Looking Inside: A Developer's Marketing Confessional

Outlaw

Wow. That is the first word that comes to mind after reading Jeff Hangartner's indie gaming articles a.k.a. confessionals at Gamasutra. Hangartner recently launched his own indie game studio, Bulletproof Outlaws, to market his first iPhone game and the article shares some of his marketing experiences from the purview of business owner and not a marketer.

The series is a must-read for anyone in marketing, public relations, or social media because it's a rare opportunity to see an authentic, even transparent, client perspective. Even better, there is no throwing stones like the Bruce Buschel article because Hangartner is all DIY.

On Social Marketing. Hangartner gives high marks to social marketing, recognizing that it's one of the most important segments of any campaign today. He understands that social marketing might be "free," but not really free. There are hundreds of things a new indie game studio could do, and social media carries the one cost you never get back — time.

• One account on various networks is enough; it's too cumbersome to splinter your impact.
• Quality connections are more important than quantity; but weak follows can help early on for things like claiming your vanity url on Facebook.
• Social networks work better without spam; participation carries more leverage than broadcast.
• Blogs can be incredibly useful; but he recognizes that he loves to write more than most people.

Area For Improvement. From his own experience and admission, Hangartner gives some of the best advice early in the article: start early. The earlier, the better.

All too often, entrepreneurs think about social marketing (and all marketing) too late. People wait for the product, wait for the website, and wait for anything else they can think of. But the reality is that the last thing you want to do is work to develop a network at the same time you are launching a product.

On Traditional Marketing. Hangartner nails down the truth of traditional marketing in that for most startups it requires a balancing act. You neither want to blow your rent check to gain additional leverage nor can you afford to hang on to every cent you make.

• Know the rules of any advertising program, including promo codes; they have strings, including who can review your product.
• Alexa can sometimes point you in the right direction; but it's also a lot of "mumbo jumbo."
• Impressions and clicks and purchases are not the same; find your own formula that works and then test it.
• Be wary and double check anyone who asks developers to pay for reviews; consider the ethics of it more than justifying it.

Area For Improvement. Like most marketers today, Hangartner is learning that numbers are important but searchable numbers tend to lie. Even here. I run different stat programs like many marketers and all of them tell a different story. What none of them tells is who, even on the lowest read days, whom those readers might be. Rather than discount anyone, you carefully weigh who you could help make an influencer over night. Some of them only need a cause to champion and they haven't found the right one and all of them beat anyone you might pay for a positive review.

On Maintainence And Public Relations. Hangartner entitled the article Game Related and Maintenance, but mostly it's about public relations (and a recap of some other marketing and social media details). Incidentally, he even proves my point about blogs with his own. One day, his seldom read blog jumped from nothing to almost 6,000 visitors before tapering off.

• Press releases, press kits, and DIY trailers are easier than ever to make; no help needed (maybe).
• There is always an ask on the table for exclusive stuff; he suggests waiting but is tempted.
• Continually check banner advertisement outcomes and don't keep the ones that are under performing.
• Always keep some level of maintenance going because people drift off if you are not present.

Area For Improvement. Specific to what Hangartner calls a press kit: it's mostly a sales kit. That's okay. As a reviewer, some of the content can help clear things up quickly. In other areas, the sales copy gets in the way of any real story. It's also missing something else. One vertical screenshot is something I wish all developers (and bands) had on hand before I have to slice their pictures to fit.

More importantly, the public relations pro he doesn't want to hire for a release (maybe a good idea; maybe not) might help him wade through the exclusive content scenario (if they are any good). While everyone wants exclusive content, I'd be wary of what it might do to every other relationship he is trying to establish. Likewise, the time he invested looking for answers might have taken minutes had he had at least one professional worth more than $5 per hour to ask.

On Psychology. This was one of my favorites of the four articles he has written so far, and the one that convinced me to make it a must-read for communication students. It's powerful and insightful because not all entrepreneurs share this stuff with their marketing teams. As the collective articles allude, clients juggle much more than their marketing and communicator contracts. And that is the sharpest point for any marketing and public relations person to take away: you are important but not the most important part of any company puzzle.

• As a business owner, expect highs and lows; always keep your ego and attachment in check.
• Checking the stats daily is addictive; there is nothing wrong with it until it dictates your emotions.
• Everybody has an opinion, especially friends; listen, but don't think you have to act on advice.
• Handing out business cards is less important than collecting them; keep in touch with the people you collect cards from.

Area For Improvement. Hangartner does a good job outlining the psychology of being a developer and an entrepreneur. Having worked with so many, I've seen first hand what many of them go through — especially game developers, artists, and other creative types. It's hard not to take some things personally when you put so much of your person in the creation. There is no way to improve on his experience, with the exception of one thing — finding one or two people whose opinion you can value will go a long way. The only downside is that many developers and entrepreneurs find the wrong people to trust or shuffle through a deck of them based on nothing more than what their gut says today.

This post isn't advice for Hangartner. It's advice for marketing and public relations.

Of course, this post wasn't for Hangartner. It's for marketing and public relations students as well as practicing professionals, especially those who always see the world from their perspective and cannot understand why their opinions don't carry more weight with their clients or prospects.

The answer is simple enough. Marketing, public relations, and social media aren't the one-dimensional exercise that so many people in the profession like to pretend they are. This series of articles ought to go a long way in helping students and professionals see that, at least I hope so.

Clients have hundreds of things on their minds, hundreds of people with myopic suggestions, and the constant fear of failure (which sometimes carries the consequence of paying the rent). They can't be like the firm or agency that has worked with dozens of different clients, experience that eventually teaches us how to distance ourselves from the attachment of the client (but not the work) or else we might find ourselves heartbroken on a monthly basis.

For us, there might always be another client. For some of the people who hire us, there is nothing else. Treat them fairly. And, even when they are wrong on some points, always take the time to listen to their ideas. They know more than you think. You don't have to educate them about every detail, but always be open to dialogue because nowadays, especially, many of them are grasping at everything.

Advice for Hangartner? He's doing most of it right. I only wish he would expand his target audience. They aren't gamers and other developers, which is where most of his efforts have been. There are people, on the other hand, who never actively look for games but would be interested in his offering.

Influencing Editors: Public Relations

Years ago, as publisher of a hospitality trade publication (and earlier as a staff writer for several others), we were mildly amused by the volume of errant pitches and press releases. Public relations professionals would send anything.

Well, almost anything. News and relevant content were obviously in short supply. We didn't see much.

Nowadays, seven years later, we have a different kind of publication. I still consider it a side project as an online venture, even if the subscription base eclipsed the one we sold years ago. (Mostly, I only call it a side project because it's too much fun.) And public relations professionals still send almost anything. 

Well, not all of them. Some public relations professionals are different from others. Let's see how. 

A tale of two public relations professionals and their pitches. 

Once upon a time, there were two public relations firms: Jack Sprat and Joan. And as you might have guessed, Jack Sprat, much like his namesake, could eat no fat. But Joan, like his wife, could eat no lean. 

That made for a curiously different public relations practice, particularly in the area of pitches. For every one release Jack Sprat sent out, Joan would send 10. And while her clients thought that was impressive effort, something very different was happening under the table. 

All the Sprat pitches received coverage. But all the Joan pitches received none, except one. And that one, if everybody is being honest, was a fluke. Joan couldn't understand it. And finally she could not stand it. 

"How is it, Jack, that I do ten times the work and come up quite dry," she scolded. "But you, oh so lazy, come out quite well."

"My dear Joan, you might see it if you read," laughed Sprat with a shrug. "I never send fat, just the meat and some bones."

The meat and some bones will always do better than everything. 

To be clear, the first public relations firm sent three pitches. Of the three bands they pitched, one didn't fit. But the public relations firm knew it and included some information about the band's nonprofit affiliation. We do feature causes, and it was a good one that tied in with their music. We'll cover it soon.

On the other hand, the second public relations firm sends us pitches on everyone they represent, not only new album information but remixes and coverage by other pubs. But most fall so far away from our musical leanings that we have to laugh. Don't get me wrong. I don't really mind. Sometimes the pitches are entertaining, even if it's all too clear they don't know who we write about.

Over time, you have to wonder how an editor or publisher might develop an impression of the firm. While I don't mind the 10-1 pitch difference, it doesn't earn much respect. Neither did asking us to exchange a few facts for fluff the one time we did cover one of their clients. 

Conversely, the first public relations firm even gave us a head's up when they knew one of their bands  would avoid one topic. We asked anyway and the band didn't bite, but no one was worse for the wear.

But the main point is much simpler. Lean makes a publisher look forward to more. But even funny fat and gristle begin to convince them that emails from that sender can wait. Think about it.

Imagining Social Networks: The Futures Company

According to Alex Steer, writing for The Futures Company, social networks might be losing their way. He has an excellent point.

"...it's a shame that so much of the conversation around the future of social networking focuses on technology. In the last few years we've heard that real-time access, mobile apps, geolocation, near-field communication and other innovations would transform social networking. To some extent they have: many of the changes over the last decade have been technology driven. But what's often missing is the simple, human question: how do we want to interact online, and how is this changing?" — Steer

He's right. The emphasis on technology sometimes forgets the real driver of the social networks, the very people who participate in them. In fact, one could argue that the failings of social networks often leads to the content generated about them.

Consider Mitch Joel's Myth of Reciprocity post. Or Anastasiya Goers' Tips for Social Media Time Famine post. Or Ian Chang's Google+ Circles: Inverted Personal Privacy Dilemma post. All three of them have an unlikely common ground.

While they all read like they are about the failings of people (shortcomings and solutions), the real failure is found within the network. And more than that, they indicate how people are so used to bending to networks (and telling other people how to bend) that we've forgotten technology is meant to serve and not make us subservient.

Six Critical Decisions That Consumers Are Making, From The Futures Company. 

1. Scale. The benefits of a large network or the intimacy of a small network.

2. Privacy. The convenience of use and access or safeguards of private data.

3. Specificity. The investment of time on some networks or divided time on many.

4. Pervasiveness. The choice between being always on or to access when we need them.

5. Utility. The perception of seeing networks as places to play or as a professional tools.

6. World view. The choice between reinforcing our habits or challenging our preconceptions.

The Futures Company is largely right in placing the focus on these apparently contradictory pivot points. Their brief, called Status Update: The Six Decisions Shaping The Future Of Online Social Networking, is worth checking out. It may even help some people see social media differently.

In fact, it isn't even until page 34 that it loses me a little. Almost immediately considering all the pivot points, it slips a bit backward for marketing purposes, suggesting marketers learn to bend better. There is nothing wrong with that per se, except that maybe nobody has to bend anything except the tools.

Isn't that the real usefulness of six critical decisions that consumers make? People do not want to accept that choosing this means losing that. They want both at the same time and not necessarily one or the other, subject to change. And that leads to the real question on my mind.

How do we build a social network flexible enough to change with the whim of consumers? 

Nobody has done it yet, not really. If they had, social media evangelists wouldn't have the need to rush and build a huge network only to eventually declare they miss the intimacy of having a small one. No one would worry about social media time famine because activity wouldn't feel like a necessity, scored and rated. And privacy wouldn't be as much of a concern, even if the latest effort really aims at convincing us to give up more of it.

Because these aren't the failings of participants. They are the failings of the technological design created with an addictive allure meant to keep us captive as long as possible. And in many ways, it's the traditional media model all over again. There must be a better way.

It seems to me that an on-demand network could consist of intimate, interconnected spheres existing in a larger environment, allowing us to slide back and forth between smaller personal connections and large public gatherings. It would certainly give us an opportunity to go out and challenge our preconceptions while still having a place to feel secure among like-minded people.

And in that regard The Futures Company is right. By paying more attention to people and less attention to technology, we start to see a more fulfilling future for social media, with less bending.

Marketing Shift: Consumers Want Experiences

Although conducted in the United Kingdom, a recent survey from Experian CreditExpert captures a sentiment in the United States too. When men and women in their 40s or 50s are asked what dream they want to fulfill, they aren't choosing extravagant purchases like sports cars, designer clothing, or cosmetic makeovers. They're giving answers more aligned with what the Futures Company called a Darwinian Gale.

• 70 percent said that they would like to travel the world
• 46 percent said that they would like to learn new things
• 29 percent said that they would like a full-time hobby

Only about one in ten confined their answers to the proverbial middle aged crisis stereotypical answers like cosmetic surgery (13 percent women; 3 percent men). No one listed purchasing a new sports car. And designer clothes were not part of the equation. In short, material possessions have fallen off the bucket list.

Consumers want life-changing and self-affirming experiences. Does your marketing measure up?

The study affirms consumer advertising observations from a week ago, at least in so far as the middle aged consumer is concerned. The survey reveals men place work-life balance as a top priority (to presumably seek new life experiences); women want new life experiences as a top priority.

That is not to say that having the monetary means to fulfill their goals is being discounted. About three-quarters of those surveyed felt that their financial situation was the only thing holding them from realizing their dreams. Sixty-nine percent said a sudden windfall is all it would take for them to begin making life changes, including making new friends or changing their careers.

But that is not the only change. It seems people are thinking of these dreams more often. A recent USA Today poll found more than 34 percent of the population is thinking of their goals on a daily basis; 26 percent weekly; 17 percent monthly. Only 21 percent are thinking of their goals rarely or never.

What's really holding consumers back from realizing life-changing and self-affirming experiences? It might be your marketing message.

Is it any wonder that software, books, and videos are among the highest selling products on the Internet (26 percent). Airline tickets and hotel reservations are second (21 percent). Consumer electronics and hardware are third (16 percent). Or that Kindles, iPads, acupressure mats, and two specific movies (Avatar and Inception) made up the top five best-selling products on Amazon. Or that SAS, Boston Consulting Group, Wegmans Food Markets, and NetApp (listed among the top five places to work) all have customer experience-centric offerings along with an equally strong internal brand alignment.

Not really. Don't sell lipstick, sell the places you can wear it. Don't sell apps, sell what they can do. Don't sell the price, sell the experience. Don't sell a network, sell the strength of the connections. Don't sell cars, sell where you can take them. Don't sell the salary, sell the vision, camaraderie, and security.

Exceeding Potential: What My Son Could Teach Yahoo!

There aren't many days that go by where someone doesn't ask what's up with Yahoo. It happens so often, the quip might even make a great tagline. Yahoo! What's up with us?

As a company, everybody there seems miserable. You can't really blame them. The next phone call you receive from the chairman of the board might be to fire you. Not that anyone was surprised. Plenty of people said Carol Bartz was the wrong captain to helm the sinking ship. And even when she did the right things, most people didn't notice.

They're looking to change the world, while longing to change themselves. But that's not the order in which things happen. If you want to change the world, change yourself. But before you can change yourself, you have to know where it is you want to go. You have to have to have a vision.

What my son could teach the next CEO of Yahoo. 

My son is 12. And like many 12-year-old boys he has limitless potential. He also has an aversion to working hard at something to reach or exceed that potential until he really has to work hard at something, which usually requires a vision and an incentive (the actualization of that vision).

That all changed recently. He has been meeting and exceeding his potential for weeks now, and he is happy to do it. So what changed?

I shared an observation with him during our recent trip to Denver. And the observation was the curiosity of the least likely source: two different Transportation Security Administration (TSA) agents.

The first agent greeted us with a smile, checking our identification against boarding passes before (jokingly) asking him why he and his sister (age 5) didn't have IDs. I'm glad she did. All children tend to become impatient after waiting in a long line, especially when they know it's only going to be the first of many.

Her brief conversation with them broke up the monotony. Not just for them, but her too. You could tell. She wore her friendliness like a badge on her face. And her pleasantness was immediately infectious, even for the people directly behind us.

The second TSA agent my son interacted with wasn't as pleasant. Just as my son had walked through the metal detector, the agent's partner, who was feeding the bins into the X-ray machine, had stepped away. And because he did, my son's shoes and electronics waited patiently at the opening.

The TSA agent huffed at him and told him he had to go back and push his own tray through. (Why she didn't ask the people behind us to do it, I'll never know.) Her decision resulted in several awkward moments as my son traveled against the stream.

Meanwhile, the agent huffed and grumbled the entire time. And just like the infectious pleasantness that spread across rank and file passengers the last time, so did the apparent nastiness of the second agent.

The lesson here is much bigger than a communication tip. 

After we returned from vacation, I recanted the experience to my son on the same day he demonstrated little interest in meeting his potential (or our expectations as parents). The specifics don't matter, but the conversation does.

"Did the first TSA have to be nice to you?" I asked him, setting the stage.

"No."

"So if the first agent didn't have to be nice to you, why did you think she was?" I led, even as my wife conveyed an expression of bafflement.

"I dunno."

"She was exceeding her potential," I smiled. "She didn't have to be nice to you because her job description is only to check identification and file people through. But she set a higher bar. The other agent, on the other hand, was just meeting the status quo. So which one was happier?"

"Well," his eyes lit up. "The first one. She was really nice and made people happy."

"Exactly. People who are happy tend to work toward meeting or exceeding their potential because it feels good and helps other people feel good too. So the only question you have to ask yourself isn't whether or not you want to do something but if you want to be happy."

"Okay," he said. "Can I go on my computer now?"

Sometimes you have to have patience as a parent. I told him he could, and hoped for the best.

The next day, our conversation paid out in dividends. He did everything expected of him, without ever being asked, and a few other tasks as well. When he was done, I asked him how he felt and he was happy. We all were.

Of course, for my son, he already had an advantage over Yahoo. He already had a vision and knew what to do to get there. Some people, including Bartz, never do. Sure, they do a lot of things but never really have a destination that they can be proud of. Even her goodbye to employees said as much.

The choice of whether to get by or exceed expectations is always yours. But the real question to ask yourself, no matter the job or task at hand, is whether you want to be happy or a just another Yahoo.

Making Friends: Develop Empathy Online

After a relatively slow start, blogs (weblogs) started to gain popularity about 12 years ago. And the more generalized term — social media — came a few years later, incorporating several forms of interactive communication on the Internet. Generally, it includes forums, weblogs, social blogs, micro blogs, podcasts, photographs, videos, and virtually anything else you can find or dream up on the web.

Most communicators understand the tools. But a surprising few understand the connections they create.

And there is probably no greater area of confusion for them than what constitutes a "friend." Even those that have been in the space more than decade stumble over it, attempting to separate the meaning with artificial criteria, as if their definitions can somehow strip away all semblance of empathy.

Some might even argue that followers aren't friends, even if friends might follow. Others remain content to define them by proximity, with "friends" being reserved for those people you actually meet whereas "online friends" are merely slivers of relationships. Yet others manage to create distinctions between those they woo on behalf of their companies and those they don't.

Why marketers continue to struggle with friendship.

I understand the challenge many marketers face, especially those who eventually rack up followings six digits deep or more. It seems unlikely and improbable that all those people are friends. Indeed, they aren't.

But by the same token, maybe they are. Or, if they are not, maybe they could be. Friendship is a relatively loosely defined term. According to some definitions, it is a person attached to another by feelings of affection and personal regard. We can tighten it slightly, requiring it to be mutual for "true friendship," but the standard definition doesn't require it.

In the last couple of weeks, there have been events that have challenged communicators over the term "friendship." One is largely insignificant, but curiously relevant. The other is significant, with a potentially disastrous message despite some deep and well intended thought. (I truly appreciated the effort as well the progression of the latter post.)

I'm going to the avoid the stories behind either, except to say that both touch and don't touch people in remarkably different and profound ways. To me, both fall on either end of the spectrum of what constitutes online friendship and are tied together by how fragile humanity can be.

Individual communication demands empathy and the risk of friendship.

Blogging and social networking to some degree is an art form, I think, in that like music and art, it demands the creator to be equally comfortable speaking with people on a scale of one to one and one to many at the same time. It's undeniably dissimilar to journalism for this reason, which is often confined to a one-to-many medium. (Blogging and networking can be too, but I'm skewing to the nonprofessional majority who know better in this case.)

Any time you communicate with another individual — where there is an exchange of ideas, thoughts, and experiences — there is the risk of friendship. There is a risk of friendship, unless one of the individuals has preset their criteria: That they cannot be friends with someone until they meet other people close to that person, visit their home, or sit face to face. And there is a risk of friendship because our minds do not naturally distinguish the difference between online friends and real life friends unless we force it to do so.

I call it a "risk of friendship" because so many people start blogs and open social media accounts without any foresight that they might finds friends. Some are even dead set against it.

They want an audience, but not necessarily a collection of people that they might become attached to by feelings of affection and personal regard. Or maybe they are employed to make connections on behalf of companies, only to discover accidental connections that go beyond the scope of the work (much like they do in offices every day). Or maybe, well, there are infinite numbers of reasons, motives, and agendas.

Marketers tend to approach social media with reservations against personal connections. It's not all that dissimilar to 7-Eleven clerks ringing up Big Gulps for people. I know, because I did that job while finishing my degree and simultaneously working at an agency years ago. The hundreds of people who breeze in and out of a 7-Eleven aren't all that different from "followers" who carry with them short bursts of communication left at the register.

We smile. We wave. We move on. Well, not everyone.

Friendship doesn't consider proximity, presence, or circumstance.

Unless the clerk has a predisposition against making friends, sooner or later the regulars become familiar. You might talk about the news. You might talk about cultural differences. You might share something personal. You might swap music (cassettes back then). You might stumble into each other at the pub. You might have a meal together. And somewhere along the way, it becomes more difficult to distinguish them from those other people with whom you shared a history with since high school.

Now some people might insist that this plays out differently online. But it really doesn't. I've seen it happen within groups of people who set out to save cancelled television shows. I've seen it happen among professional colleagues. And I've seen it happen between consumers and marketers during a campaign. It happens exactly the same. It's not an illusion.

People become attached to another by feelings of affection and personal regard, even if the other person doesn't know it or expressively conveys the same in return. And it seems to me that it's expressly important for marketers working in social media to understand this as they attract more people than average, and accumulate many more people who perceive them as friends (even if they don't share the sentiment).

Oversimplified, there are two ways to approach friendship online. If you don't have empathy and want to limit who you are open to becoming friends with, you can convey it with a statement or demeanor. You know, just like real life, offline.

Conversely, if you are open to making friends in this space, then just be yourself while making sure every decision you make is checked against your sense of empathy. In other words, never discount someone as a friend just because they are online. Everyone perceives friendship differently, but kids do it better than adults. Give them a few hours around a campfire and someone will find a lifelong friend. They don't see any distinction between online and offline friends either, in case you were wondering. I know. I asked.

The worst thing you could do is play the middle, treating people like friends and then redefining the relationship by your actions no matter how insignificant it might seem to you. People tend to take it personally. And you're surprised when they do; it's a clear indication empathy needs to be a focus. Or maybe it's something else. Fear is a powerful motivator for some people.

Personally, I'm not keen on the alternative being proposed by others. They suggest we assume no one is a friend, especially online. And while there may be some validity in that approach, I think it requires us to sacrifice a little more of our humanity. When no one is "really" a friend, then everyone is lonely.