Do You Have Personal-IT-e?

Kevin Gibbons on Search Engine Land has a good overview of “Building Your Personal Brand” (http://searchengineland.com/seo-tips-for-building-your-personal-brand-21380)

In any arena where business decisions are influenced by the concept of expertise, then the demonstrated ability of the individual involved has distinct value. On an agency basis, this has traditionally been demonstrated by examples of work created as well as a listing of clients—the implication being that impressive clients would only work with high-quality partners. The other implication is that the ability demonstrated by a case study or a portfolio can be considered to translate across the agency. The individuals involved in a successful campaign are rarely spotlighted as distinct people; after all, in the fluid world of marketing, individuals may move on and their value to the organization drops to nil—and becomes a liability, since they are likely now a competitor.

For the people who created that campaign, however, the ability to demonstrate distinct and attributable skills is extremely important to their future livelihood. One has to have a portfolio or list of work examples to be considered for future employment. This is the most tangible way we have to show our capabilities—this is what I have done, so you may extrapolate what I can do.

But the modern interactive age allows much more demonstration than a resume or a portfolio. The pervasive web of social media allows a plethora of inexpensive channels through which we all can interact with the world and provide a potential audience with our clever thoughts and valuable insight into our profession. The concept of a personal brand becomes much more vibrant and important because one can finally (and easily) show our stuff to the world, without making a million cold calls.

So my insight for today is to all of us who want to make a living through our creative thinking and effective problem solving: show us what you can do.

The article includes this handy graphic, originally created by Gary Hays and Laurel Papworth, that really illustrates the web of interaction involved in developing your personal brand in the interactive space (http://www.flickr.com/photos/garyhayes/2973684461/).

I think we all need to start a blog, post things to Flickr or SlideShare or YouTube, and put our random (but valuable) thoughts out via Twitter, Facebook, and LinkedIn. It doesn’t really matter whether or not anybody is listening every day; it only matters when that potential client or possible employer goes looking for you. Then they will see what you have done, and hopefully, they will find it meet and good. Otherwise they won’t know whether or not to even give you a call.

Pigs Fly

That's the joke, isn't it? The Cubs are going to win the World Series (or some other astronomically unlikely occurrence is going to take place) now, because "swine flu."

Well, not to take away from the current pandemic panic, we have a different virus to propagate. It is slightly cheesy to pitch one's own work in one's blog, imho, but I will do it anyway. We have launched a viral campaign in the B2B space, which is unusual enough, but I also think it's kind of funny and will hopefully be effective in getting attention for our client Siemens.

So check out either www.youtube.com/darkcover09 or the core gateway web site www.crackthegcode.com to see what's going on. If you deal with machine tools or the CNC control industry, you may even get a quick chuckle...

It's the End of the World as We Know It

…and I Feel Fine

(with apologies to REM)

Sean Carton recently wrote a very interesting column on ClickZ entitled “The End of Ad Agencies as We Know Them.” (http://www.clickz.com/3633372) He posits that a confluence of shifting forces have created a new world in which the “full-service monolithic agency model” is no longer effective and will likely die away.

• The Internet has changed how consumers are willing to receive information about products and services; instead of an “interrupt” model where channels are limited and attention has to be grabbed within a narrow set of viewing options, the consumer is now in charge and has a nearly infinite range of choices for viewing and receiving information
• Because of that, traditional media (broadcast television and newspaper/periodical readership, specifically) is experiencing monumental audience loss and a corresponding plummet in advertising revenue
• The economic downturn has exacerbated job loss in the advertising industry, releasing thousands of talented professionals into the market who often establish themselves as freelancers or independent contractors within their particular specialties. This has significantly improved the freelance pool and has made it relatively easy to find a qualified resource when one needs it for a particular project or program.

Agencies will need to remake themselves in a new image to cope with, and survive, these forces. Carton has an idea as to how that might work:

"So what's the agency of the future going to look like? Probably a lot smaller and focused on strategy, account/project management, creative leadership (but not execution), and media strategy (but not planning and buying). Most agencies will revolve around these hubs if they're honest with themselves. Agencies will exist to provide high-level strategic guidance that clients need in a media-chaotic environment. Agencies will expand or contract as needed or will explore radical solutions such as crowdsourcing to get work done for less money."

Historically, the B2B space has been smaller in scale than the monolithic full-service model as described by Carton, but the description is still applicable. Choices have been few on the business side, with media typically limited to trade publications and trade show sponsorship. Marketing consisted of making brochures or direct mail pieces, for the most part, or sponsoring educational outreach efforts that were necessarily limited in effect.

Now the options have exploded with the growth of the internet. Email marketing is now much more cost-effective and arguably more precise than printed mailers; web sites can be updated regularly and fresh information made available much more quickly and cheaply than a brochure redesign/print/mailing.

Coming from the interactive sphere, I have no reason to weep if this particular vision of Rome burning comes true. The key characteristics of interactive marketing are in direct contrast to those of traditional advertising.

Good interactive communications:

• Are crafted to receive interested visitors rather than reach out to grab attention
• Speak well to niche audiences as opposed to appealing to the lowest common denominator (and can speak directly to ALL audiences individually, there is no limit on the quantity or type of content that can be made available)
• Are measurable and can be tied to specific success metrics, vs. broadly distributed and only vaguely associated with quantifiable results

The challenge remains to develop a new agency model that can adapt to the realities of this new world and continue to properly service clients as well as be profitable. The value we bring as professional marketers will evolve from the “big idea” to more of a content-based approach, especially in these economic times where client staff has typically been reduced to skeleton levels. We will be integrated into not just the marketing of the client but the sales process as well. An agency of the future will:

• Staff core skills and abilities (like strategy, industry knowledge, creative direction, account relationship) but bring in freelance or independent resources for tactical execution needs (design, web programming, project coordination, media buying)
• Be a key partner to clients in developing content for use across all channels; this means becoming an expert in the client’s business and being able to step in and generate anything from press releases to web page content to technical white papers, at least in initial form. More importantly, the agency will need to be able to aggregate raw content from the client and refine to appropriate delivery format depending on the tactical need. Content management will be a key service in the future agency-client relationship.
• Build metrics and analysis into all client work; ROI calculations need to be considered for every engagement. Even broader-scope communications like TV or radio advertising are going to be tied into an interactive component, and agencies must be very sophisticated in how they track results that will cross several media channels and impact brand engagement over time. Clients will expect this as they themselves become more concerned with cost control and managing tighter budgets.
• Have a tight estimating and proposing process, which will then result in a tight project management process. Agencies need to know their actual costs for prospective projects, and make sure they know what they are providing for any retainer fee structure. Clients will pay for good talent, but measurable return is the benchmark of the future.

So it may be the beginning of the end, but smart marketers know that an end of an era marks the dawn of a new one, and if we play it properly we will emerge stronger from the cataclysm and succeed where others will fall away.

Towards a General Theory of Web Site Relativity

I have been grappling with a way to distill the essence of web site marketing into a structure or presentation that can instantly and easily be comprehended by potential clients. In my more grandiose moments, I feel like Newton or Einstein trying to craft a new language to describe things that seem so evident but remain so hard to crystallize. Fortunately, my co-workers and family members are quick and thorough in deflating my grandiosity before my head swells to dangerous proportions. Nevertheless, I feel moved to expound a bit on the essence of communicating via the interactive channel, and specifically what we are talking about when we talk about the web site.

Essentially, this is what we want to do when we craft a web site:
ATTRACT --> ENGAGE --> MEASURE --> ADVANCE

Please note the use of arrows, implying motion. One might envision a circular illustration depicting the cyclical nature of this process. That’s a core element of my theory, that a web site is not an object but in truth a process that involves not only creation of engaging content objects but also developing ways of bringing in users, measuring patterns of their interaction with the site, and iterative improvements designed to maximize both successful audience generation and effective user engagement.

Too often a client tends to envision a web site as an object, perhaps a library or maybe the snake curled around the globe, swallowing his own tail. In fact, in the modern web world, we cannot afford to think in terms of communicative content only (no matter how dynamic it might be). We must think holistically about how our users engage the web (and the world as a whole) to make sure that we have an effective interaction with them.


ATTRACT: to draw by appealing to the emotions or senses, by stimulating interest, or by exciting admiration
Most people first think about a web site in terms of the site itself: content, structure, functionality, domain name. But in reality the first step is to envision who we want to experience the site, which leads to an examination of how they might find it. Search Engine Optimization of the site’s content is only the starting point. A key phrase strategy must be a core part of any modern web site content plan. That concept extends beyond the site copy. We need to make sure that videos are also uploaded to YouTube with appropriate key phrase tags and clear linkage back to the site. Social media tagging for site content must be easy and comprehensive, as well as the ability to forward to a friend. Linkback and blogger support must be considered.

In short, the site itself must be as friendly as possible to all of the ways in which our preferred influencers, aggregators, and editors might encounter it.

ENGAGE: to attract and hold fast
Needless to say, once a visitor comes to the site, we want to maximize his/her experience. But it is keenly important to realize that does not always mean keeping the person on the site. Especially in the B2B space, sometimes the most effective interactions are the quickest: user is looking for something specific, s/he finds it, and they are done. Success is not measured through time on site (in fact, that might more often indicate failure.)

In general, though, content is king and the more compelling and useful content one can provide, the better. A content strategy must be based around a deep understanding of the target audience and what they will want or need from the web site. In B2B, this often means a clear definition of the Buying Cycle and the stages the customer must pass through before they are ready to purchase. Content has to be mapped to support each stage, and for each classification of potential site user—decider, influencer, researcher.

Finally, the call to action must be crystal clear and immediately available at all times. In B2B that usually involves contact, but it might involve an online sale or some other success metric that means we have achieved a business objective.

MEASURE: to estimate the relative amount, value, etc., of, by comparison with some standard
We have attraction and we have engagement, but are we getting the result we want? Are the visitors doing what we thought they would? How do we know if we have wisely spent our web-development $? Or have we wasted it all?

Web analytics seems like a basic sort of tenet yet I am consistently amazed at how many clients do not pay attention to site statistics. One must identify Key Performance Indicators that can be used to gauge activity on the site.

It is almost worse than ignoring analytics when customers pay attention to stats that ultimately have no meaning. As mentioned above, things like Time on Site can be worthless barometers of success. Even a large quantity of site visits or numbers of pages viewed can mean nothing if few users do what we’d hoped they would do.

We must construct the site in such a way as to be able to determine whether or not we are achieving our goals by statistical analysis. Data that documents this is called the Success Metric, and when a user completes our objective we call it a Conversion. It can be a direct-to-the-bottom-line sort of parameter, such as quantity of sales for an e-commerce site, or indirect as in a lead generated (for most B2B sites), to as ephemeral as visitors following a designated content path to get exposure to a particular set of information pieces. It is up to us to decide our success metrics when we design the site. And then, we must build the site to suit our needs.

Measurement is an ongoing process. Unless you are in the midst of a particular campaign with a particular calendar, you will want to regularly measure your Key Performance Indicators. The definition above indicates one needs a standard for comparison, and regular review allows that. One can see user behavior before and after an implementation; and of course averages over time give the best indication of trending and allow some estimation for the future.

ADVANCE: to improve or make progress
Finally, the real purpose of all of the measurement is to determine whether or not you could do it better. Take the data you have gathered, make some conclusions (or at least develop some hypotheses), and make changes to see if you can improve. Testing is a key to this; keep track of before and after data, and make sure you are scientific in your efforts. A/B testing is simplest, but multivariate testing is also very valuable. A book like Tim Ash’s Landing Page Optimization (http://landingpageoptimizationbook.com/) spells out the process very well.

The main idea is that one must keep moving forward, even as the process cycles back around to generating more traffic. Whether your web site moves on a seasonal basis, or can be rotated through a regular monthly cycle, or whether other market forces shape the ebb and flow of your universe, you need to keep refreshing at each stage in order to maximize your return on investment and achieve the greatest success. In order to attract new visitors, keep generating fresh and relevant content within your communication plan. When you have traffic on the site, measure to see if your goals are being achieved and whether you can learn anything helpful from the data. And then use that information to make changes that can improve the whole process, and begin the cycle anew. Thus my General Theory of Web Site Relativity.

Ow! Like Newton, I just got hit on the head by an apple, but I think it was thrown by our VP of Strategy…

Summary from SES Chicago

Following is a summary of the key findings taken away from the Search Engines Strategies conference in Chicago last week.

• Social Media and Video dominated the conference; as search marketers move forward from traditional key phrase, text-based search into making sure they can be found in the so-called Web 2.0
• Content is once again confirmed as being king; it’s crucially important as the core source for all search marketing, social media exposure, viral propagation, and web-based public relations. Quality content serves as the basis for user interaction as well as the technical indexing aspect of all search engines.
• Local-type clients need to take control of their exposure in Local Search (i.e. Google Maps/Local, Yahoo Local). They should maximize representation on a variety of channels, including Flickr, YouTube, and Facebook/MySpace whenever possible.
• Keyword-driven search is still important but the paradigm is shifting. Companies need to monitor, and optimize, their exposure in the broader social media scene. They need to periodically scan blogs, Facebook/MySpace, social tagging engines (i.e. Digg, delicious, etc.) and reviews/comments on local search engines to see if they are being discussed, either positively or negatively.
• Universal Search combines web pages with video, blog, etc. entries to list on Search Engine Results Pages. Thus those non-web page elements are very important to maximize exposure for your key phrases and categorizations.
• Optimizing any web page but especially landing pages is easier with free tools like Google Optimizer. One should consider implementing a more rigorous protocol for testing pages to see what is most effective in achieving your conversion metric.

Specific tactics we might recommend for clients:

• Monitor social media, blogosphere, etc.
• Optimize client exposure in the broad interactive space by implementing or disseminating good quality content, such as press releases, white papers, blog posting, etc.
• Optimize local search engine listings for appropriate clients
• Check and take control of local listing
• Create product or service reviews
• Post videos of any kind on You Tube/Yahoo Video
• Post photos on Flickr
• Create Facebook pages
• Create opt-in communication programs
• Test landing/interaction pages and iterate for better conversions
  

Search Engine Strategies Chicago
Lawrence Lessig and the “Copy Wrong” Laws

I have been attending the Search Engine Strategies Conference in Chicago this week as I am wont to do this time of year. Things got off to a rousing start with a very interesting keynote address from Lawrence Lessig, legendary Internet rights proponent and Stanford professor. He basically extended some of the themes from his book Remix and exhorted us all to activate with our elected officials on behalf of change to copyright laws.

I am a Lessig fan from back in the day and can remember reading his columns in Wired. His presentation was very smooth—in particular, his slide show was very dynamic and sync’d closely with his speech. I imagine he has presented it more than a few times. However, I came away vaguely dissatisfied.

In general I agree with the need for copyright reform as a central part of resolving the hubbub surrounding the music industry. Music companies cannot realistically enforce their interpretation of copyright laws in the digital age; still, it is arguably immoral for people to take and pass along somebody’s creative output without some sort of compensation for the artist. There has to be some common ground, and Professor Lessig paints an evocative picture of modern mash-up artists and children alike being branded as criminals in the heat of an outdated legal structure that is no longer applicable. His solution, broadly speaking, is to evolve the law to allow more explicit, and more enforceable, categorization of use (i.e. professional vs. amateur) and intent (art vs. commerce).

I guess that I feel he underestimates some aspects of the issue and overestimates others. I’ll start with the latter first.

He made a pretty big deal about “remix” artists, those who use existing copyrighted material to create something new. From obvious musical examples, like sample king Girl Talk or legendary remixes like the Grey Album from Danger Mouse, to more obscure You Tube darlings who pair up political footage with a clever soundtrack, he argues persuasively that these artists deserve to be allowed to make their art. These are the artists that must be protected by copyright revision because that is the wave of the future.

I think he oversells this concept and undervalues the “original” artist (to coin a phrase) who creates his or her own, original art. In the future, there are still going to be people who compose their own music and lyrics, and record their original art without using sampling or remixing. Even in the future, there are going to be talented artists who do it the old school way—inventing new music rather than piecing together snippets of old. I’ll go so far as to say that they will remain the dominant type, even at the amateur level. For every user of Garage Band remix software, there will be 10 users of Pro Tools and their own mic or Final Cut and their own camera.

I think he underestimates the power of money in this equation, too. He seems to imply that change will come in ready fashion if we can just update the laws. The fact that record companies literally can’t prosecute every single violator (there are just too many) leads to the conclusion that, if presented with a reasonable alternative, they will readily accept it. I tend to think that both the industry behemoths AND current popular artists are going to continue to fight the sampling/mash-up/digital download trends because of the money involved. For some artists (does Metallica still fit this bill?) they will never agree that they have to relinquish their notions of fair pay for their work. Songwriters will fight for residual rights and ASCAP payments, no matter if the forced payment of such will bankrupt many interactive music providers. They would rather, it seems, kill the golden goose than allow it to change and become a series of golden sparrows with smaller, although more numerous, golden eggs.

To me, that’s what the new technology represents: the true democratization of music as a commercial medium. The barriers to entry, which have been smacked down lower and lower ever since the punk DIY movement, are now essentially eliminated not only for the high-quality recording of music but its marketing as well. Now it is easy and cheap for artists to get their music to fans and be compensated for it. My italics are meant to underscore that in previous eras, distribution of music was a complicated and logistically expensive business that required proper financial resources and industry expertise. Now, however, it is easy for an artist to get a web site and post mp3’s and even to get their music into a 99 cent download compensation model. Thus they are able to reach everybody in the world, although most will not. The point is that they control their own avenues of promotion and distribution and thus will reap an exponentially higher margin of return on revenues, especially compared to their major-label contemporaries who are still being exploited by the suits.

There will still be stars in the future, popular artists who sell significant units, despite the explosion of niche artists or smaller average levels of sales. They will still sign with established music companies because that is an easier way than doing it all yourself, and they’ll make a lot of money (but not as much as their record company, and at a lower percentage of revenue than their independent cousins). Their reach and the sheer numbers of what they do will be lower, on average, than previous stars—there will be no more Elvis, Beatles, or Sinatra. Still, in comparison to their peers, they will sell the most. They may not make themselves as much money, though, as will those who control production, creation, distribution of their own product.

How do we make money? Provide artists tools and services to enable them to make and sell their music. Or perhaps figure out a way to help consumers filter through the exploded universe of content to find what they like and what speaks to them. Or maybe develop and market a “Rock Star—Manage the Tour” version, because that will be a key way artists will make money in the future—touring.

Viral Marketing and B2B

By now we are all pretty familiar with viral marketing efforts in the Business-to-Consumer advertising and marketing space. In particular, the posting of video clips on YouTube has exploded along with the popularity of the site itself. Most of us have seen the “real” videos generated by consumers that serve as unintentional marketing tools (Mentos comes to mind), as well as the popular clips that are proved to have come from professional agencies (Ray-Ban sunglasses tossing, for example).

The whole idea of buzz marketing or viral marketing has reached both apogees of unqualified success (some feature film campaigns spring to mind) and perigees of unintended disaster (such as tying up traffic in Boston, getting the police to think you are a terrorist threat, negative PR, and being fired). That last point is a key aspect of viral marketing, I think—you can’t really control it. Like chaos theory suggests, there can be unintended consequences which far outstrip your ability to plan and control. To paraphrase Donald Rumsfeld, you need to be ready to handle the unknown unknowns.

For those reasons, B2B doesn’t really seem conducive to viral marketing at first glance. Business buyers, certainly including design engineers or purchasing authorities, do not make impulse purchases. Their buying decisions are very considered and based around specifications and similar hard data. They seem unlikely to be moved by buzz or any kind of groundswell of interest. Likewise, B2B clients tend to be risk adverse and very interested in controlling their own messages, in part because their customer community is much smaller than the general retail market. A percentage-based negative impact can really damage their sales.

Because the target market is usually pretty narrow, dissemination of the “virus” is also a challenge. Opportunities for chance encounter, enthusiasm, and evangelism of the viral objects or objects are limited. Another way to put it is that general distribution methods that are acceptable for B2C are too diffuse for B2B. If only design engineers can be “infected” then you won’t have a contagion unless you can expose a bunch of them to your viral efforts. Fortunately, professional groups are now connected via many of the same interactive tools and social media (email, blogs, forums, YouTube) used by the general digerati populace. Because engineers use the web and can access YouTube, like everybody else, it is full of clips related to the demonstration of specific products or training in processes. It’s there for the appropriate audience, no matter how small—the Long Tail in action.

However, it certainly seems that some tactics would be effective and could transfer well from B2C, especially when you consider that most B2B marketing is pretty dry and features-based, rather than engaging and brand-based. An attention-getting device by its very nature attracts attention; the key is to inject enough hints of substance that the user is willing to follow the viral trail back to a web site that contains the substantive information needed to move forward towards a purchase decision.

Our agency works with a number of clients that develop highly-engineered products for use in manufacturing or other industrial sectors. In the past several months we have created a couple of fun videos intended to generate some buzz, if you will, within the industrial markets occupied by our clients. These clips are very different from the usual marketing efforts within the manufacturing and industrial plumbing sectors, respectively. Through viral distribution we are hoping to build viewership and create a broadened awareness of our clients and new products. We seed interest via targeted emails and trade journal advertising; success is marked by traffic to the supporting web sites which then provide some of the detail and substance that is actually needed by design engineers in order to make their purchase decisions.

These videos certainly stand out from the pack in the all-too-gray world of B2B marketing. Hopefully others will think so and be prompted to find out more about our clients and their products.

Siemens CNC Eye Team Investigates
http://www.youtube.com/watch?v=PA-qdHbWdf4

Powers industrial plumbing products: Angus and Ziegfried, Dynamic Duo Exposed
http://www.youtube.com/watch?v=J3UMWuWij6g