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While the new site is being built and I am on a well deserved workation, here is a piece from the vault that you will find just as relevant today as it was when I first posted it. Back by popular demand, Game Change: Moneyball and the reality of social business.

I finally watched Moneyball over the weekend. I’m not a big baseball fan but it held my interest, partly because it was based on a true story and partly because the movie really wasn’t about baseball at all. It was about old thinking vs. new thinking, about industry politics vs. the heresy of innovation, about dinosaurs desperate to hang on to a failing model that sustains their livelihood even when that model is clearly broken, ineffective and no longer relevant.

The scenes in which Oakland As’ general manager Billy Beane (Brad Pitt) locks horns with his cadre of coaches and scouts over how to do more with less, about how to break the cycle of mediocrity plaguing their organization, about how to get results again is brilliant, not because of the writing or the acting but because it is spot on target. How do I know this? Because I have been in that meeting hundreds of times. Well, not that particular meeting, but in others exactly like it. And every week that goes by, I find myself sitting in that meeting again and again and again.

In the US, in Europe, in Asia, the same meeting goes on almost daily. The conference table is always basically the same, the fluorescent lighting too. The players, they’re the same as well, everywhere I go. Only the vocabulary changes, the industry lingo, but the meeting, it’s the same and it goes pretty much like this:


Billy Beane
: Guys, you’re just talking. Talking, “la-la-la-la”, like this is business as usual. It’s not.
Grady Fuson: We’re trying to solve the problem here, Billy.
Billy Beane: Not like this you’re not. You’re not even looking at the problem.
Grady Fuson: We’re very aware of the problem. I mean…
Billy Beane: Okay, good. What’s the problem?
Grady Fuson: Look, Billy, we all understand what the problem is. We have to…
Billy Beane: Okay, good. What’s the problem?
Grady Fuson: The problem is we have to replace three key players in our lineup.
Billy Beane: Nope. What’s the problem?
Pittaro: Same as it’s ever been. We’ve gotta replace these guys with what we have existing.
Billy Beane: Nope. What’s the problem, Barry?
Scout Barry: We need 38 home runs, 120 RBIs and 47 doubles to replace.
Billy Beane: Ehh! [imitates buzzer]

What we see in this scene is a roomful of insiders with a century and a half of industry experience between them, and yet they haven’t figured out that their model is outdated, that their “experience,” is no longer enough to keep moving forward. They carry on day after day, season after season, doing the same thing over and over again, half-expecting a different result, but then again, maybe not. Worst of all, most of them have no idea what the problems plaguing their organizations actually are. A lot of it is just operational myopia. Some of it is also ego: they couldn’t possibly be wrong. All that experience and intuition, the entire industry’s decades-old model… how could things have changed that much, right?

And yet they are wrong, the model isn’t working anymore, and instead of listening to the guy in the room who sees it and knows how to fix it, they treat him like a punk. When he wants to do something about it, they push back. Hard. In Moneyball, he’s their boss. Imagine when he is just a Director or a VP, or even just an account manager. Imagine how quickly he gets overruled then. I’ve seen amazing people get shut down and pushed out of organizations over this sort of thing. I could give you names and dates. I could make you ill with true stories of stupidity and petty politics, of wasted opportunities and complete operational failures that turned what could have been huge wins for companies that needed them (and customers who demanded them) into case studies in wasted potential. And as tragic as  these stories would be, they are no different from the opportunities that will be wasted this week, and the next, and the one after that, always for the same reasons, always because of the exact same thinking and business management dynamics.

I see that scene, that meeting, that discussion being played out almost everywhere I go, especially when it comes to social media and social business: guys sitting around a table, treating social like it is just an extension of the same old traditional digital marketing game they all understand and desperately want to stick to. And so they make strategy decisions based on models that don’t apply at all to the social space, they insist on using measurement schemes that aren’t the least bit relevant to it or the business as a whole, and worst of all, they make hiring decisions that absolutely make no sense at all for the new requirements of social communications. Why? Because even though the game has changed, no one in the room wants to accept that it has. No one in the room wants to adapt. No one in the room wants to look reality in the eye and do what needs to be done to actually win. Talk about it, sure. Use cool new words like earned media and engagement, definitely. But actually change anything and adapt to a new model? Nope. Not happening. The change management piece that comes with social business integration, the piece that is absolutely vital to it actually working, that piece is still DOA.

Here’s another conversation that also goes on “offline” at every company (agency or brand) around the world right now in regards to hiring decisions that touch on social media management. Here it is again, through the filter ofMoneyball:

Peter Brand: There is an epidemic failure within the game to understand what is really happening. And this leads people who run Major League Baseball teams to misjudge their players and mismanage their teams. I apologize.
Billy Beane: Go on.
Peter Brand: Okay. People who run ball clubs, they think in terms of buying players. Your goal shouldn’t be to buy players, your goal should be to buy wins. And in order to buy wins, you need to buy runs. You’re trying to replace Johnny Damon. The Boston Red Sox see Johnny Damon and they see a star who’s worth seven and half million dollars a year. When I see Johnny Damon, what I see is… is… an imperfect understanding of where runs come from. The guy’s got a great glove. He’s a decent leadoff hitter. He can steal bases. But is he worth the seven and half million dollars a year that the Boston Red Sox are paying him? No. No. Baseball thinking is medieval. They are asking all the wrong questions. And if I say it to anybody, I’m-I’m ostracized. I’m-I’m-I’m a leper. So that’s why I’m-I’m cagey about this with you. That’s why I… I respect you, Mr. Beane, and if you want full disclosure, I think it’s a good thing that you got Damon off your payroll. I think it opens up all kinds of interesting possibilities.

Every company has a Peter Brand either on staff or sitting in a stack of CVs. Not necessarily in the sense that they are geniuses with statistics  but in the sense that they see the forest from the trees, that they see what needs to be done, but every time they open their mouths, they get shot down. Worse, if they open their mouths too much, they’re gone. And if their CV doesn’t have the bullet points and keywords that hiring managers were trained twenty years ago to find relevant, they don’t even get considered for the position.

If I see one more social media leadership position go by default to candidates with “big agency digital experience” or “big brand digital experience,” I am going to throw my pencil at somebody’s head. There is the medieval thinking in action, right there. There’s the primary reason why almost every social media program on the planet is failing to produce results, why three fourths of companies still can’t figure out how to calculate the ROI of their social media programs, why most brands see less than 1% of engagement from their followers and fans after the first touch, why “content is king” is failing, and why increasingly, “social media” strategy and budgets are shifting to ad buys on social networks. That’s right: For all the talk about earned media and engagement and conversations, social media account roles are starting to go to media buyers now. (Here’s some insight into it.) Everyone loves to talk the talk. Almost no company is willing to actually walk the walk. That sound you’re hearing is the banging of traditional marketing hammers pounding nails into social business’ coffin.

You want to know why most big brand social media programs aren’t gaining real traction? Why they don’t work without a constant influx of ad spending? Why nobody sticks around when the “free iPads for likes” promotions are gone? Start there: no one in the room gets it. No one in the room wants to get it. And when someone in the room does get it, he or she doesn’t keep their job for very long. You think most companies are going to hire, promote and support change agents all on their own?

So the real question is this: Do you want to actually score some real wins or do you just want to spend big marketing budgets and play at being a digital big shot?

It’s a real question. In fact, it’s the most important question you might ask yourself all year. Because the answer to that question will determine whether or not you still have a job in two years. No wait… I misspoke. The answer to that question will determine whether or not you have the job you want in two years, and yes, there’s a difference. A big one.

When you find yourself looking for your next gig (and you will eventually,) do you want to just be the guy who was SVP digital at (insert big brand/agency here) or do you want to be the guy who took (insert big brand/agency here)’s theoretical social media and social business programs, and turned them into the new industry standards, into the business model that everyone will be copying and basing theirs on for the next decade? It’s a real question. Which guy do you want to be? The dinosaur or the pioneer? If the answer is the latter, then are you going to have the huevos to go against the grain? To take chances on whom you hire, what kinds of programs you launch, where and how you invest your budgets? Are you willing to stick your neck out and do it right? Or is it more likely that you’ll just play it safe, hoping that the system will just carry you for another decade or two, that the CEO or CMO you will interview with next won’t notice that your job was basically to spend ad dollars and shuffle digital board pieces for the CEO’s monthly show-and-tell meeting?

Who do you want to be? What do you want to build? Do you want to just wear the jersey or do you want to win? Hold that thought. Here’s another key piece of dialogue from the movie, after Billy Beane’s gamble has paid off, after he has started turning some wheels in a big way. He responds to an invitation from John Henry, owner of the Boston Red Sox, who tells him this:

John Henry: I know you’ve taken it in the teeth out there, but the first guy through the wall. It always gets bloody, always. It’s the threat of not just the way of doing business, but in their minds it’s threatening the game. But really what it’s threatening is their livelihoods, it’s threatening their jobs, it’s threatening the way that they do things. And every time that happens, whether it’s the government or a way of doing business or whatever it is, the people are holding the reins, have their hands on the switch. They go bat shit crazy. I mean, anybody who’s not building a team right and rebuilding it using your model, they’re dinosaurs. They’ll be sitting on their ass on the sofa in October, watching the Boston Red Sox win the World Series.

And a couple of years later, they did.

So let’s talk about our world again for a minute. Let’s talk about what’s coming, about tipping points, about momentum: Ford not only hired the right guy (Scott Monty) a few years back but gave him the authority to build a solid program there. The result: some serious wins on just about every front, from customer perceptions to purchase intent to customer loyalty and recommendations. Evencar design was impacted in 2010 by the importance of social communications in the Ford organization. Edelman Digital seems to be doing something similar (I keep running into some pretty solid folks there, notably Michael Brito and David Armano). Want to see something cool? This is one of the things they’re working on. Starbucks caught an early train with that too. So did Dell. What sucks is that in 2012, virtually no one else has even tried to keep up with them. For all the money being spent and all the “case studies” being pushed around the conference circuit, most companies are still fighting it, still refusing to accept that the game has changed – worse, trying to keep playing with old methods, with old thinking, with old, outdated skills and CV bullet points. But there will come a day when someone will be given the authority to build out this new model, when it will blow everyone out of the water, and when the blindfolds will have to come off. That day is coming. What side of change do you want to be on then?

Old thinking will not score wins here. Old tactics, old hiring, old measurement, they’re all wrong for these new marketing, communications and business models. They just don’t work anymore. If you don’t believe me, that’s fine. Keep watching your margins erode. Keep watching your digital dollars go to waste. Keep laying people off and outsourcing every last business function you can’t afford to keep in-house anymore. Keep pretending the world is the same today as it was five years ago, and that what you were doing five years ago will still be relevant five years from now. Whatever makes you feel better. Keep doing the same old thing that used to work, back before people carried smart phones and iPads. Keep thinking that the guy you just hired because he spent ten years managing digital for a fast-food brand knows fuck-all about building capacity and traction for a social media program, let alone produce concrete business results for you. Keep coloring the same old boxes with the same old crayons and see how far you’ll get.

_ Okay good. What’s the problem?

We need to fill a VP Digital role.

_ Nope. What’s the problem?

All right… Whatever. We need to fill a VP social media strategy role.

_ Nope. What’s the problem?

We need to hire someone with proven global digital management experience, Billy. Someone with Disney or Nike on their CV. Someone with serious digital campaign experience.

_ Nope. What’s the problem, Barry?

The problem is, we’re not growing our Facebook community fast enough, and our content isn’t seeing the numbers we want. We need a…

_ Nope. [Imitates buzzer]

Get unstuck. Watch Moneyball and let the light bulb go off in your head. Then go find your Peter Brand and hire the shit out of him before someone else does. If you’re lucky, you’ll save both your career and your company in the process.

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Here it is. A whole book on how to make social media work from a business standpoint. ROI is covered, along with a lot of process elements that tie back to it. If your favorite social business “expert” doesn’t seem to get this stuff yet, don’t feel bad about sending them a copy. Knowledge is never a bad gift.

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

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Why I stopped blogging:

My last post here is dated February 25th. I wish I could say that was the last time I was genuinely interested enough to write and share something pertinent with you guys about brand management or marketing strategy or social business, but that isn’t true. If you scroll back through my posts for 2013 and the second half of 2012, you will probably notice that I was already kind of losing interest in blogging for the sake of blogging. Truth is, sometimes, even someone as outspoken as me just doesn’t have anything really all that pertinent to write about on a blog like this one, and though the discipline to carry on writing “content” day after day anyway is admirable in many ways, I found the exercise pretty much mired in futility.

A friend of mine in the industry told me about a year ago that I needed to publish something on this blog at least 3-5 times per week. He was pretty adamant about it, and I suppose he should know. He has 10x the readership and the twitter followers. He has published 10x more books than I have (I only have the one), he gets paid a shit-ton more than I do to spend half as much time on stage. He’s big time. Career-wise, he is in every way my better. I should listen to him. The thing is, I don’t think that post quantity or post frequency or even an editorial calendar’s consistency really matters. Traffic to this blog remains strong even if I don’t post a single thing for months. I have so many posts here that I could probably never publish anything again and my traffic would stay consistent for the next 3+ years. More importantly, I don’t really care about pulling traffic to my blog anymore. I used to. For ego, mostly. A 12,000 visitor day was like Christmas morning to me once. I felt important and validated. I look back on that now and ask myself what the fuck I was thinking.

Oh yeah… that’s another thing. I probably shouldn’t curse here. This is a business blog. Well, so much for that rule too. I live in the real world, and in that world, people say fuck. In fact, they get pretty creative about it. It may not be everyone’s cup of tea, but at least it’s honest, and there’s a lot to be said for people who aren’t afraid to speak their minds.

I have always prided myself on publishing quality content. As much as I hate the term “content,” I will use it here to describe what you are reading right now, if only to make a point: I stopped doing that months ago. I did. I was just going through the motions. Writing a blog post just because I am supposed to fill space robs a blog like this one of its value. Even though I never intended to shift from publishing quality blog posts to publishing “content,” it’s where I was headed. I woke up one morning and sat at my desk and realized that I was turning into just another social media asshole who publishes shit just to have something to publish. Just to get traffic to a stupid website. Just to see his name mentioned a couple hundred times in a Twitter stream and feel important and validated. That’s not who I want to be and it sure as shit isn’t why I got into blogging. I didn’t like where things were going, and since I didn’t know what else to do, I backed off and worked on other things.

Why some of my “peers” might want to back off for a few months as well:

Top 10 Ways to Create Successful Content

Why Net Promoter Score Is The New ROI

5 Strategies to Better Engage With A social Media Audience

8 Ways Klout Is Revolutionizing Business

11 Reasons Why Google Glass is the Most Important Technology in Human History

Stop. Just stop. Shut the fuck up. Really.

You want to feel important, go do something important, something that actually matters:

Help a company solve a real problem. (Selling them a product doesn’t exactly qualify.)

Help curb domestic violence in your state by even 1/10 of a percent.

Help create a digital bipartisan policy innovation exchange. (Holy shit! Using social media to depolarize discussions about real issues and even crowdsource real solutions to real problems? Shut. Up!)

Develop social business systems and protocols aimed at boosting customer retention (loyalty is a process, not just a marketing buzzword).

Do something. But for fuck’s sake, stop filling empty space with “content.”  It’s gotten so bad, even I was getting sucked into it just to keep up with this shit:

The CMO is dead. 

Digital is Dead. 

Marketing is Dead.

Advertising is Dead.

Print is Dead.

Stop. In case you haven’t noticed, we’re all just writing the same shit over and over again, and most of it is utter nonsense. There’s no value to it. Most of it isn’t even accurate, let alone helpful to anyone. Hell, it isn’t even entertaining. If any of you wrote even one of those blog posts as an email and sent it to your boss, you would probably be fired shortly thereafter for being an incompetent dumbass. So what makes a digital editor or a social media “expert” think it belongs on a blog (or worse, on major pubs’ blogs like Forbes.com or HBR.com or Money.com)?

Please, if you’re that kind of blogger/writer, back away from your computer and give some thought to what you’re about to write. Better yet, go find something relevant to write about. You’re making my brain hurt with this shit. Why are you even here? What are you doing? What value are you bringing to your industry? Stop. Go for a walk or a run or whatever, and think about what you should really be doing instead of throwing your very own personal turds at the same giant pile of turds everyone is already busy throwing their turds at. It’s big enough as it is. It’ll do just fine without your latest “contribution.”

An apology:

Even if my blog posts aren’t quite as awful as some, truth is that it’s been a while since I have contributed anything particularly intelligent or new or even special to our overall conversation. I woke up one morning and I realized I was just creating content, and it really turned me off from the whole thing. That break I just suggested, I took one. I’m not sure I’m really back yet, but I’m back today anyway, and I suppose that’s a start.

I don’t think I need to apologize for my physical absence since my last post on February 25. That was actually a good thing. What I do need to apologize for though, is my substantive absence since whenever the hell it was that I started posting “content” on this blog just to keep the wheels spinning. I let you guys down and I’m sorry. I didn’t mean for that to happen. I’m still trying to figure out exactly how I got sidetracked. Burnout maybe? Caught in the momentum of a flawed trajectory… Maybe it was a bunch of little things. I’ll give it some thought and let you know if I ever figure it out.

What comes next for this blog:

Moving forward, The BrandBuilder Blog will have no set editorial calendar. Maybe I publish something every day for a week, and maybe I don’t publish anything at all for a month. It will all depend on whether I have something relevant to share or even the time to share it. If I have nothing intelligent or pertinent to say, I won’t waste your time pretending that I do. Believe it or not, I don’t have awesome advice to give every damn day of the week. Most days, I’m just like everyone else: busy, confused, and filled with far more questions than answers. I don’t need to pretend that I am an expert or a guru… and though I hope to become an expert at something someday, I sure as shit don’t ever want to be a guru. Robes aren’t a good look for me.

So anyway, stay tuned. I’ll be back with more. Thanks for your patience.

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If you haven’t yet, pick up a copy of Social Media R.O.I.: Managing and Measuring Social Media Efforts in Your Organization. The book is 300 pages of facts and proven best practices to help you build, manage and properly measure your social media efforts against business objectives. (You can go to smroi.net and sample a free chapter.)

If English isn’t your first language, you can smROI is also available in Spanish, Japanese, German, Korean and Italian now, with more international editions on the way.

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

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My post today is over on the Tickr blog and quickly explains how fashion labels are using social media to earn attention, create relevance and drive sales. Or you can just look at the above infographic sans-commentary, but you’ll certainly be missing out.

Bonus: the piece briefly mentions the Democratic Republic of Catistan, but you’ll never know why unless you go read it.

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Don’t forget to pick up your copy of Social Media R.O.I.: Managing and Measuring Social Media Efforts in Your Organization. The book is 300 pages of facts and proven best practices that cover many of the points I will be talking about in Austin. (Don’t take my word for it though: go to smroi.net to sample a free chapter first, just to make sure it’s worth the money.)

And if English isn’t your first language, you can even get it in Spanish, Japanese, German, Korean and Italian now, with more international editions on the way.

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

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I probably won’t be able to stay for the rest of SxSW, but if you plan on getting to Austin early, I’ll be there on March 7th to speak at the Social Business Summit (#SBS2013) being put on by Dachis Group and Oracle. For more info, click here.

Some of the speakers announced already:

Doug Ulman – President and Chief Executive Officer of LIVESTRONG Foundation. Oversees the strategic vision and direction of the company.  Doug has earned a reputation as the “Most Savvy Health Care Leader in Social Media” for his innovative use of social media to create awareness and knowledge about cancer. His online community includes a Twitter following of more than one million.

Tony Hsieh – CEO of Zappos. Author of the #1 New York Times Bestseller,Delivering Happiness.  Tony has helped Zappos grow from almost no sales to over $1 billion in gross merchandise sales annually, while simultaneously making Fortune Magazine’s annual “Best Companies to Work For” list.

Marisa Thalberg – Vice President of Corporate Digital Marketing Worldwide for The Estée Lauder Companies, Inc. Charged with supporting the development of world-class digital and social marketing across the company’s collection of over 25 prestige beauty brands.  Her efforts have helped propel the company to be ranked as having the highest “Digital IQ” of any global beauty company.

John Hagel – Deloitte. Nearly 30 years’ experience as a management consultant, author, speaker and entrepreneur. He has helped companies around the world improve their performance by crafting creative business strategies that more effectively harness new generations of information technology and shape broader markets and industries.

Erika Jolly Brookes – Vice President of Product Strategy for Oracle. Works on the Oracle Cloud-Social business to help guide product strategy and development.

Michael Brito – Senior Vice President of Social Business Planning for Edelman Digital. Provides strategic counsel, guidance, and best practices to several of Edelman’s top global tech accounts and is responsible for helping transform their organizations to be more open, collaborative and socially proficient.

Jeff Dachis – Founder and CEO of Dachis Group. Helped establish the digital services industry more than a decade ago when he co-founded Razorfish, Inc. out of a one-bedroom New York City apartment.  Now as CEO of Dachis Group, the world’s leading social software and solutions firm.

Brian Solis – Principal at Altimeter Group. Globally recognized thought leader and published author in new media. His book, The End Of Business As Usual, looks at the changing consumer landscape, it’s impact on business and what companies can do to adapt and lead.

Dion Hinchcliffe – Chief Strategy Officer at Dachis Group. Business strategist, enterprise architect, author, analyst, and blogger. He currently works with the leadership teams of Fortune 500 and Global 2000 firms to devise strategies to help them adapt their organizations to the challenges and opportunities of the 21st century.

Peter Kim – Chief Solutions Architect at Dachis Group. Responsible for the definition, development, and delivery of data-driven social marketing solutions for the company’s current and future clients.  Peter is also the co-author of the popular management book Social Business by Design.

… and me.

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So if you can, come say hello. 🙂

Between now and then, you might also want to check out the contest that Tickr (client) is running. The quick version: You sign up, Tickr hooks you up with a Command Center account, and you submit a small case study or summary of how you used their monitoring tool. You can make it as simple or as intricate as you want, but originality and creativity will probably be the biggest factors in determining who wins. Find out more here.

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If you can’t make it but wish you could, pick up your copy of Social Media R.O.I.: Managing and Measuring Social Media Efforts in Your Organization. The book is 300 pages of facts and proven best practices that cover many of the points I will be talking about in Austin. (Don’t take my word for it though: go to smroi.net to sample a free chapter first, just to make sure it’s worth the money.)

And if English isn’t your first language, you can even get it in Spanish, Japanese, German, Korean and Italian now, with more international editions on the way.

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

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During the Superbowl on Sunday, there was a little glitch with the lights. They went out. We’re talking blackout. Within minutes, Oreo released the above image across several key social media channels. Not Duracell, not Energizer, not G.E…. Oreo.

Clever. And it paid off for the brand.

Why was this a win? Four interwoven reasons: Velocity, relevance, wit and execution.

Wit, relevance and execution, most ad agencies can handle. Velocity, on the the other hand (generating ad-quality content and publishing it as meme-like social content), not so much. That’s still rare.

I want you to think about obstacles vs. enablement.

I want you to think about culture and operational agility.

Something like this doesn’t happen by accident. You have to have the right people in place, the right presence on key channels, the right support from management, the right kind of relationship with your community, and an eye towards real-time community management and content creation.

How many levels of approvals and sign-off do you think that image had to go through before getting the okay? Judging by the speed with which it appeared on the interwebs when the lights at the Superdome went out, not many. How did Oreo pull that off?

1. At some point, Oreo decided it needed a nimble, agile, self-sufficient social media team.

2. At some point, Oreo decided to trust that team to do its job without having to micromanage it.

Easier said than done? Sure. But only by fine margins. Want to guess what separates Oreo from other companies that haven’t been able to do this yet? They hired the right people.

Instead of assigning social media duties to some intern or the cheapest content creation team they could find, they made sure that the people running that piece of their digital business were witty, capable, professional people who understand brand voice, who understand their fans, and who understand how memes and social marketing work.

This happened because the right people were hired and then allowed to do their job.

We can talk about tools, we can talk about processes, we can talk about platforms, but Oreo’s real genius can be traced straight back to having the right people in place.

If you want to celebrate brand management and superbowl advertising secret sauce today, the two words you should keep in mind are velocity and competence.

 Here’s how they did it. (via Buzzfeed)

Whether or not this ultimately translates to business growth, well played, Oreo. Well played.

Let’s close with two simple graphs:

1. Immediate impact on Twitter:

(Feel free to compare this graph with those of every Super Bowl advertiser.)

Oreo tweets

2. Impact of Twitter on conversations about the Super Bowl:

Superbowl Tickr

See that enormous horizontal blue line up there? That’s the volume of Twitter mentions against Facebook, Instagram, blogs and news for the same time frame. [source]

Long term, platforms like Facebook, Youtube, and Instagram are probably stronger bets for stickiness and reach, but in terms of real-time impact (especially during events), Twitter matters. It matters a lot.

PS: You’ll want to read this too. (Real-time marketing) by David Armano.

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If you’re interested in how to make something like that happen, then convert that attention into real sales, pick up a copy of Social Media R.O.I.: Managing and Measuring Social Media Efforts in Your Organization. The book is 300 pages of facts and proven best practices that explain how to do what Oreo just did – and then some. (Go to smroi.net to sample a free chapter first, just to make sure it’s worth the money.)

And if English isn’t your first language, you can even get it in Spanish, Japanese, German, Korean and Italian now, with more international editions on the way.

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

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You know how legitimate social business case studies are sometimes hard to come by? Well, Tickr (client) is looking to remedy that with a little contest for the next two months. And the deal only gets sweeter from here. In their own words:

The rules are simple: You sign up, we grant you access to Command Center for a little while, and you submit a cool little case study by March 15, 2013. Whoever comes up with the best case study in each of three categories listed below will win a year’s free access to Command Center, bragging rights, and maybe even a little extra swag. 

The three categories of entries are:

    • For-profit
    • Non-profit
    • Journalism

The case study doesn’t have to be centered on Command Center, but it has to show how you used Command Center to do something. (Read more about that here.)

What’s in it for you?

  1. Free Beta: You get to beta-test the pro version of Command Center for free. (Usually, the free trial version is a throttled-down version. Not this time. You get to use the real thing.)
  2. Case Study Support: Tickr will help you build your case study. I’ve agreed to help out as much as possible, so if you need help with formatting, measurement, process, strategy, etc., it’s likely that I will be assisting you in some way. If you’ve ever wanted to work with me on something, it won’t be exactly like that, but it’ll be close. I only have so many available hours in my day, but I’ll do what I can to help.
  3. Eyeballs, Eyeballs, Eyeballs: If you want to draw a lot of attention to a project, cause or campaign that you’re working on, this contest will be a good way to do that. Solid case studies collected as a result of this contest (whether they win anything or not) will get a lot of mileage out of this.
  4. Street Cred: Impress the world with your social business savvy. Whether you are looking to impress your boss, your peers, your rivals or recruiters is up to you. Just give us your best, show us something real and valuable and clever, and you will be amazed how much you and your project will get out of the process.

Agencies, brands, small organization, big organization, journalism students, consultants, newbies, veterans: all are welcome. The more varied the contestants the better. You can create a completely new project/case study specifically for this contest or you can incorporate the contest into something you are already working on. It’s 100% up to you.

To read a little more about the contest, click here.

To register for the contest, click here.

Note: Once you register, Tickr will send you all the info you need to get started. No strings attached and no obligations. If half-way through the process, you decide you don’t want to submit a case study, no one will hold that against you. The folks at Tickr will do whatever they can to make sure you get all the support you need though, so I hope everyone will complete the process.

My advice: Simple is good. Simple is easy. Simple often wins. This doesn’t have to be a huge time-suck unless you want it to be. It is something you can easily incorporate into your daily routine. The case study submission process amounts to filling out a submission form at the end of the contest. You can do more if you want (videos, presentations, white-papers, etc.), but you don’t have to. The contest is supposed to be really easy. The idea is to make your job easier, not harder. Keep that in mind.

Okay, that’s it. Pass it on, have fun, and let me know what you think of the new Command Center. (Here’s a 1-minute tour, by the way.)

This is going to be pretty cool. I can’t wait to see what you all come up with.

Cheers,

Olivier

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Looking for straight answers to real questions about value, process, planning, measurement, management and reporting in the social business space? pick up a copy of Social Media R.O.I.: Managing and Measuring Social Media Efforts in Your Organization. The book is 300 pages of facts and proven best practices. (Go to smroi.net to sample a free chapter first, just to make sure it’s worth the money.)

And if English isn’t your first language, you can even get it in Spanish, Japanese, German, Korean and Italian now, with more international editions on the way.

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

Read Full Post »

 

Edelman_marquee-01

If you aren’t familiar with Edelman’s Trust Barometer project, you should be. I can’t think of any other organization out there that has been able to peel back the layers of trust in the business world as effectively.  (If you know of other work I should be looking at, please leave a link in the comments.) Anyway, I want to share some of their findings here because understanding them will help everyone build and grow better companies. This isn’t just a PR topic. It affects everything: Brand management, communications, operations, retail, customer service… everything.

First, the checklist. Below is a graphic that shows 16-trust building attributes every organization needs to be aware of (and gauge). It looks like this year, Edelman added categories (what they call trust performance clusters): Engagement, Integrity, Products & Services, Purpose, and Operations. I can’t poke a hole into this. It’s solid.

Edelman Performance-Clusters

Since I am as much a fan of best practices, brand strategy and change management as I am a fan of data, insights and infographics, you can imagine how stuff like this makes me feel like a kid in a candy store.

Here’s another piece of the Trust Barometer project: shifts in trust around the world year over year (YoY). To be clear, the graph does not illustrate consumer trust in the countries listed, but rather how consumers in each of these countries tend to trust companies, media, government institutions and NGOs. (If you think of it as a sort of cynicism graph, the US, the UK, Germany and France are a lot less cynical about all four sectors today than they were a year ago. We’re not out of the woods yet, but it’s a good sign.)

Edelman Slide6

Edelman’s Trust Barometer report for 2013 is summarized really well in this video. (If the link below doesn’t play, click here.) It’s less than 3 minutes long and packed with a ton of really fascinating info, so keep your finger near the pause button. And no, I wasn’t paid by Edelman to push their report or say nice things about them. I ran into this yesterday on the Facebook. I was impressed by it and thought it was well worth sharing with you guys.

What’s particularly fascinating to me:

1) Tech companies seem to inspire the most trust and banking/financial institutions the least amount of trust.

2) Leadership and corporate culture are cited as the primary causes of corporate wrongdoing. (And rightly so.)

3) Globally, CEOs have less than a 50% approval rating. Only 18% of people expect business leaders to tell the truth, and 13% of political leaders to tell the truth. That is execrable.

What it means: a) we have a global leadership problem, and b) people are no longer blind to it. If that shouldn’t trigger a wake-up call, I don’t know what will.

Interestingly, people tend to still trust institutions far more than the leadership of said institutions. In the US, for instance, 50% of people trust business institutions, but only 15% trust their leadership. That’s a  35 point gap. When it comes to government, those numbers fall to 38% and 10% respectively, for a gap of 28 points.

Our trust in people – particularly in those who should be our leaders – is eroding. Fast. This is a major problem and it needs to be addressed. And no, cool Superbowl ads and cosmetic rebrandings won’t fix this. It’s a deeper problem and it is going to take serious, grown-up, deliberate work to fix it.

The only thing I wasn’t super impressed with was the “diamond of influence” and the media clover leaf thingamajigs at the end of the video. It isn’t that they are wrong (they aren’t) as much as they attempt to fix a leadership problem by addressing an operational problem. To use a medical analogy, it’s a little like trying to cure someone’s brain tumor by enrolling them in a social graces class. The solution just doesn’t match the problem.

Here’s a thought: Before you can address changes in operational models, you have to address the gaps in leadership that are the root causes of said operational problems. For instance, if you focus first on working with the organization’s leadership on baking the 16 attributes of trust into their vision for the company and then operationalizing them, maybe you have something that might work. Then and only then do you bring in the diamond and the clover leaf – to address the how of your why and what.

Always match the right solutions to the right problem. Otherwise, your business solution runs the risk of being little more than the corporate version of a cargo cult: a lot of mimicking and parroting, but absolutely no hope of generating real results. If you have a leadership problem, address that. Don’t beat around the bush. Don’t skirt the issue. Address it and fix it. Start with an audit of your organization, using the 16 trust attributes as potential areas of improvement.

Food for thought. Discuss.

*          *          *

Looking for straight answers to real questions about value, process, planning, measurement, management and reporting in the social business space? pick up a copy of Social Media R.O.I.: Managing and Measuring Social Media Efforts in Your Organization. The book is 300 pages of facts and proven best practices. (Go to smroi.net to sample a free chapter first, just to make sure it’s worth the money.)

And if English isn’t your first language, you can even get it in Spanish, Japanese, German, Korean and Italian now, with more international editions on the way.

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

Read Full Post »

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