Advertising Laughs: Kraft Lightens Up

Years ago, before video had become a mainstream component for social media, we considered advertainment would eventually become a key ingredient for online campaigns. There have been several attempts, including the failed Bud TV concept.

But the one who might have the right just under-the-radar mix is Kraft. It recently tapped stay-at-home mom turned comedian Anita Renfroe to weave Kraft products into her routine for a series called You Gotta LOL. And although this brand of product insertion is blatant, the comedy remains authentic, relatable, embedable, and shareable.

It's also on target with the brand. When Renfroe talks about the dreamy, creamy center of an Oreo cookie, she calls it "sweet, dependable, like the perfect boyfriend." But at the same time, Kraft allows her to have fun with the creamy center as she admits to having no idea what the "stuff is."


Oreo isn't the only product. Each segment ties into a different offering from Kraft, but most aren't overt. For example, the Kraft 100 calorie packs segment never mentions the product. Renfroe just talks about her battle with weight, offering that if you are what you eat, she might eat a super model.

Why Does The Kraft Concept Work So Well?

Kraft finds the perfect balance giving people a reason to visit its Web site, but allows people to share segments anywhere they want. There is no need to control the distribution or keep people on the site longer than they want.

They succeed in framing the segments with just enough about Renfroe, product ads, and useful information, including Kraft Mobile, Kraft recipes by email, and ample connection points for a variety of products on Facebook (including one built exclusively for the comedy series). And unlike Old Spice, the campaign concept might need to be refreshed, but it is sustainable without the gimmick of interaction. We relate to the content, not the flash in the pan.

The sustainability works well because some of the bits could be played 20 years from now and still make sense (assuming the specific product is around). But more importantly, all of it sticks well within the Kraft brand, perhaps best described as iconic products that celebrate the inner child in most people.

According to Brandweek, Kraft worked with Meredith Corp.’s integrated marketing department to create 18 videos. The company has been launching one mini-episode a week with dozens of distribution points, allowing people to connect any way they want.

On that last point, Kraft also shows a level of maturity that most companies experimenting with social media do not. The embedded video above won't help its total views on YouTube, where they are also airing. Instead, Kraft chose the best video applications based on what will work with each platform.

While this strips away some social media experts' ability to claim a success story based on a singular view alone (ho hum), Kraft's measurement is better weighed by looking at the total composite of the campaign rather than a single slice like some people try to measure. And that, well, it's just smart. About the only thing that Kraft missed was tying everything together in traditional media too (but I won't count that out yet).

Looking For Quality: Consumers Shed Frugality

A new study from the latest from The Futures Company notes a new shift in consumer attitudes. The priority placed on price during the global recession is weakening.

"While these changes are small, they are nevertheless notable, for they signal the start of a long awaited reversal in attitudes," says J. Walker Smith, executive chairman of The Futures Company. "It's easy to lose sight of the fact that just because consumers are still tightening their belts doesn't mean they don't want name brand quality."

The drop is slight, with 53 percent saying that "price is more important to me than brand names," which is down from 57 percent in 2009. According to the futures company, consumers look to well-known brand names because they represent a mark of tried and tested quality. Almost 40 percent of consumers believe that famous brands can be relied on for quality.

The challenge price-slashing companies may face is finding ways to justify returning prices to their old normal. Once prices are set, it is often difficult to demonstrate a higher product price-to-value ratio prior to the price cut, unless the company can find a new way to add value.

Price increases are also especially difficult to accept when customers are just beginning to feel economic pressures ease. Their response to price increases tends to be more volatile, especially on fixed monthly costs. For example, a consumer finally feeling confident enough to plan a vacation might balk at higher than anticipated room rates, especially if it kills their travel plans.

Smith is right in noting that consumers are practicing prioritization over frugality, which reinforces other research that seemed to suggest that consumers were splurging. They weren't. Any lavish purchases were self-rewards, tending to gravitate toward toward one-time purchases with heftier price tags but higher perceived quality.

"Frugality is a coping mechanism not an aspiration," added Smith. We tend to agree. In fact, even in B2B settings, price breaks tend to devalue services more than they create an allure for that service. The net result is price breaks increase demand and expectation as customers feel that they might have lost something after receiving the discount.

Knowing Zip: Fresh Content Project

There is an old saying that the more you know, the more you realize you really know nothing at all. If you want a great communicator or marketer or social media expert, pay careful attention to those who ascend beyond that point. They tend to be more modest, but not for lack of confidence. They know that they don't know.

Because communication tends to overlap psychology and sociology, and we know very little about those fields, most marketers know nothing at all. They base their understanding of the world on experiences that may or may not exist in any new situation or circumstance. However, the truth of communication suggests the opposite is true and these five posts share some insights that illustrate this fact.

Best Fresh Content In Review, Week of September 20

• 10 Simple Steps To Increase Your Digital Influence.
While I'm not big on worrying about digital influence, there is no denying that the right person can get a little lift from following the ten tactical points presented by Jeff Bullas. Hang out with people in your audience, develop a niche so people can identify with you, and invest in strategy that integrates all communication (and not just online communication) round out the first three. It makes sense because these tactics are just like real life. The more you treat online behavior as your offline behavior, the more likely you are to succeed (assuming you excel offline too).

• Social Media Experts, Marketers Quake at #NewTwitter.
In a post with a title that originally played on the word "egoists," Louis Gray writes up some of the hangups on the new Twitter. The harshest criticism he pulls from the stack reads succinctly enough: "And yet it's common behavior, @stop. Twitter embraced the @ symbol, hashtags, and RT from its users. Why do you suddenly know best." Sometimes this is the problem with social networks. Once they become popular, they forget that the public made them so. However, no matter how you feel about the changes, it also serves up a great reminder that tactics used today won't work tomorrow.

• Some Truths About Crowdsourcing.
Geoff Livingston presents four solid truths to crowdsourcing online: crowds have to care, they need structure, rules need to be understood, and managers need to invest a significant amount of time. You can read the explanations on his post, but I'd like to add an additional caveat to the crowdsourcing conversation. Never forget the quiet majority. Most people don't say anything when they leave a brand behind. They just leave. So do be careful listening to the loudest folks all the time. Sometimes they are a niche unto themselves.

• No-Attention Branding.
Roger Dooley notes that if perception is the marketer's playground, then the goal of the marketer must always be to get in front of the people and engage them, right? Maybe not. At least that might be the lesson learned from the impossible reality of blindsight. No matter how many people will tell you otherwise, people process brand information without being consciously aware of it. What this means is that it is sometimes important to be there without asking for attention or engaging people. Exactly right.

• 10 Things To Put In Your SEO Proposal.
Ian Lurie provides a simple, but effective list of everything you might need to include in an effective SEO sales pitch. One of my favorite points, however, had nothing to do with what to include. It tells you what not to include. He says there is no need to promise to put clients at the top of the heap because anyone with half a brain will know you are full of crap. Unfortunately, there are plenty of both — people with less than half a brain and people who are full of crap. That is why they are made for each other.

Drinking Kool-Aid: Palms Resort Guzzles Klout

The Palms Casino Resort in Las Vegas had set itself out to be the party place in Las Vegas when most resort owners were overly concerned with themes. It has always been that way, even back in 2002 when developer George Maloof Jr. opened the property.

"If anything, Las Vegas is a party place and it will always be a party place. We (The Palms) will strive to be party central," Maloof told me a few days before he opened the property.

Making good on his promise, Maloof set out to build a trendsetting property. And by most measures, he did. If any property sparked the party-club atmosphere that Las Vegas has become, it's easy enough to make the case that it was The Palms.

The Palms' Kool-Aid Is Klout.

By becoming celebrity central, it only makes sense that The Palms would eventually embrace social media. It made a move rather late in the trendsetting scheme (Vegas lags behind in social media with programs run by people fresh out of three-day workshops) and the program is largely broadcast oriented. However, they are doing a fine job, overall, in a meandering sort of way. At least I thought so, until I read just how much Kool-Aid the property had drunk with Klout.

David Teicher wrote an interesting article about The Palms for AdAge. The chief marketing officer, Jason Gastwirth, is building a "Klout Klub." Specifically, people with higher Klout scores will receive access to more amenities than people who do not.

Unfortunately, what Gastwirth doesn't know is that Klout, as interesting and fun and silly as it can be, doesn't measure influence. It only pretends it does much in the same way star-bellied sneetches believed they were better than sneetches without stars.

Right. Like all Twitter "influence" algorithms, it tracks RTs and mentions as some sort of indicator of influence. They are not.

In fact, Klout is largely static and makes more mistakes than most. For example, unless you manually update the score and are extremely active on Twitter, your score will stay the same as the time you first stumbled upon it. And, for someone like me, as an example, I have an ultra low influence score because I only use Twitter to keep up with and have conversations with about 2,900 people in the field (generally people with very high Klout scores).

I could change that, if I wanted to. Gaming Klout is relatively simple. If you participate in chat sessions or run one, your "influence" measure will skyrocket because Twitter chat sessions are indicative of generating heavy RTs and mentions. (You can also create a dummy account and have them chat you up, if you want to.) And, of course, you can gin it all up with auto follows and searches for people who automatically follow back. That's just for starters.

What Klout Doesn't Count.

However, even more daunting than that is what Klout doesn't consider. It doesn't consider the 3,500 subscribers here. It doesn't consider a multitude of other social networks. It doesn't consider thousands of people who recently discovered one of our side projects. And it doesn't consider any of the other social media programs we help manage. It really doesn't measure anything.

In fact, it is equally interesting that Klout scores a fledgling Twitter account for our side project (usually manned by volunteer Justin) with 28, 20 points higher than mine, despite having only 120+ connections. That is fine with me, especially because it claims I have "influence" over one person whom I haven't chatted with in six months and another person in more than one year. It even says I influence my wife, who posts once every three months on Twitter.

So, the bottom line is that by Klout standards, I almost have anti-influence. That is fine with me because I've never thought to chase influence anyway. But what that means for properties and companies and organizations like The Palms, as they brand their bellies with stars, is that they are very likely catering to the wrong people — people who have "influence" in the most illusionary way possible.

You cannot cheat and hope to find influencers.

Personally, I get bogged down by the whole influencer game. Sure, I write about it now and again and make it a point to share other articles that debunk it, like Ian Lurie, who continually shows that most algorithms cannot see what social media pros really need to see.

But all in all, the influencer model is largely based on perception and faux popularity within a single environment. If you want to understand what kind of a mistake that might be, consider your local DMV. If someone with oodles of influence at an organization or within the community has to go to the DMV (without someone doing it for them), they will be waiting in line just like everybody else.

Does this mean they don't have influence anymore? Or does it mean that influence has nothing to do with social networks and everything to do with anything those algorithms cannot measure? Or, perhaps, the better questions is: Are star-bellied sneetches the best?

Whatever your answers, if I were the one in charge of The Palms social media program, I would flip the whole concept on its head. I would find people with real influence and invite them to join a "Palms" social media club instead of something based on Klout. Or, I would allow people with an interest in The Palms the opportunity to have the velvet rope lifted because they already plug it, day in and day out.

You know ... I would reward customers instead of catering to numbers. But that's from someone who is apparently as anti-influential as they come, at least, according to Klout. Have a nice weekend.

Banning Books: Words Want To Be Free

In the last nine years, there were 4,312 challenges to books in libraries and classrooms. The American Library Association defines a challenge as a formal, written complaint filed with a library or school, and requesting that materials be removed because of content or appropriateness. The association estimates five times as many complaints are submitted, but are never made formal.

Most the challenges are due to “sexually explicit” material and “offensive language.” Those challenges do not count material deemed “unsuited to age group,” which has its own subgroup. Violence finishes fourth; homosexuality a distant fifth.

Three Examples Of Censorship.

Twisted by Laurie Halse Anderson.

In 2009, some parents complained about several novels containing foul language and cover topics — including sex, child abuse, suicide, and drug abuse — deemed unsuited for discussion in coed high school classes in Kentucky. The result was that several books were withdrawn from classroom use (but remained available in the library and student book club). One of these books was Twisted.

While none of the references in Twisted are graphic in nature, the book mentions erections, sexual fantasies, kissing, petting, and intercourse. None of which are described. There is drunkenness, and mentions of drugs (but no real usage), and the principal character considers suicide after he is jumped and beaten. He goes as far as putting a gun in his mouth. Some might consider this a point of awareness in the resolution to live or consequence of the actions we take against people. But others see it as something best left locked in a closet.

Hills Like White Elephants by Ernest Hemingway.

Pulled from a Litchfield (N.H.) Campbell High School elective course classroom (2009) after parents voiced their concerns about several short stories in a unit called “Love/Gender/Family Unit” that dealt with subject matters including abortion, cannibalism, homosexuality, and drug use. The parents said the stories promoted bad behavior and a “political agenda.” The Campbell High School English curriculum advisor resigned.

The Hemingway story is about abortion and how an American, fearful of the impending responsibility, attempts to manipulate the principal character, Jig, into having an abortion. His goal is to present the operation as a simple procedure that is in her best interests, a panacea for all that is ailing her and troubling their relationship. The ambiguity leaves a good deal of room for interpretation, including that someone could easily use the story as a platform against abortion.

I Know Why The Caged Bird Sings by Maya Angelou.

Ocean View School District middle school libraries in California now require parental permission for the book, which was simply considered "inappropriate for children.” It was also challenged in the Newman-Crows Landing, Calif. School District on a required reading list after a trustee questioned the qualifications of staff to teach a novel depicting African-American culture.

The book is the first of a six-part coming of age story that shows how strength of character and a love of literature can help overcome racism and trauma. In the course of Caged Bird, Maya transforms from a victim of racism with an inferiority complex into a self-possessed, dignified young woman capable of responding to prejudice. Most guidance sites consider it appropriate for ages 13 and above. The most concerning point of this story is that the trustee, someone well removed from children, was making the decision to remove the book.

The Interpretation Of Words Is Twice As Dangerous Than Words.

In some cases, challenges within schools and classes are sometimes the result of one parent asking for their child to be assigned different material. In such instances, parents are well within their rights. They need to take an interest in what their children are exposed to and when they are mature enough to consider the context.

Unfortunately, in making individual requests, some parents accidently convince teachers or administrators (or other parents) to misapply their concern. Some people honestly believe that what might be inappropriate for one child must be inappropriate for all children. And in extreme cases, they think questioned material is inappropriate for adults too.

And this why Banned Books Week is so important. Words and ideas want to be free, but not for the reasons most people believe. Sometimes the stories present ideas not to glorify their existence but rather to consider the human condition and help us make better choices.

It seems to me that self-assigned gatekeepers (especially those beyond parents) need to be less concerned with the content of any book and more concerned with what is being taught within the context but outside the content. Or, to be clear, more parents ought to read the books that their children are assigned to appreciate what positive discussions might come from them.

More importantly, they might be better prepared to refute or reinforce what children are being taught beyond the pages — in the classroom or by their peers. It is for this reason alone that dialogue, not diatribe, leads to enlightenment. Or, in the words of Henry Steele Commager ...

“The fact is that censorship always defeats its own purpose, for it creates, in the end, the kind of society that is incapable of exercising real discretion.”

Creating Social Networks: Colonies Before Communities

With increasing regularity, companies that have adopted social media find themselves asking the next most logical question. How do I develop a sense of community? There are plenty of answers, but there is only one right answer. You don't.

Online communities aren't developments. They are evolutions of other social structures, much like corporate cultures.

But unlike corporate cultures, you do not "control" the participants. There is no tangible contract. They don't owe you anything on the promise of a paycheck. They aren't likely to invest eight or more hours a day in your organization. And, as virtual nomads (or tribes if they are connected), they aren't likely to identify with fledgling ideas beyond recognizing common interest.

Colonies Before Communities.

Companies don't create communities. At best, they create colonies on new continents such as Facebook or those of their own design. And very much like the American colonies, they are founded for very different reasons and will have very different outcomes.

In 1585, Sir Walter Raleigh had received a charter to establish a settlement in North America within ten years. The intent, much like many companies that want communities, wasn't much more than to exploit the riches of the new world. How they would do this, beyond raiding Spanish treasure fleets, was unclear in some cases. This colony, Roanoke, disappeared without a trace.

Subsequent colonies were established for different reasons. Virginia was established for trade and profits. Plymouth for religious freedom. New York for trade and profits. New Hampshire for looser economic rules. South Carolina to produce rice. And so on and so forth.

The earliest colonists didn't identify with their location as much as their homeland, but they all recognized they generally shared one or two common interests. One colony, Plymouth, did establish a Mayflower Compact, loosely based on the idea that the colonists would agree to certain rules for mutual benefit beyond their understanding of English law. The point of interest here is that the colonists, not England, wrote and signed the compact.

The Risk Of Colonization.

Some colonies take shape much like the visionaries intend. Others do not. And the reasons are as varied as the American colonies. Sometimes colonies are abandoned for greener pastures. Sometimes neighboring tribes invade and take over. Sometimes charismatic leaders emerge and have more influence than the appointed governance of a community manager.

But more important than any of that is to always remember surviving colonies will eventually not be managed by the people who fund the charter, but rather by the people who populate it. In less than 200 years, even early American colonies would eventually develop a sense of identity so strong, they would rebuff the crown and claim sovereignty in the face of change.

Thus, companies and organizations hoping to build communities, especially those designed for trade and profit, may have a few surprises in store for them. Whatever design they have in mind may not work.

South Carolina, for example, was founded for rice production but the cash crop eventually became tobacco. New York, which was originally a Dutch settlement, was taken over by the English. When puritan leaders became too hard in New Hampshire, the colonists began to spread north and inland. In Connecticut, founder Thomas Hooker was asked to leave. And so on.

You can match any of these stories with various company community efforts or fledgling social networks. Some disappear. Some are taken over. Some have member revolutions. And so on. It's amazing, when you think about it, that some do develop into loyalist communities at all.

The Reward Of A Loyalist Community.

When you think about it, the goal of many companies eventually becomes to own a loyalist community. They want people to participate, buy, and encourage their friends to participate and buy as well. It's possible, but not probable, with rare exception.

• Are you confident that the colony will receive as much support at it needs during bleak seasons?
• Are you prepared to hire a community manager or managers with more experience than an intern?
• Are you certain this representative will reinforce the community vision and not a rock star image?
• Are you up for guiding behaviors that reinforce the vision of the community being created?
• Are you flexible enough to know when the vision won't mesh with the participants you attract?
• Are you resigned to the idea that you may own the technology, but not the culture that develops?
• Are you ready to defend against invaders that disrupt the safety and sense of security people expect?
• Are you restrained enough to avoid sweeping changes that shock the community in the morning?

Then you might be ready to fund a colony, with the hope it will return a loyal community. But if you think a social network (even if it is on Facebook) is a campaign or a technology, then your expectations will not likely be met for any sustainable amount of time. The net is littered with more Roanokes than Facebooks and more New Hampshires than Reddits.