For any well-trained PR professional it’s obvious that image plays a huge part of any organization’s success. With that said, in what specific ways do organizations influence their own public image? Some organizations are impecably in-tune with how they manage their image, while others are not as well-versed in the topic. In this post I’ll be taking a look at a couple of different ways in which PR professionals can influence an organization’s public image through social media.

One example I found was in the article Brands Face Stream Fatigue as Consumers Look Beyond Gimmicks in Social Networks (http://www.briansolis.com/2012/02/brands-face-stream-fatigue-as-consumers-look-beyond-gimmicks-in-social-networks/), in which Brian Solis explores the vast impact that social media has on image. In the article Brian explains how social media platforms, such as Facebook and Twitter, are at times not managed properly and have negative effects on image. When an organization neglects to pay attention to the needs/preferences of it’s audience (and simply streams “spam” via their various social media platforms,) it will lose followers as well as consumer loyalty. On the other hand, public image is enhanced when a brand is properly managed and an organization engages it’s audience. Organizations must encourage two-way dialogue to promote the positive effect of social media on image.

Another way to promote a positive public image is by utilizing social media as a customer service tool. In the article/video How Social Media Has Changed Customer Service (http://www.socialmediaexaminer.com/how-social-media-has-changed-customer-service/), Michael Stelzner explores how to use social media as an extremely effective customer service tactic. By thoroughly monitoring an organizaton’s various social media platforms and interacting with followers, an organization will be seen as pro-active and sensitive to consumer needs. This also creates a sense of accessibility for consumers, which is vital to enhancing the way an organization is viewed.

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