communication strategy case study

Case Studies in Strategic Communication

About the Journal

Current issue, trolling and sick burns john fetterman’s winning social media strategy against mehmet oz in the 2022 pennsylvania senate campaign.

• vanslette_trolling

Everything Barbie all at Once “A Marketing Campaign for the Ages”

• Browse All Articles
• Newsletter Sign-Up

Communication →

• 22 May 2024

Banned or Not, TikTok Is a Force Companies Can’t Afford to Ignore

It may be tempting to write off TikTok, the highly scrutinized social media app whose cat clips and dance videos propelled it to the mainstream. However, business leaders could learn valuable lessons about engaging consumers from the world's most-used platform, says Shikhar Ghosh in a case study.

• 15 May 2024
• Research & Ideas

A Major Roadblock for Autonomous Cars: Motorists Believe They Drive Better

With all the advances in autonomous vehicle technology, why aren't self-driving cars chauffeuring more people around? Research by Julian De Freitas, Stuti Agarwal, and colleagues reveals a simple psychological barrier: Drivers are overconfident about their own abilities, so they resist handing over the wheel.

• 09 May 2024

Called Back to the Office? How You Benefit from Ideas You Didn't Know You Were Missing

As companies continue to weigh the benefits and drawbacks of remote work, a study of how knowledge flows among academic researchers by Karim Lakhani, Eamon Duede, and colleagues offers lessons for hybrid workplaces. Does in-person work provide more opportunities for innovation than people realize?

• 06 May 2024

The Critical Minutes After a Virtual Meeting That Can Build Up or Tear Down Teams

Weak communication and misunderstandings during virtual meetings can give way to resentment and rifts when the cameras turn off. Research by Leslie Perlow probes the nuances of digital communication. She offers advice for improving remote teamwork.

• 16 Feb 2024

Is Your Workplace Biased Against Introverts?

Extroverts are more likely to express their passion outwardly, giving them a leg up when it comes to raises and promotions, according to research by Jon Jachimowicz. Introverts are just as motivated and excited about their work, but show it differently. How can managers challenge their assumptions?

• 06 Nov 2023

Did You Hear What I Said? How to Listen Better

People who seem like they're paying attention often aren't—even when they're smiling and nodding toward the speaker. Research by Alison Wood Brooks, Hanne Collins, and colleagues reveals just how prone the mind is to wandering, and sheds light on ways to stay tuned in to the conversation.

• 31 Oct 2023

Checking Your Ethics: Would You Speak Up in These 3 Sticky Situations?

Would you complain about a client who verbally abuses their staff? Would you admit to cutting corners on your work? The answers aren't always clear, says David Fubini, who tackles tricky scenarios in a series of case studies and offers his advice from the field.

• 24 Jul 2023

Part-Time Employees Want More Hours. Can Companies Tap This ‘Hidden’ Talent Pool?

Businesses need more staff and employees need more work, so what's standing in the way? A report by Joseph Fuller and colleagues shows how algorithms and inflexibility prevent companies from accessing valuable talent in a long-term shortage.

• 23 Jun 2023

This Company Lets Employees Take Charge—Even with Life and Death Decisions

Dutch home health care organization Buurtzorg avoids middle management positions and instead empowers its nurses to care for patients as they see fit. Tatiana Sandino and Ethan Bernstein explore how removing organizational layers and allowing employees to make decisions can boost performance.

• 24 Jan 2023

Passion at Work Is a Good Thing—But Only If Bosses Know How to Manage It

Does showing passion mean doing whatever it takes to get the job done? Employees and managers often disagree, says research by Jon Jachimowicz. He offers four pieces of advice for leaders who yearn for more spirit and intensity at their companies.

• 10 Jan 2023

How to Live Happier in 2023: Diversify Your Social Circle

People need all kinds of relationships to thrive: partners, acquaintances, colleagues, and family. Research by Michael Norton and Alison Wood Brooks offers new reasons to pick up the phone and reconnect with that old friend from home.

• 15 Nov 2022

Why TikTok Is Beating YouTube for Eyeball Time (It’s Not Just the Dance Videos)

Quirky amateur video clips might draw people to TikTok, but its algorithm keeps them watching. John Deighton and Leora Kornfeld explore the factors that helped propel TikTok ahead of established social platforms, and where it might go next.

• 03 Nov 2022

Feeling Separation Anxiety at Your Startup? 5 Tips to Soothe These Growing Pains

As startups mature and introduce more managers, early employees may lose the easy closeness they once had with founders. However, with transparency and healthy boundaries, entrepreneurs can help employees weather this transition and build trust, says Julia Austin.

• 15 Sep 2022

Looking For a Job? Some LinkedIn Connections Matter More Than Others

Debating whether to connect on LinkedIn with that more senior executive you met at that conference? You should, says new research about professional networks by Iavor Bojinov and colleagues. That person just might help you land your next job.

• 08 Sep 2022

Gen Xers and Millennials, It’s Time To Lead. Are You Ready?

Generation X and Millennials—eagerly waiting to succeed Baby Boom leaders—have the opportunity to bring more collaboration and purpose to business. In the book True North: Emerging Leader Edition, Bill George offers advice for the next wave of CEOs.

• 05 Aug 2022

Why People Crave Feedback—and Why We’re Afraid to Give It

How am I doing? Research by Francesca Gino and colleagues shows just how badly employees want to know. Is it time for managers to get over their discomfort and get the conversation going at work?

• 23 Jun 2022

All Those Zoom Meetings May Boost Connection and Curb Loneliness

Zoom fatigue became a thing during the height of the pandemic, but research by Amit Goldenberg shows how virtual interactions can provide a salve for isolation. What does this mean for remote and hybrid workplaces?

• 13 Jun 2022

Extroverts, Your Colleagues Wish You Would Just Shut Up and Listen

Extroverts may be the life of the party, but at work, they're often viewed as phony and self-centered, says research by Julian Zlatev and colleagues. Here's how extroverts can show others that they're listening, without muting themselves.

• 24 May 2022

Career Advice for Minorities and Women: Sharing Your Identity Can Open Doors

Women and people of color tend to minimize their identities in professional situations, but highlighting who they are often forces others to check their own biases. Research by Edward Chang and colleagues.

• 12 May 2022

Why Digital Is a State of Mind, Not Just a Skill Set

You don't have to be a machine learning expert to manage a successful digital transformation. In fact, you only need 30 percent fluency in a handful of technical topics, say Tsedal Neeley and Paul Leonardi in their book, The Digital Mindset.

Strategic communications case studies

This Strategic Communications Incubator resource page provides in depth overviews and analysis of real world, longer-term strategic communications initiatives looking to achieve sustainable narrative change goals.

Learning from practice has always been at the heart of ICPA’s work throughout our years of supporting civil society coalitions/networks to build key strategic communications capacity and infrastructure to work at the scale needed to deliver narrative and policy change. We have continually sought out leading international practitioners to collect lessons from the real world, set realistic expectations and at the same time, provide inspiration for others to act. In addition, these learnings become a key foundation for our resources and trainings on narrative change and the policy advocacy development processes.

Through these case studies, we are trying to illustrate what it takes to deliver the strategic communications goals of presence, immersion and ultimately power . We have extracted lessons from practice on topics such as strategic communications coalition building; reaching different audiences; embedding new narratives in people’s daily lives, not just the media they consume; and testing, monitoring and evaluating interventions. The case studies reveal examples of “best practice” as well as the challenges of designing and implementing long-term strategic communications initiatives. Importantly, they are not presented as models to be followed, but rather as in-depth practice examples to offer lessons and inspire.

How did we create them?

The case studies are based on desk-based research (analysis of internal and public documents and online information) and interviews with key people involved in strategic planning and implementation. They have been produced by the Resource and Mentoring Hub and are used to train and inspire the next generation of practitioners in the Strategic Communications Incubator.

Case studies:

Winning the narrative space around the muslim ban: lessons on how to achieve "presence" in the public debate.

• Read more about Winning the narrative space around the Muslim Ban: Lessons on how to achieve "presence" in the public debate

Embedding a narrative change strategy into community work: lessons on how "immersion" can shift norms

• Read more about Embedding a narrative change strategy into community work: lessons on how "immersion" can shift norms

Bringing cohesion to life at community level: Lessons on effective narrative immersion

• Read more about Bringing cohesion to life at community level: Lessons on effective narrative immersion

#KommMit pilot narrative change project: A value-based storytelling approach shifts attitudes towards Muslims in Germany

• Read more about #KommMit pilot narrative change project: A value-based storytelling approach shifts attitudes towards Muslims in Germany

• Arts & Culture
• Civic Engagement
• Economic Development

Environment

• Human Rights
• Social Services
• Water & Sanitation

Foundations

• Nonprofits & NGOs
• Social Enterprise

Collaboration

• Design Thinking
• Impact Investing
• Measurement & Evaluation

Organizational Development

• Philanthropy & Funding
• Current Issue
• Sponsored Supplements
• Global Editions
• In-Depth Series
• Stanford PACS
• Submission Guidelines

The Case for Communications

In this multi-part series, presented in partnership with  The Communications Network , leaders from an array of foundations and nonprofits will share case studies showcasing strategic communications efforts that delivered impact, drove change, and advanced their missions. 

Each article will focus on a particular idea or issue the organization wished to move forward, and outline how it used strategic communications to create a change in attitudes, awareness, or policy. The articles will also share important lessons—such as what worked (or didn’t), and why.

The series will focus on the impact of communications, and provide compelling examples and evidence of smart, effective communications efforts for leaders in the communications field and across the social sector. #case4comm 

Advocating an End to the Death Penalty

By Annmarie Benedict & Eric Brown

The Atlantic Philanthropies and its network of partners are using advocacy and communications to end capital punishment in the United States once and for all.

Funding Research for Advocacy

By Courtney Cuff & Bobby Clark 1

How a commitment to effective messaging research helped reframe the debate around freedom to marry and win greater support.

Catching the Wave

By Chad Nelsen & Nancy Eiring 1

How a powerful communications strategy helped the Surfrider Foundation and a coalition of other organizations mobilize a local grassroots effort and save a rare natural resource.

A Chorus for Wildlife

By Carter Roberts & Steve Ertel

How World Wildlife Fund helped organize a global clarion call to stop wildlife crime.

The Power of Simple

By Lisa Benenson 1

How the Natural Resources Defense Council effectively unearthed and reframed compelling research to raise public awareness and effect policy change around food waste.

A Map to Effective Communications

By Sandra Hernández & Steven Birenbaum 1

How the California Heath Care Foundation sparked statewide change by “showing” rather than “telling” its data, making use of existing partnerships, and funding what works.

Dismantling “Don’t Ask, Don’t Tell”

By Sean Gibbons & Aaron Belkin

How the Palm Center used long-term, strategic communications to break down a widely held belief and overturn a discriminatory Pentagon policy.

Communicating Data to Drive Change

By Patrick McCarthy & Lisa Hamilton

How the Annie E. Casey Foundation has leveraged the power of information and communication to drive public investment in children and their families.

The Power of Convening for Social Impact

By Sarah Zak Borgman 4

Bringing people together in an environment that encourages and facilitates idea exchange is one of the most powerful communications strategies for driving change.

By Sean Gibbons 7

How smart, strategic communications can help nonprofits and foundations win.

RELATED CONTENT FROM SSIR

• Making Ideas Move
• Bold but Flexible: How to Effectively Share Your Vision
• Meeting People Where They Are
• The New Communications Imperative
• The Chief Engine of Change: Conversation
• Making Ideas Catch On
• Big Communications for Small Nonprofits
• Creating a Communications Culture
• Greater Influence, More Impact
• Communicating Creatively
• Express Yourself

SSIR.org and/or its third-party tools use cookies, which are necessary to its functioning and to our better understanding of user needs. By closing this banner, scrolling this page, clicking a link or continuing to otherwise browse this site, you agree to the use of cookies.

• Case Reports

A Case Study about Communication Strategies

• February 2011
• ISBN: 978-957-41-6666-4

• National Formosa University

Discover the world's research

• 25+ million members
• 160+ million publication pages
• 2.3+ billion citations

• 林慧菁 Grace Hui Chin Lin

• Barney G. Glaser
• Anselm L. Strauss
• Muriel Saville-Troike
• Karen Barto
• Lori Anne Salem
• Marjorie L. DeVault
• Norman Denzin
• Yvonna Lincoln

• C.R. Rogers
• Edward F. McQuarrie
• Catherine Marshall

• Eric H. Lenneberg
• N.K. Denzin
• Recruit researchers
• Join for free
• Login Email Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google Welcome back! Please log in. Email · Hint Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google No account? Sign up

• Call to +1 844 889-9952

Communications Strategy: The Coca-Cola Company Case Study

Summary of the Communication Strategy

Analysis of the communication strategy, communication strategy integration reflection, video voice-over.

Establishing effective communication is pivotal in any type of relationship. In the corporate world, companies function as the settings where communication occurs between multiple stakeholders, including management, employees, suppliers, distributors, customers, and media. The choice of communication strategy represents the overall image of the company and contributes to its competitive advantage in the market.

However, when considering internal corporate communication, the strategy that is chosen for management-employee interaction plays a pivotal role in effective cooperation and achievement of company goals. The level of transparency of exchanged information, trust between the parties, and approachability of management constitute some of the critical elements of effective communication inside the company. This case study aims at analyzing and discussing the application of the corporate communication strategy employed at the Coca-Cola company.

Communication is one of the most significant values at Coca-Cola since it is integrated into the company’s priorities. Indeed, according to the company’s official statement on corporate functioning and inclusivity, the organization fosters effective and transparent communication that allows for every individual to be heard (The Coca-Cola Company, 2021). Thus, the first attribute of open communication between management and employees is the equity of everyone’s voice in the company. Moreover, according to the corporation’s corporate culture, communication is the essence of trustworthy, consistent, and accountable relationships, which are “more critical than ever in creating environments where individuals of all backgrounds can thrive” (The Coca-Cola Company, 2021, para. 3).

Therefore, the second attribute of the communication strategy at Coca-Cola is relationship-building which is the priority for practical cooperation between management and employees. Finally, the flow of the information achieved by the ease and accessibility of communication channels within the company allows for timely feedback obtaining, which ultimately reduces dissatisfaction with work, increases productivity and creativity. Thus, the communication strategy implemented at Coca-Cola is an effective and engaging approach to problem-solving, equity provision, and relationship-building.

The analysis of a communication strategy allows one to identify the advantages and disadvantages of a given approach. According to Opran (2018), “an important part of an organization is internal communication or communication with the employees, representing the vital flux that makes possible the accomplishments of an organization” (p. 163). In the particular case of Coca-Cola, the transparent communication achieved through facilitated communication channels has several advantages at multiple levels. Firstly, sales are likely to grow under the influence of the continuous sharing of ideas from talented and creative employees. Secondly, services within the company are improved due to the continuous identification of unmet needs.

Thirdly, the value chain is enriched due to the relationship-building with multiple stakeholders based on trust and accountability (The Coca-Cola Company, 2021). Finally, continuous improvements of organizational performance, both internal and external, are ensured by means of timely problem-solving and idea exchange. However, there are some disadvantages of this approach to communication organization inside the company. It is time- and cost-consuming since the processing of feedback, complaints, ideas, and opinions requires workforce, time, and monetary losses.

The predominant number of advantages of the analyzed communication strategies outweighing the disadvantages encourages for practical implementation of this strategy in other organizational settings. To integrate this communication strategy in my workplace, I would need to be equipped with proper technological tools and personnel. Indeed, to ensure the flow of information within multiple communication channels, employees and employers should have unrestricted access to communication means.

They might include corporate e-mails, memo exchange, social media, a specifically designed online feedback platform, or manual means. Furthermore, personnel should be hired to collect, process, analyze, and interpret communication content, especially feedback and idea exchange. Moreover, following the example of Coca-Cola’s management, my organization would need to implement leadership’s initiatives on engaging in direct communication with employees to facilitate transparency, trust, and relationship building. In such a manner, company goals will be achieved in a more efficient and productive manner while corporate culture and internal workplace atmosphere will strive and motivate employees for further achievements.

In summation, as the analysis of the case study demonstrated, the effectiveness of corporate communication strategy implemented at a company allows for increasing employees’ loyalty, productivity, and creativity through timely problem-solving and idea-sharing. The communication strategy employed by the Coca-Cola company has established the organization’s favorable corporate culture with a well-functioning community of loyal, productive, and creative employees. Furthermore, the strategy allows for generating better sales outcomes, contributes to the value chain, services, and overall improvement through continuous feedback obtainment and new ideas search inside the company.

Therefore, the abundance of advantages this communication strategy provides allows for determining it an effective one. It is encouraged for other organizations to employ the communication strategy in order to achieve company goals, build strong relationships between management and employees, and promote person-centered corporate culture. In such a manner, the businesses will obtain competitive advantages by means of continuous improvement through investing time and effort into corporate relationships.

The Coca-Cola Company. (2021). Learning and communication tools help build more inclusive culture . Web.

Opran, E. R. (2018). Internal communication campaigns and employees’ motivation. Social Sciences and Education Research Review, 5 (1), 162-168.

Cite this paper

Select style

• Chicago (A-D)
• Chicago (N-B)

BusinessEssay. (2023, November 3). Communications Strategy: The Coca-Cola Company Case Study. https://business-essay.com/communications-strategy-the-coca-cola-company-case-study/

"Communications Strategy: The Coca-Cola Company Case Study." BusinessEssay , 3 Nov. 2023, business-essay.com/communications-strategy-the-coca-cola-company-case-study/.

BusinessEssay . (2023) 'Communications Strategy: The Coca-Cola Company Case Study'. 3 November.

BusinessEssay . 2023. "Communications Strategy: The Coca-Cola Company Case Study." November 3, 2023. https://business-essay.com/communications-strategy-the-coca-cola-company-case-study/.

1. BusinessEssay . "Communications Strategy: The Coca-Cola Company Case Study." November 3, 2023. https://business-essay.com/communications-strategy-the-coca-cola-company-case-study/.

Bibliography

BusinessEssay . "Communications Strategy: The Coca-Cola Company Case Study." November 3, 2023. https://business-essay.com/communications-strategy-the-coca-cola-company-case-study/.

• Fenty Beauty Skin Foundation’s Strategic Marketing Plan
• Brew Time: Starbucks in the Indian Market
• Dicks Sporting Goods: Demand and Supply Forces
• Business Idea: Eleven Candles Company
• Parker Pen Company: Case Study
• John Deere Reman Company Remanufacturing Issues
• How the “Batterygate” Scandal Affected Apple
• Harford and Li: The Case Study
• Jain University’s Business School and Its Problems
• The Canadian Imperial Bank of Commerce Improving Client Communication

Change communication

Mastering messaging to deliver with respect

To realign how its business was run and achieve record-breaking profit improvements, our client, a global FMCG, was planning to undergo the biggest reorganization in its history.

Unfortunately, the planned change would lead to a headcount reduction of around 10% of its European workforce - and unaffected employees would need to rally behind the business following the redundancies. A huge ask, given the circumstances.

It was vital that we told the story of these changes clearly and respectfully.

Prior to the change being officially announced to the business, we helped our client develop a proactive advance communications strategy.

To ensure people could instantly recognize specific messaging about the program, a clear project name and visual identity was developed. The senior team, project team and other colleagues then helped us determine which channels would be most effective – and where there were gaps in the existing communication matrix.

With so many moving parts, planning communications and having a clear roadmap to navigate this period of uncertainty was vital. To help people through the process, we developed a ‘Strategic Masterplan’ designed to map the organization's core audiences against our own behavioral change model.

A key part of the project, this also offered the overarching information necessary to produce bespoke action plans which could then be used by local functions – crucial when it came to understanding exactly where people were on the change journey.

As with any transformation, there were successes and challenges in this project. Therefore, it was vital that we told the story of these changes clearly and respectfully.

In executing the plan, face-to-face and digital channels were used to provide managers and leaders with the tools and support they needed for effective delivery.

Templated communication plans and toolkits were created for smaller projects, enabling workstream leaders to deliver area-specific projects in line with the overall program plan.

As a result, awareness and appreciation of the program slowly began to climb, and the key messages and purpose behind the change permeated across the organization; with employees helping to drive the program through changes in behavior and ways of working.

Whilst change is always difficult and often has a direct impact on people’s lives, providing accurate, timely and respectful communication – even during challenging times – helps make the transition as seamless and pain free as possible for all those involved.

More From Forbes

The power of empathy: leveraging emotional intelligence for more effective marketing campaigns.

• Share to Facebook
• Share to Twitter
• Share to Linkedin

Leslie Poston: Media Psychologist, Marketing Executive, Communications Professional, Educator, Researcher • Ever.Ag Data Labs • FGU

In marketing's dynamic landscape, emotional intelligence (EI) is a critical driver of success. EI goes beyond mere transactional relationships to create genuine, lasting connections with audiences. By recognizing and responding to the emotional dynamics of their audience, marketers can foster a deeper rapport and drive engagement.

The surge of EI in marketing reflects a broader shift toward consumer-centric approaches that prioritize emotional connection over straightforward sales pitches. This focus on emotional resonance helps brands differentiate themselves in a crowded market, turning casual interactions into lasting relationships.

EI enables marketers to craft messages that not only appeal to the logical aspects of decision-making but also resonate emotionally. This dual approach is vital in today's market, where emotional engagement significantly impacts consumer behavior and brand loyalty.

The Importance Of Emotional Intelligence In Marketing

Emotional intelligence involves perceiving, evaluating and responding to emotions effectively. In marketing, this means crafting campaigns that resonate on a deeper level, enhancing consumer engagement and loyalty. Studies such as those linked above highlight EI's role in improving communication and decision-making—skills essential for effective marketing.

Best High-Yield Savings Accounts Of 2024

Best 5% interest savings accounts of 2024.

Furthering the case for EI in marketing, the research underscores its role in enhancing team dynamics within marketing departments. Teams that communicate with EI foster a more collaborative and innovative work environment , leading to more effective marketing solutions. As emotional intelligence cultivates a better understanding among team members, it also leads to more cohesive and unified marketing strategies.

Moreover, EI is instrumental in crisis management. From what I've seen, brands that navigate crises with empathy are more likely to maintain consumer trust. By applying EI principles, marketers can address potential issues thoughtfully, ensuring responses align with consumer sentiments. This proactive approach mitigates potential damage to brand reputation and demonstrates a genuine commitment to customer well-being, further strengthening brand loyalty.

Empathy: Connecting On A Human Level

Empathy allows marketers to step into their customers' shoes and tailor messages that resonate personally. I once worked with a client who struggled to connect with their audience. By conducting empathy mapping exercises, we uncovered key emotional triggers that allowed us to craft a campaign that spoke directly to their customers' needs and aspirations. The result was a significant increase in engagement and customer loyalty.

Empathy extends beyond customer interactions to content creation. By employing empathetic marketing strategies, brands can create content that truly speaks to the audience, leading to higher engagement rates. This approach ensures that marketing messages are not only seen but felt for more impact.

In practice, empathy allows marketers to anticipate and respond to changes in consumer preferences and market conditions more swiftly and effectively. By staying attuned to the emotional pulse of their audience, brands can adapt their strategies to maintain relevance and resonance. This agility is particularly crucial in times of uncertainty or rapid change, where consumer needs and sentiments can shift quickly.

Integrating EI Into Marketing Strategies

To integrate EI effectively, marketers should:

1. Use data-driven insights to understand consumer behavior and preferences on an emotional level. By leveraging advanced analytics tools, marketers can uncover deeper insights into what drives their audience emotionally, enabling more targeted and effective campaigns.

2. Personalize customer experiences at scale using advanced analytics and AI-driven tools. These technologies can help identify emotional patterns and preferences, allowing marketers to tailor their outreach to individual consumers, creating a more intimate and engaging brand experience.

3. Segment audiences by understanding the emotional triggers unique to different demographics. By recognizing that different groups may respond to different emotional cues, marketers can create more nuanced and effective campaigns that resonate with specific segments of their audience.

Integrating EI into marketing strategies requires a commitment to continuous learning and adaptation. As consumer preferences and emotional landscapes evolve, marketers must remain agile and responsive, consistently refining their approach to maintain emotional resonance.

Case Studies: Emotional Intelligence In Action

1. Dove's "Real Beauty" campaign leveraged EI to challenge beauty stereotypes and engage women on issues of self-esteem. By addressing common emotional struggles, Dove created a powerful bond with its audience , leading to increased brand loyalty. The campaign's success demonstrates the power of aligning marketing messages with the deeper emotional needs of the audience.

2. IBM utilized EI by employing Watson to analyze customer service interactions for emotional content, allowing them to tailor responses to customer mood and context. This responsive strategy led to higher customer satisfaction rates, showcasing the potential of AI-driven tools in enhancing emotional intelligence in marketing.

3. Salesforce's AI models are trained to pick up on subtle cues in customer data that indicate preference and sentiment, allowing for dynamic adjustment of marketing strategies in real time. This responsiveness bolsters customer engagement and ensures alignment with clients' evolving expectations. By leveraging AI to enhance emotional intelligence, Salesforce demonstrates the potential for technology to augment and scale human empathy in marketing.

These case studies illustrate the tangible benefits of incorporating EI into marketing strategies. By prioritizing emotional connection and leveraging advanced technologies to enhance empathy at scale, these brands have achieved significant gains in customer engagement, loyalty and marketing effectiveness.

The integration of EI into marketing campaigns offers substantial benefits, from improved customer relations to enhanced campaign effectiveness. By prioritizing empathy and emotional understanding, marketers can create meaningful connections with their audience, driving both immediate engagement and long-term loyalty.

How can you start leveraging EI in your marketing efforts? Begin by actively listening to your customers and seeking to understand their emotional needs. Use this insight to inform your content creation and campaign development. Invest in technologies that can help you scale empathy and personalize experiences. And most importantly, foster a culture of emotional intelligence within your marketing team, encouraging open communication, collaboration and a deep commitment to understanding and serving your audience.

Remember, the most effective marketing doesn't just sell products—it builds relationships. In a world where consumers are increasingly seeking authentic, emotionally resonant experiences, EI is no longer a nice-to-have—it's a critical component of marketing success.

Forbes Communications Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify?

• Editorial Standards
• Reprints & Permissions

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

The New Rules of Marketing Across Channels

• Joshua Bowers,
• Denise Linda Parris,
• Qiong Wang,
• Danny McRae,
• Francisco Guzmán,
• Mark Bolino

Strategies for navigating a new kind of communication landscape: the “echoverse.”

The Internet and AI tools are transforming marketing communications within a complex, interactive landscape called the echoverse. While marketing has evolved since the proliferation of the Internet, in the echoverse, a diverse network of human and nonhuman actors — consumers, brands, AI agents, and more — continuously interact, influence, and reshape messages across digital platforms. Traditional one-way and two-way communication models give way to omnidirectional communication. The authors integrated communication theory and theories of marketing communications to create a typology of marketing communication strategies consisting of three established strategies — 1) promotion marketing, 2) relationship marketing, and 3) customer engagement marketing — and their proposed strategy, 4) echoverse marketing. The authors also recommend three strategies for marketers to make the shift from leading messaging to guiding messaging: 1) Enable co-creation and co-ownership, 2) Create directed learning opportunities, and 3) Develop a mindset of continuous learning.

Today, companies must navigate a new kind of communication landscape: the “ echoverse .” This new terrain is defined by a complex web of feedback loops and reverberations that are created by consumers, brands, news media, investors, communities, society, and artificial intelligence (AI) agents. This assemblage of actors continuously interact, influence, and respond to each other across a myriad of digital channels, platforms, and devices, creating a dynamic where messages circulate and echo, being amplified, modified, or dampened by ongoing interactions.

• JB Joshua Bowers is Co-CEO of Pavilion Intelligence, a marketing science consultancy and upcycled timber operation. He has a Ph.D. in Marketing from the University of Oklahoma and is a leader in new product development for enterprise and marketing technology.
• DP Denise Linda Parris is Co-CEO Pavilion Intelligence, a marketing science consultancy and upcycled timber operation. She has been a professional athlete, entrepreneur, and academic with research focused on servant leadership, societal impact, and marketing technology.
• QW Qiong Wang is the Ruby K. Powell Professor of Marketing and Associate Professor of Marketing and Supply Chain at the University of Oklahoma’s Price College of Business. Her research focuses on the processes and boundaries of inter-organizational issues, including the development and management of strategic partnerships, marketing strategies, and supply chain management.
• DM Danny McRae is a technology professional with over 20 years of experience in information architecture.
• FG Francisco Guzmán is Professor of Marketing at the University of North Texas’ G. Brint Ryan College of Business. His research focuses on how brands can drive social transformation.
• MB Mark Bolino is the David L. Boren Professor and the Michael F. Price Chair in International Business at the University of Oklahoma’s Price College of Business. His research focuses on understanding how an organization can inspire its employees to go the extra mile without compromising their personal well-being.

Partner Center

Successful Collaborative Leadership in Action: Case Studies and Real-World Examples

Table of contents, benefits of collaborative leadership over traditional hierarchical approaches, key principles of collaborative leadership, company overview: google, strategies and successes, organization: mayo clinic, collaboration in action, organization: habitat for humanity, success story, overcoming challenges.

What makes collaborative leadership so vital in today’s business environment? This approach, which emphasizes teamwork, open communication, and shared objectives, makes organizations better equipped to harness the collective skills and insights of their diverse teams, leading to enhanced problem-solving and decision-making. 

This blog aims to delve into practical case studies that highlight the effectiveness of collaborative leadership in various sectors, offering professionals and executives insights into how these practices can be implemented successfully.

Collaborative leadership stands in contrast to traditional hierarchical management by fostering a participative and inclusive environment. This approach not only boosts employee morale and engagement but also enhances decision-making quality by incorporating diverse perspectives. 

Studies have shown that organizations adopting collaborative leadership are more agile, report higher satisfaction among team members, and are more successful in navigating complex market conditions.

By focusing on collaboration, organizations can unlock the potential of their workforce more effectively. This shift from a directive to a more consultative and inclusive style of leadership can lead to substantial improvements in innovation. As each team member has the opportunity to contribute ideas and insights, the collective intelligence of the group improves, leading to more creative solutions and better outcomes.

At the heart of collaborative leadership lie principles such as:

• Open Communication: Effective collaborative leadership relies on transparent and open communication channels. Leaders must encourage dialogue among team members, ensuring that everyone feels comfortable expressing their ideas, concerns, and feedback. This fosters a culture of trust and ensures that information flows freely across the organization.
• Mutual Respect: Collaborative leaders recognize the value of each team member’s contributions and perspectives. They foster an environment where all individuals are treated with respect and dignity, regardless of their position or background. By promoting mutual respect, leaders create a sense of belonging and ownership among team members, which enhances collaboration and productivity.
• Shared Goals: Collaborative leadership aligns team members around common goals and objectives. Leaders must articulate a clear vision for the organization and ensure that every team member understands their role in achieving that vision. By emphasizing shared goals, leaders create a sense of purpose and unity, motivating team members to work together towards a common objective.
• Empowerment: Collaborative leaders empower their team members to take ownership of their work and make decisions autonomously. They provide support and guidance when needed but trust their team members to exercise their judgment and expertise. By empowering individuals, leaders foster a sense of autonomy and accountability, which encourages initiative and innovation.
• Continuous Learning: Collaborative leadership values learning and growth, both individually and collectively. Leaders encourage experimentation and iteration, recognizing that failure is a natural part of the learning process. They create opportunities for professional development and skill-building, fostering a culture of continuous improvement and innovation.

According to leadership expert John Maxwell, “Leaders must be close enough to relate to others, but far enough ahead to motivate them.” This balance is crucial in collaborative environments. Studies, like those from Harvard Business Review , reinforce that leaders who practice empathy and openness are more likely to foster trust and cooperation among their teams.

Now, let’s see how these principles manifest in real-world examples across different sectors.

Case Study 1 – Technology Sector

Google, renowned for its innovation and market dominance, attributes much of its success to its collaborative culture. The tech giant promotes an atmosphere where ideas can flourish among all levels of staff, supported by an organizational structure that minimizes hierarchical constraints.

Google’s approach includes open-plan offices designed to encourage spontaneous interactions and brainstorming sessions. The company’s policy of “20% time” —allowing employees to dedicate one day a week to any project that interests them—has spurred innovation and led to the development of products like Gmail and AdSense. Moreover, Google’s leadership fosters a psychologically safe environment where team members feel secure enough to voice opinions without fear of ridicule or retribution, which was a significant finding from their Project Aristotle.

Case Study 2 – Healthcare Sector

The Mayo Clinic, a leader in the medical world, utilizes collaborative leadership to enhance its delivery of comprehensive healthcare. This prestigious institution integrates various specialists into cohesive teams to provide the best patient care possible.

A notable example of Mayo Clinic’s collaboration is their Multidisciplinary Design Clinic in the Department of Orthopedic Surgery , where multiple specialists (surgeons, physical therapists, biomechanical engineers) come together to discuss individual patient cases. This collaborative approach allows for a more holistic view of patient care and has led to higher success rates in complex surgeries and treatments. Moreover, the clinic’s emphasis on collaborative decision-making ensures that all potential treatment paths are considered, leading to optimized patient outcomes.

Case Study 3 – Nonprofit Sector

Habitat for Humanity leverages collaborative leadership to tackle significant challenges like housing insecurity. This global nonprofit coordinates efforts between donors, volunteers, and local communities to construct affordable and sustainable housing.

In response to the global housing crisis, Habitat for Humanity launched the “Home for a Home” initiative, which fosters collaboration between local businesses, governments, and volunteers. Through this program, every home built or renovated by volunteers triggers additional funding from corporate partners, which is then used to fund the construction of more homes. This initiative not only multiplies the impact of each contribution but also strengthens community ties and increases public awareness of housing issues.

Lessons Learned

From the case studies presented, several key themes emerge about the nature of collaborative leadership:

• Cultural Transformation: Implementing collaborative leadership often requires a cultural shift within organizations. Leaders must actively cultivate an environment where open communication, mutual respect, and shared goals are not only encouraged but also ingrained in the organizational culture.
• Inclusivity and Diversity: Collaborative leadership thrives on diverse perspectives and experiences. Leaders should actively seek input from individuals with different backgrounds, skills, and viewpoints to foster creativity and innovation within teams.
• Empowerment and Trust: Empowering team members to take ownership of their work and make autonomous decisions is essential for fostering a collaborative environment. Leaders must trust their teams to deliver results and provide support and guidance when needed.
• Continuous Improvement: Collaboration is an ongoing process that requires continuous learning and adaptation. Leaders should encourage experimentation, iteration, and feedback to foster a culture of continuous improvement and innovation.
• Clear Communication: Effective communication is the cornerstone of collaborative leadership. Leaders must ensure that information flows freely across the organization, and that all team members feel comfortable expressing their ideas, concerns, and feedback.
• Overcoming Challenges: Implementing collaborative leadership may face challenges such as resistance to change, logistical complexities, and conflicts. Leaders should address these challenges proactively by demonstrating the benefits of collaboration, providing support and resources, and fostering a culture of resilience and adaptability.
• Measuring Success: It is essential to establish clear metrics and indicators to measure the success of collaborative leadership initiatives. Leaders should track key performance indicators related to team collaboration, innovation, employee satisfaction, and organizational performance to assess the effectiveness of their approach.

It is essential to recognize that implementing collaborative leadership may encounter challenges such as resistance to change, logistical complexities, and conflicts. However, these challenges can be addressed proactively by leaders. Demonstrating the benefits of collaboration through pilot projects and gradual implementation can help overcome resistance to change. Providing support and resources, fostering a culture of resilience and adaptability, and actively addressing conflicts as they arise are also essential strategies for overcoming challenges. Other effective solutions include the use of digital tools to enhance communication and the establishment of clear roles and responsibilities to ensure that all voices are heard without overwhelming the process.

The effectiveness of collaborative leadership, as demonstrated through these case studies, underscores its value in today’s complex organizational landscapes. By showcasing real-world examples from companies like Google, healthcare organizations like the Mayo Clinic, and nonprofits such as Habitat for Humanity, we’ve seen how collaborative leadership principles can drive success and innovation.

But beyond just these success stories, it’s crucial to recognize that collaborative leadership isn’t just a trend; it’s a necessity in today’s rapidly evolving business landscape. Organizations that embrace collaboration are better equipped to navigate complexity, adapt to change, and capitalize on diverse perspectives.

As professionals and executives, it’s essential to reflect on how we can integrate collaborative leadership principles into our own leadership practices. This means fostering open communication, promoting mutual respect, aligning around shared goals, empowering team members, and embracing continuous learning.

As we conclude this exploration of collaborative leadership in action, let us commit to fostering environments where collaboration thrives, where every voice is heard and valued, and where collective efforts lead to transformative outcomes. Together, we can shape a future where collaborative leadership isn’t just a strategy but a way of life, driving innovation, resilience, and prosperity for all.

• How can leaders foster a culture of collaboration in their organizations?

Leaders can foster a culture of collaboration by promoting open communication, mutual respect, and shared goals. Encouraging teamwork, providing opportunities for professional development, and recognizing and rewarding collaborative behaviors can also help create a collaborative culture.

• What role does technology play in facilitating collaborative leadership?

Technology plays a significant role in facilitating collaborative leadership by providing tools and platforms for communication, collaboration, and project management. Tools such as video conferencing, instant messaging, and project management software enable teams to collaborate effectively, regardless of their location.

• How can leaders ensure that all team members have a voice in decision-making processes?

Leaders can ensure that all team members have a voice in decision-making processes by actively soliciting input from all members, creating opportunities for discussion and feedback, and fostering an environment where diverse perspectives are valued and respected.

• How can organizations measure the success of collaborative leadership initiatives?

Organizations can measure the success of collaborative leadership initiatives by tracking key performance indicators related to team collaboration, innovation, employee satisfaction, and organizational performance. Surveys, feedback sessions, and performance evaluations can also provide valuable insights into the effectiveness of collaborative leadership.

• What are some common misconceptions about collaborative leadership?

One common misconception about collaborative leadership is that it requires consensus on every decision, which can lead to inefficiency and indecision. In reality, collaborative leadership involves empowering team members to make decisions autonomously while fostering a culture of collaboration and shared accountability. Another misconception is that collaborative leadership is only suitable for certain industries or organizational structures. In fact, collaborative leadership can be applied effectively in any industry or organizational context, regardless of size or structure.

Related Articles

The Unseen Role of Facilitators

Facilitators play a crucial yet often unseen role in team dynamics. This blog post explores the vital impact facilitators have on team health, productivity, and growth. Comparing the effect of a facilitator to the temperature of a room, it highlights the balance facilitators must strike between guiding discussions and remaining unobtrusive. The post references Priya Parker's views on hosting and emphasizes "invisible involvement" in facilitation. Insights from Voltage Control alumni underscore the long-term benefits of skilled facilitation in fostering innovation and empathy. Learn practical techniques to refine your facilitation skills and create environments where ideas flourish.

Essential Skills for Effective Facilitation

Mastering facilitation skills is essential for guiding brainstorming sessions, decision-making, and consensus-building activities. Key skills include active listening, neutrality, questioning, conflict management, time management, and consensus-building. Active listening ensures participants feel heard, while neutrality creates a safe space for open dialogue. Effective questioning promotes deeper thinking, and conflict management keeps discussions productive. Time management ensures agendas are met, and consensus-building guides groups to agreeable decisions. Developing these skills enhances the effectiveness of meetings, workshops, and group activities, leading to more collaborative and successful outcomes.

The Role of Facilitation in Promoting Psychological Safety, Trust, and Open Communication

In a tech startup, the dynamic atmosphere is driven by psychological safety, where employees feel secure to voice unconventional ideas and challenge each other without fear. This culture, fostered by effective facilitation, leads to innovation and team cohesion. Facilitators play a crucial role in building trust through consistency, transparency, and fairness. Key strategies include icebreakers, team-building exercises, and feedback sessions. Open communication is encouraged with structured sharing rounds and anonymous feedback tools. Overcoming barriers like fear of judgment and hierarchical structures involves creating a safe environment and promoting inclusivity. Measuring the impact includes surveys, performance metrics, feedback mechanisms, and observation.

Copyright © 2023 Voltage Control. All Rights Reserved.

Ready to take your career to the next level?

Join our free introduction to facilitation workshop to learn collaborative leadership skills.

The next live session is July 11th, 3pm - 4:30pm CT

Uh oh, something went wrong! Try again. If the problem persists, contact us

You're signed up! Keep an eye on your email for more info.

Get new articles to your inbox!

The latest insights on innovation & design sprints sent monthly..

A 360-degree view of aircraft assets, past, present and future

• Fleets Analyzer Detailed aircraft configuration and utilization data
• Values Analyzer Financial values and analysis for aircraft and engines
• Profiles Airline and lessor profiles, with 12-month routes data per airline
• Dashboard 360-view of aviation from news, industry reports and airline profiles
• Ascend Consultancy Valuation and advisory services
• Risk Analytics, Asset Watch Accurately track and control the operational risks and CO2 emissions of aircraft portfolios
• Value Trends Monitor and benchmark key value and liquidity metrics by aircraft asset class
• Ground Events  Monitor and predict future aircraft maintenance events
• Fleets and values data Track aircraft fleet, equipment and cost of aircraft
• Fleet Forecast The state of the global airline fleet
• Tracked aircraft utilization Aircraft utilization backed by ADS-B data

Manage and optimize network planning and aircraft movement around the world

• Diio Market intelligence for global airline and airport planning
• SRS Analyser Global schedules data intelligence
• Market Alerts Custom schedule insights and changes delivered via email
• Diio Advance Bookings Analyze traveler booking behavior and demand
• Diio Traffic and Fares Global traffic and fares data for yield analysis and forecasting
• Schedules and routes Airline schedules and connections data
• Flight schedules and connections data Flight schedules and connections in specialty formats
• Diio Schedule Snapshot Analyze schedule changes by publication date

Apps and services to make the traveler journey smooth and informed

• Proactive Services Stay ahead of flight schedule changes and notify travelers of changes
• Travel Waiver Services Lower corporate travel costs and ease administration

Aviation analytics to power information systems

• Cirium Sky Warehouse Cirium data delivered through a managed cloud
• Cirium Sky Stream Real-time aviation data and analytics for situational awareness
• Cirium Sky API Cirium data delivered through flexible APIs
• Flight operations data Analytics for air operations and the strategic, tactical and post-completion view of flights
• NOTAMs Geospacially accurate and contextually formatted NOTAMs
• SWIM Accelerate SWIM compliance with Cirium Sky

Premium services to meet the customized needs of business

• Cirium Insights Custom Tableau workbooks delivering bespoke aviation analytics
• Professional Data Services Cirium Blu custom integration services

Aircraft and flight emissions

• EmeraldSky Accurately measure the carbon emissions from a flight, aircraft or seat
• Flight Emissions Timely, actionable and differentiated flight emissions calculations
• Emissions API The flexibility of an API combining flight schedules with precise CO2 emissions projections
• Ascend Risk Analytics Analyze and benchmark CO2 emissions based on the individual aircraft configurations
• Global Aircraft Emissions Monitor Carbon emissions and fuel consumption measurement by flight in a custom workbook
• Aviation Fuel Demand Data and analytics to enable more accurate fuel forecasting and track consumption
• Cirium Sky APIs Developer Studio Real-time data and intelligence
• Request a demo Talk to an expert

Data for building and servicing the global fleet

• Aftermarket Aftermarket specialist and MROs
• Aircraft interiors Maintaining the passenger experience
• Airframe and engine OEMs Data for planning the future fleet
• Parts suppliers Get full visibility into an aircraft

Manage risk and track assets with aviation analytics

• Banking Smarter aviation investments
• Insurers Data to determine values and risk
• Lessors A complete view into aircraft and fleets
• NBFI Non-banking financial institutions
• UTM providers

Aviation analytics for public agencies and economic development

• Tourism development Sharpen tourism strategy
• Education and training
• ISVs and developers

Data for the traveler experience

• Corporate travel management Simplify travel management programs
• Online travel Keep travelers informed and connected
• Tourism Sharpen tourism strategy
• Travel tech APIs for modern travel applications
• Aviation data sets Explore the industry's most accurate and comprehensive data sets
• Schedules and connections data The most trusted schedule and minimum connect time data
• Cirium partnerships Shaping the future of travel, together
• Data suppliers Extend the reach of your flight info
• Custom data services Work with Cirium to build a custom analytics solution
• Data quality The most trusted data in aviation
• Cirium Sky APIs for developers Real-time data and intelligence
• Industry research Complimentary reports and research
• On-Time Performance The Cirium On-Time Performance program
• On-Time Performance monthly reports Download the latest reports
• On-Time Performance news News and updates
• Award presentations and ceremonies Event photos
• The On-Time Performance Board Meet the board members
• Free reports and research Complimentary reports and research
• Webinars Upcoming and on demand webinars
• Events Aviation industry in-person events
• Case studies Customer case studies and testimonials
• Fleet Forecast Outlook of the commercial passenger and freighter aircraft market
• Sign up to receive Cirium reports Sign-up to receive new Cirium Reports via email
• Videos Cirium brand, expert and product videos

The leader in aviation analytics

• Leadership The Cirium leadership team
• Careers Work at Cirium
• Early careers Launch your career
• Technology careers Technology leadership team
• News and media hub Information for journalists
• RELX Cirium is part of RELX
• Contact us Get in touch
• Cirium Japan 日本 Japanese language site
• 关于Cirium Chinese, WeChat
• Cirium Korea 한국 Korean language page

The Cirium blog, analysis and data on the industries most important trends.

• on the fly Brief stories told through data
• On-Time Performance The industry standard for performance benchmarking
• Ascend Consultancy Viewpoint Quarterly insights from Ascend Consultancy
• Ascend Consultancy articles Expert analysis from Ascend Consultancy
• Sustainability Cirium articles on aviation sustainability
• Company news Cirium news and media announcements
• Videos Cirium brand, product and expert videos
• Industry trends
• Traveler experience

Ensuring top-notch traveler experience with proactive in-trip communication strategies 

In this deep-dive into the realm of in-trip communication strategies, we unearth insights that can revamp the parameters of customer satisfaction

TO LEARN MORE ABOUT PROACTIVE TRAVELER SERVICES,  CONTACT US  TO SPEAK WITH OUR CIRIUM EXPERTS. 

By Jim Hetzel, Product Marketing Director, Cirium The experience of the modern traveler with the complexities of aviation goes beyond the beautiful moments of takeoff and landing. It’s a detailed narrative, influenced by various factors such as weather conditions, service logistics, and occasional unexpected issues that can disrupt travel plans. For the pioneers in the industry – our dedicated travel management companies, online travel agencies, and airlines – mastering seamless communication during trips is not merely an added benefit; it’s the core of building customer loyalty. 

In this deep-dive into the realm of in-trip communication strategies, we unearth insights that can revamp the parameters of customer satisfaction, illustrating how seamless communication channels can transform disruptions into moments of personalized care, and how your brand’s voice, articulated via digital whispers or automated support, can leave indelible marks on traveler’s experience. 

The evolution of in-trip communication 

Gone are the days where radio silence from a travel company or airline would be considered the norm amid a flight disruption. Today, proactive, in-trip communication has evolved from a novelty to an unstated prerequisite for all industry players. Modern travelers not only expect to be kept in the loop, but also to receive contextually relevant updates that reflect the sensitivity of their unique travel situations. Airlines and travel service providers who have embraced this paradigm shift are the true vanguards, navigating their way into their customers’ hearts through a relentless pursuit of communication excellence. 

To delineate this evolution, consider a traveler, stranded at an airport during adverse weather, receiving a personalized alert that not only informs about the flight’s delay but also provides instructions on how to be reaccommodated. The sense of care and support extended through such communications is immeasurable in its impact and resonates far beyond the immediate challenge. 

Crafting a consistent brand message 

While the spontaneity and personalization of messages play critical roles, they must always be underpinned by your brand’s ethos. Pushing promotional content or ancillary sales during times of duress may lead to customer dissonance. Instead, a strategy that predominantly serves to inform and support, alongside the regular exchange of positive and brand-reinforcing content, can create a holistic travel experience reflective of your brand’s core values. 

Imagine a travel management company disseminating engaging travel inspirations while also skillfully handling a travel disruption issue.

This mix of content not only helps distract travelers during hiccups but also ingrains your brand firmly in their psyche as a reliable, proactive, and empathetic partner. 

Data-driven approach to communication 

Data is the compass that steers the ship of in-trip communication. By leveraging analytics to pre-empt and address potential disruptions, you can offer a level of service unmatched in the industry. For instance, using real-time geographical analysis, an airline can predict increased traffic in specific airport areas due to flight delays and recommend alternative routes to those customers. 

Furthermore, data-driven communication isn’t solely about predicting and informing; it’s about engaging. By understanding traveler preferences and behavior, you can tailor your messages to not just relay critical information, but also offer personalized support that’s both timely and relevant. A succinct message picking up on a traveler’s affinity for a particular café or gift shop, and subtly guiding them there to wait out the delay, transcends conventional customer service into a truly personal space. 

Improving disruptions with Traveler Waiver Services 

During major flight disruptions, empowered passengers armed with structured waiver information can make informed, rapid adjustments to their travel itinerary. This not only expedites the re-accommodation process but also arms them with the confidence that their choices are being guided by their rights as passengers, as assured by the weaver services. 

Travel Management Companies and airlines have noted a considerable reduction in agent time on calls during mishaps – by as much as 20%.

This substantial efficiency improvement is not just a cost-saving echo – it’s an embodiment of the power of informed choices, which usually are the best one’s customers can make. 

Best practices and case studies 

Two industry exemplars, Fox World Travel and Gant Travel, provide case studies that underscore the efficacy of proactive in-trip communication. Fox World Trave l reduced the average wait times for disrupted air travelers by a third, while Gant Travel’s lean management system ensured a fleet-footed response to aid distressed travelers, reducing overall agent call times and enhancing customer satisfaction. 

In their success narratives, we find the blueprint for best practices: seamless integration of communication systems, agile responses to disruptions, and cohesive strategies that intertwine traveler welfare with business goals. 

The human element in the digital deluge 

In an era dominated by digital interfaces and AI-driven experiences, do not underrate the irreplaceable touch of human interaction. Behind every flight change alert or waiver notification stands a traveler in need of care. Balancing automated responses with the opportunity for direct human support is the fine line that separates good from exceptional in-trip service. 

The intuitive leaps of a support agent or the compassion of a travel representative in the face of a service challenge can turn a potentially negative experience into a positive affirmation of customer service. While digital communication is efficient and timely, it is the human touch that lends a memorable aspect to your customer’s travel narrative. 

Aligning stakeholders for a unified experience 

The harmony of in-trip communications is the sum of its parts, and ensuring these parts harmonize to produce a unified experience is integral. Travel management companies, online travel agencies, and airlines need to align their communication strategies to create a seamless continuum of support for travelers. 

Looking ahead – The future of proactive in-trip communication 

In-flight Wi-Fi, mobile apps, and AI integration – the arsenal of in-trip communication tools is expanding at a rapid pace. The future promises an even more connected, informed, and empowered traveler, offering new opportunities to engage and cater to their individual journeys. 

The role of data will continue to grow, shaping real-time, hyper-personalized engagements. Human support will complement AI, amplifying the layers of care available to passengers. The stage is set for a new era where in-trip communications will not just manage disruptions but transform them into opportunities to reiterate brand promises and deliver exceptional customer experiences. 

Take-away action items 

• Employ data analytics to enhance the efficiency and relevance of your in-trip communications. 
• Develop a robust travel waiver strategy to assist travelers during disruptions effectively. 
• Ensure your in-trip communications resonate with your brand’s voice and values. 
• Integrate digital solutions with human support to achieve a harmonious customer experience. 
• Collaborate with stakeholders to craft communication strategies that serve the traveler’s best interest. 

The tapestry of in-trip communication is woven from the threads of technological advancement, data sophistication, and the ageless virtues of personalized service. As we steer towards a horizon brimming with new opportunities and challenges, it is these very threads that will fortify our brands, elevate customer satisfaction, and set novel standards in traveler experience. 

To learn more about Proactive Traveler Services, contact us to speak with our Cirium experts. 

• Schedules and routes data
• Fleets and valuations data
• Sustainability solutions
• Aircraft Fleets Analyzer
• Values Analyzer
• Traveler Services
• FlightStats

Consulting Services

• Ascend Consultancy
• Pro data services

Aviation Data

• Aviation Data Sets
• Custom data services
• Data quality
• Data supply and partnerships
• Aviation finance
• Corporate travel
• Governments
• Traveler services
• ISVs / software developers

Aviation Resources

• Thought Cloud
• Aviation events and webinars
• On-time performance
• Research and reports

About Cirium

• Cirium Japan 日本
• Cirium Korea 한국
• Terms and conditions
• Privacy policy
• Cookie settings | your privacy settings
• Fair processing notice

Calculates the ROI of investing in our queuing and self-service solutions Learn More

Unlock the full potential of our solutions!

B2B Customer Service Excellence: Essential Strategies

• Author: Wavetec
• Published: June 28, 2024

Customer service plays a crucial role in the success of any business, especially in the context of B2B customer service .

Unlike B2C interactions, business-to-business service requires a deeper understanding of client’s needs and a stronger focus on building long-term relationships.

Excellent B2B customer support helps resolve issues, retain customers, and promote business growth. 

According to a study , 86% of buyers are willing to pay more for a great customer experience.

By prioritizing B2B customer service , companies can increase satisfaction and loyalty, ultimately driving their success in the competitive marketplace. 

Investing in robust B2B customer support software and strategies can significantly impact a company’s reputation and bottom line, setting it apart from competitors.

Let’s explore all this in more detail ahead.

What Is B2B Customer Service?

B2B customer service refers to the support and assistance businesses provide to other businesses rather than individual consumers. 

This type of service focuses on meeting the specific needs of business clients , which often involve complex products, longer sales cycles, and higher transaction values. 

The primary goal is to build solid and lasting relationships that can lead to repeat business and long-term partnerships.

The meaning of B2B customer service extends beyond simple problem-solving. It includes proactive communication, personalized solutions, and a deep understanding of the client’s business objectives.

Effective business-to-business service is crucial for maintaining client satisfaction and loyalty.

In contrast to B2C, B2B interactions typically involve multiple stakeholders, making the process more intricate. Companies often utilize specialized B2B customer support software to manage these interactions efficiently. 

By prioritizing excellent B2B customer support , businesses can differentiate themselves in the marketplace, drive significant growth, and build lasting brands .

Critical Elements of Effective B2B Customer Service

Effective B2B customer service is built on several key elements that ensure customer satisfaction and loyalty.

These elements include communication, responsiveness, personalization, and technical support, each of which plays a vital role in providing exceptional business-to-business service .

1. Communication

Clear and consistent communication is the foundation of excellent B2B customer support .

Businesses must ensure that their communication channels are open and accessible, allowing clients to quickly reach out with questions, concerns, and feedback .

Regular updates and proactive communication about product changes, service issues, or new offerings can help build trust and transparency. 

Effective communication strategies, such as regular check-ins and detailed reports, help keep clients informed and engaged and develop a stronger relationship.

2. Responsiveness

Responsiveness is crucial in B2B customer service . Clients expect timely answers and swift resolution of their issues. Delays can lead to frustration and potential loss of business.

Implementing efficient B2B customer support software can help manage inquiries and provide quick responses. 

By prioritizing responsiveness, businesses can show their commitment to their client’s success and maintain a positive reputation.

3. Personalization

Personalization is another essential element in B2B customer support . Understanding each client’s unique needs and tailoring solutions to meet those needs can significantly improve the customer experience. 

Personalized service demonstrates a company’s dedication to its clients and helps build long-term relationships.

This approach involves customizing communications, recommendations, and support based on the client’s business requirements and preferences .

4. Technical Support

Technical support is a critical aspect of B2B customer service . Many B2B products and services involve complex technologies that require specialized knowledge to troubleshoot and maintain. 

Providing comprehensive technical support ensures that clients can fully utilize the products and services they have purchased.

This support can include training, troubleshooting, and regular maintenance, which help prevent issues and ensure smooth operations .

Strategies for Enhancing B2B Customer Service

To excel in B2B customer service , businesses must implement strategies that boost their ability to meet client needs effectively.

Key strategies include building solid relationships, leveraging technology, investing in training and development, and establishing robust feedback mechanisms.

1. Building Strong Relationships

Building strong relationships is fundamental to effective B2B customer service . Companies should focus on understanding their clients’ businesses and forming partnerships based on mutual trust and respect. 

Regular interactions, personalized services, and proactive problem-solving strengthen client bonds.

By nurturing these relationships, businesses can increase client retention and encourage long-term loyalty, which is essential for sustainable growth.

2. Leveraging Technology

Leveraging technology is crucial in modern B2B customer support . Utilizing advanced B2B customer support software can streamline communication, track client interactions, and provide data-driven insights. 

These tools help businesses respond quickly to client needs and manage support tickets efficiently.

AI and machine learning can predict potential issues and automate routine tasks, freeing human resources for more complex problem-solving.

3. Training and Development

Investing in training and development is vital for delivering exceptional business-to-business service .

Customer service teams need to be well-versed in the products and services they support and skilled in communication and problem-solving. 

Ongoing training programs ensure staff members stay updated on industry trends and best practices.

By equipping employees with the necessary skills and knowledge, businesses can enhance the quality of their B2B customer support .

4. Feedback Mechanisms

Establishing robust feedback mechanisms is essential for continuous improvement in B2B customer service .

Collecting and analyzing client feedback helps businesses understand their strengths and identify areas for improvement. 

Regular surveys, feedback forms, and direct communication channels can provide valuable insights into client satisfaction.

Implementing changes based on feedback shows clients that their opinions are valued, further strengthening the business relationship.

Case Studies and Examples of B2B Customer Service

1. wavetec’s b2b customer service: muscat securities market case study.

Wavetec excelled in providing tailored B2B customer service to the Muscat Securities Market by delivering a comprehensive display and management solution. 

Their approach included installing high-quality LED displays and a robust software system to manage real-time data updates, ensuring transparency and efficient information dissemination. 

Wavetec’s commitment to understanding and meeting Muscat Securities’ unique needs exemplifies its dedication to business-to-business service , improving operational efficiency and market reputation. 

2. Abu Dhabi Securities Exchange: Enhanced Transparency Through B2B Customer Service

The Abu Dhabi Securities Exchange (ADX) partnered with Wavetec to improve its information dissemination system, showcasing the importance of excellent B2B customer service . 

By integrating advanced LED display systems and sophisticated control software, ADX ensured real-time, reliable financial data updates, meeting the high standards of global stock exchanges. 

This project underscored ADX’s commitment to transparency and effective investor communication, increasing market credibility. 

3. Ministry of Justice, KSA: Enhancing Service Efficiency with B2B Customer Service

The Ministry of Justice, KSA , faced significant challenges with high foot traffic and inadequate queuing systems. 

To address these issues, they partnered with Wavetec, leveraging their expertise in B2B customer service . Wavetec deployed advanced queuing and self-service solutions , including ticket dispensing machines, digital signage, and customer feedback tablets. 

This deployment across 60 locations optimized service times, enabled social distancing, and enhanced visitor experiences. 

By integrating these systems, the Ministry significantly improved operational efficiency and productivity, showcasing the impact of effective business-to-business service . 

What is the difference between B2B and B2C customer service?

Understanding the differences between B2B and B2C customer service is crucial for businesses aiming to tailor their support strategies effectively. The following table highlights critical distinctions between the two:

Challenges in B2B Customer Service

Providing excellent B2B customer service comes with its own set of challenges.

Key challenges include managing expectations, complex problem-solving, and maintaining consistency. Addressing these challenges effectively is crucial for delivering exceptional business-to-business service .

1. Managing Expectations

In B2B customer service , managing expectations is crucial as clients often have high demands and specific requirements.

Clear communication and realistic expectations help avoid misunderstandings and ensure client satisfaction.

2. Complex Problem Solving

B2B customer support often involves complex problem-solving due to the intricate nature of the products and services.

Support teams need in-depth technical knowledge and the ability to troubleshoot multifaceted issues promptly and effectively.

3. Maintaining Consistency

Maintaining consistency in B2B customer service is essential to build trust and reliability.

Businesses must ensure that their support is uniformly excellent across all interactions, which can be challenging due to varying client needs and the complexity of services provided.

B2B Customer Service FAQs

What do b2b customers care about.

B2B customers prioritize reliability, efficiency, and value. They seek providers who understand their specific business needs and offer tailored solutions. 

Additionally, strong communication, prompt problem-solving, and consistent quality of service are critical factors that influence their satisfaction and loyalty.

How can technology improve B2B customer service?

Technology can significantly improve B2B customer support by streamlining communication, automating routine tasks, and providing data-driven insights. 

Advanced B2B customer support software enables better ticket management, faster response times, and personalized service, ultimately improving the overall customer experience.

Final Words

The focus on building solid relationships, leveraging technology, and maintaining high support standards is vital in B2B customer service. 

By understanding the unique challenges and priorities of B2B clients, businesses can deliver exceptional business-to-business service that drives customer satisfaction and loyalty. 

Investing in robust B2B customer support software and continuous improvement strategies ensures that companies stay competitive and meet their clients’ evolving needs. 

Not only that but in the long run, this investment ensures success and long-standing brand affiliation, which is an end goal of all businesses in today’s competitive market.

How to Collect Customer…

Customer Service in Financial…

A Comprehensive Queueing System…

Digital Transformation KPIs: Measuring…

Top Digital Transformation Trends…

Digital Transformation ROI

• No translations available for this page

Case Studies in Strategic Communication

An online, peer-reviewed, open access journal.

To cite this article Walton, L. R., Seitz, H. H., & Ragsdale, K. (2012). Strategic use of YouTube during a national public health crisis: The CDC’s response to the 2009 H1N1 flu epidemic. Case Studies in Strategic Communication, 1 , article 3. Available online: http://cssc.uscannenberg.org/v1/v1art3

Access the PDF version of this article

Strategic Use of YouTube During a National Public Health Crisis: The CDC’s Response to the 2009 H1N1 Flu Epidemic

Laura Richardson Walton Mississippi State University

Holli H. Seitz University of Pennsylvania

Kathleen Ragsdale Mississippi State University

The emergence of the 2009 H1N1 influenza epidemic produced a number of unique communication challenges for the Centers for Disease Control and Prevention (CDC). Part of the CDC’s response to these challenges included the strategic use of video posted to YouTube to address the public’s need for information in a timely and accessible way. This case study includes an examination of the context in which this communication response took place, an overview of the research and strategy development that informed the strategic communication, and an evaluation of the response.

Keywords : health communication; social media; public relations; strategic communication; emergency and risk management

Introduction

In mid-April 2009, a new strain of influenza (later termed the 2009 H1N1 flu) was identified in a 10-year-old California patient. The unique strain of influenza virus initially emerged in Mexico and began to spread rapidly throughout the United States (U.S.). By the end of April, the Centers for Disease Control and Prevention (CDC) was certain a national public health emergency existed. [1] As the H1N1 epidemic emerged, the CDC activated the Emergency Operation Center and the Joint Information Center, which is the hub of CDC strategic communication during national health emergencies. Years of strategic planning and emergency exercises in preparation for a global influenza pandemic were paying off, but there was one element of this epidemic that the CDC could not have been predicted: the dynamic online communication environment in which this major public health event would take place.

At the time of the 2009 H1N1 outbreak, Twitter was emerging as a key online medium for exchanging brief news and information, while Facebook had more than 200 million users (Zuckerberg, 2009). Earlier that same year, YouTube had 100 million viewers and an estimated 76.8 percent of U.S. Internet users were online video users (comScore, Inc., 2009). According to 2011 data, the average YouTube user is female and between the ages of 25 and 54 years old (Ignite Social Media, 2012), making the online video-sharing platform an ideal tactic for targeting caregivers of both small children and the elderly – the two populations most at risk for complications from the H1N1 virus. The increasing importance of social media during disasters and emergencies was confirmed by the American Red Cross in its 2010 study , indicating 82 percent of participants (N=1,058) utilize social media weekly with nearly half of respondents (48%) participating daily (American Red Cross, 2010). Interestingly, only 1 in 6 participants reported using social media to obtain information about a disaster or emergency, but nearly half of participants utilizing social media daily indicated they would share disaster or emergency information via social media channels (American Red Cross, 2010).

Due to the rapid expansion in popularity of these online communication channels, social media specialists at CDC were brought into the 2009 H1N1 response to create a communication strategy for social media channels that would complement traditional media strategies. Although the social media plan would eventually involve a heavy presence on Facebook and Twitter, YouTube was used early in the CDC’s response to provide timely, accurate, and credible health messages via social media. Indeed, one of the first 2009 H1N1 videos released by the CDC garnered 2.1 million views on YouTube.

As a federal agency within the U.S. Department of Health and Human Services, the CDC employs more than 15,000 staff and is the agency primarily responsible for public health (CDC, 2010a). The response to the 2009 H1N1 outbreak was likely influenced by agency dynamics in the years and months leading up to the outbreak. Prior to the event, the CDC’s emergency communication function had been tested as the agency responded to an outbreak of Severe Acute Respiratory Syndrome (SARS) in 2003, public health issues related to Hurricane Katrina in 2005, and containment of highly drug-resistant tuberculosis in 2007. During the 2009 H1N1 event, the CDC was headed by an interim director, Richard Besser, M.D., whose considerable expertise in managing national emergencies had been honed during his years as the Director of the Coordinating Office for Terrorism Preparedness and Emergency Response (COTPER). [2]

Within the U.S., the first wave of H1N1 began in April 2009, peaked during May and June of that year, and began to decline in early August. At that point in the epidemic, 477 deaths had been linked to H1N1, including 36 children under the age of 18. The second wave of H1N1 peaked in October 2009, during which 49 states reported H1N1 cases in one week alone. October also marked the launch of the national H1N1 vaccination campaign, which was designed to encourage stakeholders to take all necessary steps to protect themselves from this highly contagious and potentially deadly strain of influenza. The risk communication efforts continued into January 2010 and culminated with President Obama declaring January 10-16, 2010, to be “National Influenza Vaccination Week,” a designation that drew considerable attention to the continued necessity of precautionary measures against H1N1 (CDC, 2010c).

The CDC’s Formative Research

At the time of the 2009 H1N1 outbreak, CDC had been preparing for the possibility of an epidemic influenza event for several years. This preparation included the development of a series of manuals for crisis and emergency risk communication, with one specifically designed to address an epidemic influenza event (Reynolds, 2007). In addition, CDC had recently completed a planned emergency hurricane response exercise, during which―for the first time―social media had been incorporated as part of the CDC’s official emergency response structure.

While the CDC’s H1N1 response plan was clear, the social media structure was less well-developed. The constantly evolving nature of social media technologies provides both considerable opportunities and considerable planning challenges for public health practitioners. During the early stages of the expansion of social media, the CDC recognized that posting public health-related videos on YouTube would makes it possible for the Center to disseminate complex health messages—such as how to properly wash one’s hands to prevent the spread of infectious diseases—that cannot be conveyed easily through print media. Although the CDC had established a YouTube channel to broadcast health-related videos prior to implementing its H1N1 response plan, the Center had not yet established a presence on Facebook and had limited experience with Twitter. Because the CDC recognized that H1N1-related public health messages were necessarily going to be extremely complex, the Center’s communication specialists decided to deliver online video health messages via YouTube as a complement to traditional media strategies in order to expand the dissemination of H1N1 prevention/treatment messages to as broad an audience as possible.

In addition to developing new social media channels, the CDC also had to quickly develop H1N1 flu messages that were appropriate for the channels. Prior to the H1N1 epidemic, CDC had invested time and resources into the development of general epidemic flu messages and seasonal flu messages for use in social media. With the onset of the H1N1 epidemic, the CDC was able to adapt these pre-existing messages for use in the H1N1 social media campaign. For example, the CDC regularly conducts focus groups with target audiences to test seasonal influenza messages (which typically target vaccination), and was able to draw on those findings when crafting H1N1 messages. In addition to the ongoing research on seasonal flu messages, the CDC also conducted a thorough evaluation of epidemic flu messages in 2005. This research included focus groups with general audiences and healthcare providers in four regions of the U.S. (Janssen, Tardif, Landry, & Warner, 2006). This research contributed to the development of key messages for the public about epidemic flu—messages that could be adapted for social media during the H1N1 flu outbreak.

The primary goal of the CDC during the 2009 H1N1 event was to “reduce transmission and illness severity, and provide information to help health care providers, public health officials and the public address the challenges posed by the new virus” (CDC, 2010c, p. 13). The response team’s primary strategy—rooted in emergency risk communication principles—was to develop a communication strategy that would provide accurate and timely information to the public regarding the H1N1 outbreak. Throughout the epidemic, the CDC sought to clearly communicate its goals and intended actions for responding to the situation. Communication strategists sought to harness the power of social media channels to complement traditional media strategies and thus allow the CDC maximum reach and impact with its “consistent, clear” message (CDC, 2010c, p. 13). The CDC based its messages around three core values: Be first, be right and be credible (CDC, 2010d). Message strategies included information regarding H1N1 preventative measures, symptoms, and treatment options.

The CDC relied on a strategic mix of traditional communication tools as well as the introduction of emergent technologies in its response to the H1N1 event. Traditional communication methods included maintaining a 24-hour national contact center (CDC-INFO), media relations, and health alert networks email, providing a variety of factsheets, flyers and brochures available for free download, and establishing a dedicated website for the H1N1 epidemic. The CDC also translated key materials and web pages into multiple languages, including a Spanish version of its 2009 H1N1 website. Newer methods included podcasts, the use of social networking sites (e.g., Facebook, Twitter), and the focus of this case study, YouTube (CDC, 2010d). It is especially significant to note that this integrated communication approach allowed the CDC to use its communication tools across multiple platforms. Links to videos and other informational resources could be posted on the Facebook pages as well as the CDC’s various Twitter accounts, enabling the CDC to reach a diverse audience across multiple social media sites.

As the number of H1N1 cases rapidly grew, the CDC sought to respond to the public’s need for information via a variety of mass communication formats. Although traditional public relations tools were an integral part of its strategy, the use of YouTube videos provided the CDC a relatively quick and highly accessible means to deliver information to the public (see Figure 1). As the outbreak quickly became a global issue, the use of YouTube videos also allowed for wide geographic distribution.

In its effort to quickly provide relevant and essential information regarding the spread and treatment of H1N1 flu, the CDC relied on simple and straight-forward production for its YouTube videos. Most of its early productions were shot from one angle with variations between close-up and extreme close-up views. As the viewing numbers for the videos reflect, this “no frills” production approach was an effective means of asynchronously presenting the necessary information. Millions of people were seeking accurate and reliable information about the H1N1 epidemic and the CDC placed the information on YouTube where the public would have 24-hour access. Names and titles of CDC officials were frequently used in the lower-third of the YouTube videos to identify key speakers and their official roles in addressing the H1N1 epidemic. This was an effective nonverbal communication strategy used to reinforce the CDC’s credibility and trustworthiness in the situation.

As the crisis progressed, the YouTube videos began to include slightly more variation in theme and content, with B-Roll footage under voice-overs being utilized as a regular production feature. In latter stages, cartoon characters were featured in the CDC’s productions with the launch of “The Happy Hand-washing Song” and high-quality motion graphics were featured in the 60-second “I never get the flu” YouTube production. These videos were a diversion from the CDC’s straight-forward approach to presenting relevant information to the public and, interestingly, only captured about 12,000 views combined. Due to the gravity of the situation and the likelihood that users were seeking straightforward facts about the H1N1 epidemic, it is likely these more “flashy” and graphically-focused pieces were not as effective in dissemination of the information sought. Alternately, the timing of these videos may have contributed to their low popularity, as the initial wave of H1N1 had passed.

Although the production quality and theme variation of the CDC’s YouTube videos increased during the public health crisis, the videos consistently sought to create a general sense of concern and urgency regarding protection and treatment of H1N1. Nearly all the videos covered the basics of protecting oneself from the virus: 1) Covering nose/mouth when coughing or sneezing; 2) Washing hands often; and 3) Avoiding contact with sick persons and staying home if diagnosed with H1N1. Several videos focused solely on providing this information to viewers. Information about H1N1 symptoms and when to seek treatment―including warning signs and steps to receive H1N1 care―were clearly stated and reinforced throughout the majority of the YouTube videos.

The World Health Organization (WHO) International Health Regulations (IHR) Emergency Committee officially declared the H1N1 influenza pandemic over on August 10, 2010 (CDC, 2010c). In the wake of the epidemic, the CDC sought to evaluate its efforts with a variety of measures, including web analytics, social media tracking, observation, and feedback from stakeholders. In a June 2010 “Summary Highlights” report, the CDC described its response to the H1N1 epidemic within the U.S. as a “complex, multi-faceted and long-term” reaction to a national health crisis (CDC, 2010b, p. 1).

This communication effort resulted in tremendous reach. The CDC estimates its risk communication campaign resulted in 403 million impressions from article placement in print and internet news media outlets alone (CDC, 2010b). [3] While the CDC does not report the estimated reach through other traditional media outlets, such as radio ads, television public service announcements, and printed materials, estimates of additional reach through nontraditional media are substantial. One report cited the CDC-INFO contact center had handled 212, 368 inquiries about the virus—141,774 general public phone calls, 47,311 general public emails, 23,268 clinician phone calls and 13 letters (CDC, 2010d). The CDC’s Facebook fan page grew by more than 55,000 individuals and one report cited more than 1.2 million followers of the CDC emergency profile on Twitter and nearly 34,000 followers of its @CDC_eHealth Twitter account (CDC, 2010d). In just the first three weeks of the response, the CDC website grew from one page to more than 200 with estimates of page views reaching 221 million (CDC, 2010d). Although one report mentions Facebook and Twitter analytics and website page views, it makes no mention of the fact that the 24 YouTube videos that compiled the CDC’s “2009 H1N1 playlist” reached well over 3 million views (CDC, 2010b).

Analysis and Discussion

This case study provides information essential to understanding the CDC’s response to the H1N1 epidemic. The CDC is considered a leader in the recent movement to combine the best practices of risk communication and crisis communication, and this case study provides significant support for its efforts to articulate that the response to global threats to the public must be “strategic, broad based, responsive and highly contingent” (Reynolds & Seeger, 2005, p. 49). Reynolds and Seeger (2005) argue the crisis and emergency risk communication (CERC) model is a “blended form of communication” that “emphasizes the developmental features of crisis and the various communication needs and exigencies of audiences at various points in the ongoing development of an event” (p. 49). The CERC model posits that crises generally have five distinct stages: 1) Precrisis, 2) Initial event, 3) Maintenance, 4) Resolution, and 5) Evaluation. [4]

While the CDC continued to rely on traditional and more conventional communication tactics such as media relations, web sites, and printed materials, this study illustrates the necessity of making vital public health messages accessible to the general public on YouTube. At more than 3 million views, the number of views for the CDC-produced H1N1 videos broadcast on YouTube indicates that a significant number of individuals were interested in information relevant to the 2009 H1N1 epidemic. Additionally, it emphasizes the importance of public health entities being willing to adapt to the changing nature of information dissemination in the face of innovative technologies and new media.

The CDC remains a highly credible source for public health information, and has recognized and responded to the need to expand its strategic communication boundaries to include new media by launching accounts in a variety of social media domains and developing best practices for the use of social media for public health communication (see the CDC Social Media Toolkit for Health Communicators ). Their guidelines for the use of YouTube suggest that health communicators develop content appropriate for target audiences, keep videos short, and maximize production quality—all qualities found in the videos produced for the response to 2009 H1N1 flu. In the case presented here, the CDC was able to use a relatively new technology, YouTube, to deliver a consistent public health message to a widely varied mass audience during a national health crisis.

Discussion Questions and Activities

• Although YouTube is an extremely popular social media site, it often features material that is poorly sourced or may lack credibility (e.g., may not be considered “official” or trustworthy by the viewer). What risks was the CDC taking by using YouTube as a communication channel during a national public health crisis? Do you think the benefits of using YouTube outweighed the risks in this situation? Why or why not?
• The use of YouTube during a national health crisis gives rise to many questions about the changing nature of strategic communication, specifically during health-related crises. Is the lessening dependence on traditional news media as a mass communication vehicle a positive or a negative shift? Explain your position.
• Small group exercise: Given what you know about the CDC’s use of YouTube during the H1N1 epidemic, how would you build on it to create a comprehensive social media strategy for responding to this national public health crisis? Decide which social media tools or channels you would select and what kinds of messages you would use in each channel.
• In addition to its YouTube campaign, the CDC relied on other popular social media platforms, such as Facebook and Twitter, to distribute its health-focused message. How has the proliferation of social media changed the way we seek and use health-related information? What impact has this had on health professions and the practice of health communication?

[1] Initial reports linked the H1N1 virus to a swine origin influenza virus because the combination of genes closely resembled those of the North American and Eurasian swine-lineage H1N1 influenza viruses. From December 2005 to January 2009, 11 of the 12 cases of human infection reported either direct exposure or close proximity to pigs. The April 2009 cases in the U.S., however, did not involve exposure to pigs, thus the new virus was being spread via human to human contact and not human-to-swine. When the CDC confirmed there was no link between the spread of the H1N1 virus and pigs, an effort was made to identify the virus as “2009 H1N1” (CDC, 2010b, p. 1-2).

[2] The 2009 H1N1 outbreak was a complex event that required a coordinated response from multiple countries, the World Health Organization, the Pan American Health Organization, and the global public health community (Brownstein, Freifeld, & Madoff, 2009). While this case study focuses specifically on the response of the Centers for Disease Control and Prevention in the U.S. in an attempt to provide a vivid example of how an organization can use social media to meet strategic communication goals, it is important to note that this case was situated within a global response effort. The use of YouTube allowed CDC to meet its domestic communication goals, and these videos were publicly, and thus globally, available for those with open access to the internet.

[3] Media monitoring at CDC takes many forms, including traditional clipping services, automated programs (Janssen, Haag, & Pierre, 2010), and systems that involve manual searching and coding by trained staff members. During an emergency activation, media monitoring activities are concentrated in the Joint Information Center and result in periodic summary reports that are used to provide situation updates to leadership, inform communication strategy, and track communication efforts (see Prue, Lackey, Swenarski, & Gantt, 2003, for an example).

[4] Within the five stages of the CERC model, communication strategies for the organization vary based on the characteristics of the given crisis. Generally, they are as follows: 1) Precrisis: risk messages, warnings, and preparations; 2) Initial event: uncertainty reduction, self-efficacy, reassurance; 3) Maintenance: ongoing uncertainty reduction, self-efficacy, reassurance; 4) Resolution: updates regarding resolution, discussions about cause and new risks/understanding of risk; and 5) Evaluation: discussion of adequacy of response, consensus about lessons and new understandings of risks (Reynolds & Seeger, 2005, p. 52-53).

American Red Cross. (2010). Social Media in Disasters and Emergencies. Retrieved from http://www.redcross.org/www-files/Documents/pdf/other/SocialMediaSlideDeck.pdf

Brownstein, J. S., Freifeld, C. C., & Madoff, L. C. (2009). Influenza A (H1N1) Virus, 2009—Online monitoring. The New England Journal of Medicine, 360 , 2156.

Centers for Disease Control and Prevention (2010a). CDC Fact Sheet. Retrieved from http://www.cdc.gov/about/resources/facts.htm

Centers for Disease Control and Prevention (2010b). The 2009 H1N1 pandemic: Summary highlights, April 2009-April 2010. Retrieved from http://www.cdc.gov/h1n1flu/cdcresponse.htm

Centers for Disease Control and Prevention (2010c). 2009 H1N1 Flu. Retrieved from http://www.cdc.gov/h1n1flu/

Centers for Disease Control and Prevention (2010d). 2009 H1N1: Overview of a Pandemic. Retrieved from http://www.cdc.gov/h1n1flu/yearinreview/yir8.htm

comScore, Inc. (2009). YouTube surpasses 100 million U.S. viewers for the first time: Americans’ time spent viewing jumps 15 percent versus previous month. Retrieved from http://www.comscore.com/Press_Events/Press_Releases/2009/3/YouTube_Surpasses_100_Million_US_Viewers

Ignite Social Media, Inc. (2012). 2011 Social Network Analysis Report – Geographic – Demographic and Traffic Data Revealed. Retrieved from http://www.ignitesocialmedia.com/social-media-stats/2011-social-network-analysis-report/

Janssen, A., Haag, E. S., & Pierre, J. (2010, April). Rapid and longitudinal analysis of H1N1 News and Social Media. Paper presented at the 44 th National Immunization Conference, Atlanta, GA. Abstract retrieved from http://cdc.confex.com/cdc/nic2010/webprogram/Paper22799.html

Janssen, A. P., Tardif, R. R., Landry, S. R., & Warner, J. E. (2006). “Why tell me now?” The public and healthcare providers weigh in on pandemic influenza. Journal of Public Health Management and Practice, 12, 388-394.

Prue, C. E., Lackey, C., Swenarski, L., & Gantt, J. M. (2003). Communication monitoring: Shaping CDC’s emergency risk communication efforts. Journal of Health Communication, 8, 35–49.

Reynolds, B. (2007). Crisis and Emergency Risk Communication: Pandemic Influenza. Washington, DC: Government Printing Office.

Reynolds, B. J. (2010). Building trust through social media. CDC’s experience during the H1N1 influenza response. Marketing Health Services, 30 , 18-21.

Reynolds, B., & Seeger, M. W. (2005). Crisis and emergency risk communication as an integrative model. Journal of Health Communication, 10 , p. 43-55.

Zuckerberg, M. (2009, April 8). 200 million strong [Weblog post]. Retrieved from http://blog.facebook.com/blog.php?post=72353897130

LAURA RICHARDSON WALTON, Ph.D., APR , is an assistant professor in the Department of Communication at Mississippi State University. She is also a Research Fellow and Coordinator of the Media Collaboration Laboratory in the Social Science Research Center. Email: lwalton[at]comm.msstate.edu.

HOLLI H. SEITZ, MPH , is a doctoral student studying health communication in the Annenberg School for Communication at the University of Pennsylvania.

KATHLEEN RAGSDALE, Ph.D. , is an assistant research professor at the Mississippi State University Social Science Research Center. She is an applied medical anthropologist who is currently conducting mixed method research on how new media/electronic technologies can be harnessed to address health disparities among minority and vulnerable populations, with a particular focus on high risk behavior prevention among rural and at-risk youth.

The preparation of this manuscript was supported by the Social Science Research Center (SSRC) at Mississippi State University and the Annenberg School for Communication at the University of Pennsylvania. The authors gratefully acknowledge the contribution of research assistants Cameron White and Sydney Hall in the SSRC’s Media Collaboration Laboratory.

Editorial history Received January 23, 2012 Revised April 9, 2012 Accepted April 18, 2012 Published May 13, 2012 Handled by editor; no conflicts of interest