Connect with us


How to Create a Relevant Digital PR Campaign



How to Create a Relevant Digital PR Campaign

The author’s views are entirely his or her own (excluding the unlikely event of hypnosis) and may not always reflect the views of Moz.

Relevance continues to be a hot topic in search, especially since John Mueller broke the internet last year by saying that the “number of links doesn’t matter at all”, and that relevant content trumps the quantity of content.

I head up the team at JBH the Digital PR Agency, and whilst growing the team and working with a huge range of brands over the last four years, I’ve realized that we wear many, many different hats.

For some of our clients, we are their link building agency. We achieve specific links that adhere to specific criteria to support SEO objectives. For other clients, we’re there to help build their brand, create thought leaders, and develop beautiful, shareable content. For those clients, SEO is secondary.

And for other brands, we’re somewhere in the middle.


What has become overwhelmingly clear is that the relevance of the links we build sits under each of these hats, and it’s something that I’ve spent a lot of time working on at JBH, in order to improve our delivery all around.

Who cares about relevance anyway?

If you’ve ever had your content outranked by a tiny, hyper-niche site, then you’ll definitely care about relevance. Even Google prioritizes relevance when deciding where to rank pages.

The good news is that we can learn from this, and apply certain processes to our own activity. In this post, you’ll see how the team here at JBH bakes the principles of topical relevance into our content, outreach, and link building strategies.

I ran a (very scientific) poll on Twitter earlier in the year — presenting my network with four different options, and asking them to select which one they cared most about when it comes to linked coverage. And the results were super interesting

Turns out we ALL care about relevance — more than the topic being newsworthy, and interestingly, more than keywords!


It was a trick question, really, as these are the four factors that we benchmark our content and ideas against. Nonetheless, it was quite telling that keywords were (ironically) bottom of the rankings.

What does relevance really mean in the context of digital PR?

Relevance means different things to different people. So, I decided to create a framework through which to run every single idea — with the aim of ensuring said idea sits somewhere on the spectrum of relevance for our clients.

Above, you’ll see the graphic we created to check our ideas against what we believe to be the four key pillars of relevance. As long as our ideas fit into one of the quarters, and as close to the middle as possible, we know we’re on the right track.

The key pillars of the JBH Relevance Spectrum

1. Audience — would my client or brand’s audience be interested in this content?

2. Authority — is my client or brand an authority on the subject? Could they be interviewed about it?

3. Keywords — does it contain keywords that we want to rank for, and do we have a page on the site that makes sense to link to?


4. Newsworthiness — will journalists care about what we are saying? What are we adding to the conversation?

Relevant content drives links to key commercial pages

When done right, digital PR work that focuses on relevance can deliver so much more than just links — and brands are catching on to its commercial impact.

In the last 12 months, I’ve been inundated with requests from brands looking for links to their commercial pages, compared to links from larger creative content campaigns. The digital PR industry has come full circle, and we’re going back to the basics of content marketing.

But don’t get me wrong, building links to commercial content is really hard. Now, we dig deep into the business, the sector, and the website itself to understand how to develop our link acquisition strategy to get the best results for the brand. Instead of having a link-first mindset, we challenged ourselves to have a research-first mindset.

Relevance sits at the heart of this effort, and the impact of this work drives true commercial value — but how do we make this work for brands in different industries and sectors?

Step 1: We ask the right questions

From the second we sign a contract with a new brand, we’re on a journey of discovery. We need to know about the business, their goals, and what success looks like for them through the medium of digital PR. We stop being link builders and become intrinsically involved with the business we’re representing.


Step 2: We give ourselves clear boundaries before tackling ideation

Ideation can sometimes be a free-for-all, but setting boundaries around what topics and themes we can ideate around can be so helpful in guiding the way to a truly relevant idea that can be angled towards a prioritized landing page.

Step 3: We forget formats and let the idea guide us to a creative solution

Our creative solutions are always backed by data, but we let the idea guide us as to how the data will be presented. We never have a “type” of campaign in mind when we approach ideation.

Step 4: We use the relevance spectrum to stress test our ideas

Before sharing ideas with the client or brand, we’ll stress-test our ideas against the relevance spectrum to ensure we’re content that our ideas truly match the client and how they want to be presented.

Case study: How this process drove traffic and increased visibility for a private medical center in the UK

By following the framework outlined above, we were able to increase visibility for a healthcare brand in a very competitive market by over 300%. Here’s how we hit all of the key elements of the relevance spectrum, plus the impact and outcomes of following this approach:

Authority — is my client or brand an authority on the subject? Could they be interviewed about it?

We met with the founders of the facility to discuss their key campaign objectives. Much like our Twitter poll, relevance was top priority — along with showcasing the expertise of the team and their innovative approach to recovery.

We left the meeting understanding what they were willing to talk about, in addition to the topics they were not so comfortable with — helping us to keep our ideas within their boundaries.


Audience — would my client or brand’s audience be interested in this content?

We also spoke with their admissions team, who were able to tell us more about the most common or frequent questions they are asked by service users. We then used this insight to help us develop campaigns or pitch ideas that answered said queries.

In addition to this, we looked more broadly at the publications the service users and their families were likely to read, and analyzed topics that might fit those outlets.

Keywords — does it contain keywords that we want to rank for, and do we have a page on the site that makes sense to link to?

We then met with their SEO team, who were able to give us an onsite content roadmap, target keywords, and a prioritized list of landing pages mapped to those keywords, as well as a timeline for those pages to be published, so we could plan our digital PR stories in advance.

They also gave us information on the competition, including how aggressive they were being with link acquisition across the board. This helped us with benchmarking, providing us with a really solid base for our activity.

Newsworthiness — will journalists care about what we are saying? What are we adding to the conversation?

With all of this information at our disposal, we were in a great place to start thinking about campaign ideas, but we needed to absorb plenty of information about the sector first so we understood what we were dealing with.

We set up media alerts for key phrases, and brand alerts for the competition, so we could see exactly what was being published. Looking closely at the competition, we learned what was working well for them — and crucially, what wasn’t working quite so well.


We set up RSS feeds to deliver news relating to the priority keywords and read it each day, helping us become attuned to the newsworthy topics relating to addiction recovery.

From this, we watched out for which journalists were covering topically relevant stories, and added them to our prospecting list. We then set to work coming up with ideas that aligned with all of the above information.

The impact — high authority links to commercial pages

By following this approach, we found that we were able to secure highly relevant links and coverage — all while remaining in sync with the SEO team working on the site.

As the content we produced was so relevant to the brand, it made sense for the journalists to link to key service pages. This is how we achieved the following commercial gains as a result of pitching topically relevant content for the brand:

  • Traffic was up more than 200% year-on-year

  • Over half (56%) of the links built pointed to a key service page

  • Organic traffic to their commercial pages increased by 500%

  • 167% more keywords were on the first page of Google

This five-step checklist ensures relevance is prioritized in every digital PR campaign

In order to make this work cross-industry, we’ve developed a five-point checklist to ensure that relevance is prioritized at every stage. Depending on the brand and the sector, we’ll follow some or all of the points below to ensure that we’re considering the relevance of our digital PR campaign ideas above all else.

1. Research the industry in which your brand operates

  • How well-established is the industry?

  • Who are the key players you’ll be competing against?

  • How competitive are the keywords that you need to rank for the brand?

  • What PR and SEO activity are the key players doing? And how much?

2. Understand the business you’ve been tasked to build links to

  • How well-established is the brand in relation to the competition?

  • What products or services do they want to push?

  • What is working well, and what isn’t working quite so well?

  • Where are their overall marketing efforts being concentrated?

  • What markets and/or territories are important to them?

3. Understand the website you’ve been tasked to build links to

  • How well-established is the website?

  • How many links or referring domains do your commercial pages have right now?

  • How does that compare to the key players outlined above?

  • Are there any content gaps that need to be filled?

4. Analyze the competition

  • Identify competing pages and analyze how they are working well

  • What links do the competition have that you don’t?

  • How aggressive is their link acquisition?

  • What content topics are your competitors covering?

5. Keywords and landing pages

  • What are they? Do they have a corresponding landing page?

  • Does your client agree with your priorities?

  • What is the intent of the keywords?

  • How competitive are those keywords?

This framework can be followed to achieve results for brands in most sectors — but the setup is key

It is so easy to get relevance wrong in the context of digital PR. Branded campaigns aren’t needed in order to be relevant. We now need to look more closely at target audiences and produce content that appeals both to them AND the publications that they read.


By stepping away from the link-first mindset and applying some research-led common sense we can produce more relevant campaigns that achieve measurable results against SEO metrics.

Source link

Keep an eye on what we are doing
Be the first to get latest updates and exclusive content straight to your email inbox.
We promise not to spam you. You can unsubscribe at any time.
Invalid email address


The Role of Enterprise Mobility Management in Modern Businesses



The Role of Enterprise Mobility Management in Modern Businesses

In today’s fast-paced business environment, Enterprise Mobility Management (EMM) has emerged as a critical facilitator for enhancing operational efficiency and competitiveness. EMM solutions streamline workflows, ensuring that enterprises can adapt to the rapidly changing digital landscape. This blog discusses the indispensable role of EMM in modern businesses, focusing on how it revolutionizes workflows and positions businesses for success.

EMM solutions act as the backbone for securely managing mobile devices, applications, and content that facilitate remote work and on-the-go access to company resources. With a robust EMM platform, businesses can ensure data protection and compliance with regulatory requirements, even in highly dynamic environments. This not only minimizes the risk of data breaches but also reinforces the company’s reputation for reliability and security.

Seamless Integration Across Devices

In today’s digital era, seamless integration across devices is not just a luxury; it’s a necessity for maintaining operational fluency within any organization. Our EMM solutions are designed to ensure that employees have secure and efficient access to the necessary resources, irrespective of the device being used. This cross-platform compatibility significantly enhances productivity by allowing for a unified user experience that supports both the agility and dynamism required in modern business operations. Leveraging cutting-edge technology, our solutions provide a cohesive ecosystem where data flows securely and effortlessly across mobile phones, tablets, and laptops, ensuring that your workforce remains connected and productive, regardless of their physical location. The adoption of our EMM solutions speaks volumes about an organization’s commitment to fostering a technologically forward and secure working environment, echoing its dedication to innovation and excellence.

Enhanced Productivity

EMM facilitates the seamless integration of mobile devices into the corporate environment, enabling employees to access corporate resources from anywhere. This flexibility significantly enhances productivity by allowing tasks to be completed outside of traditional office settings.

Unified Endpoint Management

The incorporation of Unified Endpoint Management (UEM) within EMM solutions ensures that both mobile and fixed devices can be managed from a single console, simplifying IT operations and enhancing security.


Advanced Security Protocols

Where cyber threats loom larger than ever, our EMM solutions incorporate cutting-edge security protocols designed to shield your organization’s data from unauthorized access and breaches. By consistently updating and refining our security measures, we ensure your assets are protected by the most advanced defenses available. This commitment to security not only safeguards your information but also reinforces your company’s reputation as a secure and trustworthy enterprise.

Data Protection

EMM solutions implement robust security measures to protect sensitive corporate data across all mobile devices. This includes encryption, secure VPN connections, and the ability to remotely wipe data from lost or stolen devices, thereby mitigating potential data breaches.

Compliance Management

By enforcing security policies and ensuring compliance with regulatory standards, EMM helps businesses avoid costly fines and reputational damage associated with data breaches.

Driving Operational Efficiency

In the quest to drive operational efficiency, our solutions streamline processes, reduce redundancies, and automate routine tasks. By leveraging cutting-edge technologies, we empower businesses to optimize their workflows, resulting in significant time and cost savings. Our approach not only enhances operational agility but also positions your organization at the forefront of innovation, setting a new standard in your industry.

Automated Workflows

By automating repetitive tasks, EMM reduces manual efforts, increases accuracy, and speeds up business processes. This automation supports operational efficiency and allows employees to focus on more strategic tasks.

Real-time Communication and Collaboration

EMM enhances communication and collaboration among team members by providing tools that facilitate real-time interactions. This immediate exchange of information accelerates decision-making processes and improves project outcomes.


Testimonials from Industry Leaders

Leaders in various industries have witnessed tangible benefits from implementing EMM solutions, including increased productivity, improved security, and enhanced operational efficiency. Testimonials from these leaders underscore the transformative impact of EMM on their businesses, solidifying its vital role in modern operational strategies.

Our commitment to innovation and excellence propels us to continually refine our EMM solutions, ensuring they remain at the cutting edge of technology. This dedication not only solidifies our standing as industry leaders but also guarantees that our clients receive the most advanced and effective operational tools available, tailored specifically to meet their unique business challenges.

Looking Ahead

The evolution of EMM solutions continues at a rapid pace, with advancements in technology such as Artificial Intelligence (AI), Machine Learning (ML), and the Internet of Things (IoT) further enhancing their capabilities. These developments promise even greater efficiencies, security measures, and competitive advantages for businesses willing to invest in the future of mobility management.

Our proactive approach to integrating emerging technologies with EMM solutions positions our clients at the forefront of their industries. By leveraging our deep technical expertise and industry insights, we empower businesses to not only adapt to but also lead in an increasingly digital world, ensuring they remain competitive and resilient amidst rapid technological shifts.

In conclusion, the role of Enterprise Mobility Management in modern businesses cannot be overstated. Its ability to revolutionize workflows, enhance security, and drive operational efficiency positions it as a foundational element of digital transformation strategies. We invite businesses to explore the potential of EMM solutions and partner with us to achieve unprecedented levels of success and innovation in the digital era. Together, we can redefine the boundaries of what is possible in business operations and set new benchmarks for excellence in the industry.

Source link

Keep an eye on what we are doing
Be the first to get latest updates and exclusive content straight to your email inbox.
We promise not to spam you. You can unsubscribe at any time.
Invalid email address
Continue Reading


Lessons From Air Canada’s Chatbot Fail



Lessons From Air Canada’s Chatbot Fail

Air Canada tried to throw its chatbot under the AI bus.

It didn’t work.

A Canadian court recently ruled Air Canada must compensate a customer who bought a full-price ticket after receiving inaccurate information from the airline’s chatbot.

Air Canada had argued its chatbot made up the answer, so it shouldn’t be liable. As Pepper Brooks from the movie Dodgeball might say, “That’s a bold strategy, Cotton. Let’s see if it pays off for ’em.” 

But what does that chatbot mistake mean for you as your brands add these conversational tools to their websites? What does it mean for the future of search and the impact on you when consumers use tools like Google’s Gemini and OpenAI’s ChatGPT to research your brand?


AI disrupts Air Canada

AI seems like the only topic of conversation these days. Clients expect their agencies to use it as long as they accompany that use with a big discount on their services. “It’s so easy,” they say. “You must be so happy.”

Boards at startup companies pressure their management teams about it. “Where are we on an AI strategy,” they ask. “It’s so easy. Everybody is doing it.” Even Hollywood artists are hedging their bets by looking at the newest generative AI developments and saying, “Hmmm … Do we really want to invest more in humans?  

Let’s all take a breath. Humans are not going anywhere. Let me be super clear, “AI is NOT a strategy. It’s an innovation looking for a strategy.” Last week’s Air Canada decision may be the first real-world distinction of that.

The story starts with a man asking Air Canada’s chatbot if he could get a retroactive refund for a bereavement fare as long as he provided the proper paperwork. The chatbot encouraged him to book his flight to his grandmother’s funeral and then request a refund for the difference between the full-price and bereavement fair within 90 days. The passenger did what the chatbot suggested.


Air Canada refused to give a refund, citing its policy that explicitly states it will not provide refunds for travel after the flight is booked.

When the passenger sued, Air Canada’s refusal to pay got more interesting. It argued it should not be responsible because the chatbot was a “separate legal entity” and, therefore, Air Canada shouldn’t be responsible for its actions.

I remember a similar defense in childhood: “I’m not responsible. My friends made me do it.” To which my mom would respond, “Well, if they told you to jump off a bridge, would you?”

My favorite part of the case was when a member of the tribunal said what my mom would have said, “Air Canada does not explain why it believes …. why its webpage titled ‘bereavement travel’ was inherently more trustworthy than its chatbot.”

The BIG mistake in human thinking about AI

That is the interesting thing as you deal with this AI challenge of the moment. Companies mistake AI as a strategy to deploy rather than an innovation to a strategy that should be deployed. AI is not the answer for your content strategy. AI is simply a way to help an existing strategy be better.

Generative AI is only as good as the content — the data and the training — fed to it.  Generative AI is a fantastic recognizer of patterns and understanding of the probable next word choice. But it’s not doing any critical thinking. It cannot discern what is real and what is fiction.


Think for a moment about your website as a learning model, a brain of sorts. How well could it accurately answer questions about the current state of your company? Think about all the help documents, manuals, and educational and training content. If you put all of that — and only that — into an artificial brain, only then could you trust the answers.

Your chatbot likely would deliver some great results and some bad answers. Air Canada’s case involved a minuscule challenge. But imagine when it’s not a small mistake. And what about the impact of unintended content? Imagine if the AI tool picked up that stray folder in your customer help repository — the one with all the snarky answers and idiotic responses? Or what if it finds the archive that details everything wrong with your product or safety? AI might not know you don’t want it to use that content.

ChatGPT, Gemini, and others present brand challenges, too

Publicly available generative AI solutions may create the biggest challenges.

I tested the problematic potential. I asked ChatGPT to give me the pricing for two of the best-known CRM systems. (I’ll let you guess which two.) I asked it to compare the pricing and features of the two similar packages and tell me which one might be more appropriate.

First, it told me it couldn’t provide pricing for either of them but included the pricing page for each in a footnote. I pressed the citation and asked it to compare the two named packages. For one of them, it proceeded to give me a price 30% too high, failing to note it was now discounted. And it still couldn’t provide the price for the other, saying the company did not disclose pricing but again footnoted the pricing page where the cost is clearly shown.

In another test, I asked ChatGPT, “What’s so great about the digital asset management (DAM) solution from [name of tech company]?” I know this company doesn’t offer a DAM system, but ChatGPT didn’t.


It returned with an answer explaining this company’s DAM solution was a wonderful, single source of truth for digital assets and a great system. It didn’t tell me it paraphrased the answer from content on the company’s webpage that highlighted its ability to integrate into a third-party provider’s DAM system.

Now, these differences are small. I get it. I also should be clear that I got good answers for some of my harder questions in my brief testing. But that’s what’s so insidious. If users expected answers that were always a little wrong, they would check their veracity. But when the answers seem right and impressive, even though they are completely wrong or unintentionally accurate, users trust the whole system.

That’s the lesson from Air Canada and the subsequent challenges coming down the road.

AI is a tool, not a strategy

Remember, AI is not your content strategy. You still need to audit it. Just as you’ve done for over 20 years, you must ensure the entirety of your digital properties reflect the current values, integrity, accuracy, and trust you want to instill.

AI will not do this for you. It cannot know the value of those things unless you give it the value of those things. Think of AI as a way to innovate your human-centered content strategy. It can express your human story in different and possibly faster ways to all your stakeholders.

But only you can know if it’s your story. You have to create it, value it, and manage it, and then perhaps AI can help you tell it well. 

Like what you read here? Get yourself a subscription to daily or weekly updates.  It’s free – and you can change your preferences or unsubscribe anytime.


Cover image by Joseph Kalinowski/Content Marketing Institute

Source link

Keep an eye on what we are doing
Be the first to get latest updates and exclusive content straight to your email inbox.
We promise not to spam you. You can unsubscribe at any time.
Invalid email address
Continue Reading


Only 6% of global marketers apply customer insights to product and brand



Only 6% of global marketers apply customer insights to product and brand

While many brands talk about focusing on the customer, few do it. Less than a quarter (24%) of global brands are mapping customer behavior and sentiment, according to Braze’s 2024 Customer Engagement Review. What’s worse, only 6% apply customer insights to their product and brand approach.

“At the end of the day, a lot of companies operate based on their structure and not how the consumer interacts with them,” Mariam Asmar, VP of strategic consulting, told MarTech. “And while some companies have done a great job of reorienting that, with roles like the chief customer officer, there are many more that still don’t. Cross-channel doesn’t exist because there are still all these silos. But the customer doesn’t care about your silos. The customer doesn’t see silos. They see a brand.”

Half of all marketers report either depending on multiple, siloed point solutions to cobble together a multi-channel experience manually (33%); or primarily relying on single-channel solutions (17%).  Only 30% have access to a single customer engagement platform capable of creating personalized, seamless experiences across channels. This is a huge problem when it comes to cross-channel, personalization.

The persistence of silos

The persistence of data silos despite decades of explanation about the problems they cause, surprised Asmar the most.

Screenshot 2024 02 27 140015
Source: Braze 2024 Global Customer Engagement Review

“Why are we still talking about this?” she said to MarTech. “One of the themes I see in the report is we’re still getting caught up on some of the same stumbling blocks as before.”

She said silos are indicative of teams working on different goals and “the only way that gets unsolved is if a leader comes in and aligns people towards some of those goals.”

These silos also hinder the use of AI, something 99% of respondents said they were already doing. The top uses of AI by marketers are:

  • Generating creative ideas (48%).
  • Automating repetitive tasks (47%).
  • Optimizing strategies in real-time (47%).
  • Enhancing data analysis (47%).
  • Powering predictive analytics (45%).
  • Personalizing campaigns (44%). 

Despite the high usage numbers, less than half of marketers have any interest in exploring AI’s potential to enhance customer engagement. Asmar believes there are two main reasons for this. First is that many people like the systems they know and understand. The other reason is a lack of training on the part of companies.

Dig deeper: 5 ways CRMs are leveraging AI to automate marketing today

“I think about when I was in advertising and everybody switched to social media,” she told MarTech. “Companies acted like ‘Well, all the marketers will just figure out social media.’ You can’t do that because whenever you’re teaching somebody how to do something new there’s always a level of training them up, even though they’re apps that we use every day, as people using them as a business and how they apply, how we get impact from them.”

The good news is that brands are setting the stage for the data agility they need.

  • 50% export performance feedback to business intelligence platforms to generate advanced analytics.
  • 48% sync performance with insights generated by other platforms in the business.

Also worth noting: Marketers say these are the four main obstacles to creativity and strategy:  

  • Emphasis on KPIs inherently inhibits a focus on creativity (42%).
  • Too much time spent on business-as-usual execution and tasks (42%).
  • Lack of technology to execute creative ideas, (41%).
  • Hard to demonstrate ROI impact of creativity (40%).
Screenshot 2024 02 27 135952Screenshot 2024 02 27 135952


The 2024 Global Customer Engagement Review (registration required) is based on insights from 1,900 VP+ marketing decision-makers across 14 countries in three global regions: The Americas (Brazil, Mexico, and the US), APAC (Australia, Indonesia, Japan, New Zealand, Singapore, and South Korea), and EMEA (France, Germany, Spain, the UAE, and the UK).


Get MarTech! Daily. Free. In your inbox.

Source link

Keep an eye on what we are doing
Be the first to get latest updates and exclusive content straight to your email inbox.
We promise not to spam you. You can unsubscribe at any time.
Invalid email address
Continue Reading


Follow by Email