Wishing Everyone: Happy Holidays

Dear Santa,

A pint of hope,
a pound of love,
an ounce of faith,
a pinch of wisdom,
a dash of perseverance,
and a lifetime of gratitude.

Please deliver generously to our friends and family; clients and colleagues. It's all anyone needs this year.

All my best,
Rich

What else can be said? Thank you for allowing me to be part of your day and you a part of mine. Happy holidays and merry Christmas. Until next week ... good night, good luck, and good fortunes.

Advertising 2011: A Year Of Confusion?

While 2010 may mark the first time marketers put more money into online advertising than newspapers — newspaper spending falls to $25.7 billion and online ad spending rises to $25.8 billion — next year will be one of the most trying for advertising that works.

On one hand, recent analysis from Better Advertising shows few consumers choose to opt out of targeted online advertising programs. On the other hand, consumers will continue to tell marketers, publishers, and pollsters that they don't want targeted advertising.

As if that wasn't challenging enough, some predictions for online advertising are almost too painful to read. Take the six predictions from Jesse Thomas that recently appeared on Mashable. Some are postscript predictions and some will lead to advertising campaign failures.

Why Will 2011 Be A Year Of Confusion?

Earlier this year, I was very optimistic that 2010 would be considered the year of integration. In many ways, this proved to be true. Companies worked diligently to better align various functions of marketing, advertising, and public relations. Those campaigns worked exceptionally well.

Yet, for all the successes, integration has had some unintended consequences as bad practices began to spread from one discipline to the other, creating one wave after another of thinking that is increasingly tactical. The Masahable predictions underscore the problem. Let's highlight some inherent problems with the predictions.

Channel Focus Or Communication Focus?

With increasing frequency, some companies are asking for proven platform strategies like how to get more fans on Facebook or more followers on Twitter. They are asking the wrong question. Or, at least, they are asking questions in the wrong order.

Companies might ask how they can introduce their product to more people or increase sales or become a subject matter expert in the industry. And only then do they need to ask how Facebook and Twitter might fit into that, if they fit in at all.

Global Reach Or Location Based?

This is one of two areas where Thomas contradicts himself in the post. He emphasizes the importance of many, but then provides relevance to smaller segmentations. If the number of Facebook "likes" is so important, why bother with location-oriented ads?

The reason is because location-based advertising isn't new. If a company has a physical location, then it only makes sense that location-based advertising works. Retailers that don't market to the radius around their establishments, whether that includes online advertising or direct mail, are missing what could be their most regular customers. If those people connect to Facebook (and people from the Sudan do not), all the better.

Influencers Or Micro-Networks?

This is another problem with the "many" to "few" networking game. Online influencers are generally considered such because they amass a large following. This seems to contradict an increasing trend where people are scaling back and segmenting the associations they make online.

Riddle me this. If more consumers spend more time in micro networks, then how can "influencers" amass thousands? Simply put, they can't except as a matter of perception. Case in point. I invest almost 40 percent of my Facebook time in one Facebook group. That means even though several dozens of pages count me as a "like," I'm mostly AWOL from their pages.

Predictable Or Professional?

While it is not true in every case, predicting that Silicon Valley could be the next Madison Avenue could have unintended consequences. For one thing, I don't see many creative directors and copywriters lining up to make less money Tweeting blurbs alongside people with two months of customer service experience (one company calls them "web presence professionals").

More likely, if there is a trend to focus more on tactical channel development (social networks) over adding creative into the strategic communication mix, then my guess is creative professionals will jump ship and enter the entertainment, fashion, and product design fields because it seems that consumers appreciate their talents more than some business owners anyway. Once they're gone, you can expect consumers to hate advertising all the more.

Personally, I'm very optimistic about 2011. However, with the influx of contradictory tactics, I anticipate more companies struggling against conflicting tactical ideas and not enough of them developing strategic marketing plans that balance the mix and meet their business objectives. It will be interesting to watch and even more interesting to participate.

Amplifying: Social Media Is Not For Timid Executives

Shel Holtz, principal of Holtz Communication + Technology, recently wrote a thoughtful commentary about why he believes communication consultants (public relations professionals with blogs, for instance) ought to think twice before piling on companies that make mistakes. He alludes to the idea that it turns otherwise savvy professionals into PR ambulance chasers.

There is some truth to this idea. He says there are companies that have been frightened away from social media because of the put-downs and jibes they receive from a growing world of "experts." On that point, Holtz is very right. And yet, I have mixed feelings about the conclusion.

Intent is a powerful ally in the art and science of communication.

Holtz is right in that it is rather unbecoming to create a persona of someone sitting behind a computer screen salivating for companies to get into trouble and then piling on them with links to half a dozen equally verbose colleagues, all hoping to build a mountain of evidence out of cheap shots or colorful prose or campy satire. Do it too much, and it will hurt your business.

Writing about crisis communication to serve up a collection of lessons for students takes much more than a series of fleeting sentences. Even then, there is some risk.

"Did you ever wonder..." asked one of my students at lunch. "...if what you sometimes write about scares away people who might otherwise hire your company?"

I chuckled, telling her that I used to think about it every day. However, despite having the company brand on the banner above, I had to make a decision whether this blog was about attracting business or educating students and discussing concepts and constructs with colleagues. I chose the latter, even if this blog has helped win and lose a few clients (who I never write up).

But not everyone has the same educational intent. I think that is what Holtz is alluding to. If you're thinking about a communication blog, consider the intent. Even then, never leave your readers with a story that ends on some double negative snarky beat down — you have to be thoughtful and do your homework. At some point, you have to provide solutions to the problems. A little bit of empathy doesn't hurt either.

Social media is no place for a company with unmanageable blemishes.

So, why do I have mixed feelings about Holtz's post? Simply stated, I don't have much sympathy for companies that are "afraid" to enter social media. Executives who think every glimmer will be celebrated and every blemish overlooked have unrealistic expectations not only in social media, but life in general.

I had this conversation almost four years ago. And as I roughly wrote then, if companies seek "attention" then the executives and team leaders have to appreciate that they do not get to choose what others find newsworthy or interesting. And, once you invite bloggers and members of the media to take an interest in the company, you cannot "uninvite" them.

It's one of the lessons a group publisher tells my public relations classes every year. If you invite reporters to give their opinions on "X," they might not agree with you. Equally possible, they might decide to write about "Y," especially if "Y" seems more interesting.

It's the one thing that social media has in common with traditional media. Both communication channels have an equal propensity to amplify organizational vices and virtues. It has always been this way, and always will be this way. If you want your company to be something, you have to accept the risks. Or, if you prefer someone much wiser than me, consider what Aristotle (384 BC – 322 BC) said more than two thousand years ago.

“Criticism is something we can avoid easily by saying nothing, doing nothing, and being nothing.” — Aristotle

Nurturing Teams: Keep Incentives Simple

Many people had a chuckle after learning about a sales team that was given an all-expenses-paid trip to Fargo, North Dakota, for missing their sales goals. Had they hit those goals, the makers of Hot Tamales would have sent them to Hawaii instead.

But some executives might ask whether or not it was smart. Infinitely so.

Just Born, the family-owned candy manufacturer that has been in business for eight decades (three generations), believes in motivating and engaging employees. One of its many philosophies includes that great things happen when everyday courtesy, kindness, and humor are woven into all our personal and professional interactions. And the Fargo team vacation underscores it well.

While some companies create incentive programs that make employees feel like they lost something, this company simply gave them something else. So instead of having an office filled with people who "lost" going nowhere, about two dozen sales people shared an experience that may even be a better team building vacation than had they won the most luxurious team trip.

Case in point. One of the sales associates told the AP, succinctly in good spirits, "Twenty to 30 years down the road, when we see each other, we're going to say, 'Remember Fargo?'" Whereas nobody seems to be dwelling on how they lost a trip to Hawaii, which is what they would have done otherwise. Worse, they might have even second guessed their sales, which increased by two percent (as opposed to the goal of four percent).

Developing Incentive Programs That Work.

Many employers put significant thought into employee reward programs, but sometimes they forger that employees do too. When faced with a rewards program, many employees ask: do I value the reward, can I realistically achieve the results, and is the reward really related to my (or my team's) performance?

Case in point. I worked with one company years ago that gave employees annual bonuses related to individual store sales, with the managers (up to 5 percent), assistant managers (up to 5 percent), and employees (up to 1/2 percent) receiving a scaled percentage of their salary as a bonus. While store managers seemed to be motivated (they received credit for new clients), it didn't connect with many employees — in-store sales people, stock personnel, or delivery drivers.

Why not? Because the bonuses were not related their performance. They were more motivated to excel in areas related to their job descriptions (and semi-annual raises).

In some cases, the program even split the team because as managers left the store to find new clients, employees felt deserted by management. In other cases, managers would aggressively pursue the bonuses as money they already counted on at the end of the year, sometimes wearing their performance emotions on their sleeves.

Even more daunting, store managers were also competing with outside sales reps. What made that especially interesting, however, is that outside reps' sales had to be filled at stores (and stores received credit for those sales). In sum, it was a mess.

Keep It Sweet, Simple, And Equal.

Now take a good look at the Hot Tamales sales incentive. The incentive was simple, sweet, straightforward, and singular in how it was structured. But best of all, even when the team didn't achieve its goal, they received something that fits in nicely with the company's philosophy, sense of humor, and is a memorable team building opportunity (maybe even more so than if they had received a trip to Hawaii).

Counting Outcomes: Pepsi Refresh Project

When people ask about social media outcomes, one of the best examples comes from Pepsi Refresh. In 2010, the Pepsi Refresh Project directly impacted the lives of 73,000 people and will complete 360 projects that will reach more than 1.1 million.

Better than a "viral video," the company's contributions have sustainability. For an investment of $20 million, it will fund 400 ideas in 2010. Just a few of the outcomes that Pepsi has every right to be proud of...

• 26 parks and playgrounds that have been built or improved
• 54 public and private schools that have been improved
• 3,800 animals that have been saved or treated
• 23,000 volunteers involved in the project
• $3.2 million dollars of additional funding has been leveraged and secured

These numbers only scratch the surface of what the project has helped accomplish. For more ideas, visit Pepsi Refresh Project.

"We’re looking forward to continuing and expanding the Pepsi Refresh Project in new directions," said said Jill Beraud, chief marketing officer of PepsiCo Americas Beverages. "We’ve asked all our fans on Facebook to share their thoughts on what matters most and to provide us with ideas on how to improve the program for 2011. These insights have helped us shape the program next year."

While many companies might look at the total amount of funding and shrug at the deep pockets, it's always best to remember that scale is relative. In 2009, the company's revenues were $43.23 billion with a net income of $5.95 billion. The point?

Every company generating a profit might ask what it could accomplish with a fraction of a percent of its gross profit. With proper planning and direction, it could generate sustainable outcomes, it could engage people within their communities, and it could leave an imprint on everyone involved. In some cases, it might lead back to sales. But more importantly, it will likely do something even more substantial. There are some things people don't forget.

Counting Numbers: Best Fresh Content

The five fresh content picks highlighted this week not only reminded me of colonization as an analogy for social media programs, but they also inspired me to expand upon the concept. After all, once colonies grow up, they often become countries.

So what would happen if we measured countries like social media programs? Well, China and India lead the world in terms of population (followers); Russia and Canada lead the world based on land mass (size and scope); Switzerland and Iceland lead in total employment (engagement); and Korea and Finland beat everyone in education (savviness). And which is the best?

I am sure most people might say their own country, but Newsweek picked Finland and Switzerland based on other criteria. Of course, if those countries were social media programs, some people might frown given those two clearly don't have enough followers, scope, engagement, or renown theorists. But the real lesson here is that people with social media programs, like Finland and Switzerland, probably don't concern themselves with Newsweek.

Best Fresh Content In Review, Week of November 29

• Opt-In At The Source,
Adam Singer tries to balance public relations' new found love affair with social networks — and how they are investing more and more time on platforms they do not own or have any control over. As they do, many of them are experiencing diminishing returns on people who actually visit the customer's site or blog and opt in. The consequence? While it hadn't happened when Singer wrote his post, Yahoo recently listed several networks it has slated for a sunset. While some might be sold off, offsite platforms are fragile.

• Overcoming Three Crucial Challenges With Content Strategy,
Valeria Maltoni offers up another way to think strategically when it comes to content creation. Specifically, she suggests determining how you are going to keep your company engaged in the conversation over the long haul. It requires resource allocation, workflow planning, and governance. Her three tips actually work as these are often the areas we're asked to help structure most often when we are not personally managing a social media program.

•Commonsense Social Media Measurement.
Kami Watson Huyse, APR, sums up one simplified way to measure social media: attention (reach), attitude (sentiment), and action (outcomes). One of the best reminders she offers up is that business measures do not always have to include sales. They can include any number of measures associated with the company's objectives: registrations for conferences, sales leads, hiring, store traffic, and reduction in customer service costs. Nonprofits, she says, can consider donations, votes (for politicians), new volunteers, return volunteers, volume of donations, and the median amount of money per donation. Outcomes are the most significant measure in any social media plan. The other two — attention and attitude — just help you achieve the third one.

• Online Videos 101: Keep It Simple, Stupid.
As a guest writer, Erin Greenfield shares an amazing first person account of how she was reminded that simple is sometimes better. For a class assignment, students were asked to create a video about the JHU M.A. in communication program (they called it viral, but we'll forgive that). After working with a $50 camcorder, the class learned that the footage was largely unusable despite about seven hours in production. When the class reproduced it, they used a Flip HD camera, which required about half the time and half the price. It's a good reminder that a bigger budget does not always produce the best results.

• How To Spot A Great Social Media Marketing Program.
Although Klout scores continue to gain popularity, add Adam Singer to the growing list of communication pros who are quick to point out that the number of fans and followers (or click throughs) don't really add up to all that much. It's much more effective to create a program that clearly communicates your message, easily integrates with other communication channels, adapts well to including other partners, and creates a passionate team or community around its center. Not only does it make sense, it ties right back into this post's opener.