Friday, August 28, 2009
HC+T Update: August 2009
The August 2009 email newsletter from Holtz Communication + Technology
HC+T Update
August 2009
- Ten Ways PR And Marketing Are Every Bit As Powerful As Trusted Peers
- What Should Journalism Schools Be Teaching Their Students?
- Next Webinar: Leader Communications
- Your Home Page Is Your Home Page
- Sorry, Rupert. Pay Walls Won’t Work. But Thanks For Playing
- Has Social Media Paid Off With Improved Customer Satisfaction?
- Site Of The month
- HC+T Update
- Boilerplate and subscription information
As always, the content of this newsletter comes from my blog. You can find the blog at http://blog.holtz.com. And don’t forget, you should seriously consider switching from the email subscription to the RSS feed. Just add the following URL to your RSS news reader: http://blog.holtz.com/index.php/update/rss_2.0/.
1. Ten Ways PR and Marketing Are Every Bit As Powerful As Trusted Peers
If your reading was restricted to social media purists, you’d think that PR and marketing had no role left to play, that the rise of the trusted peer has so marginalized the communications profession that agencies everywhere should just fold up their tents and encourage their employees to learn a new trade.
The purists are right, but only if marketing and PR counselors ply their trade exactly as their predecessors did 30 years ago. Most don’t. Gone are the days of expecting a press release to generate media coverage; instead, they’re used primarily for SEO, to reach consumers directly and for a few other reasons that have nothing to do with the reason their original mission. More and more, marketing professionals develop two-way efforts and interact with communities. These days, “spin” is more likely to mean ensuring the story is told in a way that’s meaningful to the audience rather than twisting a client’s response to an issue to make them look good.
And, as word of mouth becomes more dominant, communications professionals are adapting to help their clients and employers succeed in this environment, as well.
That’s right. I’m calling bullshit on the notion that trusted peers are more powerful than marketing and PR. It’s not an either/or situation; it’s not a competition. PR and marketing, done well, inform and influence the conversations trusted peers have with their friends, colleagues and families. The marketplace is an ecosystem and communicators — like all the other players — continue to evolve so they can contribute to the delicate balance.
How can communicators be every bit as powerful as trusted peers? Here are 10 ways:
1. Promote a culture of transparency — Transparency is one of the five dimensions of trust as defined by the 2000 study, “Measuring Organizational Trust,” a comprehensive research project funded by the iABC Research Foundation. How much information is shared, how accurate it is, and how sincerely and appropriately it is communicated will determine the degree to which trusted peers believe what the organization says. This is a communications job.
2. Encourage and equip front-line employee participation — Rank-and-file employees represent the front line of public relations. Their discussions of work and work-related issues in their social networks — online and off — can be random and haphazard or they can reflect a comprehensive understanding of the organization, its initiatives and its positions. This isn’t to suggest that employees be given astroturf-style messages to repeat, but rather that they’re well-informed and business-literate. How much they influence the conversation will depend on how well the organization communicates with them, how much the organization trusts them and the clarity of the organization’s social media policies. That’s a communications job.
3. Find unique ways to tell the company’s story — For your organization’s story to rise above the din, its story needs to be compelling. When people are out there talking about your organization, it’s not in a vacuum; it’s based on the fodder that sparks the conversation in the first place. That’s a communications job.
4. Connect company leadership to the new marketplace realities — There’s a reason PR people are called “counselors”: They counsel their clients on the communications implications of their actions and the best means of telling their stories. The communications function in any organization is the only function that is 100% dedicated to protecting and enhancing the company’s reputation. It can be frustrating and time-consuming, but communicators are in the best position to help leaders understand the consequences of ignoring social media or engaging in it badly. This is a communications job.
5. Recommend corrections based on intelligence gleaned from monitoring — Integrating careful monitoring of social media into existing environmental scanning efforts can reveal customer sentiment and even provide an early warning to emerging issues. Most importantly, it can allow the organization to respond to an issue before it reaches crisis proportions. This is a communications job.
6. Earn the media coverage that gets bloggers’ attention — Mainstream media still matters. I have yet to see a study that suggests people have stopped trusting local newspapers and TV. And if you still think newspapers and TV news organizations have no influence, just select a random sample of 100 blog posts and count how many cite, opine on, analyze or pass along reports from mainstream media. Getting a story into the press can easily create fodder for trusted peers. This is a communications job.
7. Create assets that help trusted peers grow their reputations — The idea of the social media news release is to provide digital assets that help citizen reporters (like bloggers) tell their stories. Images, video, audio, widgets — bloggers and others can easily inject these assets into their conversations in order to help them make a point or stand out. This is a communications job.
8. Guide the company’s adoption of social media tools — Anybody can throw social media tools against the wall and see what sticks. Knowing which channels, which communities, and which approaches will produce results that align with business goals requires a different skill set; knowing how to measure the results adds another dimension that is a communications job.
9. Know when the old rules do apply — The fact that there are new rules for communicating within a networked and social environment means the old rules have been augmented, not replaced. Organizations ignore non-social dimensions of PR at their peril. There is far more to PR than media relations. (If 76% of businesses don’t understand what PR is, how can we expect the average blogger to comprehend what we do?) This is clearly a communications job.
10. Become the trusted peer — A number of organizations have shown that communications staff can be trusted voices just as much as anyone else. There’s the crew from Dell, for example, Scott Monty from Ford and Christopher Barger from GM, and a host of other examples. By being human, involved, candid and interesting, PR people can earn the trust of community members and directly influence purchases. Professional communicators, as much as anyone else, need to understand what it takes to become a trust agent; they should read the book that explains it. This is a communicator’s job.
Of course, dozens of books have been written on the role of PR and marketing in the networked world (To name just a few: Putting the Public Back in Public Relations, The New Rules of Marketing & PR, Groundswell, Now Is Gone, Word of Mouth Marketing). It’s funny that the purists praise these books for their insights, then turn around and declare PR and marketing dead. Talk about spin…
What PR and marketing activities would you add to this list?
2. What Should Journalism Schools Be Teaching Their Students?
Last week, I delivered a keynote talk to the faculty of a university Journalism department. “Change” was the theme of the retreat. Some of the change had to do with remaining viable in the face of massive budget cuts. As one participant in the retreat said, “Higher education in California will never be the same.” But an equally important dimension of the change discussion centered around changes to journalism.
I’m experienced in a lot of things, but even though my degree is in Journalism (California State University Northridge, 1976) I haven’t worked as a professional journalist since 1977 when I made the move into organizational communications. So I began the process of fleshing out the presentation by putting the question to my Twitter followers: What should I tell this group?
The answers mostly reinforced what I already thought. Most of the presentation addressed the changes to journalism business models and my own prognostications about the future. My last slide summed everything up with a list of skills and philosophies that should be incorporated into journalism classes.
It’s a relevant discussion because, even as the newspaper business continues its downward spiral, the number of students registering for journalism programs continues to be high. I’ve always believed a journalism degree is useful for any number of career paths — after all, the main thing you get out of journalism training is how to learn (as in, how to learn about the story you’re covering even though you have no background in it) and how to articulate what you have learned.
But you also have to suspect most of these students are working toward a journalism degree because they want to be journalists. The question they’ll face upon graduation is what kinds of journalism jobs will exist?
Whatever those jobs are, journalism students will be better equipped to qualify for them if they have learned the following as part of their education:
o SEO — Most of what I remember about writing a basic news article is consistent with the principles of on-page optimization, but the importance of writing so people can find your articles shouldn’t be underestimated. It’s particularly important since students in journalism classes today don’t have a clue whether they’ll be working for a centralized news organization or some kind of distributed network. This synchs nicely with my next point:
o How to think like a freelancer — With nobody certain what economic model or (more likely) combination of models will pan out for professional news, journalism departments need to instill a mindset in students that will allow them to tap into whatever opportunities arise. That’s quite a shift from the view of professors when I was in journalism school: If it’s not a daily newspaper, major newsmagazine or network TV news channel, it’s not journalism.
o Flexibility — Print, broadcast, radio, online…journalists had better be prepared to report anywhere. When I worked in journalism, I was a print reporter with no interest in electronic journalism, which was a whole different ballgame. Those lines are gone and today’s students need to be prepared to do it all.
o A continuum of reporting — When I was a reporter, I filed a single story following on-site reporting of news or research for an investigative piece. Today, a single report is inadequate.
Take a lead from the Spokane Spokesman-Review, whose reporter covering a sensational murder trial tweeted regular updates from the courtroom, wrote longer blog updates during breaks then filed the complete story from a hotel room after court adjourned for the day. I wrote about this on my blog about a year ago, as it was happening.
The very definition of news is changing. With channels like Twitter and Google News email updates, nobody has to wait for the 6 p.m. newscast or be in front of a TV to get the latest, smallest update to a story. The thirst for these updates is insatiable and it is up to journalists to fill the 140-character news cycle. Tweets from the courtroom included information like, “The prosecution has challenged 16 jurors so far” and “Peremptory challenges have ended. The court is on a 10-minute break.” Such updates feed the hunger for the latest information and give people something authoritative, rather than speculative, to talk about.
o How to be a curator of links — If you haven’t seen the clip of NYU Journalism Professor Jay Rosen talking about the ethic of the link it’s definitely worth your time. The idea that news operations must contain links to their own content is a bankrupt notion in an environment that thrives on diverse linkages. Becoming a trusted filter of valuable content does not mean you don’t generate your own; you simply analyze and distill the best related content, wherever it may reside, to make it easier for your readers to pursue more reading on the topic. No single news organization contains all relevant knowledge and viewpoints within their staffs. The better you are at curating links, the more readers will want to come back to the well.
o How to develop a digital footprint — Given that reporters are not likely to get a job with a single news outlet, they will want to build enough of a reputation (what some might call a “personal brand,” but not me) that she will be followed and read wherever she goes. Journalists who participate in discussions about their articles, who tweet (assuming their employers are smart enough to allow it) and who are accessible will go a long way toward establishing that identity.
o The Web 2.0 dimensions of reporting — The online dimensions of reporting are relevant to every aspect of journalism education. I cannot think of a class for which issues such as sharing tools, RSS feeds, monitoring feedback, participation in resultant conversation and embed codes, to name just a few, should not be taught.
o The role of news crowdsourcing and citizen journalism — Rather than viewing non-professionals who publish news as competition, teach students to understand their role in an ecosystem of news. There are more non-professionals with mobile phone cameras than photographers on your staff, for one thing. There are more individuals who might be interested in doing a bit of research on a topic of personal interest than there are research assistants in your newsroom. Professional journalists will need to know how to crowdsource some of what they need for their stories.
There is also no reason professional journalists can’t come to the aid of citizen journalists who are on to something good but don’t have the chops to bring it home.
o Ethics, accuracy, and balance — As the ranks of trained, professional journalists thin out, those who remain will be under a greater microscope than ever. Adherence to the highest professional standards won’t be just a good idea; it will be a baseline requirement.
o Transparency — One way for journalists to maintain a high credibility standard is to become far more transparent. I can imagine every reporter maintaining a blog where they catalog the sources for every story and, where appropriate, the full text (or audio files) of their notes.
o Multimedia — During one of my newspaper stints, I would often carry a camera with me. We had only three photographers on staff and they couldn’t go out on every story. Today, carrying audio and video recording equipment should be just as commonplace. These needn’t be complex or expensive. A Flip-like camera and an iPhone with an audio recording app work just fine. The more multimedia a reporter can inject into his coverage, the more compelling it will be for online readers to consume it… and the more likely it will be that the story will spread.
What’s missing? Where do I have it wrong?
3. Next Webinar: Leader Communications
Creating line of sight within your organization (for fun and profit)
with Shel Holtz
Beginning Monday, September 21
Webinar Cost: US $195
Ample research exists to support the idea that communications from leaders to employees is among the most powerful available. With change initiatives in particular, employees are more likely to follow leaders who engage with them and display genuine interest and concern for their welfare. Even organizational profitability has been tied to how effectively leaders communicate with employees.
Yet in far too many companies, leader communication is an occasional activity, a once-a-month “Breakfast with the CEO” program or a quarterly town hall. While these are important, they are woefully inadequate in today’s fast-moving environment. Leaders msut be a part of the communication process — and in most cases, they need to rely on their professional communication staffs to guide their efforts.
In this introductory course, you’ll learn the fundamentals of leader communication as well as the in-depth, nuanced approaches the best organizations take to creating line of sight between leaders and the rank-and-file. You’ll learn…
o The various ways to get employees face-to-face with leaders
o How to extend face-to-face communication with online resources
o The role of business unit leaders in the leadership communication process
o The role of transparency in leadership communication
o The importance of two-way communication and how to foster a culture that supports it
o Why much leader communication should be visible from outside the company
o How online video can enhance your leadership communications
o How to measure the effectiveness of your leaders’ communications
o The argument to make to your leaders that will convince them to get more involved
Once you have completed this dynamic, example-laden Webinar, you’ll be prepared to guide the leaders of your organization as they take their efforts to communicate with employees to a new level.
As with all Shel Holtz Webinars, you’ll have access to a treasure trove of online resources and downloadable handouts. The new interface makes participating in the conversation simpler than ever, and voting in each lecture’s poll has become a lot easier, too.
If you have not participated in one of Shel’s webinars before, visit the site at http://www.shelholtzwebinars.com and watch the introductory video. Webinars consist of five lectures, with a new lecture posted each Monday for five weeks. Lectures consist of a mix of text, audio, and sometimes video…but you don’t need anything more than your web browser. Webinars are asynchronous —- that is, they do not take place in real time. That means you can drop in whenever it’s convenient for you —- there’s no place you have to be on any particular day or time.
Webinar cost is U.S. $195.
Register: http://bit.ly/12IPUM
4. Your Home Page Is Your Home Page
These things are true:
o If your website domain isn’t instantly intuitive, people will go to a search engine to find you
o If people are looking for companies that do what your company does, they will go to a search engine to find you
o As people conduct searches about your organization, they’ll find what has risen to the top, whether it’s positive or negative
o With increasing regularity, people visit destinations other than standard websites when trying to learn about an organization
I get all that. And yet I am increasingly irritated when I hear someone utter this nonsense:
Google is your new homepage.
This phrase produces more than 8,500 results in a Google search, mostly blog posts exhorting companies to embrace this belief. Yes, search in general and Google in particular are vitally important. But your homepage is your homepage.
At the risk of sounding pedantic, let’s remember that a homepage is defined as the opening page of a web site. Your index file, not Google, is the opening page to your web site. But this is a bigger issue than just a formal definition.
While the era of the destination website may be over, the corporate website is far from dead. The notion suggests that destination website no longer dominate the customer’s attention online. They once did, mainly because there wasn’t much else online to see. Now, with social networking and online video dominating people’s attention, the importance of the destination website has diminished.
That only means traditional websites are now part of a bigger mix of options online, not that their usefulness has vanished.
The 2009 Trust Barometer from Edelman reiterates that a company’s own website is one of the most credible source of information a company can provide about itself, beating business blogs, social networking sites or advertising. Only corporate communications — such as press releases, white papers and emails — ranked higher, and only by a two percentage points. And while searches of Google News and Yahoo News ranked higher, searches of the core Google search engine didn’t even make the list. At the very top of the list you won’t find any new media at all, but rather the staid and traditional industry analyst report, reinforcing the high levels of trust people place in third-party experts.
Certainly, consumers may glean information that doesn’t help your company’s cause when searching Google. In fact, according to one study, search engines are the most common way consumers find opinions about products, brands and services. But if they’re looking for what you have to say, they’ll still click through to your website, and most often the top search result will connect consumers to your homepage.
Your website is also the home of the static content that still serves a purpose. The bio of your CEO, shareholder information, details of your corporate social responsibility efforts, archives of your news releases (your authoritative statements of record), job listings — all these represent details people need.
And search engine optimization, which has become a core corporate activity as the importance fo search continues to grow, is still about enabling discovery of your content on your site. As this Google-as-home-page notion gains currency, I fear people will spend less resources on the maintenance of their websites — an odd dilemma, since one SEO fundamental is to continuously update your website and infuse it with new content.
Still, according to a study just released today, web content managemente has fallen as an intrinsic component of organizations’ communication efforts. While social networking is part of web-based communications for about 72% of organizations, web content management is an activity among only about 53%. That’s particularly odd given that the study found SEO is an activity at nearly 70% of organizations. What’s more, web content management is declining as a skill companies look for when making a PR hire.
That is, more organizations are optimizing their sites for search than are managing those sites in order to ensure that the sites offer value to those who find them, despite the fact that corporate websites are among the most credible communication a company can produce.
That’s a huge disconnect.
SEO, along with social media engagement, are critical, but let’s not lose sight of the basics as we embrace new media. SEO is a critical skill and companies must do it well. But your homepage is still your homepage.
5. Sorry, Rupert. Pay Walls Won’t Work. But Thanks For Playing
Since Rupert Murdoch announced his plans to eventually charge for all of his newspapers’ online content, a number of opinions have surfaced about the feasibility of the pay wall and the reasons it won’t work.
For example, a MediaPost item by Wendy Davis (free subscription required) suggests that enough people who pay for the content will share it in violation of the publisher’s terms that the content will get out anyway. Others note that for every news site with a pay wall there will be plenty of alternatives that remain free.
From my perspective, the issue isn’t about whether the online content offered by news organizations have any value. Clearly it does, despite all the hand-wringing over “content wants to be free.” (Stewart Brand, remember, said in the same breath that “content wants to be expensive.”) It’s more about the discoverability of the content and the value per article.
The primary difference between the content news organizations publish on the web and that which they publish anywhere else — even if it’s just a repurposing of the same content — is the difference between pull and push. And once you understand that, you understand that it’s all about the package.
Non-web content — whether it’s in print, on TV or aggregated in an email — is pushed at you in a package. I subscribe to The Contra Costa Times. It shows up on my driveway every morning, held together by a rubber band. The newspaper has sections — Sports, Business, Time Out, Morning Report — each one with articles and features that I discover as I methodically turn the pages. I’m not paying for one columnist or one type of story or one set of box scores. I’m paying for the package.
Nobody subscribes to The New York Times just to get David Pogue’s column. (Well, maybe his mom.) Pogue’s column is one of the features you look forward to when you consume the Times.
The same is true of news on TV. It starts at 7 p.m. and ends at 7:30 on the major networks, beginning with the top news and moving through features and commentary. On cable, there’s also a collection of stories contained in the package. If the most interesting item on “Countdown” is the story that starts at 5:40, you just have to wait 40 minutes to get through it (which is fine since the stories preceding it are probably of interest to you, too).
With the pull dynamic of the web, things don’t work that way; the package is so much less important that it’s a non-factor. Too many people ignore the front page of the newspaper website, opting instead to make Google News or Digg or their RSS aggregator or Twitter’s trending topics their front page. Or they see a link tweeted by someone notifying their followers of an intriguing news story.
Or, you like just the David Pogue column; it’s the sole reason you visit The New York Times site.
In any case, it’s the individual items that attract attention.
(On a side note, it’s truly a scary thought that the pay wall will block individual news items from being collected in these third-party channels, isn’t it? How counterintuitive would it be for the only way to find that the story exists at all is to pay your admission fee and slog through all the links on a newspaper site’s home page?)
So I find a link to a story through any of the 10 or 15 channels I use, click to it and discover that a subscription is required. Will I pony up $9.95 per month for every one of the 20 to 30 news sites I wind up visiting? Not likely. I’m not interested in accessing the whole site. I just want the one story, the one column, the one feature that brought me there in the first place. And I’ll skip it before I subscribe.
After all, I only get The Contra Costa Times in print. I don’t pay for subscriptions to 15 or 20 other newspapers. It befuddles me that Murdoch and other publishers think we use the web the same way we use print.
That’s not to say I wouldn’t pay for access to news content, but the news business needs to introduce a new model that just doesn’t exist yet. I’d gladly pay $9.95 per month for access to any news content, with some kind of collection agency — a kind of ASCAP for news organizations — divvying up the proceeds and distributing them to publishers using a formula based on the volume of visits to each of their sites.
Given the results of the recent VSS media study, which shows people are spending more time than ever with paid content, I think an approach like this could work.
But as long as each publication plans to assess a discrete subscription fee to gain access to any of their content, this plan will fail. It has nothing to do with whether the publishers deserve compensation, or whether the content has value. It simply has to do with finding a model consistent with the way people use the content. A monthly per-publication subscription fee isn’t it.
6. Has Social Media Paid Off With Improved Customer Satisfaction?
All this social media must be having a real impact, wouldn’t you think? I’m not talking about cool case studies, but significant trends showing sustainable results that demonstrate a payoff for all the prosletyzing going on (by me, among others).
Look at the story we tell: Companies can’t get away with bad behavior because social media puts them under too much scrutiny; it only takes one blog post or tweet or YouTube video to kick-start a flood of criticism leading to damaged reputations and lost customers. All those conversations are the motivation companies have needed to start providing excellent service, if for no other reason than to avoid fast-spreading conversations about just how bad they are.
If we’re right — if social media is a catalyst for improved business practices — then there should be some evidence. Where’s the evidence?
It could be here: According to a report in the Wall Street Journal, the American Customer Satisfaction Index (ACSI) has hit an all-time high.
The Index, the result of a survey conducted by the University of Michigan, is not alone. The WSJ article notes that other customer satisfaction studies are also reporting gains. These improvements in customer satisfaction are confounding a lot of the experts, since satisfaction typically plummets during tough economic times. But the numbers aren’t vague. Customers are increasingly happy with the companies with which they do business.
Nobody is crediting social media with these results. In fact, experts are cautioning that the numbers could be deceptive because earlier customer satisfaction numbers were so perilously low; they had nowhere to go but up. And, while the trend is clear, it’s not a tide that lifts all boats. Some companies have seen their numbers dip.
Spokespersons for each of the companies profiled in the article — Sprint, The Cheesecake Factory, Comcast, US Airways and Southwest Airlines — give good, solid reasons for their focus on customer satisfaction. For example, the desire to maintain customer loyalty prompted The Cheescake Factory to enhance a mystery shopper program, resulting in information about customer dissatisfaction with wait times for tables. The restaurant’s CEO, David Overton, said, ““We are carefully balancing our cost containment efforts so as not to reduce the experience that guests have in our restaurants.”
The article also points to handheld scanners US Airways is using to improve baggage tracking. The airline was the target of 35% fewer complaints in the first quarter, and its ACSI rating improved 9.3%.
It’s easy enough to shrug off these results by arguing that most companies want to be profitable and will take the steps necessary to protect and grow their market share. But as I consider what has changed between now and, say, 10 years ago, social media emerges as a significant factor. Complaints about table wait times used to be delivered to the restaurant host and maybe a few close friends and customers kept showing up. Today, those complaints are available for anybody checking out places to eat on Yelp. The population of people talking over the backyard fence, where consumer complaints are a typical subject of conversation, has exploded ever since the fence went digital.
So, while reporting of the ACSI results haven’t singled out social media, I keep thinking about Sherlock Holmesian logic: “henever all other possibilities have been ruled out, the improbable, however unlikely, must be the truth.”
What has changed is the amplification of customer complaints and the credence customers’ peers put in their opinions. If one couple decides never to return to The Cheesecake Factory or defect from Sprint to Verizon, that’s a shame. If hundreds or thousands make the same decision based on the experience the customer shared on Facebook, that’s an entirely different story.
So even though I’m making a very long leap in logic, I say let’s hear it for social media. The social customer has spoken, companies are listening, and everybody wins as a result.
7. Site of the Month
You’ve built a social network. What can you do with it? The idea of a third party providing an interface to your own network so it can be put to use for a specific purpose is an intriguing one. Aardvark.com takes a stab at it but creating a utility that lets you pose a question that goes out to your network. The site owners claim that you’ll get answers in as fast as five minutes. The site, which is free, has earned good reviews from the likes of The New York Times and TechCrunch. If you already have a Facebook account, you register through Facebook Connect.
I tested Aardvark with a question about crisis communications. It was a legit question, one that was posed to me by a Wall Street Journal reporter. The system found five people in my network with crisis communications chops, and in five minutes, I had severak replies. For free, it’s definitely worth a try when you’re in need of answers, fast.
8. HC+T update
>>I’m delivering a keynote and a breakout session at WebCom Montreal on October 22.
>>I’m leading an employee communications audit team for an internationally known medical institution.
>>I’m leading a three-consultant team on an assignment to help a global technology company re-envision its intranet.
>>I’m delivering a keynote to IABC’s Heritage Region conference on October 20.
9. Boilerplate and subscription information
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