Tuesday, January 31, 2012

Sharepocalypse, and Why Social Sharing is Noisy

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Recently Mashable published an article on the social media Sharepocalypse. I was on a different topic, that of scaling and population, when I got to thinking about noise. Much of the problem, I think, comes down to noise.

Mashable’s post on the social media Sharepocalypse has caught everyone’s attention. Author Nova Spivak breaks down the issues social media users face in the sheer volume and diversity of sharing activity across our favorite social networks.  And comments on some of the resources and solutions that may be on offer if “social assistance” services can deliver effetively.

I was on a different topic recently, that of scaling and population, when I got to thinking about noise. Much of the sharepocalypse problem, I think, comes down to noise. Noise, because there are often motives behind social sharing. Motives that suggest that the act of sharing often means more than meets the eye.

This is interesting, because if sharing produces content, and if the sharepocalypse concerns an excess of content and content sharing activity, then it’s not just the volume of content that needs addressing, but the intentions of those who share. Sharing, after all, is a social act.

It’s all about sharing…

There would be no sharing if there were no friends, peers, colleagues, and fans to “consume.” And likely much less sharing if there were no measurement of sharing activities: no new followers, friend requests, comments, likes, +1s and so on.

Not to mention the meta message of sharing metrics, of which Klout is the best example. Our activity and the responsiveness of our “networks” are transformed into a meaningful number — an “influence” metric, or klout.

Point being that the act of sharing is not just an act of sharing content. It’s a social act, and social acts solicit some amount of acknowledgment and recognition. Receiving that, they can become communication (as happens when any two or more people engage in an exchange).
Content, then, is often the vehicle for a communication not yet established. It’s the opening move, if you will: the statement or expression.

The content is the vehicle

It belongs to human communication that we are able to distinguish an utterance from the thing uttered (the claim). We can tell the meaning expressed in talking from the actual sentences and expressions used. In the case of sarcasm, for example, we know that the meaning intended actually contradicts the the expression.

And this applies, to some degree, in online sharing. Knowing our friends, and less so our peers and online social connections, we’re often able to tell what a person intends when they share. The content is the vehicle, not the conversation. And in fact, content often opens up comments and exchanges permitting all involved to relate something of their own.

Content shared then is often just the ice-breaking move in social exchange. It’s the starting point, the springboard, and the context. And it’s fine, generally, if talk moves past the content itself to other things.

Noise is the problem

Which brings us to noise. Noise is the problem. Some hope it can be filtered out, say algorithmically. Algorithms may be written to anticipate the individual and personal preferences of a user. Or to collect information from aggregated activity. So individual vs a social approaches.
Noise might also be reduced by means of services that sit on top of sharing networks. This is the social assistance idea noted by Spivak.

But there’s still the matter of noise and why it is an unavoidable byproduct of social sharing. This has implications for the feasibility of noise reduction.

Social networking platforms can be viewed as social systems — a combination of mediating technologies and the practices that emerge around them. They’re self-reproducing systems: that is, it’s the constant social activity of users that keeps them going.  My thought is that if a social system reproduces itself by means of mediated interactions and communication, different types of noise are produced.

The noise of redundancy that results from distribution of activity across tightly connected social networks — a kind of noise that would not trouble situated and co-located “real world” interactions. Call this the noise of amplification. It exists because content and communication rapidly escape the site of their original production and “appear” elsewhere. (Face to face talk is governed by the physical distance in which your voice can be heard.)

The noise produced by an attention economy. This being noise resulting from the online social condition that only activity can get attention. One has to post and share in order to have presence. Here the act of sharing is what matters, less so what is shared, for the act maintains presence and creates the contexts around which others can engage.

The noise of system self reporting. This being notifications, which are system messages reporting on user activities but not authored by those users (Bill is now following you). Facebook was built on this (“Jill uploaded a photo” creates social activity by proxy, leading to more activity by those who respond to it).

The noise of bots and non-human accounts. Twitter is the most guilty of this, but wasn’t the first to allow it. (Remember Fakesters on Friendster?) This noise helps to circulate news, but results in a kind of tolerably false communication.

The noise of obligatory social etiquette. This is the noise created by adhering to online social norms and conventions, such as following back, or adding to Circles, reblogging, liking, and so on. (Social gestures — likes — have communicative purpose.) Many of these acts are simply baseline social etiquette and whether they pay off or not, are the online social equivalent of buying a lottery ticket: your chances of winning increase dramatically when you buy a ticket. A social act that has potential.
So given these different types of noise, what are the prospects for smart noise reduction? Content shared is hardly just content shared, but is almost always a form of social action. Can the social acts be separated from their contents? Should filters be designed to sift out bots? Why not then sift out users whose social media use is primarily promotional?

Or the reverse…

Or the reverse: sift out content that’s intended just to network and connect, but which has little news or information value? There could be so many further ways to tweak filtration, based on person, content, genre, timing, status, relevance, personal preferences, social preferences, recent activity, etc. It’s mind boggling.

Sharepocalypse is just the tip of the sharing iceberg. The flotsam and jetsam that drifts downstream in a medium that never stops flowing. But the currents beneath are deeply social and mean far more than meets the eye. It’s going to be hard to sort through all that noise. Because collect the empties as you will, more often than not, there’s a message in that bottle.

Monday, January 30, 2012

10 Reasons to Embrace SEO


Helen Kopp posted by
Helen Kopp

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As someone who has worked in marketing and advertising for years, I’ve seen certain words that used to be harmless develop negative connotations. Most of us don’t hear the word “advertisement” without thinking of an annoying interruption. Particularly, the acronym “SEO” (short for search engine optimization) has become associated more and more with spam, manipulation, and trickery.
Shifts in the meaning of words are a natural part of lingual evolution, but these particular buzzwords suffer because of the people who exploit their popularity to make a quick and easy buck.

Colleen Jones, in her book Clout: The Art and Science of Influential Content, speaks to this problem specifically with regards to SEO. She says, ”SEO snake oil [...] leads people to spend money on being found (which often doesn’t work) at the expense of making their website worth finding.” She's right.
So, in this post, I'm not talking about SEO snake oil. I'm talking about quality SEO. We all need it, like it or not. SEO is a critical part of any online effort, whether you’re building a website, launching a blog, or mobilizing your website. Let’s take a minute to remember the top reasons why we need it – and can even grow to like it.

10. SEO Makes Us organize the web

You love the internet because you have instant access to crazy amounts of information, right? Well, if it weren’t for SEO, trying to access this information would be like trying to find a needle in a haystack. SEO helps us organize the overwhelming internet into relationships (for example, blogospheres of likeminded people) and indexes (think a Google search that yields relevant results).

9. SEO encourages competition + IMPROVEMENT

SEO keeps the internet competitive, which means you get better and better websites. Thanks to complex algorithms developed by the search engines to measure quality and relevance in order to rank listings, competitors must continuously improve their websites in the fight for that top ranking.

8. SEO unites us around Best Practices

Because SEO is so integrated into every aspect of a website, it unites all of us – designers, writers, architects, developers, and marketers – as we choose how to design, write, and develop for an organized WWW. For example, a decision such as deciding whether to use Flash instead of the SEO-friendly HTML 5 for a video, has impact on developers, content planners, and designers.

7. SEO helps the little guys

Thanks to cheap and SEO-friendly online publishing tools like Wordpress and social networks, many an agile start-up and small business has fought its way to visibility amongst the “big guys” through strong SEO.

6. SEO leads to better site navigation

Problems with navigation and internal linking adversely affect SEO and lead to reduced site traffic. On the flip side, a logical structure – one that includes important links on the top-level navigation bars, niche areas farther down in the menu, and important content no more than three clicks away – gives benefits such as
  • enhancing usability.
  • decreasing bounce rate.
  • healping search spiders index your pages.

5. SEO helps companies speak their users’ language

Getting SEO right requires researching our users’ search behavior, namely the words users type in the search box. The better a website speaks the language of the right users, the better it will perform in search. The benefits don't stop there. The insights you gain into how users talk about you, your products, or your ideas are helpful for customer service, marketing, product management and more.

4. SEO creates matches made in web heaven

The world is full of billions of people with unique needs. Likewise, the internet is full of billions of types of content with the potential to connect those people with the right product, service, or community. SEO matches the right people with the right content and, ultimately, the right product, solution, or person.

3. SEO encourages consistent + integrated MARKETING strategies

For SEO to work, it must be implemented consistently and throughout each layer of a website. Metadata, titles, headers, copy, and even related Tweets and blog posts must contain the right keywords and content. And consistent, integrated keywords and content require a consistent, integrated message.

2. SEO forces us to make content better

Contrary to some people’s perception, good SEO isn’t cramming keywords into content. SEO benefits from intelligently crafted copy, meaningful images, and indexable multimedia content. You can't skimp on content and expect to rank well in search. That brings me to the final, and most important reason to embrace SEO…

1. SEO IMPROVES user experience.

All of these benefits – an organized internet, competition, a unified vision, an equal playing field, a deeper understanding of users, consistent strategies, and better content – improve the web experience for our users. Embracing good SEO is embracing good user experience. What's not to like about that?

Sunday, January 29, 2012

Strong Brands Are Consistent

January 13, 2012

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Brand Strategy Brand Consistency Coca-Cola

Most leadership teams choose “trustworthy” as the most important brand personality attribute when positioning their brands. Why? People need to trust the brands they use. They want to know what to expect. They don’t want any surprises, at least not negative ones.

So, it still surprises me when I encounter brands that are completely inconsistent in their execution across products, services or locations. Think of a fast food chain in which the menu items vary from location to location, or worse, the food or service quality varies from location to location. Imagine a brand that produces some very high quality products that are extremely durable and reliable. Now imagine that same brand offering other products of significantly lower quality, durability and reliability. What does that brand stand for? Can you trust it? Imagine a coffee house chain in which some locations’ bathrooms are immaculate and others are absolutely filthy. Or a hotel brand that offers free Wi-Fi, complimentary breakfast, a fitness center and a swimming pool in most, but not all, locations.

Brand managers must consider ways to maintain consistency across all of the following:
  • Overall quality level
  • Service quality level
  • Product functionality and features
  • Product availability
  • Location amenities
  • Cleanliness
  • Flavor consistency
  • Durability and reliability levels
  • Time consistency
Your customers are counting on your brand to be predictable. Otherwise, what does the brand stand for except for inconsistency itself?

Sponsored ByThe Brand Positioning Workshop

Saturday, January 28, 2012

The Rise of the New Groupthink


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SOLITUDE is out of fashion. Our companies, our schools and our culture are in thrall to an idea I call the New Groupthink, which holds that creativity and achievement come from an oddly gregarious place. Most of us now work in teams, in offices without walls, for managers who prize people skills above all. Lone geniuses are out. Collaboration is in. 




Andy Rementer


But there’s a problem with this view. Research strongly suggests that people are more creative when they enjoy privacy and freedom from interruption. And the most spectacularly creative people in many fields are often introverted, according to studies by the psychologists Mihaly Csikszentmihalyi and Gregory Feist. They’re extroverted enough to exchange and advance ideas, but see themselves as independent and individualistic. They’re not joiners by nature.

One explanation for these findings is that introverts are comfortable working alone — and solitude is a catalyst to innovation. As the influential psychologist Hans Eysenck observed, introversion fosters creativity by “concentrating the mind on the tasks in hand, and preventing the dissipation of energy on social and sexual matters unrelated to work.” In other words, a person sitting quietly under a tree in the backyard, while everyone else is clinking glasses on the patio, is more likely to have an apple land on his head. (Newton was one of the world’s great introverts: William Wordsworth described him as “A mind for ever/ Voyaging through strange seas of Thought, alone.”)

Solitude has long been associated with creativity and transcendence. “Without great solitude, no serious work is possible,” Picasso said. A central narrative of many religions is the seeker — Moses, Jesus, Buddha — who goes off by himself and brings profound insights back to the community.
Culturally, we’re often so dazzled by charisma that we overlook the quiet part of the creative process. Consider Apple. In the wake of Steve Jobs’s death, we’ve seen a profusion of myths about the company’s success. Most focus on Mr. Jobs’s supernatural magnetism and tend to ignore the other crucial figure in Apple’s creation: a kindly, introverted engineering wizard, Steve Wozniak, who toiled alone on a beloved invention, the personal computer.

Rewind to March 1975: Mr. Wozniak believes the world would be a better place if everyone had a user-friendly computer. This seems a distant dream — most computers are still the size of minivans, and many times as pricey. But Mr. Wozniak meets a simpatico band of engineers that call themselves the Homebrew Computer Club. The Homebrewers are excited about a primitive new machine called the Altair 8800. Mr. Wozniak is inspired, and immediately begins work on his own magical version of a computer. Three months later, he unveils his amazing creation for his friend, Steve Jobs. Mr. Wozniak wants to give his invention away free, but Mr. Jobs persuades him to co-found Apple Computer.

The story of Apple’s origin speaks to the power of collaboration. Mr. Wozniak wouldn’t have been catalyzed by the Altair but for the kindred spirits of Homebrew. And he’d never have started Apple without Mr. Jobs.

But it’s also a story of solo spirit. If you look at how Mr. Wozniak got the work done — the sheer hard work of creating something from nothing — he did it alone. Late at night, all by himself.
Intentionally so. In his memoir, Mr. Wozniak offers this guidance to aspiring inventors:

“Most inventors and engineers I’ve met are like me ... they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone .... I’m going to give you some advice that might be hard to take. That advice is: Work alone... Not on a committee. Not on a team.”

And yet. The New Groupthink has overtaken our workplaces, our schools and our religious institutions. Anyone who has ever needed noise-canceling headphones in her own office or marked an online calendar with a fake meeting in order to escape yet another real one knows what I’m talking about. Virtually all American workers now spend time on teams and some 70 percent inhabit open-plan offices, in which no one has “a room of one’s own.” During the last decades, the average amount of space allotted to each employee shrank 300 square feet, from 500 square feet in the 1970s to 200 square feet in 2010.
Andy Rementer

Our schools have also been transformed by the New Groupthink. Today, elementary school classrooms are commonly arranged in pods of desks, the better to foster group learning. Even subjects like math and creative writing are often taught as committee projects. In one fourth-grade classroom I visited in New York City, students engaged in group work were forbidden to ask a question unless every member of the group had the very same question.

The New Groupthink also shapes some of our most influential religious institutions. Many mega-churches feature extracurricular groups organized around every conceivable activity, from parenting to skateboarding to real estate, and expect worshipers to join in. They also emphasize a theatrical style of worship — loving Jesus out loud, for all the congregation to see. “Often the role of a pastor seems closer to that of church cruise director than to the traditional roles of spiritual friend and counselor,” said Adam McHugh, an evangelical pastor and author of “Introverts in the Church.”
SOME teamwork is fine and offers a fun, stimulating, useful way to exchange ideas, manage information and build trust.

But it’s one thing to associate with a group in which each member works autonomously on his piece of the puzzle; it’s another to be corralled into endless meetings or conference calls conducted in offices that afford no respite from the noise and gaze of co-workers. Studies show that open-plan offices make workers hostile, insecure and distracted. They’re also more likely to suffer from high blood pressure, stress, the flu and exhaustion. And people whose work is interrupted make 50 percent more mistakes and take twice as long to finish it.

Many introverts seem to know this instinctively, and resist being herded together. Backbone Entertainment, a video game development company in Emeryville, Calif., initially used an open-plan office, but found that its game developers, many of whom were introverts, were unhappy. “It was one big warehouse space, with just tables, no walls, and everyone could see each other,” recalled Mike Mika, the former creative director. “We switched over to cubicles and were worried about it — you’d think in a creative environment that people would hate that. But it turns out they prefer having nooks and crannies they can hide away in and just be away from everybody.”

Privacy also makes us productive. In a fascinating study known as the Coding War Games, consultants Tom DeMarco and Timothy Lister compared the work of more than 600 computer programmers at 92 companies. They found that people from the same companies performed at roughly the same level — but that there was an enormous performance gap between organizations. What distinguished programmers at the top-performing companies wasn’t greater experience or better pay. It was how much privacy, personal workspace and freedom from interruption they enjoyed. Sixty-two percent of the best performers said their workspace was sufficiently private compared with only 19 percent of the worst performers. Seventy-six percent of the worst programmers but only 38 percent of the best said that they were often interrupted needlessly.

Solitude can even help us learn. According to research on expert performance by the psychologist Anders Ericsson, the best way to master a field is to work on the task that’s most demanding for you personally. And often the best way to do this is alone. Only then, Mr. Ericsson told me, can you “go directly to the part that’s challenging to you. If you want to improve, you have to be the one who generates the move. Imagine a group class — you’re the one generating the move only a small percentage of the time.”

Conversely, brainstorming sessions are one of the worst possible ways to stimulate creativity. The brainchild of a charismatic advertising executive named Alex Osborn who believed that groups produced better ideas than individuals, workplace brainstorming sessions came into vogue in the 1950s. “The quantitative results of group brainstorming are beyond question,” Mr. Osborn wrote. “One group produced 45 suggestions for a home-appliance promotion, 56 ideas for a money-raising campaign, 124 ideas on how to sell more blankets.”

But decades of research show that individuals almost always perform better than groups in both quality and quantity, and group performance gets worse as group size increases. The “evidence from science suggests that business people must be insane to use brainstorming groups,” wrote the organizational psychologist Adrian Furnham. “If you have talented and motivated people, they should be encouraged to work alone when creativity or efficiency is the highest priority.”

The reasons brainstorming fails are instructive for other forms of group work, too. People in groups tend to sit back and let others do the work; they instinctively mimic others’ opinions and lose sight of their own; and, often succumb to peer pressure. The Emory University neuroscientist Gregory Berns found that when we take a stance different from the group’s, we activate the amygdala, a small organ in the brain associated with the fear of rejection. Professor Berns calls this “the pain of independence.”

The one important exception to this dismal record is electronic brainstorming, where large groups outperform individuals; and the larger the group the better. The protection of the screen mitigates many problems of group work. This is why the Internet has yielded such wondrous collective creations. Marcel Proust called reading a “miracle of communication in the midst of solitude,” and that’s what the Internet is, too. It’s a place where we can be alone together — and this is precisely what gives it power.

MY point is not that man is an island. Life is meaningless without love, trust and friendship.
And I’m not suggesting that we abolish teamwork. Indeed, recent studies suggest that influential academic work is increasingly conducted by teams rather than by individuals. (Although teams whose members collaborate remotely, from separate universities, appear to be the most influential of all.) The problems we face in science, economics and many other fields are more complex than ever before, and we’ll need to stand on one another’s shoulders if we can possibly hope to solve them.
But even if the problems are different, human nature remains the same. And most humans have two contradictory impulses: we love and need one another, yet we crave privacy and autonomy.
To harness the energy that fuels both these drives, we need to move beyond the New Groupthink and embrace a more nuanced approach to creativity and learning. Our offices should encourage casual, cafe-style interactions, but allow people to disappear into personalized, private spaces when they want to be alone. Our schools should teach children to work with others, but also to work on their own for sustained periods of time. And we must recognize that introverts like Steve Wozniak need extra quiet and privacy to do their best work.

Before Mr. Wozniak started Apple, he designed calculators at Hewlett-Packard, a job he loved partly because HP made it easy to chat with his colleagues. Every day at 10 a.m. and 2 p.m., management wheeled in doughnuts and coffee, and people could socialize and swap ideas. What distinguished these interactions was how low-key they were. For Mr. Wozniak, collaboration meant the ability to share a doughnut and a brainwave with his laid-back, poorly dressed colleagues — who minded not a whit when he disappeared into his cubicle to get the real work done.

Friday, January 27, 2012

For $2 a Star, an Online Retailer Gets 5-Star Product Reviews

 Great article from Amy and Dave Klein. This type of scam is causing a lot of cynicism in the general public about trusting "user reviews". and as we know, user reviews are what guests trust most, so because other companies are acting unethically, they hurt the rest of us. And we have to tread an even finer line of what's incentive and what's influence, in order to stay true to Target's ethos and NOT to kill the goose who lays golden eggs:)

John Gress for The New York Times
Bing Liu, a computer science professor at the University of Illinois at Chicago, is trying to devise mathematical models that can unmask fake product endorsements. “The incentives for faking are getting bigger,” he said. “It’s a very cheap way of marketing.”
In the brutal world of online commerce, where a competing product is just a click away, retailers need all the juice they can get to close a sale.
 
 


Some exalt themselves by anonymously posting their own laudatory reviews. Now there is an even simpler approach: offering a refund to customers in exchange for a write-up.

By the time VIP Deals ended its rebate on Amazon.com late last month, its leather case for the Kindle Fire was receiving the sort of acclaim once reserved for the likes of Kim Jong-il. Hundreds of reviewers proclaimed the case a marvel, a delight, exactly what they needed to achieve bliss. And definitely worth five stars.

As the collective wisdom of the crowd displaces traditional advertising, the roaring engines of e-commerce are being stoked by favorable reviews. The VIP deal reflects the importance merchants place on these evaluations — and the lengths to which they go to game the system.

Fake reviews are drawing the attention of regulators. They have cracked down on a few firms for deceitful hyping and suspect these are far from isolated instances. “Advertising disguised as editorial is an old problem, but it’s now presenting itself in different ways,” said Mary K. Engle, the Federal Trade Commission’s associate director for advertising practices. “We’re very concerned.”
Researchers like Bing Liu, a computer science professor at the University of Illinois at Chicago, are also taking notice, trying to devise mathematical models to systematically unmask the bogus endorsements. “More people are depending on reviews for what to buy and where to go, so the incentives for faking are getting bigger,” said Mr. Liu. “It’s a very cheap way of marketing.”
By last week, 310 out of 335 reviews of VIP Deals’ Vipertek brand premium slim black leather case folio cover were five stars and nearly all the rest were four stars. The acclaim seemed authentic, barring the occasional indiscretion. “I would have done 4 stars instead of 5 without the deal,” one man bluntly wrote.

VIP Deals, which specializes in leather tablet cases and stun guns, denied it was quietly offering the deals. “You are totally off base,” a representative named Monica wrote in an e-mail.
But three customers said in interviews that the offer was straightforward. Searching for a protective case for their new Kindle Fire, they came upon the VIP page selling a cover for under $10 plus shipping (the official list price was $59.99). When the package arrived it included a letter extending an invitation “to write a product review for the Amazon community.”
“In return for writing the review, we will refund your order so you will have received the product for free,” it said.

Anne Marie Logan, a Georgia pharmacist, was suspicious. “I was like, ‘Is this for real?’ ” she said. “But they credited my account. You think it’s unethical?”

While the letter did not specifically demand a five-star review, it broadly hinted. “We strive to earn 100 percent perfect ‘FIVE-STAR’ scores from you!” it said.

The merchant, which seems to have no Web site and uses a mailbox drop in suburban Los Angeles as a return address, did not respond to further requests for comment. As of last week, the company (as opposed to its products) had received 4,945 reviews on Amazon for a nearly perfect 4.9 rating out of five.

Amazon is expected to sell 20 million Kindle Fire tablets this year, making the market for cases potentially enormous. But it is also bitterly competitive, with dozens of models in Amazon’s Kindle showroom. With a modest investment, VIP pushed its product far above the competition, none of which had so much enthusiasm with so little dissent. Customers like Ms. Logan, who got something they had genuinely wanted for only a small shipping charge, were of course thrilled. And Amazon racked up more revenue.

Even a few grouches could not spoil the party. “This is an egregious violation of the ratings and review system used by Amazon,” a customer named Robert S. Pollock wrote in a review he titled “scam.”

He was promptly chastised by another customer. This fellow, himself a seller on Amazon, argued that he had both given and gotten free items in exchange for reviews. “It is not a scam but an incentive,” he wrote.

Under F.T.C. rules, when there is a connection between a merchant and someone promoting its product that affects the endorsement’s credibility, it must be fully disclosed. In one case, Legacy Learning Systems, which sells music instructional tapes, paid $250,000 last March to settle charges that it had hired affiliates to recommend the videos on Web sites.

Amazon, sent a copy of the VIP letter by The New York Times, said its guidelines prohibited compensation for customer reviews. A few days later, it deleted all the reviews for the case, which itself was listed as unavailable. Then it took down the product page itself.
Asked why Amazon did not seem to notice that at least a few consumers called into question the VIP deal on its own site, a spokeswoman declined to comment. Nor would she say exactly what happened to VIP’s other products, like the Vipertek VTS-880 mini stun gun, which also disappeared from the retailer.

The gun, like the Kindle case, received nearly all five-star reviews. “I bought one for my wife and decided to let her try it on me,” one man wrote in a typical display of the sort of effusiveness that VIP inspired. “We gave it a full charge and let me just say WOW! Boy do I regret that decision.”

Monday, January 23, 2012

Content Strategy: 3 Lessons from Moneyball

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by : Ahava Liebtag

Tuesday, January 17, 2012



I won’t even pretend to explain the plot of Moneyball because what I know about baseball is this: you need a ball, a bat and four bases.

What I can tell you is Moneyball is a movie about a man who tried to do something different within an industry that thought he was all wrong. In the film, Billy Beane, the General Manager of the Oakland Athletics implements a system called Moneyball—introduced to him by a squishy Yale graduate named Peter, played by Jonah Hill.

The system is designed to pick players based on the number of runs they are able to accumulate, and therefore the wins.

Everyone thought it was crazy. Then the team won 20 games in a row, never before accomplished in Major League Baseball.

There are 3 major lessons content strategists can learn from Moneyball and they have nothing to do with batting averages:

1. Ask the right questions.
In at least 2 scenes, Billy Beane (played by Brad Pitt) listens to a group of people arguing and responds to them, “You’re asking the wrong questions.” Then he boils down their problem to a question that better defines the challenge at hand.

If you’re a good content strategist, this happens to you on every project.  Because your clients, or your boss, or someone on the executive team brings you a problem they think you can solve digitally. But very often, the problem as they have it defined is not the problem. Or, the problem does not have a digital solution.

Ask the right questions. Make sure you’re trying to solve the right puzzle.

2. The first one through a glass wall is the bloodiest. 
At one point in the movie, the owner of the RedSox offers Billy Beane a job. Even though the team Billy managed didn’t make it to the World Series, the RedSox owner believes in what he’s trying to do.

The owner says to him “Any time you try to change things, people feel threatened and they knock you in the teeth for it.  The first one through the glass wall gets the bloodiest.”

Content strategy is not really new.  In fact, it’s the oldest job in the world—how do you get one group of people to march in one line on the same beat?  Yet, very often, we’re seen as trying to do something radical, something that can’t be done, something that is worthless or impossible.

Epilogue to the movie? After applying these newfangled principles that everyone in baseball dismissed, the Boston RedSox won the World Series 2 years later.

3. Check to see if you’ve hit a home run.  
When Billy Beane feels defeated after not advancing to the World Series, Pete shows him a video of one of their players who was terrified to run to second base at the start of the season. In the video, the player hits the ball 60 feet over the fence.  The irony? The guy was so scared of running to second base that he falls on the turn and crawls back to first base. The other team has to tell him to look up and see the home run.

Effective content strategy is hard work. It’s a lot of heavy lifting and decisions. You don’t always know if you’re making the right ones.  Change management is almost always involved.

Every once in a while look up and see that you’ve knocked it out of the park.

Maybe the baseball players were the ones who said if first: You have to celebrate the wins.

Saturday, January 21, 2012

Content Strategy and Responsive Design

This type of thinking/methodology is going to be realllly important in order for Target to have real multichannel success...

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by Sean Tubridy on January 19th, 2012

Maybe you’ve heard the term “responsive design.” Maybe you haven’t. Many people think it solely refers to the technical aspects of design, but that’s not exactly the case.

Responsive design can have a major impact on your content. I’ll tell you how it works, how it can affect your content, and why you should—and need to—care.

What is responsive design?

Responsive design is the practice of having one website that adapts to the device it is being viewed upon. Or, more simply: one website for all screens.

So, why is it important? If you’ve ever been involved in the process of creating separate sites for desktop, mobile, tablet, iPhone, iPad, etc., you know why. It can be a nightmare to develop and keep up multiple websites that are essentially delivering the same content. If you only have to design and code for one site, things suddenly become a lot simpler.

Below is the Confab 2012 site I designed and developed as seen on a laptop, an iPad, and an iPhone. Notice that while the design and layout look different on each device, the URL and the content are the same.

Responsive Confab 2012 site on multiple devices

How could it impact your content?

Right now, designers and developers are driving the conversations about responsive design. And those conversations are primarily about technical and esthetic matters. But, not surprisingly, it pertains to content, too. That’s the part I’d like to talk about.

The point of using a responsive approach is to allow the same content to work across multiple devices. This can make your job easier, because you don’t have to update content in multiple places.
So, what can happen to a site’s content as we go from a large desktop to a small device? Three things typically occur:
  1. It shifts: This the most obvious change in content when we look at a responsive layout. As the screen gets smaller, columns become narrower, allowing text to become larger and more readable. Sidebars and other secondary content blocks move from the side to below the main column(s). Rows of six images become three, and then two, and then one, etc. All of this is done so you don’t have to pinch, expand, and move around a site on a smaller device. When it’s done properly, it can make the viewing experience much more enjoyable and efficient.
  2.  
  3. It gets hidden: Content that would otherwise take too long to skim by scrolling or just doesn’t fit well in the layout might get hidden. It's then revealed when a user performs an action like clicking a button or toggling a drop-down.
  4.  
  5. It gets removed: Uh oh! Did an alarm just go off in your head? It should have, because this is the part of responsive design that no one likes to talk about. Even though the general consensus is that removing content is generally a no-no, it’s totally possible and oh-so-tempting in the name of esthetics, reduced scrolling, lowered page load time, etc.

Why should a content strategist care?

As I was developing the Confab 2012 site and creating different layouts for different screen sizes, I found that I needed to make a lot of decisions about what should happen to the content across different screen sizes. Should this piece of content shift? Become hidden? Disappear altogether? What’s more important—this piece or that piece? Should this go above or below that? It became clear very quickly that I shouldn’t be the only one making these decisions.

Don’t leave these decisions solely up to designers and developers. Chances are, we’re too concerned about things like browser compatibility and page-load time to give much thought to them. I happen to be a designer who believes that people visit websites for the content, not the design—but that doesn’t mean I want to be making decisions about content priority myself.

Responsive design. Mobile first. Progressive enhancement. These, and any other technical approaches where your content can take different forms across channels and platforms, present a challenge to content strategists. The content you create needs to be flexible.

To achieve this, you may need to enhance and adapt some of your traditional deliverables, or set them aside in favor of conversations and collaborations, which is always a good thing.

The Web will continue to evolve, and the more content strategists and designers can work together to adapt to these changes, the better off our content—and users—will be.

p.s. Yes, we know our site isn’t responsive. But we’re working on it. Just you wait!

Responsive design is a term and a technique coined by Ethan Marcotte in his groundbreaking article in A List Apart, “Responsive Web Design.” If you are interested in learning the technology behind it, there are many more articles to explore.

Friday, January 20, 2012

Forum: What role does Strategy play in a creative agency?

This is a great article. Although we're not part of a creative agency, we should be asking questions like in the first interview. BUt our organization's silos make it hard to connect at a larger level...product content is separate from Presentation is separate from DigEx...

 But I think this mindset of curiousity, problem solving, holistic thinking and collaboration is something to move toward even if the progress is slow.  There should be a hub that holds everything together---makes sure all the pieces and parts are cohesive, intuitive and usable---and while I don't think our team is it, I would like to see us do our part to unify our face to the guest.

A girl can dream.

Go to article, Part 1

by Hector Leano, Razorfish
Image courtesy of National Library of Scotland

Whereas “strategy” is often a dispersed responsibility within the different functions (e.g., Design, UX, Client Engagement, etc.) of most creative agencies, Razorfish is unique in that Strategy is a distinct practice within our larger client offerings. Though we often work hand-in-hand with creative, we believe our value-add goes beyond adding consultant-y buzz words like “value-add” to client presentations.

Since different clients have different needs, we wanted to share the perspective from our different team members across the US, asking them:

What role does the Strategy practice within a creative agency*?
*Don’t call us an “ad” agency. Topic for another blog post!

We are Curious George.
Tracy Yedlin
Mobile Strategy Director, Chicago


We ask questions.
We ask the questions to get to the root of the business problem. What keeps our partners up at night?
We ask the questions that others may not have thought about. What is the impact to the business? What does success looks like?
We ask the questions that no one else wants to ask. The tough questions that result in conversation, debate, and sometimes conflict.
We ask the questions of our Creative teams. Does this experience accomplish the goals set out in the brief?
We ask the questions on behalf of our target users. Will this experience drive value for our customers in a way that will drive value for the business and brand?
We ask the questions regarding what happens after this experience is build. What are we going to measure? How are we going to measure it? What is the optimization plan?
We ask the questions about the grout. How does this experience piece together with other digital and non-digital touch points? Is this experience scalable?

Setting the foundation for the business case and collaboration
Todd Thiessen
Strategy SVP, New York



There are four core functions for strategy
  • Define the problem
  • Set the vision
  • Quantify the opportunities
  • Prioritize the efforts
Strategy ensures the right issues are being addressed, sets the foundation for collaborative problem solving while pointing the team on the right path toward a larger vision and mission. These are elements of problem solving DNA while the issues may change (audience analysis, business planning, competitive scenarios) the core strategic emphasis stays the same

Depends on what you mean by “creative agency”
Robert McCutcheon
Strategist, New York

In a world where digital and traditional channels are merging, and doing is the new saying, what exactly is a creative agency?

Broadly speaking, it’s one of two things: (1) a traditional agency trying to build its digital capabilities, or (2) a digital agency trying to build out the competencies of a traditional agency.

The position of strategist in scenario #1 is to guide traditional creatives in embracing a changing environment, one in which a big idea and a :30 second spot are no longer enough to build strong relationships between an agency and its clients, and a brand and its consumers.

The position of a strategist in scenario #2 is to guide creative in breaking free of the constraints once placed upon digital agencies that merely executed on the big picture direction of a traditional agency.
Depending on where a particular agency is in its progress, strategy can be a very different thing. And that’s just at a campaign level. When you start talking about platform development, at a place like Razorfish, where we develop platforms and campaigns on integrated accounts, more and more our strategists are consultants, responsible for aligning the efforts of creative, user experience, media, and technology, with the goals of client’s business and the needs of its core customers.

Go to article, Part 2

by Hector Leano
51st Highland Division planning for the battle of El Alamein. Image from The Scots at War Trust

Clients come to Razorfish with a pretty clear mandate: design and build superior digital experiences. What they miss however is that any effective user experience will touch on fundamental business (strategic) questions. Members of our Strategy practice have provided their unique view on the question: What role does strategy play in a creative agency?
Missed Part 1? Check it out here

***
Business value’s advocates inside the creative scrum.
David Charles
Strategy Director, New York


Occasionally, in an agency that has strong roots in user experience and creative, the “Business” part of the digital equation gets lost in the excitement of delivering a solution on the bleeding edge of design and technology. While Strategists are as much on the edge of the curve as the rest of the agency, our background and role tether us to the Business Value that must be delivered by the digital channel.  A good digital strategy must be built on four components:
  • Audience Insight
  • Brand Pillar
  • Competitive/Industry Landscape
  • Business Objectives
The role of Strategy is to ensure that any digital solution we deliver to our clients balances these components. To be sure, this approach doesn’t prevent us from being innovative, or ‘creative’; instead, it gives us the confidence to deliver innovative ideas that the client will ultimately buy into.

***
Connecting client goals with customer needs.
Daipayan “DB” Bhattacharjee
Sr. Strategy Manager, Chicago

On a broad level
  • Developing a digital marketing strategy based on the client business goals, specific audience segmentation, personas, and overall market structure
  • A business case that quantifies the investment and expected return on investment for the digital campaign
  • A detailed roadmap prioritizing initiatives and associated measurement plan with specific success metrics (a.k.a., KPIs)
***
Leveraging broader tech + client industry insights to push the experience envelope.
Haven “Haven” Thompson
Strategy Analyst, New York

A big part of Strategy’s role is helping our Creative and User Experience teams understand what’s happening in the broader business landscape and the target consumer’s mindset. We stay on top of digital trends, analyze primary and secondary research, seek out fresh opportunities and ultimately set a vision that will enable our clients to engage with their customers in more inspiring and effective ways.

Thursday, January 19, 2012

Why SMS Marketing is a Must for a Younger Audience

Go to article

Image credit: Fotolia.com

The other day, I was in a popular national chain pizza restaurant enjoying a meal with friends.
While we dined, I noticed a number of younger people (under 34) showing their mobiles to the server before getting their bill. One family even had a teenage mobile user hold up her phone on behalf of the family.

Now, this particular chain of pizza restaurants does a lot of online marketing, especially email. In fact, many of my friends that evening had printed off 2-for-1 vouchers from the chain’s website.
Being in the SMS (mobile phone text messages) business, I was curious how the pizza chain’s program worked. I used my smartphone to search for the chain’s “mobile voucher.” What I observed at the restaurant and found online only served to strengthen the research I’ve seen on how effectively mobile SMS campaigns reach the younger demographics.

Using SMS to get them to spend

In the example above, the voucher code was for 25 percent off the food bill when you purchased at least two “adult” pizzas. It’s a pretty good deal, especially for those on limited budgets (like most young people), and a sure way to bring customers (who might be otherwise reluctant) into the restaurant for a meal by spending a minimum amount.

But discount codes are only one kind of SMS marketing tactic — there are plenty of other uses, such as:
  • Free product offers
  • Buy-one-get-one-free coupons
  • Priority customer codes
  • Special announcements
  • VIP access
Like all good offers, you need to consider your audience for your product or service. For example: the local restaurant could offer a free bottle of wine with your next visit; an electronics store could announce when a popular game is back in stock; or a local night club could offer special access to mobile customers on a traditionally slow evening with “Free VIP access this Tuesday night! Show this text code when you get to the door VIPTUES121211″.

SMS messages are actually read

The New York Times reported that email use is declining in younger target markets (those under 34 years old), noting they prefer to use SMS messages to communicate. In a U.S. study conducted by eMarketer, over half of the respondents between the ages of 18 and 34 said that they would give their mobile number to a business in order to receive coupons or vouchers.

SMS is powerful for marketers as well: the average open rate for SMS messages is over 95% (Frost & Sullivan). you suddenly see how effective SMS marketing is when trying to reach younger segments of your audience.

Putting it all together

I signed up online for the promotion by entering my mobile number and immediately received a confirmation text message on my phone:
ABCPizza: Thanks for your interest in our 25% off voucher. To receive your code, reply “yes”. Standard network charges apply. See T&Cs on our website.
The pizza restaurant is using good practice here. The opt in to receive the code is a reassuring sign that I’m not enrolling in something suspicious. Also, the message clearly communicated what the charges would be (standard network rates).

I confirmed and received my code which explained how to redeem it and how long I had to use it.
ABCPizza: 25% off ur bill when you order 2 main meals. Show code to your server when you ask for the bill. 26e1A56 Exp 23.11.2011
Once we finished our meal, I showed my SMS message to my server, who took down the number to check against a live database, and then gave me the 25 percent discount.

What’s more, I told my friends to text to the opt-in short code to get the discount too. Which brings me back to a point I made earlier about considering your audience in your offers. A compelling offer will get shared and with most young people today carrying mobiles, this viral sharing of SMS marketing messages ensures your offers are read by this important demographic.

10 Creative Ways to Use QR Codes for Marketing


Go to article

 

Ekaterina Walter is a social media strategist at Intel. She is a part of Intel’s Social Media Center of Excellence and is responsible for company-wide social media enablement and corporate social networking strategy. She was recently elected to serve on the board of directors of WOMMA.

QR codes have been around since the early ’90s, but only with the widespread adoption of smartphones and barcode-scanning apps have customers been able to easily access QR codes in significant numbers.

According to comScore, 20.1 million mobile phone owners in the U.S. used their devices to scan a QR code in the three-month average period ending October 2011. In the big scheme of things, this isn’t a large number. However, the number of people using QR codes is expected to grow.
Will QR codes reach widespread public consciousness, or are they destined to be a quirky aside for mainstream promotional campaigns? The trend towards increasingly complex personal technology suggests that the potential is there, but the question remains whether marketers will fully exploit the opportunities QR codes have to offer.

So, what can marketers do to take customers out of their comfort zones and try something new? The ability to access information won’t drive customers to a product’s site unless there’s a reason for them to do so. Below are some of the most creative, fun and interesting examples of QR code marketing that show QR codes have the potential to enrich the product experience and offer the customer real value.

Image courtesy of iStockphoto, youngvet

Wednesday, January 18, 2012

What to Expect From Mobile Marketing Tech in 2012


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Matthias Galica is CEO of ShareSquare, the leading platform among brand and entertainment marketers for incentivizing offline-to-online consumer engagement.

As new technologies emerge that seek to bridge the real world with the digital, the offline-to-online marketing learning curve only gets steeper.

For instance, what is the future of the QR code, and should we prepare to be wowed by augmented reality? Read on for my mobile marketing predictions of 2012.


1. Quick Response (QR) Codes


The Good: We’ll witness the disappearance of non-standard formats, an exponential rise in capable mobile devices, and a steady march toward improved calls-to-action spurred by more accountable analytics.


The Bad: Even though the arrival of native QR scanning in Android and/or iOS would be a boon for mainstream adoption, the move would elbow out increasingly popular third-party scanning apps and draw the ire of developers.


The Ugly: Overwhelmed by the variety of QR uses in marketing campaigns, bad “carpenters” keep blaming their tools, and repeat simple mistakes that disappoint many first-time consumer scanners. 

Whether you love or hate QR codes, they’ll become progressively more ubiquitous and useful as they mature from hype to marketing line item.


2. Augmented Reality (AR)


 
The Good: Thanks to the exponential rise of capable mobile devices, a few AR campaigns will successfully break through to capture mainstream imaginations. And despite the highly proprietary nature of most AR, efforts like Aurasma‘s will continue striving to build scalable platforms.

The Bad: Similar to QR’s initial reception, the wider availability of easy AR creation tools will result in many more uninspired efforts, disappointing first-time users. The situation is further exacerbated by the broad definition of what “augmented reality” is and by uncertain consumer expectations.

The Ugly: The challenge of consistently retaining consumer attention beyond initial novelty (especially if a leading provider doesn’t emerge) threatens to relegate AR marketing to a modern flop.
In the absence of a dominant AR mobile marketing app, a plurality of contenders will fight to attain precious network effects, all the while searching for the “sticky” use cases and supporting performance metrics that result in repeat usage.

3. Near Field Communication (NFC)


 

The Good: Even though mobile wallets have held the spotlight, competition among providers hastens hardware penetration for mobile marketing opportunities, like the ability to swap SIM cards for NFC in lieu of upgrading one’s entire device. Early campaigns will appear in tandem with QR codes.

The Bad: Total NFC mobile penetration will remain below critical mass for mainstream
 deployments, constraining good campaigns to tightly focused areas, while exposing poorly conceived campaigns with less reach to critical scorn.

The Ugly: As competition escalates among mobile wallet hopefuls like Google Wallet, ISIS, and their respectively exclusive carriers, cross-compatibility of NFC standards across mobile devices will be threatened.

The competitive landscape of mobile payments in 2012 will play a large role in either accelerating or forestalling NFC’s mobile marketing future.


4. The Field (Everybody Else)


The Good: Offline-online tech will quietly thrive, especially that which offers simplicity with mass compatibility, like Zoove’s StarStar numbers. Also, startups like ShopKick, which diligently cultivates lucrative redemption and loyalty behavior into passionate user bases, will enjoy increased participation.

The Bad: Recognition apps will continue to fetishize the technology and ignore whether the end result is any good, with the exception of Google Goggles, which will seamlessly integrate into Android’s camera (effectively making visual search opt-out).

The Ugly: Some offline-online startups will be forced to transition from enthusiastic early adopters to monetizing mainstream demand. The true nature of “checking-in” will be called into question.
QR, AR and NFC are getting all kinds of buzz, but a healthy contingent of other contenders is also vying to close the loop. Given the wide spectrum of opportunities in offline-to-online engagement, it’s not inconceivable that multiple technologies can succeed across mutually exclusive consumer behaviors.

Image courtesy of Flickr, hedrinbc