Keeping House: How Good Housekeeping Connects

Good Housekeeping, the iconic women's service monthly originally founded in 1885, is looking for the next step in creating connections with consumers. According to Mediaweek, the magazine is transforming a 2,000- square-foot space at the Mall of America into an American home.

The home won't be static. It will include activities that include cooking demos, DYI projects, and design consultations by celebrity chefs, local personalities and experts from the Research Institute. With more than 100,000 people visiting Mall of America every day (on average), the concept could pay off, assuming Good Housekeeping can keep consumers it touches at the mall.

Touching Customers Beyond The Printed Page.

If there is an evolution for publications, especially niche publications like Good Housekeeping, it could very well be high touch. In order to relate to consumers and build connections, the magazine needs to redefine what makes it a relevant connection between brands and customers. Using its Research Institute as the reason, Good Housekeeping hopes to provide expert advice to build loyalty.

In recent years, social media has provided a platform that convinced many consumers to move away from publications, preferring advice from friends or people they like online. When not seeking advice from each other, it's easy enough to connect direct to companies for incentives and insights from inside sources. Publications helped pushed them away by insisting on an elitist position. The economic climate didn't help either. Subscriptions and monthly costs are often the first to be cut from budgets.

However, if Good Housekeeping can introduce itself by coordinating offline activities and then keep consumers engaged via social media, then there is a potential for success. Specifically, Good Housekeeping could transform itself into a destination.

What's Missing From The Marketing Mix?

The Mall of America is a good first step. However, Good Housekeeping only has a marginal social media presence (it doesn't even list its social media assets on its front page). Most of the communication consists of plugging articles, even those that are framed as questions. They are not questions as much as as cutlines. The dialogue between the publication and followers is limited.

Despite this, some of its online connections are readily engaged. On Facebook, most plugs average about six responses. It's a good start from the 6,500 or so people who follow along.

With the addition of the physical presence, Good Housekeeping has an opportunity to use the instructional workshops and celebrity visits as an introduction to its online platforms. Once people connect, it can engage them over the long term, even if the intent of the American home is to become mobile. There are plenty of other crossover media opportunities too, including the potential to film and share onsite demonstrations.

Much like Citizen Gulf or publishers and bookstores hosting author signings, the real future of communication points to online marketing that drives consumers to proximity-based events, demonstrations, and high touch opportunities that can be later shared as fresh content.

It's not all that dissimilar to what social media speakers already do. Speaking drives traffic, which can then be converted into sales (books, services, etc.). At the same time, the increased following then makes the speaker more attractive to the next host.

It's not rocket science. It's strategic. And if this is the direction Good Housekeeping goes, then it should be no surprise why Hearst Magazines has successfully adapted to changes in the marketplace with Good Housekeeping for almost 100 years. About the only thing it hasn't done is become more cross-gender friendly. However, looking at online followers, maybe it has.

Failing Pitch: How A PR Firm Can Derail Exposure

When a public relations firm has a client roster that claims Fender, Dickies, Red Bull, and MTV, you might expect a great pitch. Unfortunately, that is not always the case. The back of the house sounds different than the front. I've forgotten by how much.

If last week is any indication of things to come, there may be no shortage of silliness after sticking our toes back in the murky waters of publishing. Liquid [Hip] might be a side project, but it's quickly picking up steam and some people have taken notice.

Most pitches are professional. Penguin Books, for example, know what it is doing. From pitch to coverage, even their intern was professional. Likewise, we thought a mostly unknown musician did pretty well. She didn't have any public relations experience, but her pitch convinced us she had a story worth sharing. And then there was that firm with all those bright and shiny clients.

How PR Pitches Have Negative Impact.

The pitch was sent late at 6:10 p.m. on Friday, without any contact information other than a name and two links to their Web sites. What was especially unusual, is that it wasn't even a pitch as much as a time-sensitive promotional solicitation. Here it is, minus the closure.

Dear Rich/friends at LiquidHip,

I got your contact via the “inquiries” link given on your site, and was wondering if you’d be interested in doing a CD giveaway for the new Jenny Johnny album “I’m Havin’ Fun Now”? It comes out next Tuesday, and I was hoping we could have you set it up. If we could try shooting for next Tuesday (August 31st), that would be perfect, but obviously we can work around that date. Let me know if you’re interested. It’s a great album! It’s received a bunch of buzz thanks to the NPR stream posted up on Monday. Anyway, if you could get back to me ASAP that’d be great! Thanks so much!

Cheers,
[Name]

I happened to catch it as I was closing up late in the day. In retrospect, misspelling the name of the band, Jenny And Johnny, ought to have been a red flag. Referencing what NPR, another media outlet, did was also questionable. Ending with "Cheers" is always a bad sign in the U.S. But we bit.

After some discussion on whether or not we could accommodate the short notice (editorial juggling, establishing the giveaway criteria, getting an advance release, etc.), we decided it might be fun for our growing group. Besides, we had already covered a single from Jenny And Johnny and were bullish on the album. We responded within 30 minutes, with direct contact information for the weekend.

No call or follow up ever came. By Monday, we assumed the public relations firm had realized the Friday to Tuesday turn time was too close, even for them. By the end of the week, we thought otherwise. It was just a bad pitch, probably part of a mass email scheme to get publishers to read past the first line.

The downside for Jenny And Johnny was that we had intended to review the full album the following Friday (Sept. 3) until receiving the inquiry. We moved the review to Tuesday. But then, with no follow up from the firm, we covered what we originally planned and gave the Friday spot to the under covered My Gold Mask. We expect great things from them.

When you add it all up, it's a peculiar chain of events. Jenny And Johnny went from having an album review to a CD giveaway to nothing in less than one working day. Well, not nothing.

I can always use the experience to teach other public relations professionals and students what not to do. If you're going pitch, stick with it. Otherwise, your client will lose and your next pitch will end up in the don't bother pile.

Remembering Workers: Labor Day

It seems fitting to cite a recent poll conducted by Hart Research Associates on Labor Day, which is meant to recognize workers for their contributions. The small voter poll (801 likely voters) found that even those who are employed have been impacted by the recession.

Three-quarters of respondents to the survey said that either they or someone they know has been affected by wages that lag behind the cost of living. Sixty-five percent said that they or someone they know has suffered a reduction in wages. One-third of those polled has had a family member directly impacted. (Keep in mind, only 801 people were surveyed.)

Highlights From The Hart Poll.

• 62 percent of non-college graduates are facing challenging/difficult times.
• 49 percent of college-educated peers are facing challenging/difficult times.
• 62 percent of blue collar workers are having personal economic difficulty.
• 51 percent of white collar and 52 percent of professionals are having personal economic difficulty.
• 71 percent of Hispanics, 66 percent of African Americans, and 53 percent of caucasians are struggling.

The challenges that have impacted these Americans the most have been wages and salaries not keeping up with inflation (46 percent), reduced hours at work (32 percent), and loss of job (27 percent). Change to Win, which commissioned the survey, is using the data as part of a campaign to lobby government to promote higher wages.

Unfortunately, higher wages generally diminishes the number of workers and increases unemployment. This, in turn, diminishes demand and companies are forced to lay off even more people or suggest pay freezes and/or salary reductions to retain staff. Even local, state, and federal governments operate under this model.

Government workers are being asked to forego merit pay to help keep departmental budgets in line. And when government cannot come to such a consensus, it cuts workers and adds to unemployment. In addition, more regulations tend to convince companies to delay hiring by the private sector.

The Economy Relies On The Success Of Small Business.

If anyone wants to understand the American economy, look to small business owners. Currently, small businesses represent 99.7 percent of all employer firms, staff more than half of all private sector employees, and are responsible for generating 64 percent of net new jobs over the past 15 years (SBA). These firms are also the most likely to have owners who make marginally more than employees (unlike corporate CEOs, whose salaries are often cited in these studies).

Likewise, the study also shows why most Americans have an aversion to higher taxes. The majority consists of individuals who are already struggling against a dollar that doesn't go as far and small business owners already struggling to keep the doors open and wondering how they are going to pay for additional mandates.

While this might seem dour for a day most Americans consider the last day of summer, there are three takeaways. Good employers and employees are in this together. The private sector, especially small business, is the key to turning the economy around. And if you're a marketer, it might give you pause in considering the environment in which your messages are sent.

Managing People: Fresh Content Project

Most communicators (the better ones anyway) already know you cannot "control" information or people. The most you can hope for is developing a brand promise that can be met.

In other words, the best you can do is to manage your behavior and your communication (or your company's communication when you are charged with writing or speaking it). And by doing so — assuming you have the right passion, energy, realism, and enthusiasm — you might set an example for others to follow, colleagues or coworkers, or inspire consumers to give your company an opportunity to make them customers.

All five fresh picks tap into management in one form or another. And, all five provide a lesson that you can apply today, one that is vastly superior to always being worried about the other guy, whomever that might be.

Best Fresh Content In Review, Week of August 23

• Everyone Is Replaceable.
Andrew Weaver puts his spin on a classic executive reminder that "everyone is replaceable" but with a lesson that some might find surprising. While the old adage might be true, the reminder isn't for employees as much as managers. Given the weakened economy, Weaver alludes to the idea that some managers are taking the easiest possible management path ... fear. Unfortunately, fear has a habit of demoralizing employees even if their output increases over the short term.

• The Connection Between Branding and the Customer Experience.
Jay Ehret presents a simplified take on how branding works within the context of customer service. Specifically, he says that the brand promise plus the personality of the brand provides the expectation or framework for what people expect. The quickest way to kill a brand is to deviate from the framework. When that happens, it breaks trust. Incidentally, a new study conducted by the Relational Capital Group and a team of researchers at Princeton University proves exactly that.

• Staggering Discovery: Goal-Oriented Content Works.
Even before citing six points for goal-oriented content, Valeria Maltoni lays down an important piece of information. She says writing about a subject without passion will circumvent any goals you might have in mind. She's right and that's where her six points come into play. Not only do they serve as a model for what you are trying to do, but they also help some writers remember why they used to be passionate about the subject matter in the first place. By asking yourself the six questions she proposes, you might reignite some passion in your writing.

• When a Good Thing Comes Together: Helping Neighbors in the Gulf of Mexico.
There were several recaps to the Citizen Gulf event held last month and all of them were solid. However, Kami Watson Huyse's recap seemed to go even further in accounting many of the people involved. The best part of Citizen Gulf was that it took the social aspects of online communication and brought them to life in 20 cities across the United States. If you didn't happen to be in one of those cities, you could find enough online updates that you still fell connected.

• The Most Wasted Page On the Web
John Jantsch points out one Web page that seems to have no content management whatsoever — the thank you page. Most companies either waste the space outright or oversell, making customers regret the decision to give up their email address in the first place. In the post, Jantsch provides several ideas that many customers might respond to, including optional surveys, related context (related to why they subscribed), or an instructional page that might prove useful on their next visit.

Buying Into Brands: Not So Different From People

Every day, people make second-by-second judgments about other people within their proximity. It happens so fast that much of the information is processed in the subconscious, managed by whatever cognitive filters we've built up over the years, e.g., we might avoid people who look angry or flash a smile to someone in return.

Over time, those perceptions might stick with reoccurring experiences and repeated exposure. If the person always seems angry, our mind eventually labels them as an angry person. Conversely, people who are always smiling might be categorized as happy.

Our Judgments About Brands Aren't Much Different Than People.

A new study conducted by the Relational Capital Group and a team of researchers at Princeton University recently found that we shape opinions about brands much the same way. We develop perceptions about the brand based on experiences and repeated exposure, with brands that have warmth and competence.

"Since the emergence of mass market brands, products and services have been defined by their features and benefits," said Chris Malone, chief advisory officer of the Relational Capital Group. "This new study suggests that features and benefits are simply an incomplete subset of the broader categories of warmth and competence that consumers perceive and judge brands against."

The study links back this new understanding to early development. According to the study, the researchers recognize people as the first brands, with faces acting as the first logos. The most common judgments people make toward symbols: their warmth (intention toward us) and their competence (ability to carry out these intentions).

To break down this understanding further, warmth includes traits such as friendliness, helpfulness, sincerity, trustworthiness, and honesty. Competence is reflected by traits such as intelligence, skill, creativity, efficiency, and effectiveness.

"We've found strong statistical correlation between consumers' perceptions of each brand's warmth and competence and their intent to purchase and remain loyal to that brand," said Dr. Susan T. Fiske, one of the two lead researchers. "These findings are consistent with other studies we've conducted that validate the influence and predictive power of warmth and competence on human behavior. In effect, it shows that people were the first brands and faces were the first logos."

The Uphill Battle For Brands To Earn Trust And Succeed.

In the eyes of the consumers, however, brands have to earn trust to break away from the preconceived notions that already exist about companies in general. Specifically, many companies convey that they are primarily interested in advancing their own self-interest and can't be trusted, especially when no one is watching. While the study provided examples of companies that have succeeded in doing this, it didn't offer concrete suggestions for improvements.

Having studied this concept before, we know several. Here are three that come quickly to mind, with an emphasis on warmth.

• Innovative companies tend to earn trust quickly because they have worked to do something for the customer first.
• Customer service oriented companies tend to exhibit warmth because they create a people-to-people connection.
• Engaged companies, such as those who have off-sales conversations online, are frequently considered more helpful.

Once a company or organization can dispel the notion that it only has self-serving interests, repeated exposure and reoccurring positive experiences will prove the company's competence. For example, the warmth associated with Apple convinced people to test drive Ping, but the execution made some people question its confidence and intention.

Conversely, when Apple originally launched the iPhone, the warmth people associated with the brand overcame the prelaunch criticism. And then, when people learned Apple really did reinvent the smart phone, it reinforced a perception of competence.

You can apply these findings to nearly any organization. Our most immediate judgment is generally based on our perception of someone's intentions toward us. Ironically, these initial perceptions are often proven incorrect (for good or bad outcomes), but it doesn't change the fact that this is how we're wired.

Test Driving Ping: An Apple Baby Step Into Social

After spending a few hours poking around the first attempt at a social network by Apple, I have to give props to all my friends who have said Apple doesn't understand social. Maybe it will in the future, but it doesn't really understand it today.

Ping has potential, but this launch is best described as a soft open. It seems less than fully functional. And while Steve Jobs described it as Twitter meets Facebook for music, it seems like something else. It feels like a walled fledgling of what we know about networks, crossed with a non-commissioned marketing platform because everything you like comes with a buy button.

And that's the real point, isn't it?

What Apple seemed to miss out of the starting gate is that people don't generally go to this social network to talk about "music" and that social network to talk about "restaurants." That's not a social network. It's a niche forum. And if Apple created anything, it is a password protected forum with a partial social network template laid over the top.

Is that how social networks work? Not really. The current success of Twitter and Facebook illustrates that. Those networks succeeded because there were no limits to what you could talk about. You only needed to show up and find people you knew or wanted to know. It's about people. This is about product.

Specifically, Ping works in exactly the opposite way. You find music and "like" it and then ... um, I would like to say find people to follow but that is a real challenge. Other than three people recommended, your only options are "search" and "email," which are my least two favorite ways to connect with people. (Search is fine, but it's a time waster for social upstarts.) The only other way to pay attention to who other people follow, too.

The Facebook connect feature seemed promising before it was removed late in the game. It was removed so late in the game that the Ping intro page still tells you that you can connect to Facebook. Except, you can't. So don't look. (You can find me if you like. Search for "Rich Becker" on Ping.)

By the way, did I say search for music? Not every album and artist has a like button. I know, because the first thing I thought to do is travel down the list of our recent reviews from Liquid [Hip] and quickly connect them up before someone does start to follow me. About 30 percent didn't have like buttons.

I suppose that makes sense. We focus on cool, not popular. Some recent covers aren't cool enough to like, apparently. And that makes the entire platform, as it exists today, loaded down with tighter rules than Fight Club. Case in point ...

The Rules Of Ping Club.

1. The first rule of Ping club is you do not link to Ping club and you do not link out of Ping club.

2. The second rule of Ping club is, you DO NOT link in or out of Ping club.

3. If someone lags because the interface is painfully slow, the conversation is over.

4. Two people connect at one time, if you find them.

5. One "like" at a time and you won't remember what those were 20 "likes" from now.

6. No frills, friendships, updates. This is about music.

7. You'll participate as long as you have to, three times longer than anywhere else (see 3).

8. If this is your first time on Ping, you have to do something.

Look, most people consider me a fan of Apple, given I still have a working monochrome Mac Classic on my shelf. The same one I used to start Copywrite, Ink. almost 20 years ago. And, since we started Liquid [Hip], I spend even more time on iTunes because it has a solid storefront to keep track of new music, movies, etc. So, I'll give Ping some time to flush itself out. It has potential.

However, I'm not so enamored by any brand to believe this launch was ready for prime time. It's a network of sorts, but it's not social. At least, not yet. To date, the only thing inspiring about it is some inspiration to write up what Ping could have been. And maybe I'll do that next week.

One redeeming feature? The concert listings is a cool idea. But it would have been brilliant if there was some feature to coordinate concert attendance with your circle of friends. Moving the online world offline is part of our connected futures.

Related Articles And Posts.

• 10 Questions About Ping, Apple's Social Network For Music.

• Apple's Ping Social Network Is Actually Good, And It Has Huge Potential.

• Facebook’s Apple Ping demands were ‘too onerous’, says Jobs