Friday, October 29, 2010

Curating Information as Content Strategy


by: Valeria Maltoni

Research Tools Used by JournalistsContent, which is anything that informs, educates, or entertain online, is your business digital body language.
The Internet changed how people find and read content. While it was helpful to have a strategy for publishing information about your business before the Web, people didn't necessarily track if what you gave them as brochures and papers was integrated with everything else.
Online, it's easier to see all of the different outputs of an organization side by side -- and to notice whether they connect the dots, or if they seem to come from separate businesses.
It is more attractive to buy from a business that has its act together. You find out through search.
Why content is important
On the Web, people trade attention for good, useful content. So you need to have a plan that will help you develop, publish, and catalog content to make you more effective in attracting search and keeping people coming back to your source.
There are still companies that struggle with the idea of becoming content producers, and thus have not yet formulated a content strategy. It makes sense to have one because it helps you define why con tent is use ful and usable, good for the bottom line and for instilling a sense of purpose -- for customers and business alike.
Some organizations are affected by the sprawling issue when it comes to content. Separate groups that develop their own and don't necessarily map to the business' overall direction is one example.
Others have the opposite problem -- too few resources means not enough content to start generating the search and participation volumes they need.
Meanwhile, the Web is filled with loads of content -- some of it good, much of it hard to use in its current form.
Content and community
Which is where there is opportunity for resource-strapped businesses to make a dent. You may have noticed that there are successful online media portals that do that with news. They aggregate and curate news.
Aggregation helps journalists find stories -- and see patterns -- and it does the same for news readers. Publications like The Huffington Post have found this model to work well to attract and retain readers. And you could look at using a similar model for your business.
US Cos Using Blogs for MarketingAs I wrote a long time ago, thecontemporary Web site presenceshould be organized in thirds, with 1/3 editorial impact, 1/3 community building, and 1/3 marketing or calls to action.
The biggest opportunity for businesses today resides inbuilding their own audience.
Better yet, build a community or tribe.
Curating information as content strategy
Which is where the idea that curating information could be your content strategy comes in. And I mean curating in the sense of organizing, editing, displaying, highlighting, captioning, commenting on, and all of the activities you'd see associated with telling a specific story from your point of view.
What is it that you want people to experience -- read, see, hear, even do in stores or gatherings -- from your business? How can you filter, classify, build upon, and provide existing information to do that?
Your advantage will come from having a person dedicated to curating the information. If you're working at a business that caters to other businesses (B2B), you have a specialized kind of knowledge that can set you apart. As a small business, or in a crowded industry, you could find your advantage in curating because:
  • becoming a useful filter makes you a destination
  • commenting and intelligent framing of conversation are still in scarce supply
  • showing trends and patterns from compiling information is powerful
  • providing content in a way that makes it usable gains you a loyal following
  • seeing what's out there helps you find gaps in demand
  • curating allows you to set the tone for where the focus should be
  • seeing your role as that of ultimate decision maker on what's in and what's out
Examples of curating information with blogs are links that pertain to a particular topic or subject of interest to readers, as well as commentary on articles or quotes, both of which have been executed in a variety of creative formats.
Have you integrated curating information in your content strategy? How about making it your content strategy?

If you enjoyed this post from Conversation Agentsubscribe, share and like it.

Wednesday, October 27, 2010

Shop.org 2010 summit presentations


http://www.shop.org/summit10/recappresentations
Annual Summit Presentations
Select presentations are available below for Summit attendees until November 1st.  After November 1st these presentations will be available to Shop.org Members Only (website login required).
Shop.org 2010 Online Retail Boot Camp
Social Media YOUniversity (large file)
Mitch Joel, President, Twist Image and Author, Six Pixels of Separation
SEO Interactive Power Session (large file)
Stephan Spencer, Co-author, The Art of SEO
Keynote Presentations
Sucharita Mulpuru, VP & Principal Analyst, Forrester Research
General Session "MC"(large file)

Glen T. Senk, Chief Executive Officer, URBN
Create for the Customer (large file)

Colleen C. Barrett, President Emeritus & Kevin Krone, VP of Marketing & Sales, Southwest Airlines Co.
Getting "Social" with Southwest (large file)
Concurrent Sessions
40+ Things You Can Do To Make More Money Next Week (Part #1: Search & Mobile) (large file)
Speakers: Allan Dick, Vintage Tub and Bath; Stephan Spencer, The Art of SEO; Andrew Hoefener, Cat5 Commerce; Todd Friesen, Position Technologies; Amanda G. Watlington, Searching for Profit; Joel Morrow, Mobile Fusion
40+ Things You Can Do To Make More Money Next Week (Part #2: Email and More) (large file)
Speakers: Allan Dick, Vintage Tub and Bath; Ross Kramer, Listrak; Sheldon Gilbert, Proclivity Systems; Scot Wingo, ChannelAdvisor; Kevin Lindsay, Adobe Systems; David Stone, CashStar

Achieving Cross-Channel Nirvana: Aligning Your Organization Behind Your Customers' POV (large file)
Speakers: Kevin Ertell, ForeSee Results; Brad Brown, REI; Christine Buscarino, Office Depot; Ben Viscon, REI

10 Innovations in Site Experiences, Social Commerce & Marketing That Can Change Your Business – Or Take You By Surprise (large file)
Speakers: Doug Mack, CEO, One Kings Lane and Kelly Mooney, CXO, Resource Interactive
Optimizing the Cross-Channel Experience for the Anytime, Anywhere, Anyplace Consumer (large file)
Speakers: David Selinger, RichRelevance; Kevin Churchill, Patagonia; Lou Weiss, The Vitamin Shoppe
Taking Luxury Brands Mobile: Strategic and Tactical Execution (large file)
Speakers: Mickey Alam Khan, Mobile Marketer and Mobile Commerce Daily; Kareen Balsam, Godiva; Tom Davis, Kenneth Cole; Maryssa Miller, Formerly - Lacoste

Kickin’ Keywords:  How Gap Achieved Paid Search Paradise (large file)
Speakers: Misty Locke, Range Online Media & CSO, iProspect and Nick Sheth, Gap Inc. Direct

21 Secrets of Top Converting Websites (Watch the webinar version of this presentation)
Bryan Eisenberg, Managing Partner, Eisenberg Holdings, LLC
Social Commerce: 7 Strategies that Work (large file)
Speakers: Andrew Sirotnik, Fluid, Inc.; Josh Himwich, Quidsi; Ron Offir, Jones Apparel Group; and Ryan Ostrom, Sears Brands
Measuring What Matters for Cross-Channel Success (large file)
Speakers: Ken Cassar, The Nielsen Company; Jay Custard, Crocs; Tony Bartel, Gamestop Corporation; Cindy Holker, BestBuy

Building a Mobile Commerce Strategy (large file)
Speakers:  Scott Todaro, Demandware; Larry Promisel, Barneys New York and Brian Walker, Forrester Research
_________________________
Shop.org Summit 2010 Home 

Overall Recap | Blog Posts | Videos Presentations


These pdfs are only accessible to non-members for a few more days, so I've taken the liberty of downloading all of them and putting them into a folder on the server:
smb://ttcfile05.target.com/TargetDirect/AcquisitionAndReadiness/Katie/shop.org_articles



Monday, October 25, 2010

A “SPECIAL TEAMS” UNIT FOR THE CORPORATION

I thought this was a very interesting commentary on what our team is doing--a lot of our work is shifting from the "c model" to the "d model" which is why it's so mindbending. And it's why our team is smart:)

http://cultureby.com/2010/10/a-special-teams-unit-for-the-corporation.html


OCT
25

A “SPECIAL TEAMS” UNIT FOR THE CORPORATION


By Grant



photo9.jpg
The corporation is very good at problem solving.
Next to getting things done, this is what it does best.  
The trouble is the problems are getting tougher.
This is exactly what we would expect.  After all, the world is speeding up.  Most corporations expect to reinvent themselves continually, and they do.  This is what it is to live in the world that Tom (Peters) built.
In the event that someone missed the news, the business presses put us on notice with titles like "Faster," "Blur," "Out of Control," "Blown to Bits" "Fast Forward," "Creative Destruction." We are learning to live with dynamism.
Please have a look at my little model above.
I believe we've spent most of the last 20 years learning to live with life at (C).  This is where problems are difficult but not intractable.  They test our systems and our assumptions, but with a concerted effort we can put things right.  Often the corporation will call in the consultants, send everyone off to a brainstorm or two, and search it's soul until old models and assumptions are unrooted, and a new approach is put in place.  
Whew!  We're good for 6 months.
Now is the time to prepare ourselves for living at (D).  This is where the world inflicts upon us a blind side hit so grievous that we feel exactly like the quarterback who was just visited by a defensive end weighing 260 pounds and travelling at ten yards a second (over 40 yards). The coach asks "How many fingers?" The QB replies, "let me get back to you on that one."  
We are now much better at opposable problem solving and creative thinking.  We are better at collaboration, brainstorms and skunk works.  We are better at "thinking outside the box," and a host of other cliches.  
But we have gone a long way to go.  The thing about (D) is that we have to think our way out of confusion.  And the only way to do that is to embrace assumptions we know are wrong.  And to put these assumptions into constellations we know are wrong. 
We are terraforming.  We are creating a great mass of bad ideas as a platform on which to create some good ideas.  ??? (D) is now beginning to look more like (C).  Eventually, this will give way to (B). And eventually, for a brief while, we will be at (A).  
Now it used to be enough to build our new systems when we got to D.  But it's clear, I think, that we need a faster response time.  We need a team of people who spend their professional lives creating new models, lots of new models, so that if and when the corporation finds itself at (D), it's got alternative ideas at the ready.  By this reckoning the corporation will now constantly entertain many visions of itself, so to protect against against intellectual stasis that comes from (D).
This Special Teams unit doesn't have to have the perfect answer.  (Guess who spent too much time watching football yesterday?  How bout them Browns?)  But it has several possible models, each of which is far enough along that the corporation can be returned to (C) and retrieved from the wilderness and the horror of (D).  The trouble with (D) is that there is no platform. There's just chaos.  And failure.
Installation of new models, that's another model.  Someone from the Special Teams unit will suddenly appear at our desk.  The conversation will go something like this,
"Oh oh. Special Teams. You people are never fun."
"We just want to put a new model in places.  Not to worry.  Won't take long.  You know, the way we've been thinking about product innovation?  Ok.  Here's the new model.  And you know the way we distinguished between the collaboration and competition?  Big change there.  Here's the way it works now."
Remember when we used to terrify one another with stories of how the Japanese could re-engineer a product line with almost no downtime.  That's what we are looking at here.  A kind of corporation reprogramming that can be made to happen almost in real time.  
Technical change will continue to speed up.  Cultural changes will continue to speed up. The corporation is going to have to make ready.  It's going to take on new order of intellectual difficulty.  It's going to need a new order of intellectual power.  And, yes, it's going to need a Special Teams unit. 
References
Brown, Tim. 2009. Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. HarperBusiness.  
Champy, James, and Nitin Nohria. 1996. Fast Forward: The Best Ideas on Managing Business Change. Harvard Business Press.  
Cowen, Tyler. 2004. Creative Destruction: How Globalization Is Changing the World's Cultures. Princeton University Press.  
Davis, Stan, and Christopher Meyer. 1999. Blur: The Speed of Change in the Connected Economy. 1st ed. Grand Central Publishing.  
Evans, Philip, and Thomas S. Wurster. 1999. Blown to Bits: How the New Economics of Information Transforms Strategy. 1st ed. Harvard Business Press.  
Foster, Richard, and Sarah Kaplan. 2004. Creative Destruction: Why Companies That Are Built to Last Underperform the Market--And How to Successfully Transform Them. Reprint. Crown Business.  
Gleick, James. 2000. Faster: The Acceleration of Just About Everything. 1st ed. Vintage.  
Grove, Andrew S. 1999. Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company. First. Crown Business.  
Handy, Charles. 1995. The Age of Paradox. Harvard Business Press.  
Handy, Charles. 1991. The Age of Unreason. 1st ed. Harvard Business Press.  
Kelly, Kevin. 1995. Out of Control: The New Biology of Machines, Social Systems, & the Economic World. Basic Books.  
Lessig, Lawrence. 2008. Remix: Making Art and Commerce Thrive in the Hybrid Economy. Penguin Press.  
Martin, Roger L. 2009. Opposable Mind: How Successful Leaders Win Through Integrative Thinking. Harvard Business School Press.  
McCracken, Grant.  2006.  Flock and Flow: Predicting and Managing Cultural Change in a Dynamic Marketplace.  Bloomington: Indiana University Press.
Peters, Tom. 2006. Re-Imagine!: Business Excellence in a Disruptive Age. DK.
Peters, Tom. 1988. Thriving on Chaos: Handbook for a Management Revolution. Harper Paperbacks.  

Meet the “Likers”


http://www.thetrendwatch.com/2010/10/25/meet-the-likers/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+TrendwatchDaily+%28TRENDWATCH+DAILY%29&utm_content=Google+Reader

25
Oct
10
likers


We have all kinds of friends: best friends, friends with benefits, even frenemies.
Now there’s a new kind of friend called “likers”.
Likers simply like things a lot and as a result, they’re more engaged, active and connected than the average Facebook user. The average “liker” has 2.4x the amount of friends than that of a typical Facebook user. They are also more interested in exploring content they discover on Facebook — they click on 5.3x more links to external sites than the typical Facebook user.
What’s interesting about likers, besides being more valuable targets for brands, is that they offer marketers a valuable lesson: the more you like, the more likely you are to have more friends (i.e. the more interested you are, the more interesting you will likely be).
#thetrendwatch