You can’t go too long in today’s business world without someone mindlessly spewing the infamous: “We’ve got to do more with less.” There is little doubt that over the years this has been—and sometimes continues to be—the mantra of some of the best and the brightest business minds. But what if what once was true fades and crumbles into myth? What if the world isn’t what it used to be? What if it’s possible to have too much of a good thing?
Dallas Mavericks owner, serial entrepreneur and (TV show) Shark Tank shark Mark Cuban once said, “If you’re looking where everybody else is looking, you’re looking in the wrong spot.” Furthermore, Malcolm Gladwell in his most recent best-seller “David And Goliath” leans heavily on the concept of The Inverted U. The Inverted U for the sake of this discussion could also be called the Law of Diminishing Returns. (Note: I’m certain there are probably finer points between the two but at this moment’s 50,000 feet let’s just envision them as synonymous, at least for now.)
The point being, less can reach a tipping point where there is so much less that what’s left is not enough to be effective (i.e., competitive and profitable). Makes sense, yes?
I am not a fan of New Year’s resolutions and such so please don’t misread the timing of this post. Instead, I want to share with you this epiphany:
“Doing more with less” is out. It is at this point a fool’s game. It’s time to break from the pack. Today I propose that the new black is…”Doing more with better.” That is to shift attention to increasing quality as well as efficiency; to invest in processes and personnel that will continue to add value time and again over the long run; to stop pinching pennies and figure out ways to make dollars; and to seek opportunities with growth-minded organizations and individuals.
Yes, being lean and financially savvy is important. It always has been and it probably always will be. However, if the dollar you save on product / service / employee today leads to lost opportunities tomorrow then you didn’t save anything. You instead (as the cliche goes) shot yourself in the foot. Look around. How many brands and companies to you see hopping around on one foot? Too many, yes?
This is why I recommend you plant both feet back on the ground, define your goals and then commit to a mindset of “Doing more with better.”
As is the American pop-media tradition, there has been plenty of Monday morning quarterbacking going on over the Super Bowl commercials. Did you, like me, think the VW commercial was going to be for tourism in Jamaica? Or what about the Ram truck commercial? Inspiring or too dark and murky? Or what about the general lack of appreciation for viewing context? That is, I would imagine a significant percentage of those watching can’t hear the audio. Yet there was not a single advent—that I saw—that functioned well with the volume off. Perhaps big time advertising / TV creative types don’t go to sports bars and/or Super Bowl parties? The answer is obvious, yes?
However, none of those were the marketing low point of the evening. That anti-crescendo happened prior to the kickoff. Most of you probably weren’t even watching yet and even those who were, I bet, have no idea what I’m talking about.
Since I like to eat my own dog food let me provide some of you less enthusiastic NFL fans some backstory (i.e., context). For starters, there’s the ongoing controversy over concussions. which even President Obama has hinted at. After player safety there’s player conduct. Let’s just say that the NFL would be happy if some players were better known for their performance on the field than off. Naturally, with the Baltimore Ravens being in the Super Bowl, (their linebacker) Ray Lewis’ murder more info
indictments were back in the public consciousness. Nice, right?
Which brings us to the Dallas Cowboy’s Jason Witten and the Walter Payton NFL Man of the Year award. Please raise your hand if you’re drawing a blank.
OK then, let’s get to the bottom line…
In light of all the NFL’s image problems, would it really have been too much to devote 60 to 90 seconds to Mr. Witten at half time? Here is a family man the league should be proud of, but they blew it. All that was needed was a quick bit on Mr. Payton, his legacy and the tradition of the award (all of which would been helpful to many of the NFL “amateurs” who were watching), and then something on Witten’s work for stopping domestic violence. 60 seconds of video, plus 30 second of live award would have been 100% brilliant. Heck, put it dead smack in the middle of the Beyonce show and let her present the award to him. Talk about a photo op. Yes, make a big deal out of it. Why? Because it is a big and very positive deal.
Instead, this—dare I say—ceremony was during the pre-game and the segment was excessively short. If you got up to get another cold one, you might have missed it. Pretty sad, don’t you think?
Earlier this year, after watching the Grammys I wrote a posted titled: “Lessons in business from the soul singer Adele”. So after catching Taylor Swift on 60 Minutes this past Sunday I decided it was time for a similar follow up. Who knows, perhaps I’ll position these pop music inspirations as another series in the AU blogging lexicon. Time will tell.
Watch the video:
Read the transcript:
Note: Some of these thoughts might be slight repeats from the Adele article. To me this confirms that great minds think alike.
—It’s never too early to start. Ms. Swift has sold millions of downloads, tickets and CDs and she’s barely into her twenties. The 60 minutes piece goes back to her pre-teens. In short, she’s been working towards this for quite some time. How prepared are you and your brand for the long run?
—Be fearless and relentless. Ms. Swift had such a strong vision and belief in herself that she was willing to tell her record company to take a hike. It was they who needed her, not the other way around. Go Taylor! No one loves a wishy-washy brand with no character. On top of that, as a teen she played bars and other venues that were probably less receptive to her and he type of music. None the less, she played though and built strength and confidence. Lesson: The beaten path is for the beaten. A true champion isn’t afraid to build character, learn from that and then press on.
—Be true to yourself and authentic to the world. Rather than sing songs someone else wrote, Ms. Swift insisted she sing her own. How could she be herself if she was merely puppeting someone else? Perhaps this is a lesson Mitt Romney could stand to learn?
—Be engaged with your fans and followers. There are few pop-stars who are successful enough to hide behind the curtain of super-stardom. Clearly, Ms. Swift is one of them. But does she hide? Nope. Before, during and after shows she’s directly engaged with her fans. Are there times she would prefer not to? Of course. But successful brand building isn’t about doing what you want to do, it’s about doing what you need to do to get the job done. Shaking hands might suck but having no hands to shake sucks even more, eh?
—Be engaged with your own brand. Perhaps 60 Minutes was kind to her and edited out shades of control-freak, micro-manager, etc. I don’t think that was the case. Ms. Swift, despite her youth, embraces the fact that no one understands and defines her brand better than she does. She could certainly afford to outsource such things yet she takes the extra time and in turn reaps the benefits. I can think of quite a few adults I know who aren’t this wise on this matter.
—Quality still matters. If tired manufactured controversy sells best and mindless pop fodder is what the people want to hear, then someone please explain Ms. Swift (and Adele). Be wary of those who champion short cuts for they are probably doing so because they lack the wherewithal to stand alone at the top. Simply put, there are no short cuts to being the best. Gimmicks are like cigarettes, one by one they will shorten the life of your brand.
—Be humble. This one I know is a Adele repeat. Great as these two artists are you would never know it. They let their talent, accomplishments and their fans do the talking. There’s not need for excessive bravado and the usual PR cliches. While I don’t want to come across as sexist, I have to wonder if this is a natural advantage women have that testosterone types do not.
A few weeks back I received a direct mail offer from Google AdWords. It read: Come back to AdWords and get $100 in advertising credit on us. In the past similar offers were in the $50 to $75 range so this $100 credit certainly caught my attention. My first impression was that Google obviously loved me and that they were sticking to their “Don’t be evil” mantra. I bet you have the same impression.
However, that warm and fuzzy feeling didn’t last very long. About a week ago a client asked me to do another on-demand review of their Google PPC account. I checked this. Tweaked that. And adjusted the next thing. The usual routine. Everything seemed in order except for one thing. All the minimum bids for first page ad placement were up. There seemed to be increases even for campaigns and keywords where there has historically been little interest and movement.
Bingo! And then it hit me.
What’s misleading is that the credit promised isn’t on Google. The reality is that money is coming out of the pockets of anyone else who advertises on AdWords. Think about it. There are a finite number of ad slots/placements. That is, supply is more or less fixed. Suddenly Google injects a large number of $100 credits into the market. That is, Google artificially increases demand. So what happens when supply is static and demand increases? Prices go up.
Bottom line: What Google might lose in giving away that $100 they make it back because those same $100 injections drive up prices across the board. Isn’t being generous with someone else’s money somehow evil?
While it was highly uncharacteristic of me, I somehow managed to watch a good portion of the Grammys last night. To say that the young English soul singer Adele (full name: Adele Adkins) stole the show would be an understatement. Her six wins tied her with Beyoncé for the most wins by a woman in a single Grammy evening. Without out a doubt Adele’s album is outstanding. A one or even two hit wonder she is not.
However, the reality is it’s also highly unlikely that anyone familiar with American pop music would have predicted last night’s landslide months ago when the album “21” was first released. Yet now it all makes perfect sense. Here’s what I think we can all learn from Adele:
—Content is still King or in this case Queen. She didn’t sell hype, endorse soda, manipulate Google SERPs, spew excessively on Twitter, wearing clothing made out of meat or stage a fly-by-night marriage. No, actually Adele did it the old fashion way. She and her team created something of true value. Mind you, I am sure she benefited from social networking. But it was quality work that fanned those organic flames. It wasn’t spin, hot air and spammy tactics.
—Quality is important, very important. The efforts of her team was put into creating something beautiful, crafted, exquisite and memorable. It was not a case of let’s half-ass it and then pull out every trick in the contemporary marketing playbook to try to pass off a stale doughnut as French pastry. In short, it’s more cost effective and smarter to get it right from the start than to try to fix a train wreck with smoke and mirrors.
—Be mindful of spot on execution. What they did they did damn well. Some would say, myself included, to the point of perfection. Would anyone call Adele an innovator? I don’t think so. Her style is timeless classic soul. And when she performs she is 100% committed. Adele sings purely from the heart. But then again, perhaps in the context of today such conviction and a willingness to go against the grain is innovative? The question is, how much are you faking it? And maybe paying greater attention to execution would fall under being innovative as well?
—Show some class. Show some restraint. Respect who you are. While the majority of the other performances were over the top, Adele nailed “Rolling in the Deep” with minimal excess. Mind you, I understand it’s pop music. There’s always a certain amount of frivolity. But perhaps your brand shouldn’t part-take in sugar-coated contests and such just to get people to Like your Facebook page? Perhaps there’s actually more value in being yourself (i.e., something of value) over the long term than trying to be something else in the short? Quality over quantity, right?
—Even in 2012 there is no I in team. Award after award Adele mentioned her producer and thanked her fans. She consistently tried to shift the spotlight way from herself and pull her producer/co-songwriter into the mix. In spite of being sold as a one-woman show, Adele was transparent and shared her moment with her team. Which leads me to my last point.
—Be humble. I don’t watch such award shows often but I’ve seen enough to know that Adele was humble and authentic. She didn’t come off cocky, like she deserved it. Instead she was restrained, natural and nearly embarrassed at all the attention. In other words, she acted like a true professional. That said, you got a sense that deep down she wasn’t surprised. Obviously, their goal was to do a high-quality work of art. They achieved that goal. I am certain she knew this. If she was surprised, it was that so many others had noticed. So, is your brand acting like a giddy one-hit wonder or when you stand in the end-zone do you look like you’ve been there before? That that’s where you belong?
Kudos to you and your team Adele. You’re a beacon of hope for those of us who still believe in quality.
We’ve all heard the stories. The twenty-first century equivalents of Daniel Boone, Paul Bunyon and Paul Revere. Amazing and larger than life.
First, there’s YouTube. Three former Pay Pal employees sketch out an idea on the back of a bar napkin (so to speak). They proceed to pursue the idea. Why? Because they can and they’re the types to do so. They launch quickly, continue to tweak, etc. and the site goes viral before the word was in the mainstream lexicon. As the story goes, less than two years later they sold to Google for well over a 1.5 billion dollars. Billion,
And then there’s Facebook, as “documented” in the film “The Social Network.” Mark Zuckerburg & Co whip together an idea, or stole it depending on who you ask. From there they rocket from stuffy East Coast Harvard to West Coast “swimming pools and movie stars” and onto billionaires and millionaires in less than two hours of running film time. With a little help from naiveté and Sean Parker, of course.
Both stories are impressive and inspiring. In that context, it doesn’t get much better.
Unfortunately, they are also both an exception to the rule. And not just small exceptions but are probably at the extreme edge of the exception scale. Winning the Power Ball lottery or dating a super-model is probably going to happen to you sooner than your idea becomes the next (me-to?) YouTube or Facebook. Yes, these thing can and do happen. I’m not here to squash dreams. But is looking to score the equivalent of back to back to back hat tricks in the World Cup a wise and realistic use of your energy?
Presuming you’re going to put some life-saving on the line, add stress to your life and your family (where before there was none), etc. perhaps there’s a better way? Perhaps, a business plan, or at least the draft of one?
Please note: I’m not a big fan of a business plan, as a plan per se. On the other had, the process of: collecting ideas; writing them down; organizing them so they make sense; flipping them upside down to look for holes; fully vetting your ideas; a draft a mission statement; assessing the size of the market and how you’re going to motivate and communicate with that market; defining goals and success and how those will be measured; sketching wireframes (if it involves a website) or the offline equivalent; formally and thoroughly analyzing the competition; reasonable and objective estimates of the resources required (i.e., time, talent and money); best case(s) and worst case(s); showing this collection of organized ideas to colleagues; and then stepping back yourself to see if the reward warrants the risk…
Well, there’s something to be said for a business plan forcing you to accomplish that.
The point of this exercise it’s only to prove yourself right, it’s to prove yourself wrong. You’re probably going to go forward anyway—as most entrepreneurs do—just make sure you know what you’re up against. The fact is, plenty of top flight squads have swaggered onto the pitch presuming victory over a less worthy opponent and gone home humbled and without the victory. Yes, over-thinking it can be dangerous. However, I’m willing to bet that the non-victorious under-think more than they over-think it. Do you believe there’s no scrapheap of failed YouTube, Facebook, etc. wannabes? Just because that heap isn’t good Hollywood material doesn’t mean it doesn’t exist.
That said, I’ll be the first to admit I have a soft-spot for spontaneity. I appreciate being quick to market. I embrace the agile mindset. When it’s time to run, I’m ready to go. Foolish! Hungry!! On the other hand, when it’s asked, “Nice. Which direction is this next YouTube/Facebook headed?” and “How are you going to get there?” the answer should be more than a couple pages of bullet points, most of which are the usual pages (e.g. About Us, Contact Us, etc.). Frankly, that type of swagger raises a red flag. Your opponent, the devil & his details, are probably smiling. The W is all but theirs.
The bottom line…Odds are you’re going to need to put the uber long-shot myths aside if you want Justin Timberlake in your “based on a true story” dream come true movie.
Finally, I’d like to end this with this thread from Quora.com:
Some serious food for thought in that one, yes?
Earlier today I had coffee with a respected colleague. We both have unique perspectives so it’s always refreshing to meet for some engaging banter. As it often does, the conversation turned to the economy (old vs. new), the internet (web 2.0 vs. web 3.0), and how such dynamic parameters impact companies/organizations in pursuit of growth.
Here is a non-all inclusive summary of our conversation in no particular order:
- Now more than ever, the parameter settings (so to speak) that grew a successful company to Tier X, is quite often not the same settings to get to Tier X+1, Tier X+2 and beyond.
- Early growth is like pounding a nail. However, at some point that nail turns into a screw. The brute force of a hammer that drove the nail is all but useless for turning screws. Simply pounding harder is not the answer. In fact, it’s a false assumption that is distracting and counter productive. Pounding even harder qualifies as insane.
- By definition, change (e.g., growth) requires change. In addition, more is more and better is better. Simply repeating more of yesterday’s this-works is probably not the formula for a better tomorrow. Believing otherwise can be dangerous.
- While culture starts with HR, it’s management’s role to set direction, motivate, maximize productivity and reinforce that culture. Culture doesn’t just happen. If the culture is failing it’s not the fault of staff.
- While few, some things have not changed. As in sports, victory is shared by the team. However, the responsibility for coming up short belongs to management/leadership.
- While certainly not a panacea, tool selection (i.e., technology) can be the deciding factor between getting to Tier X+2 and Tier X+4.
- Bureaucracy is not absolute, it is relative. In other words, what’s counter-productive for a Tier X company can be best practices and M&Ps for a company a tier or two up. The challenge is making the transition from controlled chaos to focused, efficient and low noise.
- Act like the company you want to be, not the company you used to be. In today’s environment, yesterday as an anchor is no longer a positive.
- As organizations grow what is required to sustain that growth evolves. For example, entrepreneurial leadership is often replaced with a more seasoned approach. Darwinism dictates that organisms that don’t evolve die.
- If growth were simply a matter of scaling up sales then there would be a glut of multi-million dollar companies. The difficulty of scaling marketing/sales aside, there’s more to sustainable growth than more sales. Higher volume increases noise. Therefore, noise reduction is also critical.
The bottom line…we both agreed that in spite of the macro-economic gloom and doom there continues to be opportunities for growth minded organizations willing to evolve.
“Services, Market Intelligence Are Best Buy’s Not-So-Secret Sauce” by Alan Wolf (TWICE.com, 7 November 2011).
Raise your hand if you think of Best Buy as a down & dirty in the details marketing/marketing intelligence company? What? No hands raised? That’s okay, I was in your camp too prior to this as well. There a couple things that caught my attention and my business imagination.
First, there’s Geek Squad. As I recall, Best Buy was the first (or at least one of the first) to roll out such a branded service. Mind you, I feel for the mom & pops it stepped on. But let’s face it, getting a PC or other consumer electronics fixed is like taking your car in for service—you just don’t know when you’re getting hoodwinked. Not only does Best Buy satisfy a need in the market with Geek Squad but it also uses that one-on-one customer contact as a key data collection point. Their commodity based retail is the razor. The after-mark service— differentiated and higher margin—is the razor blade. Who knew? Did you? Moi? I never drilled down on the thought that deep.
But here’s the kicker:
“Meanwhile, helping to discern market trends and consumer needs — often before shoppers are cognizant of them — is Best Buy’s customer insights unit (CIU), headed by former CIA intelligence officer Bill Hoffman. The operation uses surveys and focus groups, and monitors forums, social networks and other online commentary, to gauge customer satisfaction, understand brands, track the effectiveness of promotions, prepare for new launches, and develop insights and actionable strategies for the company’s various business units.”
Note: It’s not the use of surveys, focus groups, etc. that caught my eye. It’s the fact that the lead dog is former CIA. In other words, the value isn’t in collecting the data. It’s helpful but it’s relatively easy to do in this day and age. Who isn’t collecting something at this point? The value is in turning that data into useful information from which strategic business decision can be made. This end to end process takes three things: collecting the right data, parsing it and then analyzing it to make the right decisions.
Obviously Best Buy is pretty serious about all three, especially the deal breaker, step 3. You don’t call in the CIA just for kicks, right? By the way, I wouldn’t doubt it if Best Buy shares some of what it collects with its OEM partners. For a fee, of course. I guess you can add that to their list of razor blades as well.
Perhaps there are opportunities for you to sell more razor blades? Perhaps you are sitting on the data would lead you to making such an insight?
“Come On, I Thought I Knew That!” by Benedict Carey (NY Times, 16 April 2011). I’ve been intrigued by plenty of things in my day but this article put me in a semi-permanent ponder. All the way back from the end of April as a matter of fact. What if…just keeps repeating.
I understand that the focus here is on how the brain learns. That is, the research mention is specific to learning and education. However, what if this is also insight in how the human mind learns and retain other things? Certainly there has to be some broader implications and relationships. The brain might be not be a one trick pony but even if has patterns and habits.
Specifically I’m thinking about web sites, web design and usability. The current rule of thumb is to make such interactions super easy and painfully obvious. But maybe too easy is a detriment? I’m sure I’m not the only one who has been on a web site and thought, “Oh, I’m sure I’ll remember this.” A couple of hours later, that memory is long gone. Mind you, that hiccup isn’t exclusive to web sites. None the less, I’m just wanting to point out that maybe too “user friendly” is actually a bad thing. Heresy, yeah I know.
Read the article and let me know what you think. Moi? I’m thinking there’s even more truth to “No pain. No gain.”
“4 Ways to Capture Me & Make Me a Buyer Forever” by Steve Woodruff (MarketingProfs, 3 February 2011). This is one of those classic instances where after the first read it all sounds simple and logical. However, once you dip into the reader comments your perception changes a bit, and sometimes more. Initially Steve’s list seemed fairly benign, but then there was a comment that triggered me to contribute this:
Agreed Nick! However, I believe that focusing on motivation(s) should be #1, not #5. Trying to effectively attend to #1 – 4 isn’t really possible without have a damn good idea what the motivational target is, eh? And that comes from listening.
Also, in some regards #1 almost seem comical. Is this where we’re at, “extreme marketing”? Yes, there’s a lot of noise but does that dictate things must escalate to nuclear volume? (As seemed to be implied.) When in doubt, shout? Really?!? Correct me if I’m wrong, the object is quality attention, not more of it. Yes, that requires creativity (and maybe I’m parsing words too much) but “daring” (as well as the example) just sounds a bit sloppy to me. But again, such focus is all a function of determining motivation, which as noted, is missing from this list.
On top of that I’d like to add that, “…make me a buyer forever,” probably isn’t practical either. Noble yes, but more likely than not a goal too far. The reality is, there is going to be churn, as well as the uncommitted. As humans we naturally deviate (for convenience), experiment (out of boredom) or just don’t always do what we say we’d like to do (because we’re human). As a result, try as you might, a very low percentage of your customer base will buy 100% from you 100% of the time.
Get used to it. Embrace it! The fact is, you have you have no choice. Be smart and reformulate your goal to make more efficient use of your resource. Instead of going for all, consider coming down a notch and build relationships and ambassadors for life. Less really can be more. Whether The Guest is always buying from you isn’t as important as they are always telling others to buy from you. They can leave—and they will—the key is to connect in such a way that keeps them coming back again and again and again.
It should be noted that such a long term quality relationship might not result from a “$20 for $10″ first kiss. I’m not saying it can’t. I’m simply noting that getting attention from dropping your trousers is not the same thing as something that might be less “daring”. But that’s often the difference between a relationship and a one night stand.
“Facebook Fan Pages: 7 Dos and 7 Don’ts for effective Community Development” by Dimitris Zotos (WebSEOAnalytics.com, 24 January 2011). A couple days ago this article popped up in an RSS feed. I read it, left a somewhat skeptical comment, and moved on.
However, over the last couple days I realized that wasn’t enough. In my quest to rid the world of misinformation and myth as generated by “social media gurus” I felt a more thorough response was in order. Please note, I’m not trying to discredit Dimitris as much help others not be misled. With that said, let me run right down his list:
7 DOs for Facebook Community Development
1. Focus on the Content – Upload images, videos, texts and other media types around your brand, focusing on the interests of the community you want to build.
Yes of course. Focus on keeping it relevant and don’t over do it. Yes Virginia, you can tweet too much. If you’re a smaller one-man/one-woman show don’t mix personal with business. For example, if you the person wants to tweet then have a separate account for that. Business feeds that chatter about the weather, lunch, etc. are annoying.
2. Encourage Discussions – Try to engage users by asking and answering on various updates. People are more likely to interact to a human tone of voice instead of a cold corporate talking. Tip: Use @ before a user name to mention specific users –like twitter).
Yes, but again don’t over do it. For example, Mashable uses the old ask a question trick with each and every update on Facebook. After a while that gets tired and in turn counterproductive. If your public wants to chat they’ll chat. But don’t judge success by the amount of small talk you inspire. If people are following you to satisfy certain information needs and you’re doing that, they very well might not have anything to say. They’re busy too, remember
3. Setup Contests and games – Be creative! Motivate people to participate and add entertainment value to their online experience.
Again, another overused cliche so be careful. If you elect to try this out make sure you stay true to your brand. Make sure the contest/game is relevant to your brand and the expectations of your community. People might not embrace your brand to be entertained.
4. Reward your fans – Why should I hit the “Like” button? Do you offer only information for your company and products? A way to attract more “Like” thumbs is to offer something special for your fans. (Vouchers, special offers etc).
I strongly disagree. A Like is ubiquitous and vague as it is. If you want to trade Likes for some special offer that’s fine. Just understand that that changes the meaning of Like. If you start to get disLikes will that mean they don’t like you? Or is it someone you baited to Like you and now they’re just returning to where they should have been in the first place? Don’t believe the hype, a Like is a pretty meaningless measurement.
5. Promote your Fan Page – Add your Fan Page’s link in your website, blog, e-mail signatures newsletters and printed media.
Yes, of course. But also be mindful that Facebook might not be around forever. For example, look at MySpace. A lot people invested quite a bit of time and energy in their MySpace presence. Once that bottom dropped out that investment was gone. You should have an overall web presence with a hub (i.e., your own freestanding website) and social media should be the spokes that feed that hub. Not the other way around.
6. Create Custom Tabs – Create custom tabs with compelling images or videos. This could be a presentation of your company, a contest announcement or even an application.
See point #1 about content. This might be a great idea, or it might be a waste of time. Add value, not novelty.
7. Be prepared to respond to negative reviews – These days people are more likely to express their negative reviews and comments straight to the brand. You should always be prepared to respond a negative review and you should not just try to hide it by deleting the post. This requires a specific policy and the right.
The better recommendation would be, “Be prepared to listen.” The new paradigm is about conversation. Naturally, there are going to be things you’re not going to want to hear. Should this happen then learn from that interaction. Chances are good that if the person was truly dissatisfied they wouldn’t have said anything to you/your brand at all. They have something to say so listen. In most cases you’ll be happy you heard from them.
7 Don’ts for Facebook Community Development
1. Don’t invite all of your friends – You should not invite all of your friends but only the ones you believe that are interested in the page. It is really annoying to receive notifications and invitations from things you are not interested in or even dislike.
Actually, not really. First, in the context of some of the Dos it sounds awkward. Baiting with a contest is okay but inviting friends is not? Aside from that, the beauty of FB, etc. is that the receiver is empowered to decide. In other words, invite them and let them Like you, or not. Or maybe they’ll Like you today and then unLike you tomorrow. It doesn’t matter since an invite is far more authentic than baiting.
2. Don’t leave the spam posts – Don’t let spam posts and links within Fan Page’s wall. This kind of moderation is not against freedom but it ensures that users will respect the community members.
Translation: Use a service like Posting (www.Postling.com) to help monitor and manage your Internet presence.
3. Don’t post from the same source – Don’t keep on posting only your website’s feed, even if you have a news media website.
Do what you feel most comfortable with and let your fans be the judge. Ultimately, quality and relevance is more important than source.
4. Don’t spam your users – Don’t send promotional notifications every day. It is not effective but annoying.
Agree 100%, finally.
5. Don’t forget the Privacy issues – Don’t upload images or videos and don’t tag users without a given permission. Privacy is a sensitive part that you must be extra careful.
Yes, it’s a fine line. But again, people can police when they have been tagged and detag themselves. If the photo is of questionable value (read: it’s risqué) then maybe your brand shouldn’t be posting it to begin with.If you’re not sure how your community might react just tag a couple photos and see what kind of feedback (or not) you get. And of course, if you do decide to be proactive expect an occasional complaint.
6. Don’t create fake accounts – Don’t create fake accounts to represent or support brands. Your target in a social media campaign is not to collect tons of fans or friends but to build relationships.
Should you have faux identities to post on your own page? No, of course not. On the other hand, be aware that when you are the admin of a page you can not interact with that page as your own identity. For example, if a small biz owner sets up a page for his/her business then that owner’s comments on the Page will always appear to be coming from the Page (not the person). If that person/brand promotes “personal service” then the expectation might be to see interaction coming directly from the owner. If that is the case then a second faux account should be used to set up the Page. Note: Faux accounts are a violation for the FB terms of service so be careful. Maybe your “newborn” or “great great grandmother” needs a page. Understand?
7. Don’t be so serious – For the community managers: Don’t take yourself so serious. People always enjoy a cool attitude.
Disagree! What you should be is brand appropriate. Humor is similar to politics and sports, in that it can be easily misinterpreted. The goal is to be authentic, and don’t confuse “business casual” with bogus attempts at being “cool”. I certainly wouldn’t want my lawyer or my doctor to be focused on having a “cool attitude”. Would you?
Bottom line…Once you jump into the social networking and social media pool there are plenty of “experts” out there with snake oil to sell. Always be on the lookout for new ideas. But also be aware of the fact that there is plenty of noise as well, and don’t assume that just because you read it on the Internet that it’s true.
“How to Restart Innovation” by CIO Executive Council (CIO.com, 14 December 2011). Great collection of ideas! But let’s be honest, this is not rocket science. That said, let’s also dig a bit deeper and harvest some additional gold from between the lines.
Starting with the Brent Hoag (VP and CIO of Diversey), there’s the famous, “If you can measure it, you can manage it.” Diversey didn’t just say, “Let’s be innovative.” Geez, anyone can do that. The key here, they made a particular team responsible for that business need. While it’s true the whole organization should play a part in innovation, by making it someone’s responsibility it’s more likely to happen. Thinking about it is easy. Talk is cheap. The key is actually making an effort, and actually making someone accountable for it too.
Next comes Allison Redecki (Senior VP and CIO of GS1 US) and, “Tear down the silos!” Which by the way also applies to Hoag’s team. What Redecki has done is to have her people not re-actively serve their clients but to be proactive and walk in the clients’ shoes. The goal is to strive to be in a position to add value, not just regurgitate. In some ways the requests for new ideas is actually a by-product. The by-product of IT having a better understanding of what the business is doing and what it’s trying to accomplish. Without that understanding there would be no new ideas to be offered. That said, in asking for ideas (and presumably rewarding them) IT is forced to become closer immersed in their clients’ world. Silos down. Everybody wins.
And finally there’s Mark Carbrey (CIO of Cross Country Automotive Services) and their focus on The Guest Experience. His team is constantly evaluating and re-evaluating. In addition, using volunteers for such efforts not only keeps everyone engaged beyond their focus (read: it keeps them looking beyond the silos) but it also excites them. Everyone across his team is continuously a part of something new.Funny how participation gets people to well…um…participate.
The bottom line…It’s alarming how many organizations put their employees in cubicles, ask them to focus a fixed target, measure them on that, and then those same organizations are shocked when, “Think outside the box,” doesn’t produce significant innovation. If you want your team to use The Force, then you have to also give them the opportunities and inspiration to feel The Force too. Or as Chevy Chase said in Caddyshack, “Be the ball Danny.”
“Long Live the Web: A Call for Continued Open Standards and Neutrality” by Sir Tim Berners-Lee (ScientificAmerican.com, 22 November 2010). Excellent thought provoking stuff, eh? And in the spirit of Sir Tim’s lead (i.e., simple and to the point) let me just add a couple more things for you to chew on.
First,while in theory I agree with Sir Tim, the reality is he’s fighting against human nature itself. History is littered with example after example of mankind trying to control that which should not (and often can not) be controlled. Whether it’s Mother Nature, or other human beings, man’s will to power is well documented. Some might even argue that the battle for control is the basis for all history.
Second, I believe Net Neutrality might be a non-issue. Here’s my scenario:
(Unique) Content Owner A (CO-A) notices that (commodity) Access Provider 1 (AP-1) is “limiting” access in a way the compromises the quality of the CO-A experience. CO-A decides to launch a preemptive strike and block traffic being served via AP-1. CO-A also initiates a marketing effort that spins the positioning of AP-1 as evil for undermining the quality of CO-A. The people side with CO-A. And being that AP-1’s access is the commodity, AP-1 has to comply or suffer customer push back and/or customers jumping ship to another access provider.
I’m not going to suggest this argument is perfect. The only major flaw would be if all the APs conspired to limit access of the same content in the same way at the same time. Obviously, that’s illegal.
I think it’s worth noting that we’ve already seen this game of chicken with cable channels and cable access providers. The channels that have run into negotiating issues simply took their fight to the people. So now imagine the “terror” if Facebook blocked a particular access provider.
Okay, your turn. What do yo think?
“Is the iPad Really the Savior of the Newspaper Industry?” by “Amy-Mae Elliott (Mashable.com, 19 October 2010). The short answer is, no. The iPad will be of benefit to a handful but it is not the savior of the (print) newspaper industry. The main reason is, the old publishing model was based on geography, barriers to entry, distribution, etc., and not so much on content (as is the prevailing myth).
Consumers were forced to buy from their local (news) provider because there were no other options. The reality was, aside from local news and sports, and significant percentage of the content was identical / similar to the next market over, etc. The newspaper model was based on taking what was essentially a commodity, repackaging it and charging for its ease of availability. Once the access limitation was eliminated so was the value add. The fact the barriers to entry (to become a publisher) also dropped significantly only made matters more difficult. For example, look at what Craig’s List did to the newspapers’ local monopoly on classified ads.
The problem right now is that the supply of news greatly exceeds demand. This could explain why we’re increasingly subjected to so much non-news. As many publishers are scrambling for original – but what is ultimately crap – content, they’ll “print” anything. What’s sad is that each individual newspaper still believes they are in the content business. They are in collective denial and refuse to admit they were in the distribution business. Regardless of their stack of journalism degrees, etc.
In short, there’s no needed for the same story to be “reprinted” hundreds of times in an all access, all the time world. It seems unlikely the iPad is going to change that. Some will survive. Many will not. And a handful will morph into something else.
All that said, the magazine model might be a different story. With a higher percentage of original content that often address a niche interest and/or target market. There certainly seems to be a possibility the iPad can help that model.
“5 Winning Social Media Campaigns to Learn From” by Zachary Sniderman (Mashable.com, 14 September 2010). Full disclosure, this isn’t Clearing The Editors’ Hurdle as much as it’s Shameless Self-Promotion. But we don’t have a category for SSP. Maybe we should?
The point to be made here is not in the article itself. It’s more or less well…um… crap. None the less, if you have a moment, please read it so that that comments that follow will have the necessary context. I don’t remember exactly but I must have eaten my take no prisoners Wheaties that day. It’s the only way I can explain how I ended up ranting a bit. It happens but it’s not something I usually do, especially on Mashable.
That said, that’s not even what the bottom line is here. What is interesting is that one of my comments got 5 Disqus Likes and the other 2. In other words, I hit a chord with others. What’s even more interesting is the article itself had over 2,300 tweets and about 350 FB Likes/Shares. Ultimately, an opinion is subjective. On the other hand, when reading that article as an objective profession it still has a fair share of stink about it.
One has to wonder how many of those Twitter and Facebook people actual read the article. And then from there, how many actually bothered to think about it. My belief is, not many. Actually, all the tweets could very well have been similar to my “This is crap” but we can’t tell. Come to think of it, am I the only one who assumes that a tweet is synonymous with a FB Like? But it’s not, is it?
“Use the 80-20 Rule to Increase Your Website’s Effectiveness” by Oleg Mokhov (SixRevisions.com, 2 September 2010). While we apply the rule somewhat differently, Oleg and I are certainly in agreement. It’s the ultimate rule to follow because it can be applied to everything, not just web sites.
Three other good rules that all play well together are:
— Divide and conquer.
— You can’t be everything to all people all the time.
— How do you eat an elephant? One bite at a time.
For example, if your business is about a particular set of core services, focus on communicating those 80% of the time. when sending an email blast target it such that it connects with the interests and expectations of 80% of your list. If the web site is about selling those services then put 80% of your time and effort into defining those pages. That’s not to say shouldn’t trust your gut and igore your hunches. Just be fully aware that you are doing so when you do.
If you get distracted by the 20% you will ultimately only dilute the 80% that really matters. Stay focused! As a general rule, as you are fine tuning X, shoot to get it 80% r complete and correct. When that dust settles, go back to the remaining 20% and attack 80% of that. And so on, and so one. As a result of focusing 100% on only 80% you will be more effective. In addition, you and your team will have more senses of accomplishment more often. Good motivators are always a good thing.
The bottom line is that in all likelihood you will build a customer base such that 20% yields 80% of your business. 80% of your team will be happy 80% of the time, and so on. Now if only life were so easy.
“Master the upcoming culture change” by Paul Glen (ComputerWorld, 23 August 2010). While on one hand this article was encouraging there are also some fundamental oversights.
1) What upcoming change? It’s already here. To believe that it’s coming is a recipe for missing it. Anticipate proactively and don’t just stand there flat footed waiting.
2) The purely technical has been a commodity for some time now. Again, realizing this is the first step to moving forward.
3) Business and technology have always been tightly integrated, or should have been. Business is and always will be an exercise in holistic understanding and approach. The sad irony here is this divide isn’t closing. Article after article, writer after writer all continue to say the same thing: The gap between the business and IT need to close. Yet, that doesn’t happen.
4) One of the smartest things IT (Information Technology) can do is change it’s name. Aside from being dated, it’s encourages a mindset that continues to leave IT out of sync with business. The bottom line, IT needs a serious re-branding.
5) While it’s not Paul’s fault this article could have been written 10, 20 or maybe even 30 years ago. What’s shocking, given the historic trends, it will probably written again and again in the future. But let’s hope otherwise.
To finish on an upswing, this really isn’t only about IT. It’s about business, period. IT and Business must work together and circle up. All involved have to make an effort to prepare for the future. That responsibility can’t just sit on IT’s shoulders. IT needs to understand and embrace Marketing. And Marketing needs to understand and embrace Technology.
“The Requirements Payoff” by Karl Wiegers (DrDobbs.com via Information Week, 9 July 2010). As is tradition around here, don’t let the subject matter fool you. This is not just about building systems. The lessons here can be applied across the board. We are all familiar with:
— Look before you leap.
— Measure twice, cut once.
— Do it right the first time.
— Haste makes waste.
The one caveat here is that Karl is focused on user requirements, when the focus should be business needs. Defining what’s wanted (is easy) and defining what’s needed (not so much so) is not the same thing. Being human, we’re all guilty of letting emotions get in the way, eh? The focus needs to be thorough and objective. Not some pie in the sky brain dumping.
In short, have a plan. Then review that plan to ensure the journey you are planning will get you to where it is you are wanting to go. Opps, I meant needing to go.
The journey of this post starts here: “Business Intelligence Meets BPM: Using Data to Change Business Processes on the Fly” by Kim S. Nash (CIO.com, 17 June 2010). On one hand this is fascinating stuff — collecting data, analyzing it and distilling information that objectively drives business action. The business side of my brain goes, “Wow!” But then reality sets in and that, “Wow” turns to, “Wow, scary.” This freight takes two forms:
1) The private person in me shutters to think that Big Brother is not only watching but he’s storing, tracking, cross referencing and analyzing too. This is taking place at and unimaginable level of granularity.
2) The business side of my brain also appreciates the fact that Guests are people. They are not just data points on a graph or cells in a spreadsheet. Analysis is certainly essential but one would bet there are plenty of companies over-valuing this new found power. They are forgetting that they are in business to serve people, not just respond to ones and zeros. As a matter of fact, read this article first: “Superhighway to Hell” by Stephen Saunders (InformationWeek.com via InternetEvolution.com, 19 June 2010).
Back to the first article by Kim Nash. There are some bits to this article (pull out of the context of the whole article) that beg to be addressed AU style:
As Kilcoyne and Coyne learned, modern business intelligence and analytics tools can extract data from enterprise software, populate pre-built statistical models and quickly produce insights that used to take weeks. “In the past, doing predictive analytics needed a PhD in statistics to build a model and interpret results,” says Aberdeen’s White. But newer analytics tools “hide the underlying statistical nerd details,” he says. “Business people don’t have to worry about how the sausage gets made.”
One word: Derivatives. No one needed to understand those either, correct? Information is only as good as the understanding the business people have of the data that was used to compile it. A report without caveats and context is no report at all. If BI is about removing assumption then that thoroughness should be part of the end to end approach.
Key to game-changing decision making is the ability to detect and respond to market changes, taking into account historical knowledge. DirecTV uses analytics to save customers who want to cancel their television service. The company started the program two years ago when it sought to cut churn rates.
What’s interesting is that the examples sited are all reactive. There is some action and then analysis is used to define the appropriate way to respond. Maybe this should be supplemented with a proactive approach as well? That is, avoid upfront engaging customers who don’t meet the good customer profile. For example, for a fitness club, membership retention would be less of an issue if the right customers were attracted in the first place. Waiting to see who leaves seems archaic, no?
How hard agents press depends on how valuable the customer has been to DirecTV, Gustafson says. “There are some people we just do not want to lose.” About 60 percent of customers who want to depart are deemed worth trying to save, he says. The company uses tools from Teradata and SAS to analyze past behavior, evaluating data such as the average annual revenue the customer represents, her payment history and how many pay-per-view shows she buys.
This is a perfect example of forgetting that we’re dealing with real people here. Maybe I am a marginal customer. But if I have 500 Facebook friends and 1,000 Twitter follows then that should be a factor too. To simply place a value on an account (notice I did not say guest or customer) is at best dangerous if the evaluation is this superficial.
Every customer saved is one less customer the company has to try to win back weeks or months later—an expensive process, Gustafson says, that can involve mailings, e-mail and telephone calls as well as sending someone out to reinstall the service. “When the customer first calls, they have a certain mind-set: They want to cancel,” he says. “When we call back, they’re unprepared. It’s a little psychological advantage we have.”
Oh no he didn’t! Forgive me if this sounds insulting but only an idiot would go on record saying such a thing. But again, Mr. Gustafson’s statement is another example of forgetting that guests are real people, not rats to be manipulated.
Now, though, the My Coke Rewards program has helped the company develop more in-depth knowledge about loyal customers. The inside of every bottle cap is printed with a 12-digit code that customers can text or type into a website or desktop widget to accumulate points that can be exchanged for prizes and other awards. Those who opt in to e-mail marketing receive regular offers to gain more points, as well as other marketing pitches. Each is customized based on segments created from demographic information and behavior collected by the site. On average, 285,000 customers visit per day, entering an average of seven codes per second. Information embedded in the codes may include a region or location where the bottle was sold and whether it had special packaging, such as an Olympics logo, that Coca-Cola uses to tailor its pitches.
Read that again… It’s not a 12 digit number, it’s a code. In other words, you can’t drink a soda in peace without wondering when and how Coca-Cola is going to watch you. Scary, right?
After four years, My Coke Rewards is among the longest-running marketing programs in Coca-Cola’s history. And as the program has grown, the company has changed the way it runs in response to insight from analytics, Rollins says.
First, of all the programs Coke has ever had four years constitutes “among the longest-running”? MyGawd, has their marketing department been thinking or just rolling the dice and hoping to find something that sticks. Must be nice to have that type of budget. Furthermore, this reads as if they are responding to analysis, not guests. Not good.
Coca-Cola uses the FICO Precision Marketing Manager suite of statistical analysis tools to study data from its websites. Marketers look at which come-ons elicit the most and best responses, says Thomas Stubbs, Coca-Cola’s interactive marketing director in global IT. Coca-Cola also exchanges data with companies that supply prizes, including Nascar, Nike (NKE) and Sony. “As technology has evolved, we’re able to do more and have a relevant dialog with customers, not just push our ideas out there,” he says.
“A man might not want to admit that he’s a Diet Coke drinker. He will say in a survey that he prefers Coke. But we see he enters only Diet Coke PINs and market accordingly.”
Danger Will Robinson! While it’s true that Coca-Cola might want to know more about who consumes their products, Coke is treading on thin ice if they believe that their definition of the guest is better than the guest’s himself/herself. Do such details constitute useful information? Yes, of course. Might they also be making over-confident decision, and possibly insulting the guest? Yes, that’s very true too.
The idea is not just to save business but to create new business. Successful projects spark new ones. Analytics tools help companies create more money-generating interactions with customers and shave costs from internal operations. CIOs should connect analytics technologies with ideas about refining business processes, says Aberdeen’s White. “Meld them together and that’s very powerful.”
Bottom line… it’s about The Guests, not data and analysis. This shouldn’t be about “refining business process” but about improving The Guest Experience. Same ends? Maybe (but probably not). Different means? Yes, very different means. One puts The Guest first and one does not. If you could analyze the two approaches which would you bet to be the winner? Of the companies you deal with which try to improve The Guest Experience and which are more concerned about their processes and their bottom line?
And finally, to help get it all back into perspective: “It’s Not Your Relationship to Manage” by Lauren McKay (CRM Magazine via DestinationCRM.com, May 2010).
“Are We Ready to Play With Pay? The Content Value Reproposition” by Steve Smith (EContent Magazine, April 2010). As the internet allowed islands of content to drift together, the cost of being an info consuming traveler fell, drastically. Aside from the benefit of no more dead trees, it doesn’t get any cheaper than free, does it? But now what? How are content providers supposed to survive on a business model based on free?
In the end, Steve’s article inspired the letter below. The stellar news is, the editors of EContent printed it in the July/August 2010 issue. It’s always nice to see the AU State of Mind get more love. Enjoy!
I just wanted to take a moment and mention that I thought your article was very well done. However, there are two things that I would like to mention:
1) I was surprised you did not make mention of iTunes. About the only thing more ubiquitous than music is air. That said, the general belief is the content (i.e., music) is the loss leader and ol’ Steve J. & Co make their money on the hardware. Maybe “value add” is the model to follow? That is, content providers don’t just publish, but consult, host seminars, etc.
2) Early on you wrote, ” Traditional media made their ad models work because they controlled both the supply and distribution of content around a limited set of brands.” I’m not so sure this is as accurate as it could be. The advantage traditional media once held was for the most part based on production and distribution. Supply had little to do with their advantage. It was the barriers to entry (read: cost) that sustained that biz model. The People have always been willing to self-express and self-publish. It wasn’t until the early 90’s with desktop publishing software and relatively
lost cost copies from Kinko’s did that really become feasible and “mainstream” (in an underground, not quite mass market ‘zine sorta way). Today, even outside of the internet, digital printing is getting
more and more reasonable. And then there’s something like MagCloud that uses the advantages of the internet to let people self publish on demand. In short, the content has always been there.
One step further, I would argue that this is somewhat the problem with traditional media. They are under the belief they were in the content biz. They were not. The reality is, they were in the production
and distribution biz with much of their “content” coming from wire services or just regurgitating the details of events. Today, I would bet for most ball games I can get play by play via Twitter. So why watch the 11 o’clock news? Let alone read the morning paper? Those mediums are slow and costly.
Again, for the most part they have not been “creating” content, just moving it around.
Thanks again for the article.