Reducing Reach: Advertising And Public Relations

Although a recent comScore study was tied to a product launch of Validated Campaign Essentials (vCE), advertiser and public relations professionals can still take note. As many as 31 percent of all online advertising impressions are delivered but never seen by a consumer.

While the study itself was confined to digital advertising, the same holds true for print. Much like site visitors may never process an advertisement that appears on a site or social network page (whether a digital news site or Facebook page), circulation often dictates the number of impressions even if consumers don't pore over every printed page (whether advertisements or stories).

Digital advertising highlights from the comScore study. 

• Across all study campaigns measured, 69 percent of the ad impressions were classified as being ‘in-view.’* The remaining 31 percent were delivered but never seen by a consumer, a likely result of a consumer scrolling past the ad before it loaded or a consumer never scrolling the ad into view. In-view percentages varied by site and ranged from 7 percent to 91 percent.

• An average of 4 percent of ad impressions were delivered outside the desired geography, but individual campaigns ran as high as 15 percent. In many cases, ads were served in markets where the advertised product is not sold, meaning wasted ad spending and sub-optimal effectiveness results.

• 72 percent of all study campaigns had at least some ads running next to content deemed “not brand safe” by the advertiser, meaning that the content is deemed objectionable by the brand. This type of unsafe delivery has the potential to damage the brand, creating a difficult situation for all members of the digital advertising ecosystem.

“The display advertising market today is characterized by an overabundance of inventory, often residing on parts of a web page that are never viewed by the user. This dilutes the impact of campaigns for advertisers and represents a drag on prices to publishers,” said Dr. Magid Abraham, president and CEO of comScore. “Conversely, some ads below the fold are quite visible and deserve more credit."

*The study included 12 national brands, 3,000 placements, 381 site domains, and 1.7 billion ad impressions.

The dilution of impressions is higher than the study suggests.

Looking over the study and the numbers, it seems that vCE is taking a step in the right direction. However, even with vCE campaign delivery notifications, advertisers, marketers, and public relations professionals ought to be establishing better outcome measurement systems instead of attempting to calculate expected outcomes based on a percentage of impressions.

This is especially true because digital and print are generally judged by two completely different systems. So is television, which is based largely on cost-per-thousand and cost-per-point, which begins with the ratings system. Smart phones and tablets are developing slightly different measures too (especially because many ads are 'hard' screen views).

While counting impression measures can be useful to make apples to apples comparisons, marketers and small business owners will see better results if they pay more attention to two other ingredients: focusing efforts on finding outlets to reach consumers who have an expressed interest in their product or related topic and investing more time on advertising that isn't 'noticed' more (e.g., flashy and splashy) but rather can deliver a value proposition that entices those consumers to take the next step (or at least remember the company). When combined with benchmarking, the outcomes will become apparent.

Ergo, it's not the number of throws you get. It's the number of times you hit the target.

Feeling Invulnerable: Clients With Messages

A few weeks ago, we had a discussion with a prospective client. And we decided not to take the account.

It really wasn't a big deal, and not anything to write about. But then I read Roger Dooley's article about Solving The "Invulnerable Customer" Problem and realized that there was a teaching opportunity.

His article touches on why consumers don't always buy products — even when risk exists — because they think they are invulnerable. The example he uses is classic: frequent hand washing (or lack thereof) among people in the medical profession.

There are plenty of other examples too. Invulnerability is why people talk on cell phones while driving, eat too many snacks, and smoke cigarettes. It's why teenagers want to stay up too late, shortchange their study time, and dismiss wearing a jacket when it is cold. It's why clients want to talk about themselves, not address customer grievances, and think spam can be a good thing.

That is not to say some sense of invulnerability is all bad or that worry is better (it's not). But we can still appreciate that overindulgent invulnerability can be as entrenched and irrational as the polar opposite of victimhood. There are, after all, an equal number of people who know their children will always catch a cold and believe every ride to the store will include at least one close call. They may even be more likely to be overinsured and underinvested.

These two opposites make for some fascinating research. However, there was something even more striking about Dooley's article. He offered a solution, one that is as easy as changing the pronoun emphasis in a message.

Considering Pronouns As Part Of The Message. 

The hand washing message solution was right on target. While posting signs that said "Hand hygiene prevents you from catching diseases" had no effect, an alternate sign that read "Hand hygiene prevents patients from catching diseases" increased hand washing by 10 percent and soap usage by 33 percent.

That is amazing. It's also only one example of how powerful pronoun choices can be, especially if the marketers or copywriters have insight into the environment where the message will be delivered and the current mood of the audience.

It's also why we knew the prospect wasn't a good fit with our firm. He wanted to concentrate on a message that talked about "I" and "you." However, we recognized the current climate suggests people want to hear more about "us" and "them." (Specifically, people want to know what are we going to do as a country, and what can be done to help people who need it.)

Pronoun choices might seem tiny. The impact they can have is huge. Doubly so because there are generally four choices — I, you, we, them. And depending upon the context, product, service, audience, and general attitude, choosing the wrong one can make or break a message.

While picking the right pronoun is reliant on existing circumstances, there are some commonalities that can help make the right choice. Leadership and innovation are more often tied to "I" messages. Transformation and empowerment are often tied to "you" messages. Engagement and empathy are often tied to "we" messages. And perspective and compassion are often tied to "them" messages.

Case in point. The difference between "You Can Change The World" and "We Can Change The World" are miles apart. So are "We Are Helping Them" (an "I" message in plural form) and "They Need Our Help" (an "I" message, structured to place more weight on "Them"). Picking the right one has everything to do with understanding the motivation and mood of the intended audience. In fact, you can even attract certain types of people based on how the messages are framed with which pronouns.

For example, people who gravitate toward "10 Ways To Improve Your Blog" are looking for empowerment whereas people who gravitate toward "10 Secrets I Know About Blogging" are looking for leadership. They are very different propositions. They can attract very different people.

Just for fun, consider pronoun usage while you browse the Web today. Or, if you want to have more fun, take a look at your last ten blog posts or the last ten messages (advertisements, etc.) put out by your organization. Is there any pattern? Have the messages been effective? And if not, could different pronouns be all that separates you from success?

While you look around, always keep in mind that what we communicate is never really about us. It's almost always about them, the people we want to reach. Which, when I really think about it, is why we ultimately passed on the account. It's impossible to win with people who think they're invulnerable, especially if they don't care about the people they want to help.

Playing With Fire: Ron Paul And Public Relations

Part of the art of public relations is always appreciating that you are communicating to more than one public at a time. Some candidates participating in the South Carolina debate forgot that on Monday.

Much like mainstream candidates mistakenly did during the 2008 Republican primary, they largely ignored Ron Paul. When they did acknowledge him, it sometimes included backhanded comments designed to label Paul as a little bit kooky. That is a mistake, much bigger than most people realize.

Note: This is not an endorsement of any candidate nor political analysis beyond the often unseen impact of public relations in the field. For companies, it is a worthwhile observation on brand loyalist reaction, especially as it relates to aggressive jabs at the competition and dares people to take sides. 

The Potential For A Ron Paul Public Relations Backlash. 

Although many mainstream campaign strategists (national and state) dismiss and distance themselves from unflappable Paul supporters, many of them need Paul supporters to win, whether it be the primary or general election. They don't like to admit it. But they do.

So when candidates such as Newt Gingrich, Mitt Romney, and Rick Santorum attack Ron Paul with characterizations that allude to the idea that Paul is from another planet or perhaps irrational, they are playing with fire. Paul supporters are not like any other base in the bid for president. 

Paul supporters are better organized than any other base (especially on the Internet), regardless of any direct involvement by their candidate. Paul supporters remember every rub, rib, and rude comment aimed at their candidate or their ideas. And Paul supporters are unafraid to make it their mission to make someone lose, even if it means tossing the election to someone who they politically disagree with on every level and even if someone eventually earned a Paul endorsement.

I know. I listened to Paul supporters take delight in damaging campaign signs (among other things) in several state races four years ago. Never mind that the candidates they attacked were ideologically closer to their views than the opponents who won. They were out to teach lessons. Even after accepting apologies, it didn't matter. They are quick to forgive, never forget, and always extract retribution.

In fact, it doesn't even matter that Paul was booed at various points during the debate by the audience, which no doubt fueled a few of the more brazen comments from his rivals. His supporters still took note of how each candidate reacted to and responded to Paul in turn. And that's why Paul won Twitter, even if Gingrich won the debate (according to most analysts). 

Always Pull Publics Toward You; Never Push Them Away. 

There seems to be little doubt that Paul has the ear of the nation when it comes to many domestic policy points. He tends to attract and empower younger voters and, according to a recent poll, older voters.

Analysts can pinpoint any number of specific issues that rally people around Paul (they especially like to draw out his stance on drugs, leanings toward isolationism, and abolishment of income tax), but the overarching message that resonates more than any other is that Paul sees things differently and will not back down from what many say is the hopeless cause to restore a Constitutional government.

This platform raises two questions. Can he really deliver a Constitutional government and are Americans ready for one? The answers are why many people wonder about his electability.

However, even if some of his ideas are so surprisingly foreign to most Americans that mainstream voters cannot even grasp the basic tenets of his platform and Paul cannot always articulate those tenets in a way that makes sense to the mainstream, whoever wins the nomination cannot afford to push Paul supporters away (about 20-25 percent of primary voters). Already, some of those who used to say anyone but Obama are now saying Ron Paul or no one.

The same holds true for companies and organizations. For example, consider what AT&T did when it started targeting heavy data users by penalizing them. They have turned people who used to be AT&T loyalists into people who may choose anyone but AT&T on their next contract.

In both cases, the decisions being made have short-term solutions. But over the long term, both strategies could backfire. Not everyone who is pushed away for short-term gains will come back.

Striving For Leadership: Martin Luther King, Jr.

Although the civil rights movement of the 1960s was a struggle for many — both black and white, side by side — Martin Luther King, Jr. has come to epitomize it. There's a reason. And this reason is more subtle than obvious.

Martin Luther King, Jr. didn't just speak to and for African Americans as some people like to think. He spoke for all Americans, regardless of color. And it's one of the reasons even King was often criticized by African Americans who wanted revolution over reformation. But it's how he built a broader base that didn't pit more people against each other and instead rallied people together.

The consensus builder and conscientious speaker. 

Behind the scenes, King was notoriously quiet. He listened while others argued. And it often wasn't until everyone had finished that he'd quietly sum up everyone's feelings and then find a way forward. What he did, which is often overlooked today, is find the overarching objective of many people and focus the attention on the core as opposed to fractured special interests with specific needs.

As a speaker, he often succeeded at focusing this attention on the possibility of racial or socio-economic catastrophe while simultaneously holding out the promise of racial and socio-economic peace. He understood what people wanted, which was an equal opportunity. And he understood that they could obtain it, provided they had access to housing assistance, improved education, and income assistance.

But King saw something different while looking at these often cited three pillars toward reformation. Housing fluctuates on the whims on legislative bodies, educational reforms are entangled by bureaucratic stalls, and most income assistance proceeds with coordinated bias.

Not much has changed in his assessment, with most legislative solutions geared toward stymieing symptoms at great cost and lackluster results. And the one change that has occurred, would have no doubt prompted King to revisit his assessment. A guaranteed income, especially in a more competitive global environment where higher skilled workers compete for the same jobs, is no longer a cure for poverty.

But no matter what solution he might think up today, he hit on a tangible gain to solving the socio-economic challenges of his time by pointing to importance of lifting up the dignity of the individual. Martin Luther King, Jr. believed that when the decisions concerning an individual's life are in his own hands, when he has the assurance that income is relatively stable, and when he has the means to seek self-improvement, then personal conflicts — both domestic and communal — diminish.

What does that mean? It means that in regard to the strife caused by a plodding economy that has placed more people closer to poverty in the last four years, the psychological goals of the current administration are off the mark because they neither nurture individual choice, economic stability, nor the means to seek self-improvement. What is needed is a leader who can appeal to the psychological needs of people, delivering them not the bureaucracy of life management but the freedom to make choices that eventually lead them in an upward trajectory that mirrors their personal goals.

A gifted leader meets the less tangible needs of people. 

It seems unlikely there will be a national reformation that recognizes the less tangible needs of people immediately, given one side feels a need to hand out temporary rewards stolen from those struggling to preserve their own labors and the other side is poised to stop them. Still, there are principles that organizational leaders can embed into their corporate cultures that will deliver a competitive advantage.

• The recognition that the newest employee and the oldest have equal value, just as the janitor is equally as indispensable as the executive officer.
• The understanding that economic stability doesn't come from national economic policy but rather an individual's regard to their contributions within an organization.
• The wisdom that more autonomy, along with greater responsibilities, is often viewed by people as a greater reward than monetary bonuses (especially irregular ones).
• The educational support needed to excel not because an association offers training but because the training is needed and can be immediately implemented (or at least tied to where it may be needed later).
• The merit in developing a culture that appreciates all experiences somehow have meaning beyond the monotony of meeting deadlines, regurgitating policy, or ticking off to-do lists.

I am sometimes perplexed that the simplest solutions are frequently overlooked by many organizations and equally at the stalled impetus of a nation. If you want to be a better leader or understand why Martin Luther King, Jr. had the wherewithal to appeal to a broad base of people, I suggest looking at how he listened not to their wants or needs but to their underlying desire to better themselves now while leaving a greater legacy to their children than they themselves inherited.

Can you do that for yourself? Your organization? Your country? If you can, then you may be moving in the direction of being a great leader, not someone who simply delivers the countable objective but someone that fulfills the less tangible outcomes that create a corporate or even national culture of excellence.

In observance of Dr. Martin Luther King, Jr. Day. Good night and good luck.

Being Temporal: Communication Trend For 2012

If there is one trend to watch that consumers want and candidates, consumers, and companies do not, it can be found in the art of being temporal. It may be the biggest communication shift this year. And I'm not convinced everyone is going to survive it.

Last year, I sat through many meetings listening to voices of dissent at the very mention of the idea. Most people want to stand up on a singular specific statement and ride it for as long as it will carry them (or try to operate with no message at all). In most cases, it can be the biggest mistake that can be made or just as big of a mistake as not having any message.

Don't misunderstand me. I've been a proponent of well-defined messages for some time. Within the confines of a single advertisement or blog post or television spot, one point sticks better than 20, especially if everyone talking about you has a different or conflicting story.

The average person consumes an entire novel worth of content every day. So we can't expect people to remember every detail. In fact, the more details they are exposed to, the more likely they are going to remember the least preferred message. And if there are any contradictions, they will be remembered.

Messages that are too rigid don't hold up either. In communication and especially politics, singular messages make people look scripted, inflexible, and disingenuous. The same holds true for companies. There were dozens of companies that said the same thing over and over last year, and the only message that stuck was they weren't to be trusted or, worse, they were complete idiots.

The Art Of Temporal Communication.

Temporal communication could be defined as the art of crafting ever-present value-based messages that are reinforced by clusters of as-needed supporting messages, which allow for flexible communication in a variety of circumstances and demonstrate a contrast between them and their competitors.

Or, in using the illustration above, (a.) an overarching, ever-present value-based message with temporary circumstance-specific (b.) messages and actions that reinforce (a.). Some companies already do it. And they do it well.

• Apple is an example, with innovation being its overarching message. Everything — its products, services, storefronts, customer service, delivery systems — reinforces innovation. You don't have to be an Apple fan to agree that it often leads the charge toward innovation.

• Zappos is an example, with personalized customer care being its overarching message. Everything — product choices, shopping cart, customer service, delivery policies — reinforces customer care. Even if you have never ordered a single product from Zappos, you might have heard about a mountain of great experiences.

• Dreamworks is an example, with free-spirited creativity being its overarching message. Everything — its movies, creative process, employee perks (like on-campus art classes) — reinforces free-spirited creativity. Even if some movies are better than others, the brand Dreamworks conjures up fun.

None of these messages limit employee communication nor do they require memorized definitions. On the contrary, it empowers communication by delivering the overarching message wherever and whenever possible to customers and non-customers alike, and in as many ways as possible. These companies do it so well, their messages are the primary contrast point between them and everybody else.

The Oversimplified Example Of Temporal Communication.

When people decide to go on a diet, they often tell people they are on a diet or dieting. The statement conveys a very narrow message. The message might even be accurate, but it isn't really a good one.

Besides reinforcing a negative stereotype (being overweight) and concentrating on scarcity (giving something up), dieting places the dieter in one compromising position after another.

If someone bakes homemade cookies, the dieter is forced to break their diet or reinforce that they are too overweight to make an excpetion. If someone doesn't gradually lose weight, they see it as a failure (and sometimes other people). If they do start to gradually lose weight, it's not uncommon for other people to derail them by telling them that they no longer need to diet.

What if they had a different message? What if they decided to be health conscious or fitness focused instead? What if that was their overarching core message instead of being on a diet?

A health conscious or fitness-focused person can more freely adapt to a rapidly changing environment. They can eat one cookie. No one is going to argue for them to stop. They aren't going to over do it. And it doesn't even matter what their temporary weight might be. As long as they are doing, they are succeeding.

It also opens up new messages that reinforce the primary message. For example, if someone says they are on a diet, only not eating proves it. If someone says they are health conscious, any number of actions or messages can reinforce that message: hygiene, exercise, food choices, etc.

Did you see so-and-so today? They ran a mile. Did you see so-and-so today? They ate an apple. Did you see so-and-so today? They're looking great! Well, of course. They're always health conscious.

Educating: And The Future Of Public Relations

While every class of Writing for Public Relations students is different, there is an unsettling trend that has accelerated in recent years. Students, some of whom are working professionals, are more inclined to feel that they haven't received enough direction before receiving their first news release writing assignment.

Before their first news release assignment (but not their first assignment), they are given instruction on identifying news leads and better writing in general; base information to be included in the release (who, what, when, where, why); format instruction, including a two-page example featuring a closely related topic; an organizational website to source additional information (as well as additional hints at where to find background information); and general instruction on usage of the Associated Press Stylebook.

Last year, for better than half the class, I was told this wasn't enough information. 

The last client who asked me to write a news release gave me a general topic. "I want a new release about 'blank.'" That was it. And looking back 20 some years ago, the first client who asked me to write a news release said exactly the same thing. Most of the time, however, I'm not even given a topic.

It wasn't any different as a journalist, I recall. I received my first assignment from a heavily circulated entertainment magazine because I happened to be at a press conference. The editor of the magazine was sitting at my table and after we started talking, he said "write something about this mess ... 700 words. It's due Tuesday." So I did.

Early freelance assignments were even more challenging. You had to send a pitch letter, which means you were solely responsible for every stitch of the article, from concept to the finished piece (which ought to match the general tone of the magazine). But that's what you did. Many writers still do.

It's worth mentioning because it demonstrates the contrast between the need of the field and the expectation of students in the educational system. The need is problem solving. The expectation is direction for the directionless.

Standardized testing is an incredible waste of time because it measures short-term memory.

As America rushes toward standardized testing, Asia is moving away from standardized testing. They are moving away from it for the same reason Finland is emerging as one of the most educated countries in the world despite children waiting until they are 7 years old to enter school. Standardized testing isn't an adequate measure of knowledge and, more importantly, it isn't a measure of applied knowledge.

Instead of testing the child in a clever ruse to find potential, they assume all children have potential. Instead of asking children to memorize facts for multiple guess tests, they are intent on finding out what it takes to educate each child because they do not believe socio-economic-ethic differences and the ability to be educated are inherently linked. And most important, they want to teach students how to think as opposed to what to think.

I want to teach public relations and communication students to think too. And every year, they are resisting it with greater vigor. (One of my colleagues even told me that he had a student ask whether or not some material was going to be on a test because if not, he'd better move on instead of wasting time.)

The entire field of public relations and communicaton can be summed up as problem solving.

While it could be said of any field, I am starting to believe that the next wave of students who consider communication as a viable field will struggle compared to those who entered the field ten years ago. Not all of them, mind you. But a large enough percentage to turn the field inside out as these students are more reliant on rote memorization and tip sheets than ever before.

And, along with those tip sheets comes something else. When the crisis communication steps or the sentence-by-sentence boilerplate release shell doesn't produce results (because all crisis is different and journalists aren't keen on boilerplate releases), they don't have to take personal responsibility.

After all, it's not their fault. Either they will be perplexed because the tip sheet failed, not them. Or they will be affable because the boilerplate shell failed, not them. Or maybe it was the instructor or blogging tipster who failed, not them. Or maybe it was the vendor who failed them, despite relying on the same tips.

How to write a news release is too simple for many to grasp, because the simplicity is complex.

If you want to write a news release that wins, all you have to do is find the news value (with an emphasis on what is unique if the announcement is commonplace). Write in such a way that it is easy for journalists to put their own spin on it. Make it sound fresh without the hype, because if the news release sounds boring then the news you have is probably boring (or maybe it's your writing). Make sure you consider the audience beyond the journalists and the brand too. And send it to the right journalists (those who have an interest in whatever you are pitching).

That is all there is to it. Five steps that I'll reframe next week to make it more palatable. But don't let those steps mislead you. If you are going to do it right, these will be some of the most challenging steps you could ever hope to follow.

And therein lies why so many public relations professionals are struggling. They want to be told what the news is, told what words to use, told how to write, told what journalists want, told what people will respond to, and told where the list with the right journalists is located.

But that's not public relations. It's regurgitation. It's the by-product of 12 years of standardized multiplication tests. And it's starting to impact every field from web design to technological innovation. Unless, of course, we can reverse the instruction and inspire people to become problem solvers again.