journal of digital research & publishing - The Sydney eScholarship ...
journal of digital research & publishing - The Sydney eScholarship ...
journal of digital research & publishing - The Sydney eScholarship ...
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1 P M J O U R N A L O F D I G I T A L R ESEARCH & P UBLISHING<br />
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trained public relations practitioners who is versed in twoway symmetrical communication<br />
skills, and is knowledgeable <strong>of</strong> the organization and its publics and who values transparency.<br />
Ford began to integrate social media into their Communications business model in 2007<br />
by engaging an agency to help develop a social media strategy (Fox & Scott 2008). As an<br />
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social media, was hired in July 2008 (Kiley 2009).<br />
Part <strong>of</strong> Ford’s new social media strategy was to set content free (Fox & Scott 2008). In<br />
the past, like many companies, Ford had treated images, video and even press releases<br />
as valuable assets that needed to be carefully controlled for the exclusive use <strong>of</strong> select<br />
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register to get access to a passwordprotected media site.<br />
Under the new strategy, Ford began <strong>publishing</strong> Social Media Press Releases (SMPR),<br />
with all photo and video content on Flickr and Youtube respectively, leveraging their<br />
native sharing properties and making all content <strong>digital</strong>ly available to everyone under the<br />
Creative Commons license (ford.<strong>digital</strong>snippets.com 2010).<br />
Ford’s social media strategy involves actively engaging in the social web in order to join<br />
the conversation consumers are having. However, Ford acknowledges its responsibility<br />
to be open and transparent about their engagement by abiding to the Word <strong>of</strong> Mouth<br />
Marketing Association’s Code <strong>of</strong> Ethics (Ford 2009).<br />
Ford’s efforts in engaging in the social web can be illustrated and further examined<br />
through analyzing the aforementioned Ranger Station case study under the theorybased,<br />
strategic framework for dialogic relationships described earlier in this chapter. Scott Monty<br />
is actively using Twitter to establish a dialog with Ford’s stakeholders and implement the<br />
abovementioned features developed by Taylor & Kent (2002).<br />
<strong>The</strong> following messages were sent by Scott Monty from his Twitter account and document<br />
his participation in the Ranger Station case study.<br />
Feature One: Mutuality<br />
As mutuality is described as maintaining relationships <strong>of</strong> equality and collaboration, it was<br />
important for Scott Monty to let the enraged Twitter community know that he was working<br />
to solve the issue and that he too, did not agree on the actions <strong>of</strong> Ford’s legal department.<br />
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