I’m just a little bit in love with a great presentation by Martin Weigel.
I didn’t want to get in the way between you and this presentation – but it’s important to remember that there is a huge perception gap between what WE think consumers want, and what they EXPECT from us. It’s not even that we have to CLOSE the gap – just acknowledge it is there. Then we can get to work on truly inspirational customer experiences.
We have lived for many years with the illusion of control. We believed that we could:
To administer this, and to reinforce our sense of ownership of our brand, we created processes, guidelines and tools of management that enforced consistency, clarity and style. We measured our control in pixels and pantone colours. And we sat at our desks in the contented glow of our three ring binders, style guides and brand books.
And because we controlled the medium in which our brands were discussed (or at least paid large sums to those broadcasting our messages), we came to see this belief in control as truth. This, in time, made us happy.
And then along came the web. It was billed as a levelled playing field but it was really a simulation of what had gone before – the means of publishing production remained centralized, controlled and administered. But a new power was created. The ascendency of the geeks was underway and the promise of the world wide web remained tantalisingly close – veiled behind layers of code and techno-speak.
It was not until the advent of the social web that publishing, distribution and creation was democratized (of course, consumption is another question). Now, anyone with an internet connection (yes, even mobile), can engage in the publishing process.
This social media free-for-all remains a challenge for many brands. In fact, despite Australian audiences ranking amongst the most avid consumers of social media platforms like Facebook and Twitter, many companies still tread warily around the edges of social without a clear strategy to engage, participate or simply listen.
But for every story of risk and corporate fear, we also see celebrations. For whether we like it or not, our customer use the products and services we create – generating unique experiences and amazing results.
Look what happens when high school student Melody Green produces a video documentary of her school science experiment. Not only does she tell the powerful and exciting story of a young girl learning about high altitude science (should be more of it) … it generates story after story:
Getting behind this kind of momentum is a brilliant move by GoPro and the High Altitude Science folks. It’s a great example of what can happen when you do let your customers tell the story of your brand. But it’s amazing what happens when you not only let that story be told, but you actively promote that as PART of your brand.
Just think … you could do that too. Today rather than obsessing over the negative, shine a little light on the great things your customers say. It might just amaze you.
With the World Public Relations Forum arriving in Melbourne 18-20 November 2012, there’s bound to be plenty of on and offline conversations around the changing role of communications. But with a theme of “Communication Without Borders” – it appears the organisers are setting a broad agenda.
One of the more interesting sessions scheduled for the three day event will be hosted by Michael Sheldrick, from the Global Poverty Project (GPP). His view is that the world of PR has plenty to learn from the practices of seasoned social campaign-focused organisations like the Global Poverty Project.
The GPP engages people in a new way that shows progress in the fight against global poverty. Through their work and directly via their communications at all levels, the GPP aims to “show people that movements can still change the world”. The key to this, Michael explains, is to “craft stories that captivate large numbers of people”.
He sees that there are four elements to a successful campaign:
But how does this work in practice? Is there a measurable impact?
The GPP measure by outcomes – not likes, follows, impressions or even reach and frequency. By way of example, Michael shared details of the recent The End of Polio campaign.In Australia, there were two goals – to have Prime Minister, Julia Gillard raise this campaign at a regional summit – and for the Australian Government to contribute $50 million to polio vaccination programs. Both of these goals were achieved – and Prime Minister Gillard went a step further, urging other leaders to contribute – resulting in a total of $118 million being contributed.
But there is also plenty of experimentation in the GPP approach. They are hosting a “free ticketed” music festival in Central Park, NYC, featuring Neil Young, Foo Fighters and the Black Keys later this month. To attend, you have to download the app and then earn points by learning, sharing and taking action against extreme poverty. Concert goers go into the draw to win two tickets only AFTER earning “three points” on the Global Citizen App.
With over 50,000 downloads, over 30,000 people have already accrued enough points to go into the draw for tickets.
One of the things that I like most about this is the strategy. There is clear alignment between the brand, the vision, the action and the lifestyle of their social consumers. There is an experience on offer but there is also a social compact. This shifts the relationship from merely one of transaction (buying a ticket, watching a show) to engagement (make an impact, join a movement).
Now – if only more of our communications achieved this much – we’d all live in a much better world. Or at least a world without poverty.
Don’t forget you can catch Michael Sheldrick at the World PR Forum in November 2012.
When we search on the internet we are investing a small amount of trust in the speed, responsiveness and accuracy of the search engine that we are using. After all, the future of your brand is micro. We trust that Google or Bing is reliably trawling the web for the latest information, indexing knowledge to the deepest level and connecting the dots between what we need to know and where it can be found.
Both Google and Microsoft invest significant resources in improvements to their search engines. But it’s not just about the information source – it’s vitally about relevance. This is the scary truth about search – that the search engines already connect a vast amount of information about us and make it available to the public – to people, brands and businesses.
But this fantastic chart from Silicon Alley Insider reveals that when it comes to recommendation – specifically for app discovery – social referral accounts for almost as much as search. The research carried out by Nielsen indicated that 63% of Android and iOS users use search to discover new apps in the various app stores – only slightly in front of personal recommendation from family or friends at 61%.
But the thing that drives both of these figures is trust. We trust search and we trust our friends and family. We trust search and social. And together they can be a powerful driver of sales – for whether we like it or not – we are all retailers now.
I remember feeling like my jaw had hit the floor.
I had just started my first week of working for IBM and had read about an article published by an analyst firm. Days earlier – working as a freelancer – I had tried to contact this very same firm to discuss another topic – and gave up, stonewalled at every turn. And when time is money (and that money is your own), you have to choose your battles.
But this time there was something different. “Gavin Heaton from IBM” sounded so much more important. I was FROM somewhere – and it was somewhere with a big brand name. And within seconds I was speaking with the document’s author – discussing some of the findings and thinking through how this might impact my new role.
Over the years that follow, I fell in love with branding. I loved the way it extended into people’s lives – how it opened the door to opportunity and how it could change our experiences – as customers, employees and partners. But these days, branding is a different beast. It’s been inverted.
Sure, many of the strengths and benefits remain, but we have to work harder now. We cannot rest (or hide) behind the brand in the way that we used to. We have to inhabit a world of radical transparency … one where our brand does not stand alone in the public sphere – but is accompanied into the spotlight by our governance processes, decisions, data and even the personalities of our staff, executives and stakeholders. Take a look below at this video from the SEOmoz team.
Are we ready for radical transparency? We’d better be – for it is already upon us.
SEOmoz on Radical Transparency in Business from Dan McComb on Vimeo.
Names can be confusing – especially when it comes to that ever shrinking membrane between businesses and their customers. Variously we call them customers, clients, stakeholders and consumers. Sometimes these people – for they are always people – are also our employees, partners, shareholders, suppliers and even executives.
The lines have blurred.
Let me just say that this has always and forever been the case. It’s just that in the past we have been happy to jump between roles – to change our mask as we pass security and to leave it at the door as we enter our homes. But over the last 20-30 years there has been an erosion in the compact that we make with businesses that once allowed this play acting to continue. We no longer have a job for life. And we are equally likely to discard one brand for a competitor’s at a moment’s notice.
The casualty in all this is, of course, trust.
This introduction to the Q3 refresh of the Outlook on Australian Social Business in 2012 reveals the trend – that we are already, always connected. And that we are – now more than ever – digitally connected. And no matter whether we see ourselves as employees, customers, shareholders or executives (or anything in-between), we are all Social Consumers.
The updated report is divided into three sections:
You can purchase and download your copy of the report today.
I have always liked “persona mapping” as a way of communicating types of behaviour to my marketing teams. It allows us all to “work from the same page”. There are a variety of ways that you can do this – behaviour mapping, Meyers-Briggs Type Indicator, demographic segmentation and so on.
But while this is a useful theoretical exercise in developing your marketing strategy, how does it apply to social media?
Generally, in social media, I look for the underlying behaviour in the social objects that people leave in their online wake. I look for clues to understand their motivations rather than seeking to contextualise their digital interactions. For example, knowing who drives knowing how – so understanding the social platforms that people use reveals interesting and useful information that you can use to chart your path to engagement.
But check out this infographic from the folks at CPP.com – they’ve taken the MBTI approach and mapped profiles against social networks. How does it play out for YOUR profile (you can take this online MBTI test for a rough approximation). How does it rate for you?
I first came across Graham Brown many years ago when I was working in youth marketing. I loved the way that he applied serious, insight driven analysis to the fast moving youth markets. And I loved the way that he understood and articulated the tribal nature of youth culture.
In this video introduction to his new book The Mobile Youth, Graham reveals an astonishing connection between the reduction in smoking in young people and the rise of smartphones. Despite widespread public health advertising, it was not until the social value of cigarette smoking (ie not the product but the social by-product of the act of smoking) was able to be released towards another social tool of similar or greater value, that young people began to shift their behaviour.
And this – for me – is the important lesson. So much advertising and marketing is directed towards product with very little focus on the desired behaviour. It’s like we are constantly pushing a “message” without any regard for the “context” in which our audiences live and work. This applies not only to youth segments but to any and all. Until we start to address what Graham calls “the social meaning” we will continue to see advertising and marketing failing to do its job.
You can start to remedy this situation by asking two important questions. Where do you customers belong. And what is the significance of that (to them)? The answers you find will tell you a whole lot about your marketing. You’ve just got to be sure to listen for the answer – even when it’s not what you want to hear.
In the marketing world, we love trends. We use them to help us spot and understand what is happening in our marketplaces and what is shifting in the worlds of our customers. They can also be used to help us identify where we have gaps in our customer engagement strategy or where a competitive advantage is opening up.
But so often we focus only on the trend and miss the greater underlying movement that is taking place.
Take a look at this presentation from Edelman Digital. The focus is on trends across Asia Pacific – but the reality of this is, that the same can be easily applied to any country. We are, after all, globally connected. And when I say “we”, I mean “consumers”.
As the presentation points out, trends like “touch (see) and go” and “convergence emergence” are not just on the horizon – they are happening and visible in our marketplace now. And tying this to the Edelman Trust Barometer – a measure of the trustworthiness of our institutions – shows precisely why social networks and dominating the thinking of so many business executives.
But for my money, it’s not the trends that are important for us all to consider. It’s the direction. The report touches on this under “Trend 8: Device Freedom” – but reading between the lines, it’s clear that there is a substantial shift in consumer behaviour underway. And it will impact every angle, every industry, every message and every business – whether we like it or not. It’s the ever increasing ubiquity of the mobile phone (particularly the smart phone). It’s already changing the way we shop and the way we work, but it’s going to go further than most businesses are ready for.
Those that prepare and move earlier will be well placed to guide the customer experience and transform the notion of trust that is at the heart of our often fragile sense of brand loyalty. Those that fail to move may find that they fail in more ways than one. It’s taken well over 10 years to get to the year of the mobile, but the trending time is over – the direction is clear and it’s in the palm of your hand.
You can tell when you are in a Post Office by the smell. You open the door and you get the feint mustiness of paper, humidity and light glue mixed with a light dusting of body odour and desperation. It’s the same smell that has been around since I was a boy – and it greets me whenever I have to trudge my way to the local post office to pick up a package.
A cynic would suggest that it is entirely manufactured – that a consultant somewhere had manufactured a brand experience, turned it to liquid and issued it en-masse to every Australia Post location around the country. It is a smell that reeks of authority. It smells like my grandfather.
And visiting the local post office is just like spending a weekend with a half crazy relative. The in-store displays and products are as haphazard as Aunt Mable’s crocheted rugs – lots of bright colours, incongruous items and bargain basement prices right next to first day of issue stamps and rare coins.
But all that is about to change. Well online anyway.
It’s only taken twenty years, but Australia Post looks like it might just be going digital.
I’m pretty excited to see this transformation. The Australia Post Digital Mailbox promises security, accessibility and convenience. Imagine being able to store valuable documents like your passport somewhere easy to reach. Or being able to access account details, pay bills and receive registered email. It sounds almost too good to be true … and I would say that it was if it was an offering from anyone else.
But despite the external appearances – Australia Post clearly understands scale, the importance of trust and security. They understand what it takes to deliver services at volume and speed. And with an ageing population, a brand like Australia Post may well just deliver greater online participation and a deeper sense of trust than newer platforms and brands have been able to manage.
It’s great to see Australia Post take this bull by the horns, finally. My grandfather will be happy!
