Planning Ahead: Fresh Content Project

When you work anywhere near communication, you will eventually meet scores of tacticians. They are smart people and many of them are needed. They work especially hard developing systems that they can use over and over again. Some of them even like to say "rinse, wash, repeat."

But is life really so easy? Is there some sort of magic formula that anyone can apply and soar to the top? Maybe, but I kind of doubt it. At least not in a tactical way, as important as tactics can be. Just ask the percentage of public relations professionals that used to rely on lists to get the news out (they didn't have a plan for all the turnover). Or, ask the scores of business owners that, sadly, couldn't weather a recession (most of them never planned for one). Or, ask several hundred SEO specialists who recently learned social networks are slowly undermining their coding skills.

As a business owner, you need a plan. And you don't only need a plan that touches on those little daily activities every day, but one that transcends daily actions that can be changed and gamed along the way. You have to build a better strategy, one that gets you from point A to point Z regardless of the weather, economy, or adaptions that occur faster than you can master them.

Best Fresh Content In Review, Week of November 22

• PR Content: A New Architecture?
Although anyone could easily debate Adam Vincenzini's opener that public relations has been responsible for the creation and management of 'news' (we'd like to think actions create news, not a department), there is no mistaking his assessment that the function of public relations is changing again. There is a shift that requires public relations practitioners to understand what news is because they are often charged with developing the content. In other words, some practitioners are learning why their pitches never went anywhere.

• Why We Let Strangers Tell Us What To Buy.
Unbiased (or the appearance of no bias), group intelligence, and reassurance are among the reasons that Jason Keith says we turn to virtual strangers for advice. There is another piece of this puzzle that deserves some notice too. After affirmation (looking for opinions after we've already made up our minds to buy), people turn to the Web because online reviews do not include "us" in the equation like any advice from a friend or family member might. While I don't agree that the quantity influences purchasing decisions as much as the quality of what certain reviews say, Keith still presents a solid consideration of what consumers do every day.

• Do You Have a Plan, or Just a Wish?
Years ago, one of the first things I learned about strategic communication was that setting an objective was never enough. It had to to be reasonable, measurable, and achievable too. Based on what many prospective clients tell us, they often operate in wishes. They want to be market leaders before they ever have their operations in place. Valeria Maltoni pinpoints why we pass on these accounts. They dream of success, but never develop a plan to get themselves there. Sometimes something as simple as outlining the steps you need to take from A to B, as Maltoni writes, can help you appreciate the difference.

•“Social Business” Can’t Replace Product Marketing Skills.
In an unrelated but related post, Geoff Livingston tackles the issue another way, specific to social media. He uses Jumo as an example. There was plenty of social buzz but no real bite. The launch had more than its share of bugs. Lesson learned. Chris Hughes may or may not be a social media genius, but he clearly didn't know how to handle the launch of a network. In contrast, Livingston mentions how Apple doesn't even have a social media program and it still managed to launch a product that has already changed the way we see the Web, at least for those who purchased the product.

• Why Being “Big” On Twitter and Facebook Is Important To Google.
Jeff Bullas recapped Danny Sullivan's interview with Google and Bing, which shed light on why social networks have become increasingly significant in SEO: When people point to articles and blog posts from these networks, it counts. Specifically, Google said it looks at the social authority of a user. It's even more likely to count on Bing's social search, where tweets from more authoritative people flow to the top. One of the reasons both search engine services use this approach is simple enough. It's a lot more difficult to game social networks than spiders.

Being Yourself: An Anti-Personal Branding Introduction

The usually adept Jonathan Fields wrote an interesting commentary inspired by a comment made by Paulo Coelho, which had attracted more than 37,000 "likes" in agreement.

Coelho had written "what other people think think of you is none of their business." Fields then contended it might be the opposite. In the real world, Fields says, what other people think IS your business.

The Paradox Of Personal Vs. Public Images.

In his book, Life, Keith Richards mentions that he is entirely aware of the image that is Keith Richards while still remaining true to himself, the real Keith Richards. Think about for a moment.

You don't have to be a rock star, especially online, to appreciate that many people have both. It's the core premise of "personal branding" and "image consulting" that if you look your best and project your greatness, you will attract greatness. The theory is sound and provable anywhere communication (verbal and nonverbal) interconnects — even politicians learn that there is a time to wear a suit and a time to wear a blue shirt, sleeves rolled, and khakis as if to say "I'm not with the suits; I'm one of you."

Working in advertising and communication is one of the best professions to see this stuff play out on a regular basis. People expect account executives to wear suits, creative professionals to be hip and cool (or unaware, almost anti-socail, and reclusive), public relations pros to be in between, and social media types to adopt something in between cool and tech. And, for the most part, many people dress the part.

We don't learn this stuff in college or anything. When you really think about it, we learn it in high school. At a certain age, our peers demand some semblance of sameness in sometimes cruel and unusual ways, reinforced by scads of ugly duckling movies that transform otherwise dismissed boys and girls into beautiful, popular people with a little makeup and a wardrobe change much like Ally Sheedy did in the movie Breakfast Club, despite the underlying anti-stereotype messages. A little bit of sameness can go a long way.

Sure, there is some truth to that. Not everyone can thrive in a lifestyle carved out by someone like Charles Bukowski and be happy. But neither should anyone expect to be happy putting on a mask every day because that is what people expect.

You don't have to wait for the world to catch up; it's really about you, anyway.

I appreciate that Fields says someday the world will catch up and allow people to be whatever they are, but I don't think they have to. There is a different dynamic at work. The world seems more than capable of accepting whoever we might be, as long as we're true to who we are.

It's the very reason someone like Don King can tease their hair up into a crown and make it work while other people would seem too buffoonish. Can you imagine Bill Gates sporting a King hairdo? But that is the point. Gates would look silly because it doesn't fit him as person.

Where personal branding people get it wrong is they often tell people to adopt stylings that reflect what's expected and accepted. Ergo, if you want to fit in, adopt the corporate culture, even if that isn't who you are. Hmmm ... is it any wonder the most extreme cases, musicians and artists and actors, are the most likely to suffer personality snaps and drug addictions?

Coelho is right; Fields only partly so.

Coelho provides some truth in less than 140 characters, but it's not enough to give people some indication of how to do it. It requires several steps, with the most important step being the one step that many people don't know. Be true to yourself.

There are a surprising number of people who don't know who they are, so they struggle with it. (That's okay. I did too, at different times, years ago.) But that is the first step. If you don't know who you are, then chances are nobody else will either.

Where I am sometimes disenchanted by personal branding experts or image consultants is because they seldom consider the first step. Instead, they tell people to imagine some famous fantasy as the end result. Business owners do it too, trying to emulate companies like Apple or JetBlue even if they aren't anywhere close to those companies.

It's one of the reasons we help companies (and sometimes candidates) develop core messages. We help them find out who or what they are, find the differences that make them unique, and then encourage them to stop trying to be vanilla because consumers (or employers) seem to have taste for that flavor. After that, it's a little bit easier.

So unless you're someone whose nature is to go against the grain, you can find ways to be yourself while demonstrating that you can meet the group or corporate culture halfway (a lack of empathy, after all, is a different sort of problem). In other words, embrace and promote your differences while demonstrating that you respect their sameness. It's a much stronger position, and allows you not to care so much what other people think about you.

You might even consider "anti-personal branding" of sorts. It's an awareness that character (who you are) and reputation (what people think you are) are two different things. If you want to succeed, all you need to do is diminish the space between the two.

Playing At Public Relations: Rolls-Royce Asks Will It Pass?

People often misunderstand that there is a virtual chasm between public relations and media relations. Rolls-Royce might be one of them.

While the grounding of Qantas Airways Ltd.’s Airbus SAS A380 fleet after an engine explosion may cost as much as $204 million, the airline will likely recover financially even if it does take significantly more time to rebuild the brand. For the most part, Qantas has taken a traditional crisis communication approach, communicating to various publics through multiple channels. It was and still is highly engaged with the media after one of its flights suffered engine failure.

But what about Rolls-Royce? By most counts, Rolls-Royce was largely silent about the failure of its engine about a month ago. The intent seems to follow the forgetfulness of the public by remaining in the background of public discourse.

It's not an uncommon approach. It's the same approach Halliburton took during the BP oil spill crisis. For Halliburton, it seems to work.

Does Communicating Less Work?

For Rolls-Royce, it's not. While the company continues to perform with diversified products and services, it seems clear enough that the engine failure, repeatedly called a design flaw, is weighing heavily on the company. It's not enough to kill it, but it is enough to stall it for an indefinite amount of time.

While the public might be satisfied to hear from Qantas, shareholders and industry experts following Rolls-Royce were not. What did the company offer up to its publics?

“This event and the consequent actions will have an impact on the Group’s financial performance this year. However the scale of our order book, the breadth and mix of our portfolio, the global nature of our business and our strong balance sheet makes Rolls-Royce a resilient business, and we expect continued underlying profit growth in 2010,” Sir John Rose, chief executive officer said.

With that measure being pushed forward to investors, a different message is being put forth to potential customers. Since the interim report, Rolls-Royce has put out a steady stream of releases focusing on innovations and contract wins.

While it is no more or less than it did three months ago, what does seem different is a drop off in softer news. Rolls-Royce is communicating, much like it did to shareholders, that it is all business. And while it has expressed some regret over the incident, there isn't anything to account for in terms of an apology or empathy.

The most current pre-incident forecast by Rolls-Royce was that during the next 20 years, 141,000 engines, worth more than $820 billion, are predicted to be delivered, powering 65,000 commercial aircraft and business jets. Specific to the most popular engines, Rolls-Royce maintained a 50 percent market share. In the past, it contended that the market is pretty unforgiving.

To date, it seems more than the civil aviation market is unforgiving. Investors did not appreciate that the company considered the Trent incident to be "partially mitigated by better performance in the Marine and Defence businesses." Companies that fail to communicate to their publics' satisfaction take much longer to recover than those out front.

Companies Cannot Afford To Be Too Quiet During A Crisis.

The exception, Halliburton during the Gulf Coast oil spill, was only possible because BP public relations missteps had distracted the public. Sometimes that may help a behind-the-scenes company forego public scrutiny in the short term. However, once the bigger bungler is removed from the equation, the behind-the-scenes players step into the spotlight. Case in point, Halliburton no longer has someone in the foreground.

While this story is still developing, the early lesson is that even if a company can escape short-term consequences by not communicating, that does not absolve it from long-term consequences. But more specific to the original observation, Rolls-Royce might already be doing better had it communicated well to select publics (customers and investors) even if it chose to let Qantas handle the media. Case study in progress. (Hat tip: Recruiting Animal.)

Branding Expansion Or Dilution: Train Wine Club

Co-op advertising and business partnerships are nothing new, but some upcoming pairings will certainly feel that way. San Francisco-based rockers Train have recently paired with K&D Wines and Spirits in New York to create the Train Wine Club.

"Hey all. My name is Jimmy Stafford. I’m in that band Train, and I happen to like wine. Welcome to our wine club! We talk about our favorite wine, the places we find it, what our favorite bottles are talk (sic) and some of our other wine-related shenanigans too." — Jimmy Stafford

The club offers a good value, even though plenty of people will find it pricey. It ranges from $120 to $480 per month for two California wines monthly, tasting notes, and eight exclusive songs from a live Train concert. Basically, $20 per bottle with some Train mp3s too.

So far, the club has attracted 3,000 registered members. Assuming they are all in for a year, the wine club generates about $1.4 million in revenue. Even so, Crush Management in New York told The New York Times it isn't about money. Bob McLynn, a partner there told the Times it is about “building a cult” around the band, using “the cult of wine.”

Brand Expansion Or Brand Dilution?

The concept of cult is hardly new. Gene Simmons was a mastermind when came to creating the Kiss Army. And even ventures like Sammy Hagar's Cabo Wabo have mass appeal even when the new music might not. Simply put, musicians include outside investments as part of their retirement packages these days.

But what seems a bit more unusual this time around is that the cult presence sought by Crush Management is beverage related as opposed to music and lifestyle (Kiss) or entertainment (Hagar). It's about wine, which seems far off from music — even more off than the single Meet Virginia was from anything found on Train's settled down album Save Me, San Francisco (which fit sipping wine).

On one hand, Train doesn't seem to be doing anything different than people who attempt to use social media to gain popularity and transform it into product peddling, except they are coming at it from celebrity down as opposed to amateur up. On the other hand, one really has to wonder how many bands would like to be remembered for a wine club, good (or not) as it might be.

It feels kind of weird, but perhaps it won't as more musicians move from selling songs to accepting sponsorships and creating signature products (e.g., Michael Anthony's Mad Anthony hot sauce) to product partner salespeople. Then again, it's hard to imagine Jimi Hendrix ever writing a blog post talking about how much he loves soap or something.

The real question for marketers is how much they are willing to gamble on the brand dilution. Anyone can appreciate Crush's point that bands can no longer make a living on music alone. However, you also have to wonder whether commercializing a brand away from the work that created it will save it or hasten the pace toward irrealivance like some had risked via reality shows.

You know. The music isn't great lately, but they know good wine. On a side note, there is no judgment here. It's more of a question, especially because some public relations professionals have been doing the same thing, picking up perks while being online spokespeople for companies or themselves.

Learning The Hard Way: Three Anti-Case Studies

There is another side of measurement that people are sometimes afraid to talk about. It can best be described as reverse benchmarking — what happens when companies experiment with social, over focus on numbers, and then prematurely cut programs?

Sometimes they find out months later that their decision was a bad one. And sometimes, not always, it's too late to recapture the momentum. Here are three case studies and some lessons associates of mine learned a few years ago. All that is missing are names to protect mostly those who mean well.

Three lessons learned the hard way.

• An engineering firm set out to position itself as a subject matter expert, employing social media as one of the tools. The owner understood it, but the team of engineers did not. Two months after the program was suspended, the firm was asked to bid a $1 million job because of something read on their undervalued marketing asset. The return could have paid for the program for years, even if they would have never seen another bid (but they would have).

• An nonprofit organization switched from a social media expert to a public relations firm that promised bigger network numbers. They received bigger numbers on social networks as promised, but their annual fundraiser earned 10 percent less than the year prior. The excuse was the economic climate, but the truth is switching from engagement to broadcast was the difference. Higher numbers did not translate into higher donations because the firm didn't consider the connections or communication.

• A restaurant decided to reduce its social media budget, one of the heftier cuts from an overall marketing budget while entering a traditionally slow season. The owner didn't think twice because they didn't consider their presence significant based on social network numbers. But what they missed was that the real order boost was coming from people who promoted them on one-off networks. Incidentally, they also didn't know social accounted for their fastest-growing revenue stream (four times the investment) because people would check in but not redeem discount codes.

When you focus on the wrong measurements, you will lose.

While pursuing direct response sales is often pointless in social media, marketers need to remember that all communication decisions can eventually impact revenue weeks and months and years after the decision is made. It's something to think about, especially because social media numbers tend to lie on the surface. You have to dig deeper to get at the truth.

Finding Mobile: Smart Phones Make The Web Mobile

On Friday, comScore, Inc. released its quarterly key trends in the U.S. mobile phone industry during the three-month average period ending October 2010. The report ranked the leading mobile original equipment manufacturers (OEMs) and smartphone operating system (OS) platforms in the U.S. Some of the findings are surprising. Some are not.

In October, 234 million Americans ages 13 and older used mobile devices; 60.7 million people in the U.S. owned smart phones. What is not surprising is that Samsung still commands an edge over LG on OEM devices. Apple (iPhone) and Google (Android) are continuing to carve up what used to be an RIM only market.

What is surprising is how people use their phones when they are not using them as phones. Second only to text messages, people use them to surf the Web and access social networks.

The Way Consumers Use Phones Is Changing.

• Sending text messages increased from 66 percent in July to 68.1 percent
• Using a browser increased from 33.6 percent in July to 36.2 percent
• Using downloaded apps increased from 31.4 percent in July to 33.7 percent
• Accessing social networks (or blogs) increased from 21.4 percent in July to 24.2 percent
• Playing games increased from 22.3 percent in July to 23.7 percent
• Listening to music increased from 14.5 percent to 15.4 percent

Given the short six-month timeframe, it demonstrates the rapid adaption of mobile technology. But more importantly, it demonstrates the seriousness of businesses thinking differently about their social media programs and Internet presence.

While apps have gained significant attention, Web browsing is still the fastest-growing segment of adaption. Specifically, with exception to networks, people are searching the Web from their phones. And, I don't know about you, but most Web pages aren't very phone friendly. It's something to think about. Keep it simple and give them a chance to engage your company.