Quiver & Quill

(Open Goal by dogfrog on Flickr)

I often see companies deciding on what they are doing before articulating what results they want to achieve.
They would save much time and money by identifying their desired outcomes first.

Not: We want to blog. Rather: In order to get invited to speak at more conferences, we are our asking our executives to blog.
Not: We are building a custom widget. Rather: To drive organic search results, we are building a custom widget.
Not: We are opening a twitter account. Rather: In order to find a new channel for product feedback, we are opening a twitter account.

Naming why you are doing something changes your approach to it.

Take a company that is ready to open a Twitter account to accomplish one of the points below:

• Find a new sales channel
• Help customers with questions about their product
• Understand if Twitter is a viable place to advertise
• Recruit employees
• Create strategic partnerships

The strategy a company would use to achieve one of these points differs from the one you would use for the others.
Next time you are identifying a new strategy, articulate the result you would like to achieve.
Even the most cutting edge strategies tend to support clear business objectives.

I wrote this post before listening to a podcast interview of Barry Judge, the CMO of BestBuy.
Barry makes many excellent points which offer a different perspective on the above, suggesting that while clear goals are important they should not prevent companies from experimenting.

Here’s my favorite quote from that interview:

“I think when you make yourself vulnerable, which is what I think you have to do to be interesting in the social media space, you gotta be interesting you gotta be vulnerable, you gotta be human, you gotta say things that a person would say, and I think that’s a very different approach from what companies have traditionally taken for the last 100 years.”

Can you make yourself vulnerable in a results driven environment?
Does the relentless pursuit for results preclude the risks associated with vulnerability?
That’s my question to Barry.

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I reviewed 10 brands using Twitter and found most of them are using the service to publish alerts and special deals. Occasionally, they will infuse their personality into their tweet stream but with much less frequency than imagined. I continue to read how brands and their agencies invest in influencer models to determine who is important. I think there is an even greater opportunity to focus on the content that these brands are sharing on Twitter. Now that a brand has a forum in which to talk, what will it say?

An influential blog post recently suggested that brands should skip blogging in order to microblog. I think that’s a bad suggestion for many reasons. Having a blog provides a brand with context inside of social media. Whereas a microblog provides the opportunity to share short thoughts, what happens if a potential customer is interested in exploring those ideas in more depth? Should they click on a corporate website? No. They should be able to visit the brand’s blog, a place where ideas are shared between brand and customer and the conversation that began on social media can continue.

I was surprised by the lack of brands whose Twitter bio linked to a blog or a personalized landing page. For the most part, the Twitter bios linked directly to the brand’s homepage such as with JetBlue. This is a huge, missed opportunity. At the very least, a brand can create a custom headline: “Welcome twitter friend,” as my friend Steve has done with his blog. In the best-case scenario, the brand can celebrate its Twitter fans on a custom-landing page, flex some blog bling, like its Twitter Grader rank report or a Tweet Cloud.

When a brand’s bio sends someone from a Twitter account to their homepage it’s the equivalent of having a quiet, personal conversation with someone at a restaurant and walking into their house to have them yell at you. Dear Brand, don’t yell at me.

Carolina Fowler contributed to this research.

If you would like to download the study, please click here.

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Nokia is flying me, and 34 marketing and technology experts from around the globe, to join them in Helsinki over the next few days for the Nokia Open Lab.

They equipped us with their new e71 phone to review, encouraged us to share this experience on our blogs and social networks and have made every effort to ensure our comfort and spark our enthusiasm.

Here is our agenda over the next few days:

There are four workshop topics in total. Each will begin with an introduction by a facilitator who will talk a bit about the theme for that workshop and introduce the task. You will then be split into smaller groups to discuss the issues as set out below:

Workshop 1: Neighborhood
During this workshop you will be asked to outline your own online community involvement and social media history on a timeline. You will then get together to create a map/timeline of technologies and solutions for content creation in the future.

Workshop 2: Connected Life
During this workshop you will be asked to create future forecasts for geospatial solutions and technologies. The task will be to create such a forecast in three stages: very near futures, next 3-5 years and the more distant future.

Workshop 3: Entertainment
During this workshop you will try to identify which type of entertainment (e.g. music, gaming, movies etc) will have the most future potential. You will then be asked to create a business model focusing on how consumers will want to interact and pay for such an entertainment in the future.

Workshop 4: Work
During this workshop you will look at the communication technologies and solutions in use today and then try to come up with new uses and business models for one of those solutions.

I will share my notes and thoughts with you. Let me also say that I am extremely impressed with Nokia’s experiment for several reasons

1) When you invite experts who are deeply embedded into social communities, they are going to share their thoughts with those communities.
2) By inviting experts, paying for their travel and accommodations and making them feel like honored guests—they are circumventing any consulting fees these experts would otherwise charge their clients.
3) I can only imagine how much thinking and preparation was involved in bringing 35 people from all over the world together. It’s a very involved initiative, and I give them credit.
4) Nokia has made no effort to influence our opinion. In fact, quite the contrary, they have encouraged us to share our candid assessment.

Considering that on multiple occasions I was ready to toss my iPhone out of the window for dropping calls, not opening a browser properly or freezing, I am eager to find a replacement. And perhaps that will be the e71. Will keep you posted.

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(Image from Flickr, by Paul Keleher)

They lurk in malls, selling soap, oversized stuffed animals and mobile phone accessories. As you pass, they ask, “Can I ask you a question?” Those unlucky few who respond, “Yes,” seem as naïve as New York tourists staring up at skyscraper.

I’m sure “Can I ask you a question?” was a great sales technique at some point. But it becomes less useful with each additional vendor that adopts it.

Consider a new approach: Instead of, “Can I ask you a question?” ask, “May I tell you something useful?” “May I tell you something funny?” “Can I help you find a store?”

If each of these vendors were armed with helpful resources that would benefit the average mall-walker, I think it might boost their sales.

What do you think?

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