Stating the obvious:

Translation: "don't drink the water"

If I were to start a social media blog today, I would call it simply “Stating The Obvious.” The types of topics we would cover would fall along the lines of:

1. “Social” is something you are, not something you do. If your company culture doesn’t focus on building relationships with your customers, then chances are that you won’t use social media to do it either. The “media” doesn’t dictate how social a company is or isn’t. It simply enhances its ability to be a social business – if in fact it is – or illustrates the extent to which it isn’t.

2. You cannot outsource customer relationships to an agency. Can you outsource your presence at Thanksgiving dinner to an agency? Do you send your PR team to social events and parties when you have better things to do than attend? Social media isn’t any different. Why? Because it is “social media,” not “delegation media” or “pretend media”. Research and intelligence, sure. That can be outsourced. Creative? That too. Implementing technologies and helping you with strategy? You bet. Marketing, PR and advertising? Of course. But the relationship part: Shaking hands, being there when customers ask your for help, participating in conversations, making them feel at home when they do business with you, none of these can be outsourced.

3. A blog is just a blog. It isn’t a magical trust and influence publishing converter for the web. Publishing propaganda or marketing content is just that, regardless of the publishing platform. Just because you publish marketing content on a blog doesn’t mean it magically morphs into something “authentic” that “engaged customers” will spread through “word of mouth.”

4. Marketing on social media channels isn’t “social.” It is just marketing. Just as publishing marketing content on a blog doesn’t make marketing content any less manufactured and biased, publishing content on social media channels isn’t “social.” Every time I hear a company proudly state that they have a social media program when in fact, all they have is a marketing program that uses social media channels, I feel sorry for its stakeholders and customers. This is one of two things: Delusion or spin. And by “spin,” I mean a lie. If you are a professional in this space, either build a real social media program – one that is actually social – or get out of the way because those of us on a mission to do it right are coming in hot.

5. Transparency isn’t just a word. If you don’t intend to practice it, don’t preach it. Transparency isn’t a flag you get to wave around only when it is convenient. Disclosure also shouldn’t be something your legal department needs to brief you about. You already know what’s right. And by “right,” I don’t just mean “ethical” or what you can get away with. I mean “right.” Do that. Treat your customers with respect and treat your program on foundations of integrity and professional pride.

6. Change management, not social media tools and platforms, is at the crux of social media program development. Because social is something you are, not something you do, most organizations cannot succeed in the social space by changing what they do and not who they are. A Director of Social Media can only do so much. “Social” speaks at least as much to your company’s DNA as it does to its business practices. If you don’t really care about your customers, social media won’t magically transform you into someone who does. You have to want to become this type of individual, and for your organization as a whole to follow suit, in order for the socialization of your business to be successful.

7. People are more important than technology. Hire people who care about other people. If you hire and promote assholes, your company will be full of assholes. It doesn’t matter how much Twitter and Facebook you add to your company’s communications or how many awesome monitoring dashboards you buy if you are a company of assholes.  Guess what: An asshole on social media is still an asshole. Start with your people, not your tools. They are what makes social either work or fail.

8. Social media should not be managed by Marketing anymore than your phones should be managed by Sales. 41% of social media directors are marketing professionals while only 1% are customer service professionals. Would you care to guess as to why it is that only 1% of social media programs seem to be yielding results while the rest are just making noise and turning anecdotal BS into “case studies?” (See item 9 for further insights into this.)

9. Shut up and listen. Everywhere I look, I see companies spending a good deal of their time (and budgets) focusing on producing content, blog posts, social media press releases, tweets, updates, events, and looking to “content strategy” to make sure it all fits smoothly together. That’s nice. Too bad they don’t spend at least as much time thinking about their listening strategy. Maybe they would actually get somewhere if they did. Listen to your customers. Listen to your competitors’ customers. Everything companies need to know is passing them by because they are too busy talking. Shut up, already. Nobody really cares what you have to say, and if they do, they don’t need to hear it all day long. Really. Just make great products, consistently create exceptional experiences for customers, and focus every bit of energy in making sure no customer of yours is ever disappointed, and you’ll be good to go. If your communications serve your marketing department more than they serve your customers, you are doing it wrong.

10. Any consultant, “thought leader,” agency or partner who doesn’t tell you these things isn’t fit to be consulted on the subject. Do big promises, miracle cures and fairy tales sound like reality to you? “If you buy X, your business will suddenly grow and improve?” Really? Does “we have the best secret formula” sound legitimate to you? It doesn’t matter where your new “advisors” have worked, who they have worked with or how many people follow them on Twitter.  Of course they are all going to have great stories to tell. It’s called “marketing.” Ever heard of it?

Or maybe I would call that blog “The Emperor’s New Clothes: Alive and well in 2010.”

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Social Media Management: Does experience trump talent?

I shoot a lot of video for this blog that never sees the light of day.  This one is from back in July, I think, judging from the tan. I found it in some archives yesterday and thought it might be worth pushing out because it asks a pretty important question: Are we putting too much of a premium on experience when it comes to social media management? Should we look instead to talent and adaptability in a field that is still so nascent? And if a balance must be struck between experience and talent, what should it look like?

If the video doesn’t play for you here, you can watch it by clicking here.

Be sure to thank Matt Ridings / @techguerilla for the inspiration. http://www.techguerilla.com/

I am curious to hear your thoughts.

PS: I think YouTube makes a point to freeze-frame my videos at the point where I look most like a dweeb.

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Every day is November 11th.

I observed November 11th this year by having a few beers with a long-time Army buddy who will soon be redeployed overseas. Without revealing too much about his job, let me just say that he isn’t in the rear with the gear: Wherever he goes next, he will be in the forefront of the fight, outnumbered, surrounded, and very isolated from the main force that could shield him from harm. He does this not just because it’s in his blood to do it or because he likes to challenge himself (though both these things are true) but because he feels that it is his duty to put himself in harm’s way so others won’t have to. It’s a calling. He is a soldier and that is all there is to it.

He and I didn’t talk about war though. We talked about things like purpose and integrity. About dealing with the annoying fact that we can only control so much, that our impact on the world cannot always be what we would like it to be. We talked about the inefficiencies of overbearing bureaucracies and the scourge of poor leadership. We talked about the epidemic of bullshit plaguing every facet of both the private and govt sectors, driven by the same breed of self-serving morons with delusions of grandeur that seems to breed in equal measure everywhere around the world. We talked about our dreams and frustrations, about what we would like to change and what we know cannot change, and about the need to do the right thing even when no one else (perhaps especially when no one else) will. Chatting with someone who understands that “the effective range of bullshit is exactly zero meters,” someone with the kind of integrity, quiet pride and hilarious honesty that is seldom found in the marketing world these days, was refreshing. It made me realize how much social media, marketing, PR and advertising – if not the business world in general – needs to swap some of its hordes of bullshit weavers for just a few handfuls of warrior poets, if only to even-out the scales a bit.

This year, I didn’t think as much about my grandfather, who fought in both World War I and World War II, or the sacrifices made for my country on and after D-Day, or my own military service. Not as much as I usually do. I didn’t even slip into my old uniform to march around the house and scare the pets half to death. This year, I thought about the men and women who serve in today’s wars, about the soldiers, first-responders, law-enforcement, and intelligence officers who were killed, injured or otherwise impacted by the post 9-11 conflicts, as well as their loved ones, who serve and sacrifice as much as they do – and often sacrifice much more. I thought about my buddies who are in theater now, putting their lives on the line – not bonuses or promotions or potentially lucrative contracts – Their lives. Perhaps for the first time in the last twenty years, I thought only about the veterans of my generation’s wars rather than veterans of the wars that came before my time. And perhaps for the first time since becoming aware of Armistice Day (the reason it falls on this date every year), I thought about it more on November 12th than I did on November 11th, and chances are that the 13th and 14th won’t be any different.

 

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Altimeter’s report on Social Media Strategists: Real numbers behind the marketing imbalance in social media management

Pretty solid job by the team at Altimeter, and an interesting read at that. Print it, share it, let your boss read it, learn from it what matters, and apply what you can. (If the embed doesn’t work for you, check out the report here.)

One tiny little thought: The emphasis on having a strong background in marketing or digital media without also including customer service in that bucket is an error, in my opinion. Marketing and digital media tend to focus mostly on content and push, which is why so many social media programs currently go nowhere. By excluding (or omitting) the natural inbound nature of customer service communications and the crucial customer-facing experience that comes with the discipline, the study fails to identify a vital aspect of a successful Social Media Strategist’s skill-set. (Not knocking the report. It merely reflects the state of Social Media adoption in the enterprise in 2010.)

One of the main reasons why companies fail in the space is because of their emphasis on hiring or promoting the wrong people to this type of role – People whose professional backgrounds tend to skew their “social media strategy” towards marketing and digital. What companies end up with is essentially marketing being pushed out to social media channels rather than the holistic social business evolution that companies like Ford, Starbucks and Zappos are currently exploring, with notable success.

The emphasis on these two areas of expertise is at the crux of the problem facing social media integration in business today. Effective social media program development reaches far beyond ‘marketing’ and ‘digital.’ Look at figure 6.3: How many social media programs touch on customer service and product management? 1% and 1%, respectively. That is ridiculous. 1%?!?! Meanwhile, Marketing and Corporate Communications get the lion’s share of the social media management role with 41% and 30% respectively, and Digital gets 11%. This imbalance is symptomatic of the problem: How can customer service and product management find themselves all but excluded from the typical business’ social media practice? What I see here is far too much emphasis on push.

No wonder social media still doesn’t work for most companies. (And no, “followers” don’t count until they are converted to loyal, vocal customers.) “Reach” is a means to an end, not an outcome. The emphasis on marketing in the space is creating an obvious imbalance – now quantified, thanks to this report.

Fascinating little report and great snapshot of the state of Social Media management today. Bookmarked, saved, and printed (yes, on paper) for good measure.

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Care or die: Because customer loyalty isn’t really rocket science.

If you don’t care about your customers (or as Gary Vaynerchuck would say, “if you don’t give a f*ck about your customers,”) you are wasting your time with social media.

Your customers aren’t wallet with legs. They are people, and here is the thing about people: People prefer to do business with people, companies and brands they like; people, companies and brands that make them feel good; people, companies and brands they trust; people, companies and brands they feel a connection with.

I don’t care how good your content is and how many people visit your site. Keep telling me how many fans and followers you have, and how many unique visitors your website gets. That all sounds great, and yeah, it looks pretty swell on paper. But the reality of your situation is this: If you don’t care about your customers, they will sense it, and they will return your apathy.

Do you know how to inspire loyalty in your customers? I’ll tell you: It isn’t by training them to expect 20% off or by sending them coupons in the mail. It isn’t by sending them rebate checks or making every tenth drink free. You inspire loyalty in your customers by demonstrating your loyalty towards your customers. That’s right: You have to give before you can receive. You, as a company, have to set the tone, and the only way to do that is to give a shit.

I walked into a Staples yesterday to buy a cartridge of ink toner. The plan: $22. I also walked out with an i-Omega portable hard drive and a few 4GB thumb drives for Red Chair. The outcome: $100+. You know how that happened? Simple: From the moment I walked into that store, its employees greeted me with smiles and treated me like they would a friend. They didn’t try to sell me anything, they didn’t push me towards any upgrades, and none of it felt contrived. They just seemed to care. Not only did the store increase its yield in this instance (and not by a mere 10-20%), it also ensured that next time I need something for the office, I will shop there instead of online or across the street at one of their competitors’ locations.

Staples loyalty verdict: Very high.

Compare that with my latest experiences at Bloom (a grocery store), where none of the people who work there even bother to make eye contact with me.

Bloom loyalty verdict: You must be joking.

Social media is not just another set of marketing channels for companies to push content and messaging. Sure, you can use it as a marketing channel (in moderation) but the power of the space is to scale those 1-1 interactions customers have around brands and the experiences they foster. Companies whose leaders and employees care tend to shine in Social Media. Companies whose employees and managers don’t care, even when they produce decent content, go nowhere in the space.

As a quick illustration of of what I mean, let us turn to Twitter: The marketing world’s 140-character “what the hell are we supposed to do with this channel” puzzle du jour.

I am going to show you two examples now. One of a beverage company that cares about its customers, and one of a beverage company that cares mostly about itself… and even talks to itself, though mostly to pat itself on the back for being like, awesome. You decide which is which.

Incidentally, it might be worth noting that one of these two companies has kind of struggled to acquire its 46,000 followers on Twitter over the last 2 years or so. The other has well over a million. Guess which is which. (Hint as to why: One focuses on customers and the other focuses on itself.)

Also, in case it wasn’t obvious, nothing says “I don’t really give a shit about you but heck, maybe you’ll buy something anyway” like an auto DM on Twitter. Don’t know what I am talking about? Here are some examples:

My favorite thing about those automated “hi, I really care” little nuggets of gold is the fact that so many of them get cut short: Look at the @Retail_City and @jobpsalms auto-DMs above. Okay, Job. I’ll “try to keep it REAL” if you d…

Way to make a good first impression in a SOCIAL medium. As executives, employees, brand ambassadors and representatives of your respective companies, do you walk around with a recording of yourself at parties and industry events? When someone shakes your hand, do you step aside so an assistant can hand them your card and deliver a 140-character sales pitch? When a client or customer walks up to you and says “hey, I’m glad I ran into you. I have a problem with the thing I bought from you,” do you respond by handing them a brochure and walking away? Of course not. So why is it that so many companies think that this is acceptable behavior in the social media space?

Give a shit. It really isn’t that complicated. If you just do that, if you start there, everything will fall into place. If you don’t give a shit, and you show it by monologuing with “content” and selling all day, guess what: You’ve already lost to the guy in your industry who takes the time to actually shake hands, and makes time for real dialog. It was always this way, but the integration of social media into the business world has amplified the effect: If as a company, you demonstrate daily that don’t give a shit about your customers, they will return the favor by not giving a shit about you. The implications are simple: The more customers care about you, the more likely it is that you will have a good quarter. The less they care about you, the more likely it is that you will have a lousy quarter. Some things, you can’t automate or outsource. Your relationship with customers is one of them. That applies to the web as well as the “in store” experience.

So here’s a thought: Instead of spending so much time working on your “content strategy,” your “digital strategy” and your “social media strategy,” why don’t you focus on your “we give a shit” strategy? Try that for a month and see what happens. Trust me, the “content,” “digital” and “social media” will take care of themselves. You will barely be able to keep up – and that will be a good thing.

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Social Media and the Middle East: How technology, culture and shifting demographics will change the game in the next decade.

What if 50% of your market were under the age of 25, extremely mobile, social-media-savvy and brand-conscious?

What if you could turn back the clock a couple of years – knowing what you know now – and go back to the beginning of the social media “revolution,” only with mature tools and stable platforms at your fingertips?

Think about these two hypothetical situations and bring them together. How would you blend Social Media and digital communications into your business model? This is the question being asked by the business community in Dubai and the rest of the GCC – a region of the world finding itself on the cusp of a powerful marketing communications shift over the next couple of years, starting right now.

I shot a little video while I was there, just for you. If the video embed doesn’t work for you, watch it here.

The threat of failure: Companies (and their marketing partners and agencies) using social media merely as marketing channels through which to push traditional messaging, marketing offers and other noisy, low traction tactics. Traditional thinking is the enemy of progress in this instance.

The opportunity for success: Blend Social and Traditional tactics without making the same mistakes that companies in the west already made over the last few years. That is to say: Blend and mix social and traditional but do not confuse the two. Make full use of word-of-mouth (lateral forces) instead of relying on aggressive discounting to earn business. Watch where companies in western markets have succeeded and failed with social media (and why) before jumping into the space and making similar mistakes. (The US, Canada and Europe are outstanding labs for regions just now getting into the space. Don’t guess at it. Study what has been done and learn from it.)

Once again, the difference between success and failure rests on simple decisions being made by companies just like yours: Do we think this problem through both strategically and tactically, or do we just throw money at these new channels and hope for miracles? Some companies will reap the rewards of properly integrating social media into their business models while others will waste their time with poorly thought-through investments in the medium and see very little benefit from it. What is beautiful to me about the region though, is that it is still more or less virgin territory: None of these decisions have been made yet. The market is wide open for success. All I see is opportunity, not just there, but across the Muslim world, which constitutes a hefty chunk of the world’s population/markets. That is pretty energizing for someone with my kind of mindset. Yahoo is making big moves there. Most major European marketing firms and agencies were also well represented in Dubai last week. The momentum is building and for obvious reasons: The middle east is evolving fast, the region’s economies are looking beyond the oil boom (Dubai especially since it produces very little oil), and the population is increasingly young, connected, and modern. The shift is palpable when you are there. It isn’t theory or pie-in-the-sky. It isn’t all rainbows and unicorns (it never is), but the middle east is investing in its future, and its demographic profile is going to cause significant changes in its markets over the next two decades.

Eye-opening trip to Dubai on a lot of levels. Amazing place to visit if you get a chance, fascinating region, and LOTS of opportunities for great work to be done in the social space there over the next few years. Food for thought if you aren’t tied into a mortgage, your passport is giving you that disapproving look, and your suitcases have been begging for a little action.

 

 

Yahoo Middle-East's Ahmed Nassef at the Total Marketing conference

 

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Honda’s “Failure: The Secret To Success” project

In case you missed it last week, Gary Vaynerchuck, LearnVest CEO Alexa Von Tobel, “4-hour workweek” author Tim Ferriss, fellow triathlete Mitch Thrower and I participated in Honda’s “Failure: The Secret To Success” project, which basically consisted of shining a light on the (necessary) role that failure plays in success. The concept was simple enough: Shoot short videos in which we talked about our own experience with failure. Read more about it here (Facebook link).

For Mitch’s video, click here.

For Tim’s video, click here.

For Alexa’s crowdsourced contribution, click here.

For Gary’s video, click here.

And for mine (in case the embedded vid doesn’t work for you), click here.

And yes, my office is full of art, weapons and booze. Long story.

Disclosure: I have no affiliation or material connection with Honda. My participation in this project was entirely voluntary.

 

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