July 7, 2008
11:13 am | 0 recommendations | Be the first to comment
Jerry
Springer and Rush Limbaugh get it. So do
Jim Cramer and Dick Vitale.
To attract
a significant following in today’s noisy, media and blog-saturated world one
has to express controversial views, delivered in a loud and boisterous style.
Perhaps
that’s what the editorial staff at New Yorker magazine had in mind when they
signed-off on a cover illustration that depicts Barack Obama in a turban,
fist-bumping his gun-slinging wife. Whether
you believe its “tasteless and offensive” like Obama’s campaign or merely misinterpreted
satirical humor like New Yorker editor David Remnick,
the resulting uproar has delivered a level of attention and significance the
magazine has not had in years.
New Yorker
Obama Cover Sparks
Uproar
http://www.cbsnews.com/stories/2008/07/14/politics/politico/main4257077.shtml?source=mostpop_story
Most
bloggers understand the readership dilemma all too well. The competition for attention is fierce with
Technorati now tracking more than 110 million blogs. As a result, the blogosphere often digresses
into a shouting match of hysterical voices promoting their respective views and
agenda.
Into
this mess walks the corporate executive blogger. How can a company garner readership and
visibility for its thought leadership using an approach that is consistent with
its brand image?
Our
counsel to clients is to side-step controversy, and focus efforts on developing
relevant, engaging and entertaining content tailored to the needs of specific
target audiences. Expressing opinions in
a clear and well-articulated fashion is a must, as is promoting blog content
through a mix of social media and traditional PR channels. Yet, the benchmark for success should be
quality of readers, rather than quantity.
Recently,
I had two prospects comment on my blog posts during pitch meetings. One agreed with my thinking, while another
felt I was off-base in my assessment of the value of micro-blogging
platforms. Both are now current agency
clients.
09:17 am | 0 recommendations | Be the first to comment
Like an invasive
species, spam continues to creep into social communities with the goal of
destroying the trusted bond that exists between members.
I participate in a
number of vertical social networks that cater to public relations, social media
and marketing professionals, including Gooruze, Sphinn, MyRagan and Brandweek’s
At the Roundtable. I get value from the high-quality
user-generated content produced by these communities, as well as establish
professional connections that support Strategic Communications Group
(Strategic) success.
There is an assumed
level of trust in messages exchanged between members in these communities, even
when a personal connection has yet to be established. I’m afraid that’s now eroding.
Several weeks ago the
comments function on my blog on MyRagan.com began to be peppered with spam for
offshore gambling operations. And just
this morning I received this message in my Gooruze Email inbox:
rejoice_dokie@yahoo.com
My name is rejoice i saw your
profile today at (gooruze.com) and i love it,i think we can make it together,
therefore i would like you to contact me back throug my email address
thus:(rejoice_dokie@yahoo.com) i will tell you more about myself and i
will also send you my photo as soon as you contact me back.Hopping to
hear from you soonest, UNDERSTAND THAT LOVE IS
ONE, Bless WITH LOVE AND TRUST Thanks and God
bless you,Hope to hear from you soonest.
rejoice
Reply me back so that i can send
you my picture for your to know me thanks. (rejoice_dokie@yahoo.com)
Are the creators
and/or administrators of the social community responsible for weeding this
out? Or do we as members of the
community have to take ownership?
This is a tough issue,
yet one that needs to be addressed. Ultimately,
the trust, credibility and viability of social networks depend on it.
June 6, 2008
10:47 pm | 0 recommendations | Be the first to comment
What can
the Starship Farragut teach us about creativity in communications?
That’s the
question we posed to Mark Hildebrand, the producer and director of award
winning fan films based on the 1960s Star Trek television series created by
Gene Roddenberry. (For more on Starship
Farragut, visit http://www.starshipfarragut.com/.)
Hildebrand
visited Strategic Communications Group’s (Strategic) office as part of our professional
development program. Past speakers had
included journalists, industry analysts, publishers and corporate marketing
executives. Right in line with what you
would expect at a public relations consultancy.
Our request
for a presentation from a film director is symptomatic of a dramatic shift in
the industry. Public
relations content has traditionally been constructed to educate and engage an
organization’s key stakeholders. It presents
a perspective, opinion or corporate story, and then encourages dialogue and
debate.
Yet, a third "e" should be added to the measurement
benchmarks for public relations --
entertainment. The ability to capture and hold an audience's attention in
unique and innovative ways is now a must for any communications program.
That was the insight Strategic’s staff
anticipated from Hildebrand’s presentation.
We weren’t disappointed. On a shoe
string budget, he collaborated with a group of talented (yet unknown) actors to
create a movie true to Roddenberry’s vision for Star Trek and, in the process, garnered
a following among die-hard fans of the original series.
Hildebrand’s suggestions on how to create compelling
and entertaining content serve as a primer for public relations and marketing
professionals challenged to promote their companies in traditional PR and
social media channels. Here are a few of
his thoughts:
Sit in the audience’s chair. Content must always be evaluated from the
perspective of the intended recipient.
Hildebrand explained you want to challenge the audience, yet at the
conclusion leave them fulfilled (rather than confused).
Create a dilemma. When following the problem/solution format,
it’s critical to use anecdotes to demonstrate how the characters depicted in
the content learn, thereby delivering an educating experience for the audience.
Change pace with emotional contrast. Deliver the unexpected and you’ll keep an
audience’s attention. Hildebrand cited
Starship Farragut’s use of humor in certain fight scenes. The same principle can apply in public
relations by introducing an unexpected writing style. Strategic client Tellabs excels at this
through a creative approach to their press release writing (http://www.tellabs.com/news/2008/).
Embrace creative tension. While Hildebrand retains final creative say
in his productions, he openly engages with actors and the other professionals
on the set for their opinions about how to best capture a scene. The best result often comes from the
resulting disagreements and discussion.
Rely on the passion. Starship Farragut is truly a labor of love
for Hildebrand, the actors and production staff. It’s self-funded and, due to licensing
requirements, they distribute the films at no cost via the Internet. Companies who inspire a comparable passion
from their employees typically produce memorable and entertaining content.
---------------------------------------------------------------------------------------------------------------------
Marc Hausman is president and CEO of Strategic
Communications Group (Strategic), a public relations consultancy based in Silver Spring, MD. Read more at: http://www.strategicguy.blogspot.com.
08:00 pm | 0 recommendations | Be the first to comment
Perhaps my most important responsibility as the head of a boutique
public relations consultancy is to anticipate client needs and challenges. Like all small businesses, we bet our
investment capital, professional development efforts and staff recruitment
plans on these projections.
Accordingly, I spend a lot of time speaking with corporate marketing and
PR/communications decision-makers. Where
do they plan on investing resources?
What obstacles will they face executing lead generation and branding
programs? And (most important) how will
their performance be measured?
For the past six months the story from the executive marketing suite has
been all about content. Companies
typically have lots of it, from highly technical white papers and product
slicks to more sales-oriented presentations and advertisements. The questions corporate marketing and PR
leaders must address include:
●
How to identify, collect
and evaluate the content that already exists?
●
How to best create new
content that is in-strategy and action-oriented?
●
How to package and deliver
content to audiences in creative ways?
This content conundrum has grown in significance with the adoption of
social media by corporate marketing organizations. Blogs, podcasts, social networks, Web-based
video, etc. are predominantly content-driven communications vehicles.
Recently, I penned an article about the “3Es”
of public relations – education, engagement and entertainment (http://attheroundtable.com/blog_post_view.aspx?BlogPostID=7af347d3cb514770b38a01e9aa47bcc0). While I stand by my assertion
that content must embody these characteristics, I neglected to address one
critical issue: credibility.
Credibility is simply saying what you mean and doing what you say. Following through on words and actions
establishes a track record of believability.
Yet, in a business context the issue of credibility becomes a bit
murky. Consider the following statements
often incorporated into public relations, marketing and sales content:
●
Company X is a leading
provider of...
●
Company Y offers award-winning
service...
●
Company Z has long been
recognized as an innovator in...
While these statements may be technically true, their credibility and
impact is debatable. Customers,
partners, investors and employees have become appropriately skeptical and often
demand third-party validation of such grand claims. It is incumbent on PR professionals to rise
to this challenge to instill a higher level of confidence in the company they
represent.
Here are a few ideas to help your company address the credibility
question when developing content:
1. Back it up with numbers. BearingPoint has done a good job of this by
citing an extensive portfolio of customer relationships when making a vertical
market leadership statement.
2. Quote third parties. This can include customer statements,
industry analyst commentary or earned media.
The more credible the source (i.e. an article in the business media
versus an industry blog), the greater the impact.
3. Make meaningful
comparisons. A few years ago I attended
a presentation from Cisco CEO John Chambers at the FOSE government IT
conference. He supported a claim of
industry leadership by explaining that Cisco's market valuation was greater
than the combined worth of its competitors.
4. Review your writing through a
skeptical lens. Are there any statements
that an external audience might question?
Are these comments hard to justify?
If so, strike them from the text and focus on what is supportable.
May 5, 2008
12:30 pm | 0 recommendations | Be the first to comment
Why do people hate the airlines?
OK…their track record for on-time
service is spotty. And they often have trouble with luggage. Yet, many of the
factors that influence performance are outside of their control (i.e. the
weather).
What is most important to me as a frequent airline customer is
safety. I’ve been on a couple of flights delayed because of mechanical issues
and was just amazed by the moaning of other passengers. Yes…inconvenience is
unpleasant. But, I would much rather have any “mechanical issues” worked out
while the plane was still on the ground.
The recent announcement by
American Airlines to charge passengers a first-checked-bag $15 fee produced an
avalanche of unwarranted criticism in the blogosphere. It’s unfair to American
Airlines and a shame their brand has to take such a hit. My reaction to
consumers irate about the 15 bucks is just as strong as their whining: get over
it!
American Airlines’ corporate communications team and PR shop Weber
Shandwick did absolutely the right thing in devising a strategy that focused on
explaining “why” this additional charge is necessary. Airlines are under
tremendous financial pressure because of the rapidly rising price of fuel. I’m
happy to pay a few dollars more to ensure an airline has the resources to run an
efficient, safe and (yes) profitable business.
A tough lesson I learned
as a small business owner is that there’s a significant difference between
business and “good” business. Exceptional clients demand great work and
accountability, yet also recognize the value of your counsel, treating you well,
paying you on time and respecting a fair profit margin.
Airlines need to
focus on their good customers and let everyone else find a different route.
02:30 pm | 0 recommendations | Be the first to comment
One Blogger’s
Betrayal
Something
unexpected happened last week which caused me to betray the principles of the
“Strategic Guy” blog.
At
Strategic Communications Group (Strategic), we counsel our clients at the onset
of an executive blogging initiative about the importance of establishing an
editorial mission and following the guidelines of journalistic integrity. These include:
1) Honesty when expressing opinions and
assessments
2) Full disclosure of individuals and companies cited
(no anonymous sources)
3) Acknowledgment of any relationships that may shape
the views expressed
Last week I
attended an executive networking event in which the speaker arrived late and unprepared. As a result, the presentation wandered
through a number of topics without much in the way of structure or a central
theme.
Bad
enough…right? Well, the speaker also
made a point of how their company’s culture is defined by integrity. This was followed by two anecdotes which
completely disproved this assertion.
The first
story detailed how they negotiated in bad faith with a vendor to secure more
favorable contract pricing. There was
then an account of their removal of equipment from a partner’s facility using a
tactic of questionable legality.
I arrived
back in my office well prepared to flame this speaker, while making a point
about the requirement of public relations professionals to coach and prepare
their executives before they hit the stage.
Then the
press release crossed the wire. The CEO
of a Strategic client was named to the Board of Directors of the speaker’s
company (which is publicly traded). By
providing full disclosure in my blog, I could potentially damage an important
relationship.
A more daunting
issue is one of ethical client representation.
Strategic always acts in its clients’ best interests. Yet, one could credibly argue a critical post
about this speaker could reflect poorly on our client.
So, I
sacrificed my conviction to full disclosure.
Did I do the right thing? Would
you have done the same?
------------------------------------------------------------------------------------------------------------
Marc
Hausman is president and CEO of Strategic Communications Group, a public
relations consultancy based in Silver
Spring, MD. Read more at http://www.strategicguy.blogspot.com.
08:20 pm | 0 recommendations | Be the first to comment
We have all
attended industry events that failed to live up to the hype of the title. I was appropriately skeptical this past
Wednesday as I drove over to the Tysons Corner, VA office of law firm Patton
Boggs for an executive breakfast event titled “Lessons of the Legends: the Art Before
the Deal.”
Wow…was I
pleasantly surprised. The panel featured
two prominent executives:
Ken Bartee,
ManTech MBI
http://www.linkedin.com/pub/0/5/845
Sterling Phillips, Pequot Ventures
http://www.pequotventures.com/team.php?ID=50&catid=18
Both Sterling and Ken steered
their respective companies – McDonald Bradley and Analex Corporation -- through
impressive growth strategies, combining organic sales growth with targeted
acquisitions to enter new markets. The
end result for each company: an eventual
acquisition at a valuation that provided a stunning return for investors.
John Hagan
of BB&T Capital Markets/Windsor Group served as the panel moderator. He is one of the region’s top investment
bankers, and his firm is considered the premier provider of M&A advisory
and transaction services to government contractors.
Here are a
few highlights from the discussion:
-At McDonald
Bradley, a targeted M&A program was put in place to help the company more
quickly enter new markets. Ken joined
when sales were about $3M a year. Five
acquisitions later McDonald Bradley’s revenue exceeded $55M with about 50
percent coming from acquired companies.
-From a
seller’s perspective, Ken acknowledged the auction process employed by investment
bankers is a hassle. Yet, it typically leads
to a higher price and gives the seller multiple options to consider.
-Ken also
explained that buying a company of less than $10M in revenue is most
challenging transaction to pull off. “There
is more emotion from the seller around the valuation of the company and they
are often inexperienced in the process,” he said.
-Perhaps Ken’s
best advice for a company positioning itself for sale is to follow industry
standards when it comes to operations, governance and staff compensation. “The more a company looks different…, the less
the buyer will understand you.”
-Sterling
Phillips’ situation at Analex was quite different, however he also believes in
the auction process as a seller. Analex
was publicly traded and Sterling
explained that as a CEO and director his number one priority was to optimize
shareholder value.
-An auction
also provides a level of legal protection from shareholders who might question
the value of a transaction. Sterling explained that
any major corporate or financial initiative required good advisors, as well as
a well-documented process. “In a public
company, if you try to be a cowboy, you end up as a defendant,” he said.
-Here’s
another great quote from Sterling about how his job as a partner in a private
equity firm is a lot easier than the requirements of a CEO, “In the boardroom,
the doughnuts taste a lot better when you’re not the CEO.”
10:08 am | 0 recommendations | 1 comment
I grew up in a viral era.
I was born the same year the advertising
jingle “I’d like to buy the world a Coke and keep it company” was reworked into
a top ten pop song. Years later, my room was decorated with posters of Spuds
MacKenzie – the Bull Terrier made famous in Bud Light television commercials –
and Max Headroom, spokesperson for New Coke. Max fared quite a bit better than
the ill-fated product he hocked as he scored a lead role on an NBC television
series that lasted a few years.
My viral upbringing is best captured in a
simple question: Where’s the Beef? Originally featured in an advertising
campaign for fast food chain Wendy’s, this catchphrase transitioned to pop
culture when Walter Mondale used it in a debate during the 1984 presidential
election to challenge the substance of rival Gary Hart’s
views.
Pre-Internet it took a healthy dose of big budget advertising for
content to truly go viral. The gulf between individuals was just too great for
something to spread beyond a relatively close knit social group.
It sure
is different today. Research firm eMarketer reports that nearly 9 out of 10
adults share content with friends and family by Email. Moreover, new media
channels such Web-based video sites, blogs and social networks empower
individuals to connect with a great number of people, more quickly.
Corporate marketing executives recognize there is gold in viral. For a
relatively insignificant amount of budget, they can build brand and positively
influence sales, profitability and valuation.
Consider the recent viral
success experienced by Chinese PC-marker Lenovo. For a few thousand dollars,
their corporate communications team created a video of Lenovo employees
playfully comparing their ThinkPad X300 ultramobile PC with the much hyped
MacAir from Apple. After being passed around the Web and profiled in a number of
trade media and industry blogs (http://www.news.com/8301-13953_3-9931856-80.html?tag=blog.1),
the video will be professionally redone by Lenovo as part of the company’s next
TV ad campaign.
So, what’s the secret to developing content that spreads
to the masses via the Web? I’ll argue no one truly knows. It’s kind of like the
characteristics of cool. It depends upon who you ask.
I do have a couple
of suggestions that could help your company create the next viral
wonder:
1. First and foremost, viral is about entertaining and engaging
content that presents information in an unexpected way. Embrace humor as long as
it is in good taste. Don’t shy away from poking fun at yourself.
For
instance, at an AeA conference I attended key note speaker Jim Balsillie, co-CEO
of Research in Motion (maker of the Blackberry), shared a video from their
creative department that “mistakenly” referred to his company’s product as a
Crackberry.
2. Start the viral spark by posting the content on as many
user-generated sites as possible. Encourage your employees, partners and
customers to do the same.
3. Embrace controversy. There will be those who
find fault with your viral content and, in rare instances, consider if
offensive. As long as your intentions are honorable, stand behind your content
and encourage differing opinions. It will actually help spread the
word.
4. Keep your chin up. Viral content is a lot like professional
baseball. Succeed three out of ten times and you’ll be in the Hall of Fame. The
reality is that most of the content you produce won’t catch on beyond a niche
target group. And that’s OK. Luck and timing may be on your side next time
around.
Marc Hausman is president/CEO of Strategic Communications Group, a public relations consultancy based in Silver Spring, MD. Read more at http://strategicguy.blogspot.com.
April 4, 2008
09:55 am | 0 recommendations | Be the first to comment
Is it ethical to follow employees?
That’s a question I wrestled with over the weekend as I prepared to sign-up to follow two of my colleagues with active Twitter feeds:
Jeff Majka (http://twitter.com/jmajka)
Shany Seawright (http://twitter.com/sseawright)
My rationale was sincere. I have struggled to understand the business value delivered by Twitter because of the inability to share meaningful thought leadership content. However, I recognize its adoption in business circles, and noted the Twitter community of journalists and analysts created at the recent RSA Conference in San Francisco.
Exploring and observing is an effective way to assess a social media application. If I’m to be comfortable making a client recommendation, I have to be able to articulate a clear ROI. And that is more than a tenuous benchmark such as awareness and community participation.
Yet, I pride myself on respecting the privacy of Strategic Communications Group’s (Strategic) employees. I am very much engaged in their professional success and, in particular, have established strong ties with both Shany and Jeff during the four years we’ve worked together. However, there is a line in the relationship I don’t step over.
Will the content of their tweets change if I’m a follower? Will they refrain from commenting about a frustrating day? Or, does the very nature of social media (open, honest dialogue) make this a non-issue?
I’ve yet to sign-on as one of Shany’s or Jeff’s followers. What do you think...should I?
10:23 am | 0 recommendations | Be the first to comment
If I could
hire any two people in the world to join my public relations consultancy who would
it be?
The answer
today sure is different than a mere 18 months ago. I would have most likely rattled off the name
of a well respected technology trade journalist, industry analyst or agency
executive. The state of public relations
is now dramatically different. My top
choices: award-winning movie
producer/director Steven Spielberg and YouTube sensation turned actress Lonelygirl15.
(http://en.wikipedia.org/wiki/Lonelygirl15)
Public
relations has traditionally been defined by education and engagement. Communications
executives excel at forming meaningful, mutually beneficial relationships with
an organization’s key stakeholders.
Often mischaracterized as spin or influence peddling, public relations
practiced ethically presents a perspective, opinion or corporate story, and
then encourages dialogue and debate.
That's how relationships are formed.
The requirements
of PR professionals have changed more rapidly in the past year and a half than
at any time during my nearly 20-year career.
In addition to education and engagement, we need to add a third
"e" to the public relations skill set -- entertainment. The ability to capture and hold an audience's
attention in unique and innovative ways is a must for any communications
program to achieve its benchmarks. It's
comparable to the creative spirit that permeates Hollywood,
Broadway or the Web 2.0 start-ups in Silicon Valley.
Drivers of the PR Sea-Change
To
understand this dramatic shift in communications it is important to first
explore why. It's no secret the business
model employed by traditional media has suffered. From broadcast and cable to newspapers,
consumer magazines and trade journals, media is under all-consuming
stress. Advertising budgets have rapidly
shifted online where there is a greater level of measurability and accountability. Moreover, consumers have come to expect editorial
content delivered via the Web be offered at no charge, further eroding the
revenue base.
In turn,
broadcasters and publishers have slashed payrolls while taking stabs at a
sustainable, Web-based business model.
Journalists are asked to carry a heavier load by producing more content,
more quickly while continuing to adhere to the standards and principles that
have long shaped their profession. The
media and publishing industries have grown so desperate that the idea of a
government-backed financial scenario has gained a following in the blogosphere.
The
meteoric rise of social media is the second (yet related) catalyst of this
dramatic change in the public relations world.
Consumers and corporate audiences alike now bypass traditional PR
channels to communicate, educate, collaborate, network and cultivate relationships. Social networks, Web-based video, and
blogging and micro-blogging platforms have enthralled and empowered individuals. Today, a person can exist online as both a
consumer and publisher of media.
The trend
of social media innovation will continue to accelerate as the barriers to entry
for technology start-ups remain low.
Historically, it's taken an army of software engineers, a pile of
venture capital and years of development time to bring a product to
market. That's no longer the case. Exciting new applications such as Twitter and
FriendFeed are rapidly introduced and vetted by a passionate online community.
How One PR Shop has Evolved
Strategic
Communications Group (Strategic) was by no means an early adopter of social
media. Our initial efforts included forays
into blogging, as well as the occasional comment in an online industry
forum.
The vast
majority of our activities on a client's behalf continued to be traditional
media relations and industry analyst communications in support of corporate and
product initiatives. The lack of a peer
review process and the inherent unpredictable nature of social media tempered
our enthusiasm for this new channel to the market.
Personally,
I was turned off by the cavalier and cliquish attitude of social media
champions. Those who didn't sprint
full-speed to embrace these new offerings simply didn't "get it" or
worse, would be relegated to the sidelines.
I experienced
this bravado once before in my career.
It was at the height of the dot com bubble when anyone who failed to
rush their business to the Web was considered a dinosaur. The market correction in March 2001 and the
resulting pain colored my view of the value of being a trailblazer.
About a
year ago the senior team at Strategic openly embraced social media tactics as
on-par and, in many instances, preferred over traditional media and analyst
outreach. What changed for us? For starters, we became more comfortable with
the business ROI delivered via social media and more capable of articulating it
to a client.
In addition
to thought leadership and executive visibility, our social media efforts are
designed to enhance a client's organic search engine optimization. We consistently monitor Web traffic and
online advertising buys for a client and its competitors, and then shape
content and messaging accordingly.
Second,
among our clients we now see a willingness to fund social media campaigns. We have moved past the education phase of
market adoption and, while many efforts remain pilot programs, social media tactics
are no longer viewed as a nice to have if there is a bit of money left in the
budget.
For instance,
this past quarter Strategic was selected by one of the world's largest telecommunications
providers to spearhead a social media initiative that promotes a suite of
technical services, as well as their stance on corporate social
responsibility. We also introduced the
first-ever executive blog in the government services space (http://altroninc.blogspot.com/) to
help a provider of program management and administrative services differentiate
itself.
The Entertainment Conundrum
What now
keeps me awake at night is the challenge public relations professionals face to
adopt an element of entertainment to social media campaigns. The Web is a prickly medium. Consumers, business buyers, investors,
partners and employees will turn away from content that fails to educate,
engage and entertain.
Recently, a
client lamented that the 20 minute corporate presentation uploaded to YouTube
and Insight 24 failed to garner much interest.
Our idea: turn that presentation into a series of shorter video
vignettes that tell a story by focusing on the personalities of the executive
team.
High-value
content has always been the calling of PR.
We're now presented with the opportunity to help our clients experiment,
explore and derive value from participating in social media. Will we get hip to the need to
entertain? Quick...someone get me Steven
Spielberg on the line. I want to talk to
him about a career in public relations.
Marc Hausman is president/CEO of
Strategic Communications Group, a public relations consultancy based in Silver Spring, MD.
Read more at: http://www.strategicguy.blogspot.com/.
