Interesting Opinions: Wi-Fi Is Not Enough?

When I read the article with Glenn Lurie, an AT&T executive who sees every new consumer device before they are released, I was surprised. Although it is not his call alone, he has taken the position that Wi-Fi is not enough.

"We try to look for all the opportunities in the world to get the OEMs to understand that they shouldn’t be building two devices," he said in the All Things D interview. "They should be building one device with Wi-Fi and 4G. It’s more efficient for them than having two [product] lines."

He believes it is a simple matter of education. Consumers must learn that they need always-on connectivity, he said. Naturally, eliminating Wi-Fi only would serve AT&T too. More connections means more subscribers and more subscribers means a better revenue model if they choose AT&T.

I appreciate his candor, but the comments immediately following the story tell another story. Even with the best of intentions, Lurie is out of touch with the customer. People see subscriptions as traps.

Understanding the consumer mindset and product usage. 

It really isn't that hard to understand. People opt for Wi-Fi only iPads and tablets so they don't have to pay for another cellular subscription. Many of them believe the phone subscription is enough.

From the consumer perspective, it makes sense. It even has an historic context. The number one reason that newspaper and magazine subscriptions dwindled is because people are genuinely tired of subscriptions that eventually begin to feel like utilities — fees you have to pay for the basic services.

Among monthly fees, publications are frequently the first to go. Especially if your income is unstable (tip workers, etc.), elective subscriptions go twice as fast. So you have to pick and choose from a long list of fundamental and elective expenses.

For most people, mandatories include: electric, gas, water, municipal services, mortgage payments, car leases or payments, car insurance, telecommunications, mobile telecommunications, cable or satellite, and taxes. Now add health insurance (especially with new government requirements) and life insurance. Immediately following those payments are the electives, ranging from gamer accounts and clubs to gym memberships and lawn care. All of them cause a dwindling supply of disposable income.

Where do iPads and tablets fit? For many but not all consumers, it's closer to the bottom because those who opt for Wi-Fi only are satisfied with using their smart phones when they are on the go and Wi-Fi only when they have access at home, work, the hotel, and a growing number of other venues (both public and private hot spots). In fact, given how many places are adding Wi-Fi and AT&T's support of such hot spots to cut down on system overload, it seems more likely Wi-Fi is preferred (doubly so because some functions require Wi-Fi access to work). All things considered, why pay more?

Obviously, some people do have a need. The split between the products is generally 60 percent Wi-Fi only and 40 percent 4G. The slight advantage Wi-Fi has is a lower model price and no subscription fee after you purchase the product. But there is even more to the story.

AT&T and other providers have contributed to Wi-Fi only sales with usage throttling, data usage caps, service issues, roaming charges, high overage changes, etc. Maybe it's not the consumer who needs to be educated. AT&T could learn something about consumers and make 4G more tempting.

Making a better future to marry Wi-Fi and 4G. 

I'm not one of the many people who equate AT&T with the evil empire. I genuinely prefer them as my phone provider, think they have better customer service, and they recently did us right by offering advice on how to handle our phone service (for three phones) while traveling in a foreign country.

So how do carriers sell always-on connectivity? For starters, they could break away from device subscription models and replace them with account subscriptions instead. If you already have an iPhone, your iPad subscription is, gasp, inclusive because you're less likely to use both at the same time.

Or, they could implement lifetime plans built into the product price much like they did for Amazon Kindle (with a better fallback for usage overages). Or, they could give people the option of buying 4G-ready devices without a subscription, allowing them to add it (or drop it) at their leisure.

Of course, they could improve their system so it isn't affected by high-usage customers (thereby killing the throttle concept). And, if they are among those who want to regulate Internet traffic and bandwidths, they could give it up and stay focused on their core service to provide a better experience.

Simply put, it's not education that consumers need. They need an incentive, especially those who get along fine without 4G connectivity, using their iPad mostly around their already Wi-Fi friendly home.

Remember. AT&T is pushing "Think Possible." And right now, people think Wi-Fi everywhere, which is a better fit with Steve Jobs's old vision to make a contribution to the world by making tools for the mind that advance humankind. Something like that makes subscriptions optional.

Making Social Physical: Social Media In Restaurants

Every time I read a story that pits high touch against high tech, digital against physical, or the Internet against brick and mortar, it annoys me. These articles are worthless. The advice is nonsense. The agenda is forcing small business owners to pick one thing or the other because the future is coexistence.

I was reminded of this recently when a mutual group member (David Lopez) of mine posted an article about Mobile Point-of-Sale (POS) technology in restaurants. This article doesn't pit high tech and high touch against each other. It marries it. And this technology is only the tip of the iceberg.

The customer perspective of handheld devices.

When I was traveling in Vancouver a few weeks ago, two restaurants had already adopted mobile point-of-sale handheld devices. Specifically, the server asked us if we needed anything else and we said no, so she pulled out a handheld device. Right there, she swiped the card, allowed me to review the charge, and we were done. The handheld even listed tip options, automatic tip percentages (5-20 percent) or hard dollar amount.

Contrast this to the traditional method practiced by most restaurants. You finish your meal and the server eventually brings out the check. Most people let it sit there awhile, finishing up any remaining edibles and conversations. Eventually you slip in a charge card and it sits around until the server has time. They pick it up, take it back to the register, and then bring it back to you to sign (and calculate the tip in your head).

The traditional method means something as a simple as paying a bill can take five to 20 minutes or more. The tech-savvy solution clocks in around two minutes. The customer wins because several points of contact become one point of contact (and you can leave when you want) and the restaurant wins because everyone who has spent time in restaurant knows that table turns impacts the bottom line.

The only semi-odd thing about it, from my perspective, was having the server stand by while writing the tip. I generally tip 20 percent anyway (a old good habit from my days as a reviewer), but it felt awkward. But I imagine this feeling would pass pretty quick if it was considered a norm.

POS technology is only the beginning: iPad menus rock.

One of the restaurants that adopted POS technology went one step further. At LIFT, the menus are iPads (and better than their website). It is the most amazing experience. The menu is divided into sections — appetizers, lunch, dinner, dessert, wines, etc. You pick a section, scan the list, and then pull up a picture and description of the dish you are interested in before placing your order.

I can't remember the last time comparing and picking a dish was so easy. There were no guesses or surprises. It also helped establish one of the best first pre-meal impressions of a restaurant ever.

The iPad menus really made my creative wheels spin too. There are so many remarkable things a restaurant can do with social technology and take it to the next step. What if customers...

• could tap their smart phones to the menu and receive the menu app?
• could tap their smart phones and subscribe to a content rich blog attached to it?
• could tap their smart phones to enter a contest to win a free lunch?
• could order their meals or request specific seats before they arrived?
• could receive a survey the next day instead of trying to do it at the table?
• were invited to an upcoming special event or special menu sampling?

After just completing a two-year social media contract with a restaurant in Las Vegas, I can attest to the fact that although social media can deliver a return on investment (30-80 check-ins a month, noting that only about 10 percent of all people actually check-in), traditional social media models don't go far enough for restaurants. The primary reason is that they are too focused on impressions and captures (local searches, of all things) and not focused enough on the customers at the table.

Specifically, most restaurants are so comfortable with the old media model — impressions in magazines, phone books, etc. — they have been conditioned to think that applying old media rules to new media is all that can be done. Sure, some of them receive a lift if they implement a social media program, but the real magic of a successful restaurant in the future will not be social media as another marketing silo.

Restaurants that look at technology as an extension of their physical location rather than a means to attract people to a physical location will be the ones with the best bottom line. And those that do it in the United States now (while the recession still makes people think twice about eating out) will be light years ahead of their competitors in the future. This post only scratches the surface.

By the way, I would like to add something about LIFT, given they helped inspire the story. Hands down it was the best meal, best service, and best experience of every restaurant we visited while in Vancouver. And as someone who once wrote dining reviews of some of the finest establishments in Las Vegas, I would have given them five stars, perfection. And yes, the harbor view helped too.

Managing Change: Public Relations Can Be Proactive

By most accounts, the biggest hurdle in the Chicago teachers' strike has been performance evaluations. It's not new. Los Angeles and Boston recently adopted performance evaluations too, some of them signing on with reservations. They are afraid the evaluation process will be unjustly used to let teachers go.

The good news is that the Chicago strike may be nearing an end. Among the concessions: Evaluations of tenured teachers during the first year could not result in dismissal and later evaluations could be appealed. There are some new benefits added in an effort for both sides to make concessions.

The question that always looms is how long will these concessions remain viable? There is, after all, a big difference between negotiation and compromise. The first involves two groups working together toward a solution. The second involves two groups offering concessions, which sometimes looks like a solution but often breaks down because it isn't a solution. It just moves things forward.

Where public relations professionals can affect positive change. 

Strikes are often publicity generators for hardened deal makers. But if public relations professionals were allowed to interject on the more strategic aspects of a crisis, something else might happen.

If we adopt and expand the definition of public relations beyond communication as it had been in prior definitions (and assume practitioners embrace it) rather than confine it, public relations may have prevented the Chicago strike because it could have helped mitigate an evaluation process designed by teachers and the administration as opposed to just the administration well before it made it into a contract negotiation.

They had the time. Falling test scores is hardly new. It has been noted for a long time. But the debate about it usually becomes heated during contract negotiations and elections. That's when most evaluations are made on an "accept it/reject it" basis. The fact that it becomes a sticking point so late in the game undermines the intent of the evaluations in the first place.

In theory, evaluations usually have several functions. They can help evaluate student knowledge. They can show teachers where to improve or what works. They can provide benchmarks to map trajectories.  So on and so forth.

Most of that is tactical so it needs to be pulled back a bit. The real issue here is that students are not prepared to advance because they lack fundamentals but they somehow are advanced anyway. And perhaps more importantly, some of them do not develop the critical love for education that they need (the one area where charter and private schools seem to excel more than any other factor, it seems to me).

Everybody ought to be asking the same question. How do we instill a love for education and help children succeed? Ideas from all quarters ought to be proposed, worked out, and tested by a mutually agreed upon evaluation system (phased in as suggested before) before it becomes the law of the land.

This requires open communication, which is a potential function of public relations. Why do the teachers think students are failing and is this belief valid? Why do the parents think their children are failing and is this valid? Why do the administrators think education is failing and is this valid?

This would have been a better approach by the administration. Preventative public relations.

Another lesson for public relations in negotiation. 

Although the Chicago teachers' union seems to have found some language that makes these evaluations more tolerable, there is a better lesson for public relations practitioners. Every "accept it/reject it" demand can be better met with a counter solution.

A counter solution is any measurable program that offers a better outcome than the proposal. Had the Chicago teachers' union (or teachers on their own) proposed a potentially better or provably better evaluation system, then the media would have been less likely to zero in on performance, salaries, etc. as a contrast to the evaluations proposed by the administration.

Instead, the media would have likely compared the two evaluation systems. And teachers, like I believe most do in their hearts, would have looked like they were interested in the students more than what they get. That is what teaching is all about it, isn't it? In fact, it's why I lend some of my time as an instructor.

For the public relations practitioner, the point is pretty simple. Always consider that you may not have to make a choice based on a "black/white" scenario laid out in front of you. You can set the communication and solution parameters by being proactive in planning or be better prepared to change the conversation for the benefit of equally important publics.

Dueling Crisis: The Chicago Teachers' Strike

At first glance, most people would size up a teachers' strike as a crisis communication problem for city government. Not this time around. The decision to strike in Chicago created a quadruple crisis — for government, unions, teachers, and parents. Everybody is going to lose this time, especially the only people who are not part of the clash: the students.

The assessment of a quadruple crisis on the quick. 

Government. It's not exclusive to Chicago, and exists in many major cities. After years of giving into collective bargaining concessions (some smart and some not so smart), government has run out of fiscal room to continually reward lackluster results and downward trajectories. There is no money in the coffers for salary concessions. There is increasing pressure to save failing education systems.

In an effort to meet somewhere in the middle, Chicago seemed willing to approve a generous salary increase, but wanted to end undergraduate teacher tenure and add evaluation methods that would usher in a new era of educational accountability. You can see where they often place the blame — teachers (and sometimes unions).

Unions. The unions have done a tremendous job building an infrastructure to elect politicians who rubber stamp concessions and force out those who will not. The amount of money used for lobbying and political campaigning is mind boggling but not surprising.

Unions make their money based on how much money their members, voluntary or mandatory, contribute. They also need to win every year in order to justify their existence. So, it is in their best interest to protect teachers with more years in the system (tenure), protect the employment of every teacher (regardless of results), and always seek out more money, which in turn generates more cash for lobbying, political campaigns, and their payroll. You can see where they often place the blame — government.

Teachers. While each city is different, Chicago teachers have done better than most. The average salary is around $71,000 per year in a city where most household incomes is around $46,000 per year. But despite this salary discrepancy, it is no picnic to teach in a city with severe economic problems and a higher than normal percentage of at-risk children who attend school every day just to get a meal.

While not all teachers on are board with the union or the strike, those that are want to preserve job security, earn salary increases (because they have hit their caps), and avoid accountability for student performance. The latter isn't because of what most people think. By the time many meet new students, these students are already broken or behind. Most of them place the blame somewhere else — parents.

Parents. Other than teachers, there isn't a more diverse group in the mix. Most parents want their children to receive a better education than they received, but they see that school systems across the country are failing to engage students and instill a love for learning that is necessary for success — even  if their children are better suited to enter the trades (which I'll address another time).

Sure, there are a few who are dismissive, either believing that a failing education system cannot help their children at the onset, devaluing it because of their own occupations, or treating the system like free day care. But I don't think this describes most parents. More likely is that many parents are already stretched too thin to invest an hour on homework every night or, in some cases, they themselves don't understand the material their children bring home. And then there are those who struggle with everyday discipline, let alone education. As the most fractured group, they place blame wherever it is ideologically convenient for them — mostly government, somewhat teachers, occasionally unions.

There are no 'group' heroes in this mix. 

The educational system that was created in most struggling cities is broken because it was designed with the best intent until the best intent was sidelined for winning on issues (some fair and some not so fair). So as groups, there are no heroes because each of them contributed to the mess that exists today.

If you are looking for heroes, you can only look for individuals. Somewhere in the mix, there are politicians who are willing to do whatever it takes to build an educated work force. There are teachers who work longer unpaid hours, doing everything possible to fix the problems they inherited. And there are parents who even though they feel helpless, still instill the importance of education in their children.

But as groups, you will mostly find governments giving into union pressures and political clout with parents too readily taken in by campaign material. At the same time, union wins convinced enough teachers to go along for the ride (or be silenced out of fear). It wasn't always this way, but it is today.

The reality of teacher evaluations, overall. 

While the one takeaway today fits better into education than public relations (which I will be covering as a living case study), there is only one solution that fairly addresses the principal cause of the strike. Despite best intentions, I cannot see how a teacher evaluation system can be implemented across the board on an already broken system despite my own belief that every school system needs one.

So maybe it's time for the good people of Chicago to have a reality check — a hard and fast K-12 evaluation system on teachers, especially one that relies on test scores, isn't fair for one simple reason. But rather than focus in on the problem, I'd rather offer up the solution that addresses it.

Evaluation standards would have to be imposed in phases, starting with K-3. Then, whatever evaluation is put in place would follow the kids into future grades, middle school, and high school. Any other method causes problems because too many children have been passed up with a deficient education.

Ergo, it's not fair to expect a 10th grade teacher to produce 11th grade students when they are given an abundance of 10th grade students with a 6th grade education (or less). However, if the evaluation system was phased in, then there would be no excuses. A 10th grade teacher with 10th grade-ready students will be able to prepare them for 11th grade or even further.

Teachers in the lowest grades would be the first to be held accountable for the class but not every student. Students who are deficient can receive special help or be held back. The point here is simple enough. Fourth grade teachers would not inherit students who are not ready.

The pressure to perform would also be mostly erased, being more likely to look for students who are struggling as opposed to teachers who are struggling. However, school officials could take a closer look at any teacher whose entire class slips. Make sense? You can hold teachers accountable based on class performance, but not necessarily every individual student.

I have more insights on the teacher evaluation topic and some education pitfalls, but I'm looking at a public relations topic for Friday. You see, it seems to me that Chicago is mistaking politics and propaganda for public relations. But on the contrary, public relations is rarely so divisive.

Making It Personal: From Education To Marketing

While most people see the 1960s as the "Golden Age of Advertising," its birth can be traced bak to the 1950s. Along with the booming post-war prosperity and adoption of television as a means of mass communication, it was the ideal time for agencies to capture the imagination of a semi-captive audience. 

Some people find the old commercials produced from the 1950s through the 1970s a bit campy with relatively poor production techniques. But if you take a closer look, you'll understand why people responded to the messages — those commercials connected to their era on a personal and sometimes intimate level. 

Unless it's being used as a 1980s and 1990s broadcast channel (when advertising sought to out clever itself instead of appealing to anyone), social media (and social business to some degree) makes the same promise. It provides people the opportunity to get to know the people behind the company, the musicians behind a band, the authors behind the books, so on and so forth. Making it personal works. 

Where advertising and education meet is a matter of perspective. 

While that might seem an odd way to start a post touching on education, some might propose the two are related more than most people think. When it comes to delivering an effective, memorable message that sticks, there really isn't much difference. Personal perspective can solidify and shape how we view history or even current events much more effectively than statistics and bullet points. Stories work. 

One groundbreaking independent documentary series, POV (Point of View) on PBS, has been doing exactly that for almost 25 years. As it aimed to widen the nation's discussion of the most important social issues of the day, it has become its own historic archive of personal perspective by putting a human face on current affairs and now history. Here are a few examples. 

I'm Carolyn Parker: The Good, the Mad, and the Beautiful by Jonathan Demme conducts character analyses of fearless matriarch Carolyn Parker, who struggled to rebuild her house in New Orleans after it was ravaged by Hurricane Katrina in 2005. Depending on the class, POV suggests watching film clips and then organizing the information into essays (with outside sources too, I imagine) that can be applied to civics, geography, social studies, and history. 

The City Dark by Ian Cheney studies the nesting process of the endangered loggerhead turtle species. The video illustrates how artificial lighting along beaches disorients turtle hatchlings and hinders their ability to reach the ocean successfully. The film provides cross-over content for biology, environmental studies, geography, and current events. 

The Barber of Birmingham: Foot Soldier of the Civil Rights Movement by Gail Dolgin and Robin Fryday follows civil rights veteran and barber James Armstrong and where the movement fits within the context of U.S. history. Integrated into a lesson plan, it provides a perspective for civics, social studies, world history, and current events. 

There are other films too. And while teachers must always be mindful to provide contrasting viewpoints or lead students toward appreciating the "why" behind the "what happened," all of them make for memorable communication, reinforced by a personal connection between the subject and viewer. 

Interestingly enough, POV has been developing a better connection between the films too. Its Community Engagement and Education Department partners with middle schools, high schools, colleges, and community organizations to provide more resources than the films themselves. 

Educators are invited to the join a growing community network where they can borrow more than 70 films for free download, along with 125 free standards-based lesson plans. There are also more than 217 streaming video clips and access to 130 film-based discussion guides for a variety of subject areas and grade levels.

"We have found that the personal storytelling in our films is a wonderful learning tool; it becomes a springboard for discussion that not only helps students understand the issues, but often helps them learn about themselves," said Eliza Licht, vice president, POV Community Engagement and Education. "The goal of our interactive education campaigns is to use film as a tool to support students in becoming thoughtfully engaged citizens." 

While the films sometimes don't necessarily provide a broad view of all subjects (because that's the point of perspective), all of them demonstrate how communication is most effective when someone can relate to the subject. For consideration, educators might want to visit the POV's Lesson Plan section.

How educational instruction can help professional communicators.

For marketers, advertisers and communication professionals, there might be something else to consider.  When was the last time your company produced anything that connected to the people you want to reach? Or perhaps, if you want to think about it another way, what was the real reason Blendtec became one of the most referenced YouTube success stories?

Some advertising students and professionals immediately think it's the gimmick that gave the series a lift.  Sure, that was part of it. But the foundation doesn't have as much to do with one well-thought out gimmick as everything else in the segments — the personality and empathy of the spokesperson and the viewer's connection to the products they decide to blend — have equal weight.

They make it personal, much in the same way it advertisers did several decades ago. And that's the point. You might ask how you can make your company's message just as personal too, but without the blender.

Inspiring Content: Inspire Yourself First

A few months ago, one of my students stopped me mid-sentence when I hit the fourth of five ways to find inspiration for writing. I didn't blame her. Any time a professor tells practicing and future public relations people to experience life, it sounds dangerously close to life coaching over professional instruction.

And yet, it's necessary to mention tips like that because most press releases are pretty boring. Sure, some pretend not to be boring. They force connections to current trends. They smack of snappy marketing copy. Or maybe they rely on exclusively on a big brand name. It doesn't matter.

They're still boring, especially those that were written for the sole purpose of trying to gin up some SEO keywords. It's enough to make you grateful that some folks give up and just send the facts.

You might know what I'm talking about — boilerplate releases that come with an unwritten note that reads "I couldn't find anything remotely interesting about this pitch and gave up. Maybe you'll have better luck. Here are the facts and a few bullet points." Not the best idea, but at least they are honest.

Quit Treating Your Audience Like Second-Class Chumps. 

I didn't really write that subhead. I paraphrased it from an article by Danny Brown. He was writing about how many bloggers start to phone in their posts when they're satisfied with some level of traffic.

For whatever reason, once they capture some kernel of attention, their posts become less thoughtful, their platforms feel dated, and all of their popup ads and ebooks begin to blend together into some thick and sticky formula with an aftertaste. You get the point. Whatever it might be, the lesson is still the same. Don't settle for allowing everything to become mundane. The people who read deserve better.

In looking back, about the only thing Brown didn't cover is where it all starts. It doesn't start with the post or platform or press release or client. It always starts and ends with the writer. Bored writers produce boring stories regardless of the medium. Their words scream "am I done yet?"

Boredom Starts With The Distraction Of Everything Else. 

As a writer, whether writing a blog post or press release, you ought to know the feeling by now. There might even be a little voice in the back of your head whispering "All I need is a lead or maybe a gun."

It's misery and you want out. The reason could be anything. Maybe you already wrote ten releases about the same subject and your eyes are tired. Or maybe you have a half a million other things to do, but the deadline or schedule dictates that the content comes first. Or maybe you just feel a little blue today and are having a hard time fining that elusive hook. Or maybe someone bruised your ego last time.

Whatever. Those are excuses, justifications designed to make you feel better about what you might eventually do to pass on your boredom to your readership or the media as if they deserve to be punished for your problem. The truth is as soon as you hit "schedule" or "post" or "send," you've compounded the original block. Too much boring communication is hard to overcome.

As Brown says in his story, doing the right thing doesn't always come easy. But there are solutions to help you avoid blocks or break out of the mundane and get back on the epic track. I'll save those for next week. But you already know the feeling associated with better content. It's when you look up from your keys and an hour has ticked off, but you could keep writing for another hour if you had the time.