Strategic Guy

Hoop Lessons

2008-07-24T09:52:00.000-07:00

I am a basketball junkie! Professional…collegiate…Olympic…international…even high school. I watch and enjoy it all.

That’s because the game recognizes individual performance within the context of team accomplishment. (An environment we try to emulate at Strategic Communications Group (Strategic)).

Plus, the athleticism of the sport’s top players is truly remarkable. Take a whirl over to YouTube and search for “greatest NBA dunks.”

Professional hoops in the US -- primarily the National Basketball Association (NBA) -- are subject to the same pressures that influence most businesses. Issues such as globalization, employee relations, bureaucracy, promotion and publicity, stakeholder communications, etc. impact the product on the court.

This week’s announcement that Atlanta Hawks free agent Josh Childress has elected to sign a contract with Greek professional team Olympiacos has caused quite a stir in the NBA establishment. Childress is the first American player in line to make big money in the US who has decided to ditch the NBA for an international opportunity.

Is this a good or bad for the NBA, its players and its fans?

Henry Abbott who writes a blog called TrueHoop for ESPN is spot on in his assessment. He makes two points I believe are relevant to this situation, as well as to businesses in general.

1. Market leading organizations need viable competition to remain innovative in their delivery of products and services. Abbott writes:

In most businesses, if you do things in an inefficient manner, eventually your competition will come along and do it better, cheaper, faster, etc., and they will hurt your bottom line or put you out of business entirely. That's how the free market forces efficiency on us all. It's painful at times, but it sure teaches some strong lessons about figuring out what's most important and constantly evolving.

2. Too much regulation and bureaucracy ultimately limits creativity and innovation. In the case of the NBA, Abbott points out:

The NBA's collective bargaining agreement includes a ton of complicated clauses. Each serves a purpose, and you can make a case that, all told, it's a good and fairly fair system. But regulation is always burdensome, and this league, famously run by lawyers, is knee-deep in legalese.

I plan to take Abbot’s points to heart as I think about Strategic as a business, as well as the counsel we provide to clients.

Say Goodbye to Josh Childress, Say Hello to Some NBA Soul-Searching
http://myespn.go.com/blogs/truehoop/0-33-84/Say-Goodbye-to-Josh-Childress--Say-Hello-to-Some-NBA-Soul-Searching.html

Employees Betrayed?

2008-07-22T11:11:00.000-07:00

As the president/CEO of a professional services firm, an issue that is consistently top-of-mind is how to most effectively communicate with Strategic Communications Group’s (Strategic) senior team, employees and network of high-caliber consultants. It is their expertise, market knowledge, skill set, capabilities and passion that helps us deliver on our philosophy – great work for great clients.

I came to learn very early on in my experience running Strategic that my priorities related to personnel management are fairly straightforward:

--Put people in a position in which they are set up for success
--Provide an environment which is engaging
--Recognize and reward those who take ownership of their careers and consistently perform at a high level
--Be consistent in messaging

To deliver on this promise to colleagues I’ve tried to implement an open, honest and straightforward communications style. This is especially important when addressing issues or topics related to corporate developments or individual performance. A person may not like what I have to say, yet it’s better to know where things stand.

I suspect entrepreneur Cheryl Amyx shared this philosophy about internal communications and employee relations. In less than a decade, her government services firm established a high growth and profitable niche in the defense market, ultimately being recognized by Washington Technology magazine as one of the fastest growing firms in the region.

Yet, when Cheryl went through the process of positioning and then selling her company she chose to keep the matter private, fearful of employee defections due to the uncertainty that comes with new owners. She even elected not to inform her senior team.

This morning at an ACG National Capital (http://www.acgcapital.org) event which featured an inside look at the sale of Cheryl’s company, I asked her if employees felt betrayed once they learned of the sale. She acknowledged that some did and a few elected to leave the company. Yet, the new ownership moved quickly with a transition strategy that involved in-person meetings to reassure employees and customers.

While I respect Cheryl’s decision about how she managed employee relations during the M&A process, I would have counseled her to be upfront and honest once it became apparent that a sale of the company could possibly go through.

Most employees invest their time, energy and effort to build a company of value. They’ve earned the right to know about major corporate initiatives, even if it makes them nervous.

The Amey Group, Inc. Acquires Amyx, Inc. (1.18.08)
http://www.amyx.com/download/AcquisitionPressReleaseAmyx.pdf

The Big Mac Bandit

2008-07-20T11:47:00.000-07:00

Tamien Bain has an interesting relationship with the “Golden Arches.”

Fifteen years ago he walked into a McDonald’s with gun in hand and robbed the place. That indiscretion landed him in prison for a dozen years.

Now Bain is back as one of the five finalists in a contest the restaurant chain is running in partnership with MySpace to create a new jingle for the 40th anniversary of the Big Mac. This is a wonderful story and a win for everyone involved.

For Bain, it’s a chance to showcase his musical talent to a large audience with the hope of jumpstarting a career. In fact, he has reportedly already hired a public relations adviser.
And for McDonald’s, this innovative and creative use of social media will now most likely produce an avalanche of additional media coverage.

Sure, there will be those that take shots at McDonald’s for allowing Bain’s participation in the contest. They’re off base. Bain served his time and now he has taken steps to be a productive member of society. I am rooting for him…and may even buy a Big Mac!

Finalist in McDonald’s/MySpace Jingle Contest is Former McDonald’s Armed Robber
TechCrunch
http://www.techcrunch.com/2008/07/19/finalist-in-mcdonaldsmyspace-jingle-contest-is-former-mcdonalds-armed-robber/

Calling Out My PR Colleagues

2008-07-17T06:36:00.000-07:00

After reviewing this blog, an editor from public relations trade publisher Ragan Communications asked me to pen an op-ed about the changing role of PR during an economic slowdown.

Rather than the typical gripes about how companies just don't "get" the value of public relations, I put the responsibility squarely on communications professionals to be more proactive in enhancing our role in corporate success. Is my tone too controversial? Are my suggestions on target?

A New PR Paradigm for Recessionary Times
Ragan.com
July 2008
http://tinyurl.com/5vdcmv

Readership Dilemma

2008-07-15T08:55:00.000-07:00

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 it's “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.

Media's Mel Brooks-like Reporting

2008-07-09T19:15:00.000-07:00

In his movie History of the World, Part I producer, director and actor Mel Brooks repeatedly proclaims that “it’s good to be the king.” Although he was playing the role of French king Louis XVI, Brooks’ catchphrase most likely captures the sentiments of Google’s leadership posse – Schmidt, Brin and Page.

That’s because even their me-too product announcements generate a whirlwind of press attention, and send competitors scurrying into the shadows. Consider Google’s entry into the Web analytics space last week with its Ad Planner service. Market leader ComScore’s stock tumbled 23 percent in a day.

The Washington Post’s Kim Hart led her story with this insightful observation, “Suddenly having Google as a competitor could quickly spell death for a smaller firm.” Buried in the article was the point that advertisers may be reluctant to let Google measure the effectiveness of ads placed in its other services.

Google Enters ComScore’s Turf
Washington Post
http://tinyurl.com/3fue8m

This week Google trumpeted a new virtual world and chat service called Lively. While the New York Times fawned over Google and its innovation, it took blog GigaOM to provide a much-needed dose of perspective:

On first glance, Lively seems too similar to several existing MMOs, making it an also-ran without a key market distinguisher to be truly compelling (besides being from Google). You can stream YouTube videos in these rooms and embed rooms on websites, and it’s got appealing cartoon visuals and a fairly intuitive interface, but that’s true of numerous online worlds already out there.

I have repeatedly applauded Google for its efforts to develop new services as a means of diversifying its revenue. The company could easily rest on the success (and profits) of its search business. Yet, it recognizes the need to innovate to remain in a position of leadership and strength.

The concern I have is with the lack of insight and analysis provided by journalists when it comes to reporting on market leading companies. Their responsibility is to inform and educate, and that demands asking tough questions.

If business and trade media continue to go through the motions, the reader exodus to online news sources and blogs will accelerate.

Google Introduces a Cartoonlike Method for Talking in Chat Rooms
New York Times
http://tinyurl.com/6zkhw5

How Lively? Google’s Me-Too Virtual World
http://gigaom.com/2008/07/08/google-lively/

VC Crisis Could Slow Innovation

2008-07-07T14:01:00.000-07:00

The Dow Jones’ Scott Austin provides an interesting perspective on the recent press release from the National Venture Capital Association (NVCA) that calls the inaccessibility of the public markets a crisis for the VC industry.

Venture Capital Industry Under the Gun
http://tinyurl.com/6n3de7

Austin also cites a study from VentureSource that reports more than 1,400 companies funded during the dot com boom of the late 1990s still exist in venture firm's portfolios.

“A majority of these companies -- which received a total of about $50 billion in venture capital and employ more than 150,000 thousand people -- will have to shut down or sell on the cheap. Venture capitalists can't hold onto them forever.”

While I have seen too many instances in which venture capitalists have made decisions to the detriment of a company’s management, employees and customers, I recognize a healthy and thriving technology community is dependent upon their contributions.

And it’s more than the money they manage. VCs are prudent risk-takers and provide the funding, counsel and insight that makes innovation possible.

The VC industry needs to get well….quickly.

Waiting on Widgets

2008-07-07T07:44:00.000-07:00

Should we be wild about widgets?

There is quite an upside to these bite-sized software applications that allow users to share third-party content. Widgets play right into the strength of social networks, which are merely Web-based communities created around a common set of interests.

As such, their viral potential is stunning. Consider the widget called Top Friends from a San Francisco-based software developer called Slide. It has been downloaded and shared by more than six million users.

In the Washington, DC market, there is a healthy amount of buzz around several emerging growth technology companies working with widgets. These include ClearSpring (http://www.clearspring.com/) and FreeWebs (http://members.freewebs.com/).

To date, widget use has been primarily the domain of consumer advertisers with adoption gradually increasing. Market research shop eMarketer reports spending on widgets will reach $40 million this year, up from $15 million in 2007.

Are there any viable uses for widgets by public relations professionals? I see possibilities:

--Public companies could utilize widgets to make it easy for retail investors to share with friends and family information about their investments.

--Internal communications/HR executives could build a stronger sense of community among geographically dispersed employees.

--Relevant news, analyst coverage and thought leadership content could be shared with journalists who track a specific company or issue.

It’s just potential though and until there are examples of widgets in action to further the public relations mission I hesitate to make a formal recommendation to a client.

At Strategic Communications Group (Strategic), we don’t consider ourselves to be early adopters of social media technologies. We follow a more disciplined approach and embrace a tactic once we are confident in its ROI.

Plus, widget makers are still working through the financial model of how they should be paid for their work. All of this adds up to a lot of uncertainty.

Tiny Widget Apps Can Lead to Some Big Bills
Brandweek (7.1.08)
http://tinyurl.com/5aw748

Spam Seeps into Social Networks

2008-07-03T06:55:00.000-07:00

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.comMy 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.

Starbucks, Corporate Growth Gone Bad

2008-07-02T13:20:00.000-07:00

I had a good conversation this morning with a CEO of an emerging software company about managed growth. We agreed that while growth is critical for the health of any company, many executives become too enamored with it.

Starbucks is a good example of growth gone badly. They announced yesterday plans to close 600 underperforming stores across the US at a cost of nearly $350M. More surprising is the fact that nearly 70 percent of these stores have been open for less than two years.

According to Starbucks CEO Howard Schultz this decision will allow the company to focus on “enhancing operational efficiency” and “improving customer satisfaction.” OK…does that mean they are an inefficient company that has lost sight of its most important audience – customers?

At Strategic Communications Group (Strategic), our corporate philosophy is “great work for great clients.” We keep our focus on this principle with the belief that our own growth as a business will result from the ability to deliver on that promise.

At times, we have made decisions that tempered our ability to grow. We’re willing to accept that fate as we strive to always keep the interests of our clients and employees top of mind.

Starbucks to Shutter 600 Stores
http://www.bizjournals.com/baltimore/stories/2008/06/30/daily24.html?f=et52&ana=e_du

Salesforce.com's Lucky Fender Bender

2008-06-29T17:45:00.000-07:00

Salesforce.com has either a brilliant or unlucky sales team. Either way, they recently won a deal by showcasing their product in an innovative way.

On Friday, I had the pleasure of visiting with a software firm that helps organizations make smarter business decisions. During the informal pleasantries prior to the start of the meeting, the topic of discussion turned to their recent selection of Salesforce.com as their hosted CRM solution.

They cited a number of factors for their choice related to Salesforce.com’s flexibility and ease of integration with third-party solutions. Yet, the Executive VP in the meeting explained the clincher for Salesforce.com was of all things a fender bender.

Just prior to a scheduled conference call, the Salesforce.com’s sales executives working the deal were on their way back from lunch and reportedly got into a minor car accident. As a result, several of their colleagues had to step in and handle the call.

Fortunately, the replacements were able to review all of the necessary background information in their Salesforce.com CRM system. The call went smoothly and they made note of how their own use of the technology helped them better manage the opportunity. Their prospect was sold and the next step was a contract.

While I would never recommend a company misrepresent themselves or a situation to secure a contract, unexpected and convincing tactics to demo a product often make all of the difference. Even if this car accident was merely a ploy, I sure give Salesforce.com credit for their creativity.

Winning Proposition in New Business

2008-06-26T06:18:00.000-07:00

There was a good article in yesterday's Ad Age e-newsletter about how small agencies can effectively match up against global firms when competing for new business. The writer -- Phil Johnson of ad shop PJA -- dedicates an equal amount of editorial to assessing competitor weaknesses as he does to playing up his firm's strengths.

My take: always focus on what you as an agency do incredibly well, relating that to what you perceive to be the client's priorities and requirements. At Strategic Communications Group (Strategic), we evaluate many new client opportunities that simply don't line up well with our core competencies.

It's tough to pass on new business. Yet, our experience has taught us that working with the right client at the right time in their maturation leads to great work. And that is a winning proposition for everyone involved.

Know Your Opponent
http://adage.com/smallagency/post?article_id=127956

Put Down the Blackberry, Torossian

2008-06-24T19:02:00.000-07:00

I’d like to think that I am passionate about public relations and business…not psychotic. I sure can’t say the same for Ronn Torossian, president and CEO of NYC-based 5W Public Relations.

Here are a few quotes from his most recent blog post, simply titled “Work Hard.”

--In today’s hungry, new-money driven world, there’s always someone willing to work harder and push more, and the simple reality of life is unless one works in a minimum wage or civil servant position, they can’t simply punch the clock.

--And, the truth is, no one will force you to check your blackberry, but I guarantee people who don’t respond to client needs during after-office hours won’t retain their clients very long. For those of you in the PR industry who compete with my firm, I’d urge all of you to not check your blackberries after 6 or on weekends, because we always will.

--I am sure the folks at NBC, CBS and other competitors are hoping ABC folks don’t check their blackberries after hours… so they get scooped for their stories in this uber-competitive media world.

This morning I arrived at the office at 9:15 AM because I wanted to see my kids off to camp. And then, I left the office at 6 PM to spend an hour with my family, reading “Mike Mulligan and His Steam Shovel” to my boys before bed.

I’m all for hard work and anyone who plays pick-up basketball with me on the weekend knows I have competitive issues. Yet, a healthy and productive life is about balance. It makes us better public relations professionals and, more important, more caring people.

Ronn, lighten up. And for heaven’s sake turn off the Blackberry.

Thoughts from Ronn Torossian: Work Hard
http://ronntorossian.com/?p=162

PR Lessons from the Starship Farragut

2008-06-22T20:30:00.000-07:00

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.

Cracks in the Cloud

2008-06-19T20:40:00.000-07:00

My head has been in the clouds today.

I’m not referring to a day off from work or even a brief mental break in the afternoon. In fact, I had to be sharp as I had three important meetings – with a client, with a long-standing relationship over lunch and then with a prospect with a world of potential.

It was during lunch that I had a fascinating discussion with a senior executive at an enterprise software developer about markets and functionality most appropriate for a software-as-a-service (SaaS) offering. There has been a lot of debate within this person’s company about the viability of SaaS in their core market. Ultimately, they have decided to stick to a traditional server-side license model because of the critical nature of the data their software touches.

Fair enough…yet I argued that innovation in the software space now only truly occurs within SaaS companies because of the economic realities of today’s market. Two of Strategic Communications Group’s (Strategic) clients – GovDelivery and Avectra – are perfect examples of SaaS innovation.

I remain passionate about SaaS and hosted solutions as it allows a company to focus on its business (rather than the technology infrastructure), while better managing resources. However, I recognize the big fall down of SaaS is the availability of the cloud. No access to the Internet or the vendor’s system…no data or functionality.

I imagine Google’s application service customers were frustrated and helpless this morning.

Google's App Engine breaks down
http://www.infoworld.com/article/08/06/18/Googles_App_Engine_breaks_down_1.html?source=NLC-TB&cgd=2008-06-18

Universities Breed Tech Innovation

2008-06-18T06:42:00.000-07:00

The ingredients for a thriving technology community are fairly straight forward.

--Smart and experienced entrepreneurs
--Well funded private equity and venture capital community
--Deep talent pool of engineers, developers, marketers and managers
--Research universities and not-for-profits

I’ve called the Washington, DC region home for my entire professional career. Our technology community is rock solid thanks to the presence of the federal government -- the world’s largest buyer of IT products and services. Yet, the region pales in comparison to the technology innovation in Silicon Valley and Boston.

Why? There are certainly cultural issues at work. (Hey, I’m the guy that actually showed up at the first day of the RSA Conference in San Francisco wearing a coat and tie.)

More important, the Washington, DC region has long struggled to find an educational institution to rival the innovation, talent and technology produced by Stanford and MIT.

That’s why yesterday’s news that Virginia Tech will invest more than $80M to build a 150-person research center in the region is so exciting. This is part of an initiative called Chesapeake Crescent in which five regionally-based universities plan to collaborate on research.

This region may never shed its dark suit and tie image. Yet, a stronger and more vibrant university network will serve as a breeding ground for technology companies with the potential for innovation and growth.

Virginia Tech to Build Ballston Research Hub
Washington Post
http://tinyurl.com/6ltgy3

High Performer Promotion

2008-06-16T11:41:00.000-07:00

It’s no secret that success in business results from attracting and retaining high-caliber people, and then creating an environment where they can establish productive, mutually beneficial relationships with external and internal audiences. This is much easier said than done.

Like most public relations consultancies, Strategic Communications Group (Strategic) has had its struggles with the people issue. The typical agency model is to surround a senior team with a group of more junior-level staffers, requiring everyone to work extended hours in a high-stress environment. We followed this path during much of our 12 year history.

Recently, we’ve made significant changes to our business model which has led us to embrace a number of innovative employee programs, such as a highly flexible work environment and a blended staffing methodology. Everything is predicated on empowering the individual to perform and then holding them accountable for the results they produce for clients.

Something that remains a struggle for me though is when to promote. I am fortunate to have wonderfully talented colleagues who would most likely accelerate their professional development if put in a more advanced position. And I am certainly not a believer in some unwritten tenure requirement. (I launched Strategic when I was 24 years old.)

Yet, it is important to always set people up for success. It’s not fair to them, us or a client to have an employee in a position in which they are destined to struggle.

Jack and Suzy Welch’s recent column in BusinessWeek has me thinking about this issue. Their views on what constitutes superior results and how to evaluate whether an employees’ values align with organizational priorities is a must read for any business owner and employee.

High Performers Won’t Wait
BusinessWeek
http://www.businessweek.com/magazine/content/08_24/b4088104704732.htm?chan=magazine+channel_opinion

What's the deal with stealth?

2008-06-11T06:30:00.000-07:00

I’ve seen a number of articles of late in which the journalist refers to a company having been in “stealth” mode. Here’s an example:

Apptio, a startup partly funded by Netscape co-founder Marc Andreessen, came out of stealth mode Monday to push its SaaS (software-as-a-service) offering meant to help IT shops track exactly how much their assets cost the business. More of this article at:
http://cwflyris.computerworld.com/t/3280998/121940157/118824/0/

Does creating the perception of a company being stealth heighten interest in a start-up to support a corporate launch campaign?

Time to BeFunky

2008-06-10T08:01:00.000-07:00

Say hello to the new Strategic Guy!

OK...not really. Yet, I did enjoy working with UK-based Web start-up BeFunky to create what they call a "uvatar." The site also offers a wonderful "cartoonizer" feature that allows you to manipulate the color and appearance of any photograph.

Is this just for fun? Not at all. A successful, high-impact blogging program allows a company to extend the thought leadership of its executive team in a way that is consistent with its brand image and personality. This is accomplished through appropriate editorial mission, content and writing style, as well as complementary images.

Perhaps it is time for your company to BeFunky with its executive blog program?

Take the Long View in Media Relations

2008-06-08T11:37:00.001-07:00

A few years back Strategic Communications Group (Strategic) was selected by not-for-profit research and engineering firm Noblis (formerly Mitretek Systems) for a project to provide messaging and public relations services for the Process Control Systems Forum. This is an organization managed by Noblis (and supported by the Department of Homeland Security) to facilitate the sharing of best practices between industry and government for the protection of SCADA systems used to manage critical infrastructure (i.e. nuclear plants, water treatment facilities, etc.).

We generated a fair amount of industry and vertical market press coverage, yet interest among business journalists was tepid. Without a specific incident to demonstrate the ramifications of a poorly protected computer infrastructure, we came off as merely alarmists.

I bet that would be quite different today. As reported by Brian Krebs of the Washington Post, a nuclear power plant in Georgia was recently forced into an emergency shutdown for 48 hours after a software update snafu. Here is a link to Brian's article:

http://www.washingtonpost.com/wp-dyn/content/article/2008/06/05/AR2008060501958.html?wpisrc=newsletter

Much of effective media relations is establishing ongoing relationships with influential journalists. Even if there is no immediate story opportunity, we counsel our clients to take the long-view. Be proactive in ongoing dialogue with the media...be a resource...identify ways to provide value.

When a story breaks, you'll be top of mind and all of the time invested in relationship building will pay-off with an exceptional PR result.

The Content Credibility Question

2008-06-04T16:43:00.001-07:00

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 to its customers
● Company Z has long been recognized as an innovator in...

While these statements may be technically true, their credibility with and impact on influential audiences 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 our companies.

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.

Adocu, Extreme Micro-Blogging

2008-06-02T15:25:00.000-07:00

A challenge in standing up an executive blogging initiative is the time investment required to consistently produce engaging (and entertaining) thought leadership content. That’s one of the reasons why micro-blogging platforms like Twitter have quickly gained market acceptance – a comparable value proposition without such a dramatic content and time requirement.

There’s a new Web-based platform called Adocu that is kind of like extreme micro-blogging. Ever post must be limited to one word for simplicity.

Is there value in this? I’m skeptical. Yet, I do see an application for Adocu in which people who elect to follow are pointed to other content sources.

http://adocu.com/

Interactive Agency Lowdown

2008-06-01T18:06:00.000-07:00

At Strategic Communications Group (Strategic), we typically leverage social media as a content-driven channel to help our clients extend thought leadership, enhance executive visibility and connect with key market influencers (i.e. journalists, analysts, bloggers, etc.). It’s what you would expect from a public relations consultancy.

That’s starting to change though. We have now also taken steps to more closely align our social media activities with a client’s lead generation and sales cycle marketing programs. This starts with a careful analysis of keywords to incorporate into our content development for organic search engine optimization (SEO). It also involves identifying groups within social communities for appropriate participation and exchange of ideas. We refer to this as social network engagement.

As part of our move to hone a more social media/lead generation offering, we’ve begun to explore the possibility of a formal relationship with an interactive development/SEO firm. What are the attributes of a successful interactive shop that caters to B2B clients? Are creative capabilities more important than technical competencies?

This article in Adweek got me thinking about these questions.

The Next Generation: These give up-and-coming interactive agencies are looking at the Web in a different light
http://www.adweek.com/aw/content_display/news/digital/e3i70fa56666e6c5bcc9df0e442e49b01c6?pn=1

A Foundation of Content

2008-05-30T06:25:00.000-07:00

During the last few days I have noticed a consistent flow of traffic to this blog from the corporate Web site of government services firm McDonald Bradley (recently acquired by ManTech). I did a quick check of their site and realized the company’s PR professionals placed on their homepage my recent blog post of their CEO’s comments at an industry forum I attended a few weeks back (see M&A Cowboys and Tasty Doughnuts).

Good validation that the foundation of social media (and its ability to spread virally) is high-quality, credible content.

http://www.mcdonaldbradley.com/

Good Business for the Airlines

2008-05-27T10:11:00.000-07:00

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.

American Takes Flak Over Bag Fee, Despite PR Strategy
http://adage.com/article?article_id=127309