs and, more importantly, field and industry marketing leaders will take the time to analyze and measure their campaigns leveraging new technology. And they will course correct as needed.

Before shaking your head and wondering if this is a blog post that you read 12 or 24 months ago, take a step back and think about how much time and effort you are really putting into measuring your campaigns. Many of the people we work with would be hard pressed to look in the mirror and say that they are leveraging metrics to truly validate their campaigns and spend. Our goal in 2014 is to change that for our clients.

From the second we wake up until the moment we fall asleep – our time and attention is dispersed across multiple screens, devices and media channels – this mass audience attention deficit disorder is further exacerbated by the fact that our primary screen of interest seems to change by the minute.

Lee Rainie of the Pew Internet and American Life Project summed up this phenomenon best, calling it “a constant state of partial attention”.  So for marketers – this begs the question: How are you going to get my attention – and more importantly – get me to take action?

Roy H. Williams, author and lifelong student of humanity, wrote in his “Wizard of Ads” Trilogy that marketers typically assume that their audience is seeing and hearing their ads – yet rarely is this the truth. In reality the sheer volume of advertising that gushes toward the mind is like a fire hose aimed at a teacup – there simply too much coming at us to contain. Most of the information aimed at our brains is deflected, spilled or lost. And at the end of the day, precious little is actually retained.

As technology continues to drive how we communicate – it is also forcing marketers to innovate and embrace the powerful role that technology can play in driving demand above the funnel through brand engagement – or get crushed by their peers who have already adapted their strategies to stay one step ahead of an audience dispersed across an increasingly digital media landscape.

Roy Williams quipped that your audience will only ultimately recall an experience it was actively engaged in. So for your marketing to be truly effective, the audience must be a participant in it. The one tool Roy didn’t have access to when he wrote those words was digital marketing – for now anyway, and with the right agency partner – the easy button for today’s marketer to catch and actively engage his or her audience as they move ever so swiftly through their multi-screen lives.

We love pushing the envelope with our clients who understand the only way to stay visible – and relevant – is to continue to engage their audience in bold and innovative ways that gets them to stop and pay attention to their message. I have embedded a few examples of that which I am hopeful will get you to do the same.

How do you provide effective communications support to a high-ranking individual whose behavior is out of control? Not easily, Bluetext Partner and crisis communications expert Don Goldberg tells CNN. Asked to compare Toronto Mayor Rob Ford’s situation to President Clinton’s during the impeachment scandal, Don says that there’s a pretty big difference, and it has to do with not knowing what’s coming next. Watch the video to hear Don’s perspective on the ongoing crisis in Toronto.

Noise. This is a word that in some ways lies at the very core of what PR professionals must deal with every day. Often, our time is spent trying to create noise for a product, service or company; yet as much energy is spent trying to help clients rise above noise created in the market that threatens to drown out whatever message we are trying to deliver.

Noise is relevant in other areas of communications, and in my opinion can play a hand in common yet easy to fix mistakes that PR professionals often make. Here are five ways noise is negatively impacting the effectiveness of PR efforts, and why they are easy to fix.

Eliminate Noise Pitching HARO

Help A Reporter Out (HARO) needs little explanation at this point. It can be a tool for PR professionals to find out about media opportunities they might now have otherwise uncovered. But my guess is that 95 percent of PR folks follow the exact same template: 1) spot a query that looks relevant to a client, then submit a pitch along with the hundreds of others doing the same thing. That’s fine; there is little choice in this case to pitch into the noise, understanding that most of the time you will be drowned out.

But instead of only reaching out to reporters when a query is posted, how many of you take note of the types of stories a reporter is posting on, and then use that data at a later point to pitch a related angle at a time when the reporter won’t be slammed with pitches? If a reporter HARO query is about, for example, predicative analytics and your client is more focused on data visualization, investigate to see how wide the reporter’s coverage extends, and if relevant, pitch an article related to your client during a time when the entire HARO world isn’t also clamoring for the reporter’s attention. Even if you aren’t 100% sure the reporter will find your pitch on target, by referencing the initial HARO query you can at least provide credible context that you pay attention to what the reporter writes on.

Eliminate Noise With Speaker Submissions

We’d like to believe that each speaker submission is given equal attention – no matter if the submission is received the day after the call for speakers is posted or on the final submission day. But of course that is often not the case; submission reviewers aren’t just going to twiddle their thumbs during the speaker entry period and then wait until after the submission close date to plow through everything. They will no doubt feel less pressured and have more time to evaluate submissions on the front end of the submission period when the volume is lighter. It would not be outrageous to speculate that 60 percent or more of submissions come in during the final few days or week of the submission process, which means that judges and organizers have less time to devote to latter entries.

Eliminate Noise At Press-Attended Events

How many times have you showed up for an event where perhaps media are sitting on a panel, leading a topic discussion, or just attending to cover the event content? And how many times do you end up in a single file line behind other PR professionals who are forced to cram several minutes of conversation topic into 30 seconds of introductory chitchat? If you have a previous relationship with the reporter great, but if not, these events are terrible places to try and make an introduction. The environment is literally noisy, there is competition for the reporter’s attention, and there is pressure to try and have a meaningful conversation while several other people are impatiently waiting for their turn.

I’m going to add a caveat to this one, because I get the appeal of showing up at events where desired press is attending. Even if you can just spend a couple minutes dropping your name so that the next time you send an email or call there will at least be some recognition, there is potential value there. As opposed to trying to establish a first connection via emails and voice mails (which the reporter can easily ignore), an in-person exchange ensures you can at least get on his/her radar. But I’ll stick to the belief that beyond a name drop, these events are not well suited to have deeper conversations about your clients or pitches.

Eliminate Noise Around Social Media Efforts

We all have at least one person or organization we follow on Twitter that basically social media vomits all over our Twitter feed. It’s absurd, and highly ineffective. Too often, PR professionals and clients equate volume to engagement. In other words, the belief that the more an organization tweets and  posts, the more engaged consumers and customers will interpret it to be. Social media noise exists when the organization uses popular channels to spew out content devoid of strategy, or content that does little to spark conversation or engagement. Yes, it is important to prevent social media profiles from going stale with outdated content, but the flipside is that too much content – particularly content that is of little value to the online community – is equally damaging.

Discussions around the current state of public relations – relative to where the industry was five years ago – inevitably boil down to the slow but steady demise of print newspapers and magazines, or that an organization absolutely must use social media, infographics, Slideshare, and so on.

I think that all kind of misses the point. Sure, maybe there aren’t as many CMOs busting into the Executive Suite brandishing a copy of The New York Times with a feature on their company with the assumption it will vault sales, or the brand, into the stratosphere.

It’s more about, ok, so I have a piece of content here that could be valuable for my company – in this case it’s a news article but it just as well could be a case study, or research paper, product launch announcement or marketing campaign – and now I have to figure out how to fully leverage it. Could the content be multi-purposed into a lead gen white paper campaign or speaker series? Can I use the content to capture new leads through a dedicated e-mail or search marketing campaign? And if I do these things, is my website optimized in a way to fully capture these leads? Finally, do I have a way to get these leads to my sales team to translate the content into new business?

Moving beyond the content, there is also a breakdown of what had been considered traditional channels to distribute content and communicate with consumers, partners, and customers. The channel is really anywhere that these target audiences reside. It might be the website for an industry publication, a webinar audience or physical Conference, but it could just as easily be Kickstarter, YouTube or Pinterest.

That, to me, is a big part of where public relations currently resides. The need for an integrated perspective that governs individual initiatives for PR, branding, digital, creative, social, advertising is key to ensuring that public relations efforts do not simply wander from one announcement to the next. This isn’t to say that today’s PR firm has to offer every single service, or that there isn’t a critical role for PR specialists to play. But it does mean that these moving parts must communicate and align with one another, and my opinion is that PR firms moving the needle today are the ones who understand how to make the pieces work together for the benefit of the client.

Company Adds Leading Industry PR Content Marketing Executive and Global Clients to Its Growing Roster

WASHINGTON June 12, 2013 “ Bluetext, one of the nation’s fastest growing digital marketing, branding, and strategic communications firms, today announced that it had acquired Lustig Communications, founded by Brian Lustig, one of Washington’s top public relations specialists. Lustig Communications’ clients joining Bluetext’s growing roster include Broadsoft, GCE, and Canvas. Brian, who is joining Bluetext’s team as Partner, brings more than 17 years experience in media relations, public affairs, content marketing, social media and digital strategies to the growing list of Bluetext clients.

Lustig Communications was founded in 2007, following Brian’s successful career at some of the largest public relations and public affairs firms. Lustig Communications focus on emerging and established technology brands and its record of success with media relations and content marketing make it a strong fit with Bluetext’s global brands. He has worked closely with Bluetext’s founding partners for more than a decade, and has supported many of Bluetext’s largest clients.

The melding of Lustig Communications with Bluetext brings an incredible mix of creative thinking and proven client results said Bluetext Partner and Co-Founder Don Goldberg. I have worked with Brian and his team for more than a dozen years; he is not only the best media relations specialist in the business, but also one of the most creative minds in Washington. The successful campaigns he has executed for his clients will be very beneficial to our current growing list of clients.

Brian’s expertise includes working with technology companies at all stages of development, and across the business-to-government, business-to-consumer, and business-to-business sectors. Brian’s work also extends beyond technology to include a diverse range of clients, including law firms, non-profits and trade associations, consumer brands, and real estate firms.

“Having worked with the Bluetext team for several years, I have been consistently impressed by the creative work and communications campaigns they have been developing for leading local, national and global brands”, said Brian. I’m thrilled that Lustig Communications is now a part of Bluetext, and believe it is a move that will greatly benefit our existing clients, and uniquely position the agency to serve additional clients going forward.”

About Bluetext

Bluetext delivers comprehensive digital marketing, branding, and strategic communications services to our clients, who range from global leaders in their industries to emerging companies at the forefront of innovation and technology. Organizations turn to Bluetext because of our reputation for developing robust and highly scalable digital platforms designed to optimize brand performance in an increasingly digital environment. Our team has delivered some of the most creative and effective campaigns for organizations looking to increase their presence and brand in this market. We have successfully positioned lesser-known organizations as thought leaders, and taken better-known organizations to a new level, differentiating and delivering a brand promise that resonates with the market. There is no one-size-fits-all approach. Our goal is to get a seat at the table with you, understand your goals, audit what you have done and what resonates with your audience, and deliver an integrated strategy that will give you a long-term platform for success.