The POE(m) model sought to help systematize the various – and sometimes competing – media channels available to companies. This approach separated efforts into three general buckets: Paid, Owned, and Earned media channels. However, the lines between some of these distinctions often continued to exhibit a Mr. Magoo-like blurriness. The PESO model (see Figure 1), which added the idea of “shared” media, sought to bring more order to how a company could view their media, and by extension, the various roles and departments responsible for each.
Figure 1: An overview of the PESO model and various media.
Who Really "Owns" What?
The idea of shared media (such as influencer engagement or partnerships) is a much-needed way to divvy up work and responsibilities. It acknowledges the fact that some media crosses boundaries and calls out the need for clear lines of authority when developing content and campaigns. In practice, it can sometimes lead to an even more fragmented and siloed way of approaching the market. It doesn’t really solve the problem of where some responsibilities should sit.
For example, case studies. Who creates them? Where should they first appear and who decides? Who manages their messaging? Is there a priority in which they are distributed? Managers in shared, owned, and earned could all probably make a good case for being the originator and gatekeeper.
In my opinion, the PESO model underscores the need for a collaborative, team approach. This comes into sharp relief when you overlay the GOST model on top of PESO model (yes, we’re approaching theory overload but hang on, it gets simpler).
Sometimes Two Ways are Better than One
Always a favorite of mine, the GOST model requires that you actually have an ultimate goal and quantifiable objective before rushing into what many consider the more fun activities of developing strategies and supporting tactics. (See Figure 2)
Figure 2: Goals, Objectives, Strategies, and Tactics. Start at the top, please.
What this successfully looks like is a team-based approach with all of the stakeholders in each PESO “bucket” at the same table at the same time on a continuing basis. This provides the opportunity to create a cohesive campaign and can also spur ideas which my never have been thought of without this tight cross-collaboration. Further, assigning benchmarks and KPIs to a team rather than individuals within each discipline can also spur mutually supportive cooperation.
I have seen first-hand how well this approach works when I’ve fielded campaigns. I’ve also seen the dysfunction which can ensue when individual disciplines take a go it alone outlook.
Summing up, viewing the questions and needs raised through the PESO mode through the lens of a solid GOST model will provide better outcomes for the ultimate goal of the company through shared responsibilities and ideation.
Joe Tradii is a professional communicator experienced in social media, advertising, public relations, and marketing. He can be reached at firstname.lastname@example.org; www.JoeTradii.com.