Thursday, September 30, 2010

Time for Marketing and CorpCom to Grow Up

There is an interesting study out that claims that in a dictatorship, fear is less an issue than greed. What one often finds in this type of regime is that a select few are given access to power and its benefits (privileges, access to leadership, foodstuffs, etc.) that the average person does not have. This works to create a class of sycophants whose loyalty is to the organization and not to doing right.

I think of this because I believe that, unfortunately, there are far too many organizations who play the politics game and respond to lesser party's who act like a spoiled 5 year old rather than make the best decision for the organization. A classic case in point of this very usual circumstance making a rare appearance in the public forum was when AIG tried to justify the payment of large bonuses by saying the people being paid would go to other companies. Given that these people had run the ship aground this was a disastrous statement to make and show a tone deafness that, sadly, is not uncommon in corporate American today.

Now normally during one of my discussions I would offer an insight into how PR, Marketing and CorpComm could help with this. Well, the sad news is that we are actually a big part of the problem. I think I can speak for most of my colleagues who do a good job in saying we have all seen less qualified workers act like 5 year old and be treated like the spoiled children they are. I have a line that I have used many times to these children and will continue to use it. "Drama belongs on the stage, not in the workplace so either grow up or get out."

This is one area that concerns me when it comes to the long term viability of PR and marketing. We are currently fighting the battle of not being valued as true strategic partners. The lack of maturity and undeserved sense of entitlement of a number of PR and marketing people is directly causing harm to our industry. It is up to all of us to act professionally and to realize our profession needs us to act intelligently and maturely in order to achieve something beyond our own little niche.

Tuesday, September 28, 2010

Why aren't we using social media better than this?

There were a few instances during the past few weeks that had me shaking my head. Now some of you who know me think that I am a completely opposed to social media in any and all formats. That is a total and complete falsehood. I don't fall in love with items because they happen to be new, I become interested in items because I perceive they offer a distinct competitive advantage.

Having said that, I am surprised at the limited or perhaps the miss directed scope we see when it comes to social media. We see people who offer updates on every little element that is going on in their lives with no filter regarding how appropriate or interesting it may be. We see organizations stumbling over each other to be the latest on Twitter or Facebook with no idea regarding why they wish to do so. One thing we do not see, is organizations forming a quick strategy about how to deal with social media for those times when computing will fail them,

Case in point was last week's Facebook outage. While I am sure we would all find it somewhat funny to think of this happening, one of the most sensible things for Facebook to do would be to go on some other outlet, or via e-mail, notify their base that the site was down and would stay down for some time. What they did end up doing is reverting back to the good old days and send out e-mail updates to the news media. While I somewhat chuckle at the idea of Facebook using Twitter to announce they couldn't bring their web site up, it would have been a most most effective way of reaching their target audience and, in my opinion, a means that would not have caused a great deal of long term harm or embarrassment to Facebook.

Social Media is a great tool. The great weakness of social media is that most agencies and communications practitioners are offering poor advice on how to use it. The advice I am hearing is similar to saying, "paint each house purple." When it comes to social media, the need should match the organization and not the other way around. Also some of the great potential for social media is being ignored. Why isn't it being better developed as a crisis communication tool? Given that Crisis Comm is about getting the right message to the right people as soon as possible, the big question we need to answer as corporate communications professionals today is why are we looking at social media as an entertainment tool and not a strategic communications one?

Tuesday, September 21, 2010

The Perfect information storm

As a TV news junkie, I find it interesting that there seem to be two main subjects dominating the talking heads. The first is what ever celebrity has had a break down, been arrested, etc. The second is the messages regarding the economy. While we can always argue from a political perspective how good or bad it is, the way the message is being delivered is fascinating from a messaging and marketing perspective.

For one thing, the message is being disseminated by various talking heads, each representing not just their own point of view, but also the respective investment house or research institute they work for. This leads to a massive amount of confusing and often contradictory information being passed out. It is not uncommon on CNBC to see person A claim that things are great and the economy is finally on firm footing only have person B claim the exact polar opposite.

While I find this maddening to watch one person tell me that the sun out is a good sign and another tell me that the sun out will lead to more skin cancer it is an interesting view to communications theory. This is the perfect information storm. A lot of it confusing and often completely contradictory. This is where the Corporate Communications plate come into play.

Sadly, while many would like to live in a black and white world, the world is really built into shades of grey. But it is our job as communications professionals to offer the best counsel they possibly can. Yes that can offer mean offering unconventional advice.

Take for example the current year that the Boston Red Sox are having. They are out of running this year but as a true fan I can't say the season was a failure. Yes if you set the bar high (winning the pennant) then they aren't going to have a successful family. But if you look at over all performance, overcoming difficulties and adversity, I would argue they have had a very successful season.

The is much information circling the airwaves these days. In some respects the best talking head is combination of facts and information, but also preparation and skill by their own PR or corp comm people. The fact that a certain person's message is being repeated is a combination of both the right message, but also let's not forget the hard work and skill of the PR person behind the scenes doing the message development and pitching the speaker.

Thursday, September 16, 2010

Driving down the highway that is marketing and branding

I am sure we all have stories about seeing crazy things on the highway. Be it people talking on their cell phones, shaving or even reading while driving at break neck speeds. This past weekend, while driving to a cook out, I was forced to pass a woman who was driving 45mph in the left lane because she was busy texting and apparently fixing her hair. Of course I thought two things. First, this woman is an accident waiting to happen but secondly and more importantly it represents a good analogy of what is going on in marketing, communications and branding today.

For one thing marketing is be driven at breakneck speed and is often to expected to arrive at locations in an unreasonable amount of time while not getting a speeding ticket. In words that will ring true to all marketing people, do it fast, do it right, do it under budget and make no mistakes. What is also true for all marketing people is that, much like cars, the universe they operated in is changing. For a long time the automobile was a sanctuary. For better or for worse it was an area where a person could not be reached.

Marketing used to be a relatively easy to understand format. It used to be archaic and very traditional, with a long established means of doing things. It's scope was very limited and it was seen as highly tactical. There was very little change in its scope for a great many years.

Both areas have seen tremendous changes during the pasts several years. For cars there is now cell phones, GPS, satellite radio and so much more which change how we operate in the car. For marketing, the changes are even greater. Marketing people have evolved from being the helmsman who steers the large slow moving vessels to the captain of the craft running viscous white water.

As for the highway itself, we see that some people take to driving it different ways just like a true highway. For example, some people take to the driveway and drive really slow, others drive like lunatics. Others take it slow and steady. This is to be expected because just as drivers are unique and approach the highways different organizations approach marketing different.

What's ironic is that many organizations are like a lot of drivers in the good old days and approach marketing the way they approached driving. That is to say they don't plan and often get lost along the way. In these pre Garmin or Tom Tom days people had to look for gas stations or other locations to find their way. A great deal of organizations drive down that highway with no idea where they are going or how they are going to get there. Sometimes they drive down the highway very fast assuming speed is progress or sometimes they stay in the right lane assuming that slow and steady will win the race, yet fail to notice all the competitors blowing by them.

The moral to the story is that driving on the modern highway is a great analogy for doing marketing, communications and branding in the modern age. You need to have the right tools to get the job done (a well maintained car,good radio, etc.) you need to know where you want to go and how to get there. You need to stay focused on the road and not get distracted by small and inconsequential items. Lastly, you need to be aware of your surroundings and judge your progress by your own goals, not by what is going on around you.

Tuesday, September 14, 2010

Where are the corporate communications mentors and leaders?

Having been in PR, Marketing and Corporate Communications I have noticed a few things. Usually the best talent are soloist or individuals contributors. The reason for that it would seem is that agencies and in house organs tend to draw careerists who are better at navigating the corporate minefields than at developing a tight and on-target message. Now of course everyone who reads this will think they are the exception and I am sure I will hear how such and such a company is the exception. The sad case is that as a profession we are failing those who are coming up in the ranks in how to do what we do and, by extension, we are damaging both our clients, their brands and our profession.

OK let me throw some harsh reality out to people who seem to think otherwise, especially in the corporate and agency world. People just out of school have NO CLUE about how to work in an office. I don't care if they have done internships all through out school. They have done sprints, now they have to run a marathon, they have done the swimming portion of the triathlon and now have the last two legs to complete. We have an obligation as professionals to take these people under our wing and teach them how to do our profession right. Also, if we can impart in them the need to be forceful advocates for how our profession should be run then we will be taken seriously and seen as a profession.

A good example is what happens to lawyers at large firms. They are worked liked dogs that much is true. But they also have a senior lawyer, usually a partner, who is guiding them along and helping them learn the ropes so they will succeed. Unlike a lot of marketing and PR people, they are not waiting for a mistake to be made so they can destroy their self esteem and reap some petty sense of power and victory, they are working to guide this person through what is best for the firm and ultimately the profession. (Notice I did not mention the client!)

I had the good fortune to train my dog and found it very enjoyable. First, he is smarter than about 95% of the people in the world today. Now get ready everyone because I am about to liken training a dog to dealing with people. Training him worked very well because I taught him how to be a house pet, (no jumping on the furniture, housebreaking, waiting for dinner). In doing so I corrected him when he made a mistake but I also made sure he knew when he did well. Ultimately he did well because he knew it was the right thing to do.

Usually in Marketing or Corp Comm. we see no mentoring or leadership. We see someone assigned as a supervisor who basically sees it as extra work being assigned with no benefits for doing this. We should see this as a great opportunity to share knowledge and impart experience. A chance to offer constructive criticism and teach the person to grow and become not only a better Marketing, PR, Corp Comm person by improving their technical skills and also improving their confidence. Lastly, we can overcome our greatest professional weakness and treat people that by cooperation we secure a great deal more than by petty and needless competition.

If corporate communications, marketing and PR are ever going to be taken seriously we need to recognize talent and nurture it. We need to end the immaturity, the turf wars and the nonsense and present a united front as a mature and credible part of the business community. Once this process is completed, or at least well underway, we can start to be taken seriously as a profession.

Thursday, September 9, 2010

The deadliest communications four letter word :PLAN

Last time I was talking about the need to speed things up and kick into high gear. Now is the time when I say, well we also need to slow down a bit. Are these contradictory? Now absolutely not and let me explain.

Execution is unquestionably essential to the development of a proper brand. It is often where the wheels come off the wagon and many well designed plans fall down, never to be heard from again. Execution is the time when we have to deliver. But let's step back a minute and look at what needs to be done before execution. By that, I am referring to that terrible word and something a lot of C-level's don't like to see and that is plan.

Especially in the area of communications senior executives seem to have the notion that it is simply a matter of throwing a switch and all will start running like clock work and that is all there is too it. As one CEO said to me once, "Communications should be as easy as order from a drive through." Needless to say he h ad no idea of how powerful communications was as a tool and how it could benefit his organization.

Now there is one big, enormous down side to planning and that is that it requires organizations to look three to six months out. It requires vision and it requires waiting. For a world class communications plan to work there is a need to plan out several months in advance just as there is in every category.

I laugh sometimes because my account and finance friends spend a long time working on various financial models and try to determine different scenarios which will show what cash flow will be in 3 months or 6 months or what ever time period. The same holds true for IT managers who have to plan several months in advance for upgrades and patches and security tests. As we can see planning is an essential and intelligent aspect of the organizational growth process.

Yet the communications department is expected to produce stuff on rapid turn around, more often than not to suit the temporary needs of senior management. Ironically, this is the most visible forum for the organization and unlike IT or, to a lesser degree finance, this will be seen by external audiences who will be making decisions based on what they see.

One thing we need to do as communications professionals in order to strengthen our position within the organization is to develop strong planning methods and then to stick with them. We need to do this so that we can develop a cohesive and far-reaching planning strategy but most importantly we need to do this so we can develop a system to measure and evaluate our progress. The use of planning and strategy and more importantly our resolute defense of the need to do this will ultimately benefit the organization and its brand and ultimately refocus senior leadership on the role of communications as a strategic tool and asset and one that needs to be nurtured and grown.

Tuesday, September 7, 2010

Sprinting to the finish line.

Now that Labor Day is behind us we start heading into the time of year when the days grow shorter and the leaves change color and the thermometer drops. In many respects this is my favorite time of year because the air is so fresh and refined that it makes the work process so much more enjoyable. It also is the time of year when we can focus on what is coming up and begin our sprint to the finish line.

Ideally, the summer was spent planning for this sprint. That was of course, in between fantasies of vacations. The fall sprint should be focused on bringing target audiences back into focus and get yourself onto the radar of major stakeholders. This is really the time of year when marketing budgets are being established and major purchasing decisions are generally being reached. This is the time of year when planning turns into execution.

Given that a lot of plans are being made for 2011 we need to make the most of this time of year. This is a great time of year to engage social media and bring your customers and potential customers in at a new level so they can see you as a more concrete partner in their business. It is also a time to use the more traditional methods and try to engage media partners in a business relationship that will result in the previously mentioned complete market penetration. Lastly, it is the time to stop being the wallflower and become the player in the industry you thought you should be all along.

The final third of the year is when you should really shift into high gear. It is the time of year when marketing and communications need to demonstrate what we can really do for the organization and how our skill and success means the organization can and will be successful. It is when our planning and drive will lead to success in the market. Of course if it is not done with the right balance of strategy, execution and team work than we will fall short and the blemish to marketing will be impossible to erase.

Thursday, September 2, 2010

How too many chefs ruin the brand

I have seen my fair share of cooking shows during my life time. Now the hot chef is Gordon Ramsey but my personal favorite is Julia Child. The reason I always liked Julia is that you were able to see the art, and science, of creation. I always found it amusing that she seemed to find her own cooking did not taste terrible.

One thing I find interesting about Julia Child and chefs in general is that there is a direct analogy between cooking and building a brand. In each case there are unique elements which need to be created, proportioned correctly and then executed in order for the right blend to produce a wonderful bounty. Also, not everyone can do it right and few have the patience to take it to a level of excellence.

Let's stay on the cooking analogy for a minute. While we make like our lemon sole or maybe just a cheeseburger and fries , the final product represents a long journey involving many hands. We seldom think of the farmer who grew the lettuce or the grapes for the wine. Nor do we think of the truck driver who drove the produce to market. But what we do know is that once the products get to the restaurant, the chef and his or her kitchen staff know what to do with them and how to turn them into the incredible edibles we all love to eat.

Ideally this would be true with marketing and branding. Ideally the marketing department would develop copy, work on PR strategy, coordinate design components and be allowed to build a brand. Sadly, as we all know this is rarely the case. More often than not, CEO's and other senior executives like to stick their noses in and order direct changes to the product with little or no input regarding how the marketing team feels regarding the decision. The inverse is just as sad, they don't care enough about marketing to properly fund it and as such instead of buying the fresh lettuce for the salad or the top choice meat, we have to pick through what is left and try and make do.

Let me continue with my chef analogy, could anyone imagine the owner of a restaurant coming in and say, you know we need to keep costs down so from now on everyone gets their meat one style so we need not run extra ovens or in the bar advocate putting apple juice in some of the mixed drink containers arguing that the customers aren't going to notice. Surprisingly that happens to some degree in business. Not that there is active attempts at deception but rather micro-management by people who do not understand the field and think that they know the brand best or even worse don't think in terms of the brand but rather in short term, quarter-to quarter periods.

Of course one problem with being a chef is that someone will always criticize the cooking. That is true with marketing and branding and needs to be taken as part of the job. However the only type of criticism that works is to offer constructive criticism. Saying this is wrong, or not what I had in mind is totally wasteful and useless in development. Rather saying something like, "I would prefer we focus more on the technology as opposed to the design," is a concrete and workable brand criticism. Sadly, this is very rarely heard.

So what is the conclusion to take away from this? Well, I hope it is that marketing and communications people, just like chefs, need to be allowed to work. By doing this we can create a brand which will be stronger and ideally assume market leadership. All good chefs, like good marketing people, value constructive criticism and see it as a means of improvement. What we need from external audiences is the freedom to do our jobs with some feedback both good and bad but most importantly the opportunity to do our jobs!