Business Briefs: Augmented Reality in Marketing, PR Tips & Language That Builds Employee Trust

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Welcome to Business Briefs! The world of academic publications features fascinating findings from real-world experiments in business and the marketplace. Here are some key takeaways and applicable nuggets of knowledge that may be helpful for your business.

Augmented Reality

Augmented reality (AR) always sounds space-age, but it’s an advertising tool that’s used a lot in our current world. Do a Google search on “virtual home tour Columbus,” and you’ll find a zillion opportunities to walk through houses on the market, in the comfort of your jammies from the couch. That’s augmented reality. 

But it’s not just home tours. You can tour colleges and hotels. You can try on lipstick colors and paint your living room. The applications for AR are endless. 

The question for a business owner might be: How can we leverage AR to market our own projects?

Researchers surveyed 127 business managers with backgrounds in marketing. They found that 17% were already using AR in some areas. For those managers who didn’t use it, the most common reason cited (63%) was a lack of means for application in their particular area. 

The research team proposed four areas in which AR should be considered as an option to market businesses: Specifically, it can be used for (1) branding, (2) inspiring (creating a sense of need for the product), (3) convincing and (4) keeping customers. 

Using AR to visualize products is already a pretty common application. As for future directions, branded AR games (like Pokémon) and AR customer communities are both expected to grow by close to 30%. More than 60% of managers expect to see large developments in AR through social media and “branded storytelling,”  

That’s what’s next. 

Read more here

What is Augmented Reality Marketing? Its Definition, Complexity, and Future – Philipp A.Rauschnabel, Barry J.Babin, M. Claudiatom Dieck, Nina Krey, Timothy Jung, Journal of Business Research

New PR Handbook

The Public Relations Handbook is a 2022 collection of essays from public relations experts edited by Robert Dilenschneider. Within its pages,  readers will find everything from how to deal more effectively with internal communications to international messaging in countries and regions such as Canada and Japan. As any PR pro knows, cultural differences in audiences profoundly impact how messages are understood.  

For domestic writers, a pressing problem identified within the pages is cultural fragmentation. Words no longer have shared meanings in the larger community, and this makes the communication path unprecedentedly fraught. 

So it’s helpful to eyeball the collection’s suggested terminology for compelling communication. Among the words to consider integrating into your messages for extra influence are terms such as imagine, inclusion, fact-based, and together, we can . . .

Read more here

The Public Relations Handbook – Robert L. Dilenschneider

Building Employee Trust

To learn more about practices that foster employee trust (especially during the uncertain times of the pandemic era), researchers surveyed 393 U.S. employees (average age 33). The questionnaire measured trust, as well as their supervisor’s use of motivating language.

What’s motivating language? Well, it’s a little more than inspirational, encouraging posters and sayings. It’s characterized as making meaning, being empathetic, and giving clear directions. So, questions on the survey asked things like whether an employee’s supervisor gives clear directions and whether the supervisor connects job duties to a larger purpose. Then it asked whether the employee trusted that supervisor. 

As it turns out, those characteristics of motivating language cashed out in terms of increased trust for supervisors. The big take away? 

“When supervisors used meaning-making language to reinforce the culture, values, and purpose of the organization, empathetic language to show concern, care, and appreciation, and direction-giving language to clarify tasks and expectations, employees tended to report a higher level of trust in the organization and the leader.”

Read more here

Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory – Linjuan Rita Men, Yufan Sunny Qin, Jie Jin, International Journal of Business Communication