Marketing Mojo With Stephanie Fierman

by Stephanie Fierman

If a pop culture phenomenon is white-hot, and you saunter up to it and ask it out to dinner, will you become its best friend?

Check out my second blog, Marketing Observations Grown Daily, for the answer.

by Stephanie Fierman

I’ve been a passionate advocate of online personal branding and reputation management since 2007.  That was the year, as some of you know, that I had a personal experience with the power of Google – a “digi-mugging,” if you will.  Or maybe a “Web-jacking.”  

Whatever we call it, it was the moment that I came to realize that the game had started without me.   I started a blog, wrote a 4-part series on the topic (Part 1 Part 2 Part 3 Part 4) and never looked back.  I’d discovered that I would need to manage my own brand online – not just as good offense but also good defense – and wanted to help other executives do the same.

How much time are you committing to managing your own personal brand today, and – if asked – what would you advise the majority of businesspeople who are only now getting hip to the digital world?

The ball’s already in play. It’s just a question of whether you’re on the field.

Everyone already has an online personal brand.  It’s just a question of who the brand manager is.  The Web isn’t waiting with a blank slate until you’re ready to pay attention to your online persona. Everyone’s already out there – because of a wedding announcement (from your current or former marriage), past interviews, industrial gossip or rumor, quotes, political contributions, publicly-available legal filings. These are all examples of content that is already living your public life online.  Is that acceptable to you?

Your resume is no longer your resume.  Google is your resume. Google is da bomb.  Around 75% of global Internet users, or 943.8 million people, used Google services in June 2010 – more than any other Web company in the world.  In the U.S., 66% of the core searches in July (or 10.3 billion of the 15.6 billion total) were conducted on Google.  Yahoo is a distance 2^nd with 17%. There’s a lot of looking going on. 

In other words…

It’s not about what you do when you’re ready: it’s about what’s going on when you’re not paying attention.  45% of employers, for example, are using social networks to gather information on job candidates, and 35% say they’ve dismissed candidates based on information found there.  Usages is even higher in the recruiting community: 85% use search engines to research candidates, and  45% say they’ve eliminated candidates based on information found on the web.  

And I’m not only talking about proactive job search (i.e., offense).  Successful executives, I believe, are accustomed to thinking about what they want, what they can do next – Master of the Universe stuff.  If I decide to look for a new job, then I’ll start paying attention to this stuff.  What I try to get across to people is that everything we’re talking about – in this particular example, the employment category – is about defense as much as offense.  What about the company that’s looking to fill a job paying 30% more than you’re making now?  Its head of HR has heard your name and does a Google search on a Sunday afternoon.  What might he find about you? 

Let’s use Facebook as an example. 

In 2009, Facebook was the most popular online destination for snooping employers.  So what, you say, you haven’t done anything dumb.  You would never, for example, post some stupid photo to your profile (duh).  But are you tagged in photos posted by other people?  Has someone tagged you and two friends drinking at a party?  People drink at parties: you know you weren’t drunk and anyone judging one photo is an idiot.  Really?  Not to be paranoid, but… are you willing to gamble that a potential employer looking at the same snapshot would agree with you?  More than half of the employers who have knocked a candidate out of the running say that provocative photos are the #1 reason for doing so.

You’ve got to make sure that you have and keep a broad view of the field.

What about where you work right now?  What would your boss, your peers, your staffers or your HR department find out about you right now if they went to Google?  Ditto for clients, (current or potential) business partners, board search, trade associations and other entities you’re likely to care about.

If someone had been wandering my Twitter profile this past weekend, they would have found this attached to a tweet.  No context, just the photo.  Do I need this? What might it communicate to someone about this person’s judgment – or mine?

And P.S:  let’s remember that tweets are now searchable on Google.  I see some of the craziest… you get the point. 

How often do you check your Google results, anyway??  (Answer:  once a week, please.)

This is not to imply that everyone should have a presence everywhere.  Not all executives are good at stream-of-conscious thinking, or can shift from heavy issues to pecking out 140 characters on Twitter.  Additionally, many professionals will need to preliminarily determine what the online cross-over is, if any, between a “personal” voice and a professional one.  And lastly – cool factor aside – social media may not be the best way for a particular executive to attract desirable “followers” or “friends” at a particular moment in time.  I insist on good defense, but offense is in the eye of the beholder.

What play do you recommend, Coach?

When advising a relative newbie, here are a few pre-game thoughts:

Take time to understand the legal and regulatory environment that surrounds you, your organization (if relevant) and the content you may be publishing. Assume that what you say is discoverable in a lawsuit and subject to SEC and other requirements (like Reg FD).  Assume that everything is “on the record” and “in print” (and act accordingly).

Remember that what you say will last forever on the Web. One of my favorite quotes in this regard is “Tweet with caution, Facebook with care, 10 years from now it will still be out there”

Listen to the conversation about you and/or your company first.  Make your own observations before jumping in.

Find a safe place to practice like a Yammer. If you want to check out Twitter, consider signing up with a pseudonym first and tweeting about gardening or fly fishing or some other like topic. You must have your own account to read or follow a tweet stream; you do not need to expose your executive self  before you’re ready.

Once you’ve decided to put your helmet on, here are a few guidelines:

Musts:
* LinkedIn – Create a profile. You need one to study the site, and it’s the place right now for executives to find others

* Facebook – Create a profile if only to lay claim to your own name

* Use a single identifier everywhere. Stick to Matt Jones or Matt P. Jones or Matthew Paul Jones


Up a Notch:
* Twitter – Wander about after opening an account under a pseudonym, and use the site’s search engine liberally to get a feel for the ebb and flow of real-time business conversations

* Start a blog

* Register on sites that let you establish a PURL.  Such sites include Digg, FriendFeed, Tumblr, StumbleUpon, OpenSalon and Squidoo. Use them every once in awhile, if you can.

* Study the search engines and try things out; focus on sites that tend to rank highest

* Share content on community sites like Flickr and Slideshare


Advanced Techniques:
* “Syndicate” your blog on sites that aggregate such posts (and have their own Google rankings)

* Work on securing offline speaking engagements, and get the events promoted on the Web

* Create your own “online” speaking engagements – your own YouTube channel, podcasts, etc.


Now before I get a bunch of comments and emails, a disclaimer: in no way is this intended to be comprehensive advice regarding what you should pack for the big game or how to behave once you get there.  It’s really just a quick slap on the back before the coin toss.  But I’m on my high horse about making sure that everyone at least knows how to protect themselves so – whether you’re warming up on the bench or helping someone who is – these are few ideas that will help avoid a penalty flag on the field.

This post was originally posted here on the Marketing Executive Network Group’s blog, MENG Blend.

I have written numerous posts about the relationship between marketing and customer service. Plainly speaking, the former means zip without the latter. It’s at the front lines – at the point at which a customer is making a purchase decision – that a consumer will make his or her long-term choice (and, as a result, determine whether a company’s advertising is believable or laughable).

This is a story about JCrew.

I’m an active customer. I don’t often respond to emails, but I pore over the catalogs and either buy from there or go to a nearby store to check out the merchandise.  I do, however, keep an eye out for the end-of-season sale emails.

And so it was a couple evenings ago. I bit on a 30% off plus free shipping sale.  While watching TV, I invested maybe 30-45 minutes combing JCrew’s web pages, determining my confidence levels under the  final sale, no returns circumstances.  I finally initiated an online transaction which – before the discount totaled $149.98 – 2¢ below the $150 hurdle for free shipping. 

Surely for 2¢, JCrew would see the sense in helping a loyal customer, if I were to just call and ask… 

Not so much.  The phone rep seemed confused by the question (um, uh, $149.98 is not $150 and that. is. the. rule), but this did not surprise me and I just asked to speak to a supervisor.  Unfortunately – after waiting for maybe 90 seconds, expecting to be rewarded by the supervisor I’d asked for – the same rep came back and suggested I buy a pair of socks to push me over the $150 limit. 

So now I’m mad.  I almost laugh after I catch myself shifting into Perry Mason mode: “So let me just be clear, because I’m going to tweet and maybe blog about this - the company is not going to waive a 2 cent difference for a frequent customer – is that what you’re saying?!” (Is that your testimony, M’aam!?).  Geez – you’d think that those ballet slippers meant life or death, but you know how these things go.  I insisted on speaking to a supervisor one more time because this just seemed so dumb to me.

And then the clouds parted and a supervisor named Nicole R. came on the line. She could not have been more pleasant or professional.  She ignored the 2 cent gap and gave me free shipping with no hesitation.  She offered to complete the online transaction over the phone, so we did.  All done.

So why is this blog-worthy?  It’s a great example of service recovery.  The concept of service recovery is that people and companies screw up.  Everyone knows it.  It’s how something broken gets fixed that can show how customer-centric a company really is. 

Nicole R.’s service recovery skills probably made me feel more positive about JCrew than I had when I started the transaction in the first place.

And then Nicole R. really took it way past the goal line.

Only after she had completed the entire transaction did Nicole mention (nicely) that – for future reference – free shipping offers apply to the purchase price after all discounts are applied.

My $149.98 was before the extra 30% off.   After the discount, I was $45 away (not 2¢) from the $150 hurdle.  Nicole R. had immediately honored my request, saved me $14.50 and made sure I was happy.  Only then did she point out this small fact.

Now we’re into “delight” territory.  For me, $14.50 (or $45, depending on how you see it) was a big deal.  Nicole at JCrew understood that this was a tiny investment in a long-term customer relationship.

Wonderful. Sensible. Amazing. Bravo!!!

It’s a shame that consumer expectations regarding customer service are so low, but it also gives companies an outsized opportunity to stand out.  And more often than not,  ”standing out” actually happens in the everyday interactions you have with a consumer.  A lot of whiz-bang is great, but these small moments are what build lifetime relationships… and help marketing efforts look believable in the process.

Larry King held a 2-hour telethon on June 21 to raise funds for those impacted by the BP oil spill – Disaster in the Gulf: How You Can Help.

Maybe I’m missing something, but… am I the only one who doesn’t understand this?

The spill was caused by a commercial entity that the universe agrees is 100% responsible, the U.S. government has vowed to hold said entity to its promise of paying for the clean-up and for losses incurred by all affected parties, and BP itself has agreed to do same.

Now I’m not saying that BP will or won’t actually do this (or that its version of reimbursement would match yours or mine), but this telethon isn’t saying “We know BP’s 100% responsible, but we don’t believe it’ll come through so we’re doing this just in case” – it’s just your regular old telethon to raise money.

But why? Why are we raising money? Why are television watchers – many of whom cannot afford to donate – being asked to donate in the first place? Larry King said that “the point of this effort is to get immediate relief to the people and wildlife who are in urgent need,” and that “the telethon’s proceeds go directly to relief organizations.” Why isn’t BP being forced to provide “immediate relief?”

I worry that, in a perverse way, this kind of activity makes us immune – numb – to disaster and tragedy. Something happens? No need to look too closely: let’s just raise money. Let’s get a bunch of celebrities to look soulfully into the camera and ask for cash, while we view a dying, oil-blackened bird in split screen. I worry that this makes Americans feel as though we’re doing something – we sent in our $20 bucks, therefore we are good people who care and we can move on.

Dennis Quaid, Cameron Diaz, Mariah Carey and Jeremy Piven take donations at the Gulf telethon

But can we? Are we doing any of the heavy lifting that could actually change anything, or help people? Those impacted by Hurricane Katrina are still suffering and basic infrastructure remains thin in New Orleans: where are we? Where is the outrage about how deepwater drilling continues as we speak, with no specific plan for the industry to create tools that will help it avert and address disasters in the future? Where is the outrage that BP is trying to block journalists’ access to the beaches, or skimmer boats from other countries? Why is it acceptable that individuals appear to be picking up the slack for a global corporation? These should be the items we’re all talking about, not what Justin Bieber has to say over a cheesy soundtrack.

And I worry, too, about the effect on an organization’s sense of responsibility. How does this phenomenon impact a company’s commitment to building trust in the marketplace? If BP’s actions are acceptable – and we make them acceptable by dialing an 800 number flashing on the screen and putting $10 on our credit cards – why wouldn’t a company conclude that it will not be held 100% accountable for its actions? Whether willfully or passively, why wouldn’t an organization do the minimum, or something close to it, and wait for us to blunt or even wash away its responsibility?

It’s easy to pound one’s chest and demand that “those responsible” do more, but I would suggest that, by our own actions, we may be empowering these same responsible parties to do less. There’s no guidebook that tells an organization exactly what reputable and trustworthy behavior is – society does that. Stakeholders – like you, me and Larry King – do that.

Where do you want to set the bar?

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A version of this post also appears on http://reputationgarage.com.

The New York Metropolitan Transit Authority’s (MTA) “If you see something, say something” initiative may have more power than the average communications program.

On the day of the Times Square bomb scare last month, street vendor Lance Orton mentioned this exact phrase during a press interview and, as echoed by Advertising Age, this is the kind of unaided recall that “marketers and ad agencies dream of.”

And if you think about the fact that the campaign is as much a public safety announcement as anything else – not typically the kind of advertising likely to lodge in your happy-brain – the feat is even more impressive. High five, MTA!

What’s also particularly notable about this effort, though, is the largesse with which the city has handled it, agreeing to license the slogan… for free. Today, 54 organizations are using “…see something, say something” in public awareness campaigns all over the world.*

This action is somewhat refreshing, based on the State’s history of enthusiastically protecting its own intellectual property. New York State lawyers, for example, have reportedly filed more than 3,000 complaints over the past several decades against those infringing on the infamous “I ♥ New York” logo. That takes a lot of time and a lot of money.

But the “If you see something…” isn’t exactly a soaring homage to the State worthy of such rigorous defense – and maybe the State simply realizes there’s a lot more at stake today than ever before.

I also like to talk about the MTA’s openness because it reflects the reality of what I would categorize as today’s open source marketing environment. In all the scrambling companies are doing to get this on Twitter or launch that on Facebook, the most impermeable truth has yet to sync in with many: the Internet and – perhaps most profoundly, social media – is changing our world. The power to define and control a brand is shifting from corporations and institutions to individuals and communities.

In other words – if you want to view it “negatively” – you can’t keep a lid on anything anymore. And if you want to view it positively, what would happen if you made some of your brand elements “open source?” Could you benefit? Could your fans benefit? Could the world benefit?

There are very real reasons that brands need protection, but consider the massive exposure companies have received when they’ve “flipped the funnel” and handed over their brands to loyal, excited customers:

Frito-Lay first invited consumers to make their own Super Bowl commercials in 2006. Today, “Crash the Super Bowl” is a craze that’s generated hundreds of millions of impressions on its own and the commercials themselves are fan favorites every year.

Ford famously favored social media for the launch of its Fiesta to much fanfare. Fanfare in this case equaled more than 5 million YouTube views, 3 million Twitter impressions and 50,000 interested prospects, 97% of which did not own a Ford at the time. Numbers a CEO could love.

Coca-Cola invited global consumers to design their own Coke bottles on the road to the Beijing Olympics.

New Balance created an amazing digital campaign for its 574 sneaker collection. In every box of unique 574s, the purchaser would find a special Polaroid that s/he could then match to one of 480 mini shoe stories at http://574clips.com. Click here to watch one of my favorite 574 films embedded in the original post I wrote about the initiative. Oddly mesmerizing.

And of course, there’s the mack-daddy of them all, the Mentos eruption. First demonstrated on TV in 1999 and made famous by an NPR story in 2006, a Mentos eruption is what you get when drop some Mentos into a bottle of Diet Coke. If you cannot view the video here in this post, click HERE to see the truly funny video of several Mentos/Diet Coke “experiments” conducted by two friends. This video became a phenomenon, with nearly 12 million views on YouTube alone. Mentos generated over $10 million in online buzz and a spokesperson said the brand was “tickled pink by it” (perhaps because they generated $10 million in online buzz…).

What would happen if you opened up your brand? Even B2B brands have fans: what positive outcomes could you create by inviting users to create something of their own based on your assets? Would they be impressed? Would they tell friends, and feel a unique and personal loyalty to you? And what’s the worst that could happen (paging Skittles…)?

Not a lot. Big upside, though. So think about how you might be able to draft users to carry your brand all over the Web and farther into their own lives. You may like where it takes you.

* But of course this IS New York, so even the most serious problems will be subject to some wise-guy behavior: check out the funniest “If you see something, say something” parodies HERE.

Mojo readers know that I follow two wise marketing/business cartoonists and like to share their work once in awhile. On my second blog, Marketing Observations Grown Daily, it’s David Jones’ Adland. Here, it’s Tom Fishburne’s Brand Camp.

Both offer observations that – in a very tiny space – say volumes about just how goofy this business can be. 

As you might expect, this is not the first time I’ve posted one of Tom’s cartoons about social media.  Enjoy!

‘Seen the new Pringles campaign yet? Check out the new post on my second blog, Stephanie Fierman: Marketing Observations Grown Daily.

Last week, I attended Columbia Business School’s Brite Conference 2010. “Brite” stands for brands, innovation and technology, and the event is sponsored annually by the school’s Center on Global Brand Leadership.

The two-day happening gave me enough material for quite a while, but let me start here.

There was a real mix of speakers.  On the first day, one of these presenters was… read the rest of this post here on my other blog, Marketing Observations Grown Daily. 

There’s a real reputation-meets-revenue battle happening online.

Today, any advertiser with a Google AdWords account can buy virtually any keyword to advertise its own goods, regardless of whether said advertiser has the rights to use the word.  This is particularly troublesome for companies that have spent decades burnishing brand franchises and consider the associated names and words to be reputational assets of great value. 

If you go to Google right now and type in “LVMH” (the owner of numerous brands including Louis Vuitton and Hennessy), one of the sponsored ads shouts “Designer Handbags 70% off,” with a URL that includes the Louis Vuitton name. That has LVMH steamed and the company sued Google in Europe for trademark infringement.

Well the ruling is in… and it’s a split decision, advantage: Google. Upon Google’s appeal of earlier rulings (that didn’t go its way) the highest court in the EU has determined that - on its face – the mere fact that an LVMH-protected word is available for sale by Google does not mean that Google is in violation of LVMH’s trademark rights. 

Specifically, the court has said that the search company is not violating trademarks if (a) its automatic ad system is judged to be “merely technical, automatic and passive” in its operation, and if (b) the company is not aware and cannot be expected to fully police all the words that advertisers purchase.

Since computers are programmed by humans, I would argue that the first point is debatable, but there it is.  It was not a flat-out win for Google, however, as the court also ruled that Google must remove said ads if the brand owner formally complains about an advertiser infringing on its marks.  If Google fails to do this, the court says it won’t be so helpful in protecting Google’s revenue stream the next time around.

The court also reinforced that Google could be held liable for selling keywords that openly encourage or facilitate counterfeiting, which is a win (or at least a booster shot) for brand owners.  And lastly, the court also clarified the responsibilities of advertisers who mustn’t, by “using such keywords, arrange for Google to display ads which do not allow Internet users to easily establish from which undertaking the goods or services covered by the ad in question originate.”

I don’t know about you, but if I’m an advertiser that gets into hot water for legally buying a word that Google sold to me – and I’m not trying to sell knock-offs – I’m naming Google in my legal response.

LVMH has been on the attack re. this issue for a long time all around the world, and must fight infringement in all possible sales channels. It has sued (and has won), for example against eBay in the past.  And  LVMH was front and center in the effective elimination of a thriving Louis Vuitton counterfeit trade on Canal Street in New York City.  After this ruling, the company will flood Google “Don’t Be Evil” Inc. with complaints until the search company will at least have to question what (and how much) it is defending by taking on massive legal expense (and bad PR) in order to make money from advertisers leeching off others’ trademarks.

And speaking of buying Louis Vuitton knock-offs on the street, a LVMH board member asks what may be the most probative observation yet: ”Under trademark law anywhere in the world, brand owners have the right to stop third parties from using their names. “Why make an exception for the digital world?”

 As the division between online and offline “worlds” continue to disappear, why indeed?

Let’s talk about Audi and the choices it seems to have made regarding its newest advertising work.

Audi USA’s new campaign is based on the “Green Police,” a band of roving law enforcers who try to protect the environment.  “You picked the wrong day to mess with the ecosystem, plastic boy,” says a Green Police enforcer to a clueless grocery shopper in Audi’s Super Bowl ad. “A man has just been arrested… for possession of an incandescent light bulb,” says a reporter.  Here’s the ad:

There are even educational YouTube videos, like this one that tells you how many napkins to take per sandwich.

Hoo-HOO! Hilarious.

But if your brand had a history that was, you know, linked to the largest human massacre of all time, how funny would an ad have to be for you to go ahead anyway?

Audi’s problem is that there’s already one Green Police in history - a Nazi organization associated with the forced labor and extermination of millions of innocent people.  Audi is one of the companies that converted its factories to make automobiles and heavy artillery for the Nazis.  Both Audi and Volkswagen have been named in multiple lawsuits filed by Holocaust survivors and their families over the years.

So the social media campaign and the TV ad comes out… and some people are upset.  Others race to defend Audi’s advertising process, e.g. Audi did lots of research prior to launching the campaign, and it showed the ad to Jewish organizations and Holocaust survivors who were not offended.

These comments just reinforce Audi’s deafness.  Did Audi know in advance or not?  Which would be worse?  And as for the defense that the company showed the ad to some Jewish people… there were thousands of people of multiple faiths caught up in what happened during WWII, and there are human beings of all faiths who could be offended by such a reminder.  We are all citizens of the world – and we are all consumers with money to spend on new cars.  And if I’m not in the market for a car, I can assure you that I talk to someone on Facebook or Twitter or at work who is – someone who values my opinion.

This isn’t about religion, it’s about brand.  It’s about judgment.  It’s about customers.

What was the judgment that Audi made here? As PR flak Melanie Lockhart says on her blog, “Lockstep on PR, “Even if you don’t personally think so, from a PR strategy perspective, it doesn’t matter.  As soon as someone takes reasonable exception to anything an organization does (and especially if that someone has an audience), you’ve got a potential issue on your hands.  Can you reasonably predict that a campaign with resonances of the Holocaust will offend people? I think so.”

Others on the Web haven’t been so charitable.

Audi volunteered for a big kick in the gut. Why - for a social media campaign? To spend $3 million on a single :30 Super Bowl ad insertion, when said ad drags so much negative baggage with it?  If I were CMO, I’d like to think that I never would have seen the concept in the first place, because my agency would have considered and rejected it. But if it had gotten to my desk and I’d reflexively typed “[Fill in the Blank] Nazis” into Google, it’d have been lights out.  No chance to debate whether or not an ad may or may not offend anyone.  Why take the chance? 

In this case, there simply isn’t enough funny in the world to balance the scale. It’s not as if there’s “another side” to the Holocaust.  This isn’t the same as being “offended” by a bunch of guys farting in a TV ad.  Even if you are one of these folks - in the words of Help A Reporter Out Founder Peter Shankman on Twitter, “Nothing good can EVER come from a PR campaign involving Nazis.”  

In a world where trust is a brand’s greatest asset, one’s very first filter has to be good taste.  Audi had no reason to take this kind of risk.  It makes cars that people love – one guy calls  his Audi TT “lovable and charismatic.” The company doesn’t have any controversial point to prove, and the brand doesn’t need shock value. Why take this road?

And in case you think I’m being overly sensitive, or perhaps that killing the campaign would have been tantamount to censorship, you may have a tin ear.  It’s not about us.  It’s about the audience and the message you want them to receive.

Be tough.  Put ideas to the test.  If one person can “reasonably predict” a problem, don’t hogtie the work and your reputation by asking for a punch in the face. There are plenty of great ideas out there that won’t generate over 100,000* negative mentions on Google.  Go find one.

* On February 14, 2010 a Google search on “Audi Nazis Super Bowl” yielded 107,000 results.