a shel of my former self

The Hobson & Holtz Report - Podcast #535: March 18, 2010

2010-03-18T19:34:08+00:00

Content summary: Neville’s in Berlin (home of his birth); Voce Communications’s Doug Haslam fills in. Doug and Shel chat about the Pan Mass Challenge and baseball, including the Chicago Cubs’ attempts to finalize an advertising deal with Toyota. Dan York reports on Facebook’s introduction of a weekly update for fan page administrators. Media Monitoring Minute on Reuters’ social media policy. News That Fits: Another interview-style keynote at South by Southwest (SxSW)—this one with Twitter’s Ev Williams—bombs, mommy bloggers unite in outrage over New York Times coverage of a mommy blogger conference that wasn’t so bad, a Wall Street Journal article questions the value of social media for small businesses, Eric Schwartzman reports from SxSW, an Australian study finds 55% of news in newspapers comes from PR sources; music from Amelia White.

About our guest co-host:

Doug Haslam is a Supervisor within the Voce Connect team. He joined Voce in 2010, bringing two decades of radio, PR, marketing and social media experience to the team. Doug’s track record prior to arriving at Voce included successful PR and social media programs for companies in the media, Internet, technology infrastructure and consumer spaces, and is a recognized fixture of the Boston social media scene. Outside of Voce, Doug spends time with his wife and son just outside of Boston, and cycles across Massachusetts every year, raising money to fight cancer in the Pan-Mass Challenge. Doug blogs at http://vocenation.com and http://doughaslam.com, and his Twitter ID is simply @DougH.

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For Immediate Release: The Hobson & Holtz Report, for March 18, 2010: A 67-minute podcast recorded live from Concord, California, USA, and Winter Park, Florida, USA.

Links for the blogs, individuals, companies and organizations we discussed or mentioned in the show are posted to the FIR Show Links pages at The New PR Wiki. You can contribute - see the show notes home page for info.

FIR #528 show notes at The New PR Wiki

Share your comments or questions about this show, or suggestions for future shows, in the FIR FriendFeed Room. You can also email us at fircomments@gmail.com; call the Comment Line at +1 206 222 2803 (North America), +44 20 8133 9844 (Europe), or Skype: fircomments; comment at Twitter: twitter.com/FIR, or at Jaiku: fir.jaiku.com. You can email your comments, questions and suggestions as MP3 file attachments, if you wish (max. 3 minutes / 5Mb attachment, please!). We’ll be happy to see how we can include your audio contribution in a show.

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So, until Monday, March 22…

Moving beyond the organic benefits of open employee access to social networks

2010-03-16T18:02:03+00:00

As more than half of the companies in the U.S. continue to block employee access to social media sites, the organizations that maintain open channels are positioned to innovate and compete at levels that could crush their competition.

Being poised to extract value from a workforce that is networked 24/7 isn’t the same as taking the steps required to get there.

I intend to continue the campaign to end the conterproductive practice of blocking employees from their online communities. But the time has come to shift the focus from those companies that can’t see the opportunities inherent in a workforce that is connected to thousands of other people. Let them flounder and fail as their competitors tease new business opportunities from these networks, identify and recruit top talent, spot problems and address them before they become crises, and build a larger, more loyal customer base.

In fact, the best way to convince organizations that blocking works against their self-interest is to have them watch their more enlightened competitors kick their asses in the marketplace.

Some would argue that all a company needs to unleash this power is connected employees freed to connect to their networks. Business, though, is all about achieving established goals. The processes companies establish to produce the best results from employees’ organic networking activities will determine who really wins.

I see three types of processes organizations can model:

Employees share information of value, such as complaints, product improvement ideas, ideas for new products and services, and competitive intelligence
Departments initiate systems that integrate resources employees contribute from their networks into existing processes (for example, recruiters tapping into employees’ professional networks to identify the next key hire)
Companies activate employees for focused efforts from product launches to political actdion to customer service (like Best Buy’s Twelpforce effort on Twitter)

Organic networking is just the first step

To realize these kinds of benefits, organizations can’t rely solely on employees’ organic social networking activities. Yes, some value can certainly be derived from the communities with which employees already engage. But consider the difference between a bunch of prospectors with pans in the river versus a mining company armed with geologic data and the best minds inside and outside the company working together. Which approach will produce the most gold?

Sustainability is just one reason to be more systematic about business use of social media. One recruiter who is smart enough to ask employees to tap their networks to identify the best candidate for a job may produce some great results, but what happens when she leaves the company? When social media is left only at the organic state, most efforts aren’t sustainable.

(I know of one company that had a fanstastic internal podcast that died when the producer took a new job with another company. That never happened with employee publications, which the company viewed as integral communication, as part of the management process. Strategic processes don’t simply fade away just because the champion left the company or changed jobs.)

In a recent post, Brian Solis argued that the brand management role is now every employees’ responsibility:

When we listen to the activity that populates the statusphere and the blogosphere, we find that in addition to the overall brand, conversations map specifically to the individual departments that define the business foundation, which ultimately supports brand stature and resonance. In turn, these activities inspire immediate and long-term responses either directly through focused interaction or indirectly through product refinement, adaptation and overall messaging, targeting, and positioning.

Brian’s right, and in his post he outlines a process for evaluating conversations based on keyword discovery (collected at a central source) with relevant information parsed to the right departments so they can incorporate this intelligence into their operations.

Turning noise into business results

But this still doesn’t address those thousands of networks to which the frontline employees belong. And without processes, all those conversations that could lead to improved sales, the next great product or the next key hire is all just a lot of unrefined data. It’s just noise. Processes filter out the crap and turn the remaining data into information, and from information into actionable knowledge.

Employees in your company are listening to their networks. Some are even talking to their colleagues about what they’re hearing Few companies, however, are positioned to activate those employees or the data they’re accumulating:

The cultures don’t support it.
The processes necessary to inspire those responses don’t exist.
Internal communication doesn’t provide employees with the intelligence they need to interact with their communities beneficially.
Training efforts don’t let employees know what to do with the information they obtain or how to react to it.
Business and product literacy among employees is shockingly low.

In other words, companies don’t have the foundation to support connecting networked employees with business goals.

As companies begin to recognize the competitve advantage currently dormant in employees’ networks, many will make mistakes by implementing programs that smack of astroturfing, asking employees to convey common messages to their networks. Others will install layers of bureacracy that ultimately hinder rather than encourage employees bringing the power of their networks to bear on the company’s business.

Identifying existing business processes and models already working in companies—and developing new ones—are top priorities for me. In fact, it’s the subject of the pre-conference session I’m conducting at the NewComm Forum next month. (“Becoming a Networked Organization” will take place on Tuesday, April 20 beginning at 1:30 p.m. at the conference venue in San Mateo, California.) It’s also the subject of the next book I hope to write.

It is time to move beyond this notion that large, complex organizations can accure the greatest benefit from social media by sitting back while employees join in conversations—someone from sales chatting with this person, someone from finance joining that community—without resources to inform their contributions to the dialogue, without the means by which they can share what they learn, and without mechanisms to filter the data and turn it into action.

Let the companies that block employees keep blocking. But if you want your organization to reap the rewards of open access, you need to start thinking—now, today—about how best to leverage it.

The Hobson & Holtz Report - Podcast #534: March 15, 2010

2010-03-15T20:52:50+00:00

Content summary: Communication jobs in Switzerland; Michael Netzley reports from Singapore; the Media Monitoring Minute with CustomScoop; News That Fits: Fraxion Payments micropayment system launched for bloggers, PR agency runs for the US Congress, American medical journal bans the UK’s Sunday Times from reports after embargo break, best practices for disclosure on Facebook; FIR Friendfeed Room round-up; Neville’s in Berlin on Thursday so Doug Haslam will be guest co-host with Shel; music from Amy Macdonald; and more.

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For Immediate Release: The Hobson & Holtz Report, for March 15, 2010: A 62-minute podcast recorded live from Wokingham, Berkshire, England, and Concord, California, USA.

FIR #534 show notes at The New PR Wiki

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So, until Thursday March 18…

The Hobson & Holtz Report - Podcast #533: March 11, 2010

2010-03-12T03:31:52+00:00

Content summary: Shel’s in Chicago piecing together the jigsaw puzzle of the show. Shel and Neville will be together on Monday, but guest co-host Doug Haslam will join Shel next Thursday. Dan York reports on social CRM and some nifty new resources. CustomScoop’s Media Monitoring Minute looks at cooperation versus competition between mainstream news media and social networks. News That FIts: Shel responds to a listener comment on the volume of FIR content that references Facebook; Neville explores the work-related issues that arise from Facebook and Twitter updates; Shel reports on a study that reveals human resources professionals depend on and benefit from interactions on social networks. Listener comments. Music from Tea Leaf Green. And, as always, more.

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For Immediate Release: The Hobson & Holtz Report, for March 11, 2010: A 64-minute podcast recorded live from Chicago, Illinois, USA.

FIR #533 show notes at The New PR Wiki

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So, until Monday, March 15…

The Hobson & Holtz Report - Podcast #532: March 8, 2010

2010-03-09T05:27:40+00:00

Content summary: Shel’s in Washington, D.C. A brief interview with SNCR founder Jen McClure on the upcoming NewComm Forum (FIR listeners use promo code NCF125 by Friday for a $300 discount). Michael Netzley has a question for FIR listeners. Media Monitoring Minute from CustomScoop. News That Fits: how to avoid backchannel disasters; Zynga, a fundraising drive, a mainstream media misunderstanding, the spread of inaccurate information and the need for Web 2.0 organizations to be excruciatingly clear; an invitation for guest blog posts; IBM unveils Blog Muse; bloggers excluded from town council’s accreditation of Twitterers; listener comments; no music this Monday.

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For Immediate Release: The Hobson & Holtz Report, for March 8, 2010: A 69-minute podcast recorded live from Washington, D.C., USA.

FIR #532 show notes at The New PR Wiki

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So, until Thursday, March 11…

Chaos is not a strategy

2010-03-04T21:37:47+00:00

Two seemingly evergreen threads have converged in my mind: First, is social media measurable? And second, the notion that soon, there will be no use for social media directors (or managers or coordinators) in organizations.

I have written several posts on what it means to be strategic in your approach to any communication effort, whether it’s social or traditional, internal or external. Others have taken up the cause, most recently Shannon Paul who elegantly reinforced my insistence that being strategic means you align your efforts with your organization’s (or client’s) business goals.

To be strategic ultimately means that you know what keeps your CEO and the members of her team awake at night so you can tailor communications that will help them all sleep better. That is, you know the business goals the company’s leaders are expected to achieve and you’re able to implement communications that move the needle in the right direction.

While some purists believe in their hearts that all such communication is trending toward nothing but social, a fragmented media ecosystem is evolving in which the efficacy of each kind of medium relies on the continued health of all the others. Smart companies now use traditional advertising and marketing to guide consumers to social channels where companies and customers can meet and engage.

The idea that social media directors are a species on the verge of extinction is based on the enthusiastic but misguided belief that every employee, top to bottom, will engage in social activities as naturally as they scratch their asses. No coordination will be required. This belief recognizes only one dimension of social media in business, one among three: organic, programmatic, and campaign-based.

Organic social media is the natural, ongoing, day-to-day engagement of individuals in the company with other stakeholder audiences. Lionel Menchaca, Richard Binhammer and the rest of the Dell communicators who engage routinely via Twitter are an example of organic social media, as are the kinds of employee blogs aggregated by companies like Microsoft, Thomas Nelson Publishers and IBM. When engaged employees enthuse about the company and its products on Facebook or other networks, that’s organic too.

Which is all great and undeniably important. But t doesn’t do much good—as US Airways learned when Flight 1549 ditched in the Hudson River or Dominos after the YouTube video surfaced showing employees doing disgusting things with food—to launch a Twitter account in order to communicate with people after news about you breaks.

Organic social media is just that: organic. The two other levels of social media—programmatic and campaign-based—are where strategy is applied. Programmatic social media are the ongoing efforts designed to achieve measurable objectives. Those objectives are the foundation of strategies that, in turn, are the broad approaches taken to achieve business goals. If you don’t know what the business goals are, you’ll have one helluva hard time determining if your social media efforts are helping the company achieve them.

Chaos is not a strategy.

Dell’s IdeaStorm crowdsourcing tool and Direct2Dell blog are examples of programmatic social media. They’re focused on specific objectives. The Mayo Clinic’s Sharing Mayo Clinic is another example, as is the Nuts About Southwest blog.

CEO blogs like those from Michael Hyatt and Paul Levy are also programmatic. The posts company leaders make to such blogs are carefully considered, as are those to group blogs like Southwest Airlines’ which usually spotlights the company’s unique culture but can also be used to address issues and crises..

Then there are the campaign-based efforts—like Dewmocracy, Pepsi’s crowdsourcing effort for Mountain Dew—that have limited, defined lifespans and very specific measurable objectives.

Both programmatic and campaign-based social media efforts can (and often should) be supported by employees engaged organically.

In order for program and campaign efforts to succeed, somebody needs to know what business goals they are designed to achieve and coordinate with everyone involved in producing social content in order to ensure the efforts are crafted in order to meet those goals. I’m not talking about being a gatekeeper (although sometimes that’s not necessarily a bad idea). While freedom to experiment and take risks is paramount in social media execution, some consistency is necessary to avoid embarrassing message conflicts. Besides, if everyone’s left to their own devices, you’ll wind up with six departments each paying separate fees for the same type of services. Imagine paying for two cision accounts, three from Radian6 and four from CustomScoop when if the effort were coordinated, the everyone could share data from a single account.

There’s another problem with relying solely on organic social media. I’ve seen too many instances in which an enthusiastic employee launches an effort, but nobody picks up the ball when that employee leaves the company. I’m not talking about the Scoble Syndrome, in which a celebrity blogger leaves and takes his audience with him. I’m talking about a company- or product-branded effort for which nobody else wants to assume responsibility when the originator departs. It happens because it was not part of a strategy; it was not any department’s or business unit’s responsibility. It was just something somebody decided (and got permission—or not) to do.

In the end, social media can easily be measured by determining the degree to which they achieved the business objectives that were set for them. And they’ll succeed a lot better if there’s a resource in the organization who can guide any employee to the right tools, set objectives others can work to achieve, introduce the best new channels, make sure appropriate training is available and aggregate the results so management knows the time and money invested really is contributing to the execution of the company’s business plan.

Social media is social and conversational and businesses need to learn that. But purists need to understand that business is still business.

The Hobson & Holtz Report - Podcast #531: March 4, 2010

2010-03-04T21:26:55+00:00

Content summary: FIR makes two podcast "best of" lists and hits the #1 business spot at Podcast Alley; FIR Interview with Tod Maffin posted; the FIR iPhone app and AT&T’s network; FIR iPhone/Android app reviews by Eric Schwartzman, Dan York and Lee Hopkins; the FIR website widget is going to vanish; Mark Story’s "win a trip to London" contest and the small print; Dan York reports on the FIR iPhone app, Google Stars, PubSubHubbub, and more; the Media Monitoring Minute with CustomScoop; News That Fits: is an attention crash really coming?, Israeli military ‘unfriends’ soldier after Facebook leak, O’DwyerGate; 50% discount for FIR listeners at Simply Summit in April; Kris Gallagher explains Web 1.0, 2.0 and 3.0; news about next week’s shows; music from Manafest; and more.

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For Immediate Release: The Hobson & Holtz Report, for March 4, 2010: A 66-minute podcast recorded live from Concord, California, USA, and Wokingham, Berkshire, England.

FIR #531 show notes at The New PR Wiki

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So, until Monday March 8…

FIR Interview: Tod Maffin on Case Studies Online

2010-03-04T00:57:37+00:00

Case Studies Online is a database of social media case studies that share in common the fact that they have produced measurable results. In fact, site founder Tod Maffin’s tagline for the site is “Proven Social Media Tactics for Assured ROI.”

In this FIR Interview, co-host Shel Holtzand Tod Maffin discuss the reason Tod founded the site, what went into it, what you can find there and his vision of the site’s future.

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About our Conversation Partner

Tod Maffin writes a technology newsletter that is followed by thousands of people in the media and business communities around the world. He has reported on national technology trends on CBC Radio and speaks at more than 40 events around the world each year. Tod was one of Canada’s first podcasters. During the web 1.0 days, Tod launched Mindful Eye, an artificial intelligence firm that developed the patented technology that could analyze public opinion comments posted on the Internet and aired in the media, thus providing a “mood monitor” of stocks. The company went public in 18 months. And he was one of the Internet’s first webmasters — creating a site ranked 8th best in the world… beating out such heavyweights as Sony, Microsoft, and AT&T.

Share your comments or questions about this podcast, or suggestions for future interviews, in the FIR FriendFeed Room. You can also email us at fircomments@gmail.com; call the Comment Line at +1 206 222 2803 (North America), +44 20 8133 9844 (Europe), or Skype: fircomments; comment at Twitter: twitter.com/FIR or at Jaiku: fir.jaiku.com. You can email your comments, questions and suggestions as MP3 file attachments, if you wish (max. 3 minutes / 5Mb attachment, please!). We’ll be happy to see how we can include your audio contribution in a show.

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This FIR Interview is brought to you with Lawrence Ragan Communications, serving communicators worldwide for 35 years. Information: www.ragan.com.

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Social media grows small businesses, study shows

2010-03-02T16:05:16+00:00

I recently heard a well-known online figure denounce the use of social media as a business strategy, insisting instead that social media will kill your brand. All you need for a successful business, he said, is a good product, solid customer service and a domain.

There are so many problems with this it’s hard to know where to begin. I could start with the plummeting visits to company destination websites. Or, I could start with the fact that many competing companies offer comparable products, making it difficult to stand out in the marketplace. As business ethicist and author Dov Seidman suggests, when it is so easy for your comeptitors to duplicate your offering, it’s no longer what you do that differentiates you in the marketplace, it’s how you do it.

But I’m not here to list the problems with “good product/good service” as the sole foundation for business success. The videographer is right as far as he goes: Without a good product and good customer support to back it up, you’re hosed. But these are merely the price of admission. How do you stand out form the rest of the pack once your excellent products and service are on store shelves?

If you’re a small business, social media is an answer. It’s not, as aforementioned individual suggests, “stupid” and if you use it, you’re not an “idiot.” That’s not my opinion. That’s the proof released in a study from the University of Maryland’s Robert H. Smith School of Business demonstrating that the intelligent adoption of social media can yield new customers for small businesses.

That’s a good thing, since attracting new customers is the main reason small businesses get into social media. Only 6% of the businesses surveyed believed social media did their brands and businesses more harm than good, according to the study.

Most of those businesses that have engaged in social media have seen their businesses grow as a result. The study cites an example in Dr. Alan Glazier, CEO and founder of a vision care center:

In order to meet the growing challenges of a tough market last year, I was forced to consider alternative options to keep my business visible. With a very small investment in social media marketing, I was able to generate new business opportunities. Our Google ranking is consistently number one for many of the phrases people use to search for eye doctors in and around my city and we have received a “bump” in terms of new visitors to the site.

On top of that, Glazier’s presence in social channels—notably his blog—has led to media interviews, positioning him as a thought leader in his field.

About half of the survey respondents expect social media will generate further profit in the next 12 months. But small businesses have produced more than just profit from their engagement. The study—sponsored by Network Solutions—also found that 77% of businesses have found ways to improve their operational efficiencies through social media and 47% have identified new products and services that lead to still more business and sales.

But wait. There’s more. Social media has provided small businesses with a highly effective channel for answering customer questions and ensuring customer satisfaction, leading to repeat business, according to the study.

Janet Wagner, director of the Center for Excellence in Service at the University of Maryland’s Robert H. Smith School of Business, sums up the measurable, proven benefits: “Social media levels the playing field for small businesses by helping them deliver customer service. Time spent on Twitter, Facebook and blogs is an investment in making it easier for small businesses to compete.”

So what about the video talking head’s insistence that people don’t want to be friends with companies? What of his concern that money invested in a social media site could evaporate should that site goes under?

First, as the study confirms, engagement in social media isn’t about becoming friends. It’s about providing access to customers where they’re spending their time and resolving customer service issues where they arise.

As the volume of visits to company-domain websites continues to plummet, companies simply need to be where their customers and prospects are. That’s how Dr. Glazier and the other respondents to the study found new customers—not by becoming friends, but by being visible, responding to questions and building their reputations and brands so they are viewed as knowledgable and professional.

None of these companies are putting their eggs in a single basket. It’s easy to move wherever the audience goes. And Dr. Glazier, who gained greater exposure and more customers, also reduced his marketing budget by 80%.

You can opt to listen to the cynics who denounce social media as “stupid” and employed by “idiots,” or you can pay attention to the evidence and grow your business.

The Hobson and Holtz Report - Podcast #530: March 1, 2010

2010-03-01T18:18:41+00:00

Content summary: Summarizing the Euprera conference in Belgium; upcoming FIR Interview with Todd Maffin; announcing the FIR app for iPhone and Android; vote for FIR at Podcast Alley; Michael Netzley reports from Singapore on Millennials’ use of technology, and more; the Media Monitoring Minute with CustomScoop; why we don’t have any news items about the Chile earthquake; News That Fits: a future alongside Facebook for social networks in Europe, boomers take to social networks to protest and praise, avatars can make us better people says Stanford study, Pentagon relaxes social network access; listener comments discussion and FIR Friendfeed Room round-up; music from Parlotones; and more.

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For Immediate Release: The Hobson & Holtz Report, for March 1, 2010: A 64-minute podcast recorded live from Wokingham, Berkshire, England, and Concord, California, USA.

FIR #530 show notes at The New PR Wiki

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So, until Thursday March 4…