Tag Archives: #thought leadership

July 19, 2013 · 1:47 pm

Five Life Lessons from Doc Martin

Entertainment Craftsmanship: What Missing from American Television

Entertainment Craftsmanship: What’s Missing from American Television

Although a similar-sounding name brings footwear to mind for most Americans, “Doc Martin” is a British television series that follows the fictional life of Dr. Martin Ellingham, a brilliant but extremely grumpy (dog-hating) vascular surgeon whose medical career is sidelined after he develops a fear of blood. This unfortunate turn of events takes him to the (fictional) Cornwall seaside village of Portwenn where, as a general practitioner, his gruff, short-tempered manner conflicts with the laid-back, folksy manner of the villagers.

If you’re unfamiliar with the show, you’re missing several things that American television has long been lacking, including great scriptwriting and acting, sophisticated humor and genuinely interesting characters. Doc Martin is pure television craftsmanship and well worth your time to watch all of the episodes from the past 5 seasons on Netflix.

Worldwide followers of the series eagerly await Season 6, set to begin this fall, which is purportedly its last. Addicted fans are preparing themselves for withdrawal, as the show’s creators understand that it’s always better to leave fans hungry for more, than it is to jump the shark with sloppy scriptwriting and worn-out or ridiculous plot lines.

Because Doc Martin offers viewers simple but enduring life lessons, the show’s legacy is secure. Here are a few things this blogger will always remember:

It’s OK to say “No!” There’s rarely any doubt regarding where Doc Martin stands on an issue. No long explanations regarding the motivation or feelings behind his decisions. No sugar-coating. The downside of this approach is that people can be put off by the lack of diplomacy. The upside is that when you do say “Yes!” people understand that your decision is genuine, and not simply intended to make them feel good.

Know Your Stuff. Even people whose personalities clash with Doc Martin appreciate (eventually) that he’s a skilled practitioner who has their best interests at heart. He has the observational skills of Sherlock Holmes, and encyclopedic knowledge of every disease and malady known to mankind. Importantly, despite his lowbrow patients (compared with his London practice) he continues to study his craft and works to improve it. People will forgive personality shortcomings if you can add value to their lives in meaningful ways.

Overcome Obstacles. Development of a mid-career blood phobia would have ended the professional life of most physicians, but Doc Martin simply shifted gears – moving from surgery to general practice. When he’s confronted with blood in his new role, Doc Martin pukes in a paper bag and addresses the medical crisis at hand without skipping a beat. Doc Martin is a dauntless spirit whose determination was shaped by a mother who did not want him and a father who had no time for him. “When life gives you lemons…make lemonade” is a cliché, but its underlying lesson helps to maintain one’s sanity in a world we often can’t control.

Set Clear Expectations. Although Doc Martin is not always effective in enforcement of his own rules, there’s never any question about what he expects from people. His receptionists (three of them, so far) understand what behavior he’s seeking and what will not be tolerated, which includes not serving hot tea to patients in the waiting room. Whether you’re managing an office staff, raising children (or lining up your putt on the 16^th hole), it’s important to have a clear vision of the outcome you’re seeking, and to be very specific with people regarding how they can help you achieve it.

Find an Meaningful Outlet. Doc Martin is wound as tight as a clock, so perhaps the show’s creators intend for his hobby of clock repair to serve as a metaphor for self-examination. Either way, it’s important to have an outlet for relaxation, expression or personal satisfaction; whether that activity be physical or intellectual, which is increasingly difficult in a world consisting of so many passive distractions…such as watching Doc Martin re-runs.

In advance of Season 6’s final 8 episodes, diehard Doc Martin fans can follow the latest series-related news and gossip on its official website / blog www.docmartinfan.com . In the meantime, readers of this blog post are invited to share a life lesson or two that they’ve learned from Doc Martin.

The Herb Schmertz Era: When Public Relations Had Some Balls

The recent passing of Rawleigh Warner, Jr., former Chairman and CEO of Mobil Oil Corp., brings to mind what many consider to be a golden age for Public Relations: the period from the mid-60s to mid-80s, when the PR profession had the mandate, the skills and the balls to stand up to criticism leveled against the organizations and people they represented.

The tip of Mobil’s public relations spear was guided by Herb Schmertz, who served as Vice President of Public Affairs under Warner (and whose credentials included a law degree from Columbia.) During Warner’s tenure, Mobil operated at ground zero of the 1970’s energy crisis, and was a primary target of the American public’s frustration over the availability and price of oil. For more than a decade, Mobil remained in the media’s crosshairs and often served as the corporate poster child for greed and unbridled capitalism.

Herb Schmertz countered public criticism against Mobil with hardball PR tactics, under the pretense that if companies don’t pro-actively participate in pertinent discussions, they deserve what they get, in terms of reputation. Under his regime of “creative confrontation,” Schmertz applied a number of innovative and controversial tactics including:

Introduction of modern-day advocacy advertising, or “advertorials,” which first appeared on the OpEd page of the New York Times in 1970. Mobil’s weekly commentaries, which Schmertz called “the honorable act of pamphleteering,” covered a broad range of energy related topics – the environment, oil reserves, taxation, regulation – and also took on detractors. The Mobil advertorials eventually were published weekly in several leading daily newspapers over the course of three decades, and serve as the template for what the PR profession now calls thought leadership.

Corporate underwriting of artistic endeavors unrelated to Mobil’s core issues, including sponsorship of the PBS television series, Masterpiece Theatre. Herb Schmertz called this “affinity-of-purpose marketing,” where audiences associate successful ventures with the companies that sponsor them.

Slash and burn public relations, where all communication is shut down with a media source considered to be biased or not acting in good faith. Notably, in 1984 Mobil boycotted the Wall Street Journal – refusing to provide the nation’s premier business publication with any information, to respond to its reporters, or to advertise – following what Schmertz considered to be history of inaccurate and biased reporting on Mobil. Although this over-the-top tactic was and is considered childish by many PR and media executives, it made a strong statement to the public and Wall Street Journal editors as well.

Herb Schmertz was no reckless PR cowboy. His communications philosophy was well-grounded in democratic principles, and his tactics well-reasoned and effective. In this 2-minute YouTube clip, Schmertz (who is now 84 years-old) eloquently describes how Mobil’s confrontational and sometimes abrasive public relations strategy reflected the company’s obligation, as a custodian of significant physical, human and economic resources, to maintain its role as one of the pillars of a free society.

In contrast to Schmertz-era brand management, most current PR practitioners are hamstrung by corporate legal counsel, who advocate non-confrontational PR strategies, advising CEOs to simply hunker down and wait for the storm to pass. This enduring one-sided focus on the aversion of legal risk not only has precluded many organizations from opportunities to manage their brand reputation effectively, but has also emasculated the Public Relations profession in the process.

As the PR profession’s role is increasingly relegated to management of Tweets, Likes and unread press releases, as its practitioners continue to lose their seat at the senior management table, and as the long tail of online content extracts a heavy price for avoiding legitimate and timely confrontation, PR professionals will likely wonder why their role as architect and defender of the company’s reputation no longer belongs to them.

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Tagged as #brand management, #brand risk, #press release, #thought leadership, #wallstreetjournal, 1970s oil crisis, advertorials, advocacy advertising, affinity marketing, Columbia University, creative confrontation, ExxonMobil, Herb Schmertz, issues advocacy, Jr., Masterpiece Theatre, Mobil Oil Corp., New York Times, pamphleteering, PBS, PR hardball, PR strategy, public relations, public relations strategy, Rawleigh Warner, Wall Street Journal, William Novak

July 1, 2013 · 12:58 pm

Thought Leadership Merchandising: Rising Above the Noise

Thought Leadership Programs Must be Accountable for Business Outcomes

Thought Leadership is one of the most widely used terms in B2B marketing. But there’s a range of opinion regarding what Thought Leadership is, and fuzzy expectations with respect to its tangible benefits.

Researching the term “Thought Leadership” yields everything from a sterile Wikipedia definition, to blog posts featuring marketing insights similar to this online gem:

“It doesn’t matter if you’re an entrepreneur, an employee, or a student – your ability to become a thought leader will catapult your success. A great way to accomplish this, is on LinkedIn.” And we wonder why the marketing discipline is held in such low regard.

Broadly, if Thought Leadership is a marketing strategy that leverages intellectual capital to engage target audiences, then there are two critical components and issues:

Content — What qualifies as legitimate and effective Thought Leadership?
Application — How should the content be applied to drive tangible business outcomes?

A coherent and concise description of bona fide Thought Leadership content is contained within a checklist (shown below) developed by Jeff Ernst, VP of Marketing at Forrester Research, who broadly describes the strategy as “expressing a viewpoint that influences others…” as a means to “generate conversations that build trusting relationships over time.”

It’s important to note that Thought Leadership should not be limited to pushing one’s own viewpoint. True Thought Leaders are those individuals or organizations that define what topics or issues are important, and also provide opinions on those topics (other than their own) that are worth listening to. Thought Leaders seek to manage, rather than control, the conversation.

For example, rather than featuring a message from your CEO in each issue of the company’s quarterly newsletter, consider publishing guest commentaries (not promotional messages) from clients, prospects, referral sources and recognized opinion leaders in your discipline. In return, you’ll gain higher readership levels, greater credibility and top-of-mind awareness, and the likelihood that the client / prospect will distinguish your brand from competitors.

Merchandising Strategy Precedes Content Development

To the consternation of CXOs, some marketers employ Thought Leadership as though it embodied some mystical higher purpose; as a tactic that’s not held accountable for increasing leads, clients or revenue. Apparently through marketing osmosis, a brilliant OpEd piece in the Wall Street Journal or a rousing keynote presentation at an industry conference will somehow bolster a company’s balance sheet. All too often, Thought Leadership’s only benefit involves corporate egos.

Proper application of Thought Leadership-based content begins with development of a content merchandising strategy, involving two basic questions:

What measurable outcomes do we want our Thought Leadership to achieve (other than having people think we’re smart)?
How will we apply our Thought Leadership content (other than dropping it on our website) to achieve those measurable outcomes?

Creating any Thought Leadership content before fully addressing these two questions is akin to building a large sailboat in your basement. It may be a beautiful work of art, but you will never sail it around the lake.

Ultimately, the most effective merchandising of B2B Thought Leadership content yields credibility tools that:

– support your company’s value proposition,

– deliver an inherent 3^rd party endorsement,

– can be presented in a non-self-serving manner,

– contain content that has a very long shelf life,

– integrate seamlessly into your firm’s sales process,

– engage target audiences in conversations that build relationships, and

– drive tangible business results.

In fact, the acid test of effective Thought Leadership should not be based on your CEO’s level of satisfaction in seeing her byline in print. Instead, you’ll know that your Thought Leadership is effective when the head of sales or new business development is nipping at your heels regarding the campaign’s progress.

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Tagged as #brand management, #content marketing, #LinkedIn, #PR, #publicity, #SEO, #thought leadership, B2B communication, B2B marketing, Forrester Research, Jeff Ernst, marketing communications, marketing ROI, new business development, OpEd, PR strategy, sales & marketing alignment, top-of-mind awareness, Wall Street Journal, Wikipedia

May 16, 2013 · 1:04 pm

Did Reader’s Digest Flunk Its Own Trust Test?

…and I have a highly rated TV show.

In an effort to goose newsstand sales, the June issue of Reader’s Digest features a cover story entitled, “The 100 Most Trusted People in America Today.” Although the article’s “most trusted” claim is far from trustworthy (in fact, 1,000 people voted on 200 American “opinion shapers and headline makers” that Reader’s Digest had pre-selected), there are some quirky results worth noting.

According to the survey:

Americans trust doctors, especially if they’re on TV. For example, Dr. Oz (#16) and Sanjay Gupta (#17) outscored respected medical authors Andrew Weil (#75) and Deepak Chopra (#92).
Americans also trust TV judges, such as Judge Judy (#28) and Judge Joe Brown (#39), more than they do real-life Supreme Court judges, including Sam Alito (#60) and Elena Kagan (#62).
Some strange relative rankings include: Johnny Depp (#35) who outscored Oprah Winfrey (#59), Billy Graham #67) and Condoleezza Rice (#68); and Adam Sandler (#64) who edged out Barack Obama (#65), but both were far behind Michelle Obama (#19).
The top four people on the list are all actors: Tom Hanks, Sandra Bullock, Denzel Washington and Meryl Streep. At the bottom of the 200 candidates were celebrities with damaged brands, including Lance Armstrong and Kim Kardashian.
In addition to its untrustworthy headline, Reader’s Digest fesses up in the article that its editors had removed the three highest scorers from its Top 100 list, which were “your own doctor” (77%), “your own spiritual advisor” (71%) and “your own child’s current teacher” (66%).
Given 15 categories, the most trusted professions were 1. Doctors, 2. Teachers, 3. Movie Stars, 4. Philanthropists, and 5. Spiritual Leaders. Not surprisingly, Business Leaders and Financial Experts were ranked 11th and 12th, respectively, just ahead of Politicians and Political Pundits.
Only 6 active business leaders made the Top 100 list, and all near the tail end, led by Warren Buffett (#71), Amazon’s Jeff Bezos (#78), Alex Gorsky of J&J (#86), Ken Powell of General Mills (#93), Steve Balmer of Microsoft (#94) and Steve Forbes of Forbes Media (#97).

Celebrity publicists will likely use these ranking to justify image overhauls for their low-scoring clients. But Reader’s Digest’s “Top 100 Most Trusted People” ranking really only validates America’s low-brow pop culture, and does not fairly reflect the integrity or character of any one of the 200 people on its arbitrary list.

In addition to “integrity and character,” Reader’s Digest asked its poll takers to rank the trust levels of its 200 candidates in terms of “exceptional talent and drive, internal moral compass, message, honesty and leadership.” But it’s an impossible task to rank someone on any of those criteria, unless you have first-hand experience with that individual over a long period of time.

Here are some the criteria this writer uses to measure trustworthiness of people, regardless of their profession or position of authority:

DO THEY WALK THE TALK? I trust people who make good on their promises. And if they can’t deliver, they’re pro-active about explaining why they failed to meet your expectations.
ARE THEY TRANSPARENT? Trustworthy people have no hidden agendas. Yes means yes, and no means no…which translates into no unpleasant surprises.
DO THEY FOLLOW THE GOLDEN RULE? I trust people who treat a waiter in a restaurant, or the person cutting their lawn, with the same level of courtesy and respect they would display with their boss, or a prospective client.
ARE THEY FAIR? Trustworthy people always explain the rules of the game, don’t play favorites, and base recognition and rewards on a meritocracy.

What are some of the criteria you apply to determine if an individual (or an organization) is worthy of your trust?

Three Myths and Realities of Client Newsletters

Client newsletters are the most widely used, often abused and hotly debated marketing tactic for professional services firms of any size. Here are three highly subjective myths and realities to help your firm determine whether it’s a worthwhile tool, or how to improve your current newsletter.

MYTH #1: Your B2B Firm Needs a Client Newsletter

Marketers want you to believe that your firm needs a newsletter. But traditional newsletters – containing commentary ranging from tax legislation to new technology, or who’s joined the firm – are not a marketing necessity. In fact, at many firms their client newsletter is a marketing albatross. Each issue involves a frustrating hunt for timely information of genuine interest. Some firms avoid this pain by slapping their logo on boilerplate content purchased from a 3^rd party, but those firms can pay a bigger price, in terms of brand damage. It says to target audiences, “We value our relationship, but we don’t really care enough (or know enough) to produce our own newsletter.”

REALITY #1: Your Firm Needs to Drive Top-of-Mind Awareness

The intrinsic purpose of tactics that communicate with clients, prospects and referral sources is to reinforce the perception that your firm is smart, trustworthy and prepared to help. Beyond keeping and growing existing clients, your primary marketing goal is to drive top-of-mind awareness with target audiences. That way, when a prospect is seeking assistance, there’s a greater likelihood your firm will be selected, or at least will be put on the “short list” of candidates. If that’s the goal, then consistency and quality of the contact are critical; neither of which necessarily require a newsletter format to accomplish.

___________

MYTH #2: People Want to Learn About Your Firm’s Success

It’s nice to think that clients and prospects really care about your firm’s growth and accomplishments. The sad truth is that your success is more important to your competitors, and to current and prospective employees than it is to people who generate revenue for the firm. Blowing your own horn can also backfire. When your firm touts that a senior partner has just published a book and was a guest on CNBC, your target audiences may wonder why that partner isn’t focused on client matters, or whether the cost of his book’s publicity tour will result in higher hourly rates.

REALITY #2: Your Clients, Prospects and Referral Sources Care about Themselves

Understanding that all people are self-interested can make you a better marketer. Rather than creating newsletter content that’s based on what you know, on what you’ve done or on what you can do, focus instead on the ideas, talents and accomplishments of your target audiences, regardless of whether your firm played any role in their success. This is a very tough concept for many B2B firms to understand and embrace: that the most powerful form of thought leadership does not involve pushing out your own ideas. Instead, it involves deciding what ideas merit the attention of your target audiences, as well as what voices are worth listening to. True thought leaders seek to manage the conversation, not to control it.

_________

MYTH #3: A Newsletter is a Cost-Effective Marketing Tactic

The old saw, “Cheap is dear” rings true when it comes to newsletters. If it’s created in-house, few firms actually track the hours required to write, edit, approve and publish their newsletter. If it consists of cut & paste content, few firms consider the cost of producing a newsletter that very few people will read or respect. Regardless of content, only a small number of professional service firms proactively work to expand their newsletter’s reach, to maintain an adequate CRM capability, or to properly leverage readership analytics from open and click-thru rates, if their newsletter is delivered online.

REALITY #3: Your Marketing Requires More than a One-Way Conversation

Newsletters often are one-way conversations. A fundamental marketing objective is to engage clients and prospects in a conversation regarding their specific needs and opportunities. Despite the buzz regarding social media, that channel also falls short in terms of engagement. If your firm’s traditional and social media marketing tactics do not serve as catalysts to drive Face-to-Face discussions and Word-of-Mouth referrals, then their “cost-effectiveness” can never be measured on a meaningful basis.

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Tagged as #content marketing, #marketing, #thought leadership, B2B communication, click-thru rates, client communication, client newsletters, CRM, face-to-face communication, marketing abatross, marketing communications, marketing ROI, newsletters, PR strategy, professional services marketing, referral sources, relationship analytics, relationship nurturing, social media, top-of-mind awareness, TOPA, word of mouth marketing

March 27, 2013 · 9:24 pm

White Papers are Not Dead. They’re on Life Support.

Have Marketers Killed This B2B Golden Goose?

The original purpose of white papers as a B2B marketing tactic was to produce objective information, packaged as quasi-academic research, that might validate a company’s or product’s value proposition. White paper sponsors sought to educate, inform, raise comfort levels and eventually initiate sales conversations with prospective customers.

White papers gained significant adoption as a content marketing tool concurrent with the rapid growth of new technologies that often required explanation or context for non-technical buyers. Over time, however, the market education function was largely assumed by research firms such as Gartner and Forrester, whose opinions carry greater credibility than self-publishers of white papers.

Unfortunately, what began as a legitimate and sometimes helpful marketing tactic has morphed into poorly disguised sales promotion, packaged in a plain vanilla wrapper. The evolution of white papers from bona fide content into self-serving advertorials has been validated by vertical industry trade publications, in which companies, for a fee, are permitted to “feature” their white papers in a special section. White papers jumped the shark when they became paid content.

The outcome of widespread abuse of white papers – driven by marketers grasping for new ways to put lipstick on a pig, or too lazy to produce rigorous research that might empower customers to draw their own conclusions – is that the tactic has lost its franchise as an effective B2B marketing asset class. Increasingly, prospective customers do not believe white papers will be helpful or credible, and as a result, they no longer play a critical role in their decision-making process for purchasing products or services.

Some B2B publications, marketing consulting firms and other 3^rd parties with a vested interest in promoting the use of white papers are capable of citing surveys, focus group results and case studies to support the tactic as an effective lead generation and lead nurturing device. And there are still many companies that produce legitimate white papers containing helpful, objective information.

But despite this quantitative evidence and the best efforts of producers of high quality content, B2B customers are avoiding white papers in greater numbers, not only because they are no longer viewed as credible, but also because marketers have erected too many registration barriers that restrict online access to content. Marketers, in turn, are finding white papers to be far less effective as a demand generation tool. Marketers may not have killed the white paper goose, but the tactic is certainly on life support, and is producing far fewer golden eggs.

So if diminished impact is the new white paper reality, then how do companies leverage whatever B2B marketing benefits this traditional tactic may still be capable of delivering? Here are few suggestions:

Repackage the Content: One of my grandmother’s favorite expressions was, “If you fly with the crows, you’ll be shot at.” If you’ve produced credible content, avoid guilt by association with self-serving white papers by publishing it with a different label. Executive Review? Research Report? Market Analysis? Blue Paper?

Scrap the Traditional Format: Regardless of the credibility issue, people simply have too much to read. Instead, produce a video or slideshare version of your white paper content. There’s a greater likelihood that interested parties will sit still for a 3-minute video production than invest 20 minutes laboring over a written white paper. Or create a visual version to serve as a “highlights” teaser that incents readership of the written version.

Grow a Set: Instead of producing the white paper in-house or hiring a freelance writer, engage a well-known, respected industry source to research and produce your white paper…and (here’s the tough part) give that writer complete editorial control. The report may take some shots that you don’t like, but the conclusions will be highly credible and your brand will gain a reputation as a company that can withstand scrutiny.

Slice and Dice Content: Rather than jamming your white paper content into a single masterpiece, allocate and publish the findings as a series of blog post installments. This method will increase readership and also produce multiple opportunities to communicate with target audiences, versus once-and-done publication of your white paper.

Kill Registration Hurdles: Your competitors will always find a way to get a copy of your white paper. Stop acting as though your white paper contains the formula for cold fusion, and use it to generate appreciation of your company’s intellectual capital by all interested parties, including competitors. As B2B internet protocol has evolved, people are far less inclined to provide contact information in exchange for what may be worthless content. Increasingly, registration barriers lose more leads than they generate.

White paper supporters need only be patient. Similar to other B2B marketing tactics that have fallen out of favor through over-use or abuse, the utility of white papers may eventually be fully restored. Even snail mail, long declared dead as a marketing channel, is now enjoying a resurgence as an effective means to cut through the clutter of email.

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Tagged as #content marketing, #marketing, #PR, #thought leadership, #white papers, advertorials, B2B marketing, Blogs, demand generation, email marketing, Forrester Research, Gartner Research, lead generation, lead nurturing, market credibility, marketing communications, marketing craftsmanship, PR strategy, slideshare, snail mail, video what paper, white paper marketing

March 16, 2013 · 6:00 pm

An End to B2B Social Media Madness

Rapid, lemming-like adoption of social media tools by small and medium-sized B2B firms – fueled by an army of self-proclaimed social media experts – has resulted in wasted dollars, missed opportunities and heightened distrust of the marketing function in the C-suite. As if CMOs needed another cause for termination.

The past decade’s social media debacle is akin to introduction of desktop publishing in the early 1980s, when personal computers arrived in the business world. New software programs enabled companies, for the first time, to design and produce their own graphic materials in-house. Every company needed desktop publishing; corporate bean counters promoted the cost savings; anyone who learned how to use the software claimed to be a graphic designer, and the trend resulted in the most unprofessional and ineffective marketing & sales collateral every produced. Over time, even the bean counters came to understand that misapplied technology can be very costly.

The impact and potential of social media is far more significant than desktop publishing, but this also means that its range of casualties and cost of misapplication are exponentially greater. Simply, there are far too many B2B companies that are either:

– using inappropriate social media tools,

– not using appropriate social media tools correctly, or

– missing opportunities to use appropriate social media tools.

At the risk of generating a firestorm of debate from social marketing gurus armed with clicks, likes, re-tweets and other forms of meaningless ROI validation, and based on the social media casualties we’ve seen or treated first-hand, the following guidelines are suggested for small and medium-sized B2B firms:

Focus on Your Website. This is the online mother ship of your brand. Don’t bother with social media tactics unless this tool is all that it can be. If your website has not been refreshed and updated in the last 3 years (which means more than simply sticking press releases in the “News” section), then your company is due for an overhaul.

Blog Correctly, or Don’t Have One. A company blog is the most effective way to leverage social media. But if you are unable or unwilling to generate meaningful content on a consistent basis (at least twice a month), or to merchandise your blog content properly (which means taking specific steps to promote the content with target audiences), then do not start a blog. If you already have a blog and you’re not meeting those goals, then shut the blog down. It’s a brand liability.

Forget Facebook, Twitter and Google+. These are primarily personal and B2C social media platforms, and there are few good reasons why most B2B firms should be investing any time or resources there. In terms of demographics, it’s telling that Twitter’s top 3 profiles belong to Justin Bieber, Lady GaGa and Katy Perry, but if your B2B firm needs quantitative evidence to support dropping these social media platforms, here is some recent research from Pew Research Center:

Use YouTube Selectively. YouTube can be a very effective social media channel for B2B firms. But your video products must be sophisticated, professionally produced, and no longer than 3 minutes. Resist the temptation to include sloppy, home-made productions, or hour-long webinar presentations. They reflect poorly on your brand, and few people will watch them. Ensure that you develop ways to drive consistent traffic to your YouTube channel.

Build Your LinkedIn Presence. LinkedIn is 3x more effective for demand generation than either Facebook or Twitter. LinkedIn has become an essential part of the business world’s due diligence process, and your company is conspicuous by its absence. Unfortunately, few companies take full advantage of LinkedIn’s social media potential. Their corporate profiles often do not contain adequate information, they do not merchandise blog-related and other relevant content, fail to connect through industry user groups, and their employees’ profiles are inconsistent and sometimes unprofessional. Most B2B companies would be well served to invest 100% of their social marketing effort through LinkedIn.

Very often, the root cause of dysfunction and disappointment related to the application of social media tools by B2B firms has less to do with the shortcomings of the various platforms, and more to do with the lack of a coherent and articulated marketing strategy. Chances are, if a B2B firm is spinning its wheels in the morass of social media, they’re having similar challenges with traditional marketing communication channels as well.

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Tagged as #brand management, #content marketing, #craftsmanship, #LinkedIn, #marketing, #PR, #SEO, #socialmedia, #thought leadership, B2B communication, B2B firms, B2B marketing, blog content, blog failure, blog roi, Blogs, brand positioning, Facebook, Justin Bieber, Katy Perry, Lady GaGa, marketing communications, marketing counsel, marketing craftsmanship, marketing ROI, marketing strategy, Pew Research Center, small and medium sized business, small business marketing, SMBs, social media, social media demographics, top-of-mind awareness, Twitter, website management, YouTube

February 26, 2013 · 3:07 pm

Two Living Reasons Why Scouting Still Matters

Boy Scout Honor Medal with Crossed Palms

Last night, my 16 year-old grandson was awarded the Boy Scout Honor Medal with Crossed Palms for saving his younger brother and himself from drowning in a sudden squall and rip current in the Pacific Ocean. The Boy Scouts of America gives this award only “in exceptional cases to a youth member or adult leader who has demonstrated unusual heroism and extraordinary skill or resourcefulness in saving or attempting to save life at extreme risk to self.” Fewer than 300 of these medals have been awarded since the recognition was established in 1938.

My grandson has been a Boy Scout for 5 years, and has internalized Scouting’s “Be Prepared” motto. On that particular day in the Pacific, he understood the importance of remaining calm in an emergency. He knew how to approach and assist a drowning person. Most importantly, he lives the concept of service to others, a cornerstone of the Scout Oath,“…to help other people at all times.”

It could be argued that without his Boy Scout training my grandson may have displayed similar skill and courage in rescuing his brother. But Scouting’s positive influence cannot be denied in this near tragedy, or in the countless efforts of boys who strive to live up to the Scout Slogan, to “Do a Good Turn Daily.” Most of their acts of daily kindness, including some that may also be deserving of Scouting’s Honor Medal, go largely unrecognized.

Similar to other religious and civic organizations, the Boy Scouts of America has attracted depraved individuals who’ve preyed on their youth, and has been forced to wrestle with tough 21st Century social and moral issues, where public opinion is always divided and rancorous. Because Scouting’s local chartering organizations represent such a range of ethnic, political and religious diversity, finding acceptable solutions to those thorny issues is particularly challenging. And BSA’s responses to those obstacles, however well-intentioned, have often been ham-fisted or inconsistent.

Scouting’s visible and very real shortcomings, however, don’t justify the broad scale ridicule and disrespect the program has received over the past decade. The gradual demise of Scouting – validated by dramatic membership decline – is a loss for our nation, for our families and for our youth. There is no other institution serving American youth that for more than 100 years has combined training in practical skills, respect for the environment, teamwork, leadership and personal values. No sports team, marching band or school club even comes close.

Regardless of how far a boy progresses on the trail to Eagle Scout, he’s likely to benefit from Scouting in some lasting way. Long after he’s forgotten how to tie a clove hitch or apply a tourniquet, a Boy Scout often retains something more meaningful, whether it’s self-confidence from serving as a patrol leader, or appreciation of central plumbing from roughing it on camping trips. Forty-five years after I last wore a Boy Scout uniform, the 12 Points of the Scout Law continue to influence my life, in ways that are far more tangible than any lesson I took away from 16 years of Catholic school education or from decades of listening to sermons in church.

My grandson’s unvarnished account of his heroics gives me goose bumps. He wrote, “As the big waves kept coming, I was trying to stay near my brother. I then began to panic more than before, because I knew the situation was serious. Finally, I grabbed him and tried to swim toward the shore. I felt exhausted and worried. I knew how scared he was and I had to face the fact that we weren’t going to be able to get help, and that it was up to me to get us to safety.”

For me, my grandsons are two living reasons why Scouting still matters. Parents looking for an organization that’s prepared to help them to instill in their son strength of character and practical life skills would be well served to measure Scouting’s worth with a clear lens; without all the current noise regarding membership criteria, and ignoring the vitriol of critics who often know little about Scouting.

Those looking to use the messy politics of Scouting to keep their son from becoming a Boy Scout will always find ample raw material to justify that decision. But when your son or grandson is struggling in troubled waters 100 yards from shore, none of those moral objections are likely to seem very important.

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Tagged as #thought leadership, 12 Points of the Scout Law, Be Prepared, Boy Scout admissions policy, Boy Scout Motto, Boy Scouts, Boy Scouts of America, BSA, Courage, discrimination, Do a Good Turn Daily, Eagle Scout, heroism, Honor Medal with Crossed Palms, personal values, Scout Oath, swimming rescue, web content

February 16, 2013 · 2:53 pm

5 Ways to Merchandise the “Masthead Value” of Publicity

Not to be confused with “The Wall Street Transcript”

Many companies will invest considerable effort seeking positive publicity in influential media sources, and then fail to benefit from the masthead value of that exposure.

Originally a seafaring term relating to the brass plate attached to a ship’s mainmast that memorialized its owners and builders, a publication’s masthead lists the members of its current editorial and production staff. The industry term “masthead value” can be defined broadly as the level of stature, credibility and influence associated with a specific media source. The Wall Street Journal, for example, has high masthead value; the Wall Street Transcript…not so much.

Masthead value can be relative. A respected trade or professional publication in a particular industry may have greater masthead value – in terms of its influence with a particular audience – than well known publications such as the Wall Street Journal or New York Times. For example, physicians are likely to assign the New England Journal of Medicine greater masthead value than the Journal or Times on topics relating to clinical care of patients.

Masthead value should drive your publicity strategy. A placement from a single highly respected source can be far more valuable, in terms of influence, than a dozen hits with low masthead value. Because gaining inherent 3^rd party endorsement is the end goal, in the publicity game quality always trumps quantity.

Here are 5 ways to leverage media placements with strong masthead value:

Put high value placements directly in front of your target audiences – Even if your coverage appears on the front page of the Wall Street Journal or makes the cover of Fortune magazine, don’t assume it will be read by clients, prospects, referral sources…or even by your employees. There’s simply too much offline and online noise to ensure that any media exposure on its own will gain the attention you’re seeking. If you’ve developed an internal CRM-driven discipline to communicate directly and regularly with target audiences, then you’re well prepared to apply that distribution capability to increase the chances that decision makers will notice, remember, and respond to your high value exposure. (Lacking that discipline, your time may be best spent building an effective distribution capability, in advance of seeking additional publicity.)
Avoid “Hey, look at me!” self-promotion – Pickup in a media source with high masthead value provides some reason for high-fives internally, but it should not serve as a platform for self-promotion. Extreme examples of this error include companies that issue a press release, or generate Twitter and Facebook postings to announce, for example, that their CEO has been profiled in Inc. magazine. This type of over-reaction to high value publicity suggests to target audiences that you were surprised to receive the media endorsement, and therefore may not have really deserved it. The key is to showcase the media exposure in a relevant context (you may need to create this), to make the media placement secondary to the underlying content (such as the reasons why your CEO was profiled in Inc.) and to pull off these tasks with a matter-of-fact level of self-confidence.
Rank graphics over content, in terms of impact – Most people are surface readers. Online visitors are more likely to scan images, heads, subheads and captions, than they are to read body copy. (Long blocks of copy on websites that require scrolling are rarely read.) If you’ve earned a placement with high masthead value, you can increase the likelihood of your company being associated with the “endorsing” publication by displaying its logo with the capsule description and link to the placement. To be clear: the critical element is the logo. If your placement is from the New York Times, for example, you should replicate the logo – as it appears on the front page of that publication. Based on how people gather information, simply typing, “from The New York Times,” or a similar attribution, is about 75% less effective than actually depicting the New York Times logo.
Prominently showcase high value placements – If you’ve invested and succeeded in generating media placements with high masthead value, why make it difficult for target audiences to find them on your website? Rather than burying influential publicity in an obscure “In the News” section that requires multiple clicks for visitors to locate, you can amortize your investment in publicity (and perhaps improve your website’s bounce rate in the process) if you create a location for these high value items on your home page. This can be accomplished by applying a design format in which the content either remains fixed or is refreshed regularly. For formats that supply current information, extend the shelf-life of each placement by not including its publication date.
Cite a relevant endorsement on your home page – One of the most effective ways to merchandise high-value media exposure is to select a very brief, relevant phrase from the coverage, for placement in a prominent position on your home page. Here’s a hypothetical example:

“…a recognized authority in Big Data technology.”

–Wired Magazine

By limiting your publicity efforts to media placements with high masthead value, and by ensuring that those placements are effectively merchandised through direct communication, social media tools and proper website visibility, PR practitioners will spend far less time worry about the ROI of public relations. The fruits of their labors will be self-evident in tangible business metrics, ranging from lead generation to high search engine page rankings.

Should I Rekindle My Blog Love Affair…Or End It?

Can This Blog Affair Be Saved?

Here’s a sad letter from the Marketing Craftsmanship mailbag:

Dear Marketing Guy,

I’ve fallen out of love with my Blog and I need your advice. My sad story:

It was love at first sight. A company Blog had everything I was looking for in social media. It would drive SEO. Establish thought leadership. Engage clients and prospects. Create two-way communication. Build long-term relationships.

My competitors all had Blogs, and I needed one. It would complete my marketing.

Falling in love with my Blog was so easy. WordPress.com was the perfect matchmaker, and my Blog didn’t cost me a penny to build. I had big plans for my Blog. Topics we would cover together. Discussions I would moderate. I made a personal commitment to post regularly. My Blog and I would create beautiful leads together.

It was a great love affair…at least for a while.

After a few months, my Blog started demanding more of my time. But my Blog wasn’t living up to expectations. Few people visited, only employees commented on posts, and there were no leads in sight. My disappointment grew, but my Blog demanded even more content. “I need interesting ideas, not sales promotion,” my Blog would scream. We grew further apart. Weeks, and sometimes months, passed between posts.

Now, my blog and I are the office joke. Blog visitors wonder if my company has a pulse. My Blog has become a brand liability. I can’t look at the company’s website anymore, because my Blog is always there, reminding me of our failed relationship.

Does my Blog deserve a second chance? Or should I simply move on? Help!!!

Yours Truly, Blog Gone Wrong

Dear Blog Gone Wrong,

Lots of companies fall out of love with their Blogs. I feel your pain, but you’ll get little sympathy from me. Here are a few questions to start you thinking about why your Blog relationship fell apart so quickly:

Was your Blog part of an integrated marketing strategy…or just a temporary infatuation?
Did you create an editorial calendar to provide content focus…or made promises you could never keep?
Did you assign sufficient resources to ensure your Blog’s long-term success…or were you just looking for a cheap date?
Was there a strategy to promote your Blog and to merchandise its posts…or did you think that would just “happen”?
Were there tangible and realistic business metrics to measure your Blog’s ROI…or did you think pre-nuptuals would kill the relationship?

My guess is that you were attracted to your Blog’s many fine features and benefits, but were unwilling to invest the time and resources necessary to build a meaningful, long-term relationship. If that’s the case, you really don’t deserve a Blog.

You might be better suited for a relationship with a Twitter account.

The Marketing Guy