The Surprised Entrepreneur turns Rebel Entrepreneur

What makes a rebel.

What makes a rebel.

“Judy,” a sweet tech project manager said to me recently after I discussed some of the gaps in the social marketing ecosystem “You are on a crusade.”

I didn’t see that one coming so it stopped me dead in my tracks. What crusade was that I wondered? I probed but she dodged answering me. The word crusade is laden with meaning so it stuck with me – what had I said to give her that impression?

In hindsight it seems obvious but in the moment, I was oblivious to the shift in my thinking from simply being a Surprised Entrepreneur (as I posted here) to becoming a Rebel Entrepreneur.

My cause was simple – to put the human element back into the business of marketing that has been platform’d to a near digital death. I am driven to re-infuse marketing with the sense of wonder, joy and creativity that I had the good fortune to revel in during my earlier career days.

In those ancient days (one generation after Mad Men but before the Internet revolution had really hit) we could put hearts into our work because there were few tools or platforms or technologies to guide the work. It was pure creativity and smarts. It was hard to measure the effectiveness of the much of the work but you knew your work made a difference when the company did better – jobs were created and bonuses were happily doled out.

Over the years, technology improved how we deployed marketing but we continued to be driven by our nobler motivations to create great marketing that improved people’s lives. We knew we could make a difference.

But there’s been a shift in the industry over the past 3 years. Marketing, especially social marketing has become a tech-heavy exercise of manipulating retargeting platforms, or reward systems or algorithmically based big data platforms. Social marketing is reduced to a conversation about content syndication or sentiment analysis.

So it’s no surprise that over that period of time, inextricably, I have seen tech and platforms taking the joy and the nobility out of the system. I have become overwhelmed by the supremacy of marketing platforms over serving people and algorithms over inspiration.

My sense of alarm was quite publicly aired in the digital pages of Ad Age and Huffington Post. I ranted at Facebook when I felt defeated at using Facebook productively. I admitted frustration at the black-box techno-jargon wave that swept over us marketers drowning us in confusion. I’ve even had the chutzpah to question the funding strategies of VCs who are basing their investments on marketing principles that simply don’t apply anymore. But mostly I challenged the 20 something CEOs who created marketing platforms that are long on cool but short on practical application for real marketers.

In the process, I have been:

  • Flamed by Macboys and called a hack (look up “Judy Shapiro” and “mac security”)
  • Accused of being techno-phobic and capable of only kitchen related work, ideally pregnant at the same time thus preventing me from ever writing offending articles ever again
  • Tarred and feathered as an “old line” marketer unable to keep up with the iteration savvy tech guys
  • Harangued for questioning if the “Content as king” model was sustainable
  • And very nearly digitally lynched when I first suggested in 2010 that perhaps Facebook had jumped the shark.

And so against all odds – here I am, founder and CEO of a social tech company, readying the BETA launch of our new network called Eden for Q1.

Against all odds, this little venture that started a year ago will be introducing a different type of social marketing framework that is a based on an “opt-in” paradigm. We are going up against the big “push based” social marketing platforms and networks. It is an uphill but noble fight. In our vision, Eden is a place where users control the action – how they see content or which brands they interact with. It is a reversal of the; “It is our platform so you have to play by our ever-changing rules” social network that dominates social marketing today.

Against all odds, we managed to secure funding including from an early stage VC for which we are eternally grateful. We’ve created relationships with agencies ready to sell Eden to their clients and we’ve sealed meaningful partnerships that help us gain access to the highest levels within publishing and brands.

Against all odds, as one woman in her 50’s, I am privileged to be joined by a community of seasoned marketers to help in this crusade. Our collective goal is to right the marketing ship listing dangerously to one side from the weight of platforms and big data. I can’t express my gratitude to this brave league of fellow crusaders other than to give them full credit for their invaluable role in our noble adventure. I give them a place of honor in our company’s history:

  • Peter Hubbell, CEO of BoomAgers and former Saatchi Board member. www.boomagers.com
  • Griffin Stenger, a founding partner of Concept Farm, a leading social marketing agency [Crain’s]. www.conceptfarm.com
  • Robyn Streisand, Founder and CEO of The Mixx Group – a branding agency and an early investor in engageSimply. www.themixxnyc.com.
  • David Hoffman whose career spans four decades as a film producer and corporate strategic communicator. Wikipedia’s simply calls David: “One of America’s veteran documentary filmmakers.” http://en.wikipedia.org/wiki/David_Hoffman;
  • John Bowman, was Exec VP Strategy at Saatchi working on their premier brands and is now authoring a book about his great Grandfather, Archibald Stark Van Orden http://theassassinsassassin.com/about/
  • George Collins, a long time database expert and CEO of Research & Response – a database management consultancy. http://www.rresp.com/
  • Mark Bonchek, Founder of Orbit + Co whose strategic consultancy is “creating a new direction in business by shifting the relationship of individuals and institutions from PUSH to PULL.” http://www.thinkorbit.com/

Against the odds, I have been able to attract a seasoned management team of  marketing practitioners who had to “build it” after the consultants talked about loving it but conveniently left when the real work began. They were the ones who built those first generation eCommerce sites and created the principles that good UE designers use today. Our journalists understand SEO and our artists are offering their images for free all in an effort to be a part in the creation of an alternate social marketing reality – a fresh start called Eden.

So against all odds, I find I have become a Rebel Entrepreneur – so strange especially given my training, temperament and age. The potential high rewards of being a rebel all too often comes at a high price and we’ve seen our share of deals gone bad, betrayal by trusted colleagues and funding plans gone awry (Sandy was devastating to the startup community).

And yet, despite the odds, we are close to the launch of our network.

So I invite you all over to Bit Rebel to experience this journey with us as we sprint to Eden’s launch in Q1. Celebrate our highs and feel the unnatural lows that are endemic to startups. Share our anxiety as our burn rate increases but our funding outlook seems further out (we are doing a second round of seed funding now). Take a peek behind the startup curtain, see what’s really going on and help shape what happens. The success of Eden will be a triumph of us marketing practitioners like web designers, SEO geeks and developers over algorithmic feats of IP muscle.

Our mission is noble and our cause true.  Come join us.

I guess like any good crusade, we need a flag and a manifesto. Stay tuned – I am just learning how to be a rebel. Kinda of exhilarating actually. But

Judy Shapiro

P.S. My rebellion gets its own website: http://judyshapiro.wix.com/rebel-entreprenuer. Viva Le Rebellion.    

The Surprised Entrepreneur – Why Me?

These posts about my journey with this new venture are often characterized as a surprise. In fact, it’s a surprise on so many levels that the unlikeliness of this enterprise is, in itself, a pretty big surprise.

So in this sea of surprises – the biggest surprise rests in the unlikeliness of me as the one to coalesce this vision; only useful to ponder so that we know what makes us different from many other marketing tech companies out there today.

Clearly I am an outlier given my age, gender, training and temperament causing even the casual observer to wonder: “Why me?”

On the surface, one could point to my diversity of experience spanning B2B and B2C marketing. I’ve been fortunate to have worked in a diversity of industries spanning advertising (NWAyer), technology (Bell Labs, CloudLinux), software (CA, Comodo) and telecommunications (AT&T, Lucent, and Paltalk). The combination means I have a quirky understanding of how to look at a marketing situation from the brand point of view as well as the end-user perspective at the same time.

O.K. – That begins to answer the question but doesn’t wholly get at it since many of my colleagues are tech savvy too. While they express curiosity about the new marketing technology, they aren’t going off and creating new businesses.  Instead, most of my friends leading marketing agencies or marketing departments (like I was) are banging their heads against the marketing brick wall trying to figure out how to incorporate the “new” technologies into the “old” system profitably. In the chaos of “creative destruction” (a term coined by economist Joseph Schumpeter), my peers can’t see the marketing forest for the financial trees.

So again I ask; Why me?

In digging deeper, I then realize that my experience with communications networks gave me a unique understanding about social networks. Both types of networks serve a similar purpose – the efficient transport of a call or a marketing message from the network edge (the initiation point) through the switching stations along its way to its ultimate destination.

Side by Side Comparison: Telecom vs Social Media Network

It also became clear to me that as social networks evolved into a powerful marketing network – it urgently needed system architects. But I saw no hint of any serious understanding of the issue or how to address it – not at the agencies or the social network companies or even the armies of consultants who offer insights but few tactical road maps.

When at first I noted this architecture gap back in 2010, I wondered out loud in Ad Age about the impracticality of integrating new technologies into existing marketing systems in posts like “Five Trends That Marked TechCrunch Disrupt Conference 2010.”  Then, my wonderment continued unabated at the lack of system attention when I wrote: “Has Facebook jumped the Shark”. Actually, I was writing mostly in the hopes of uncovering the technology companies that were focused on solving this system gap. I knew someone had to it…

But all I heard was deafening silence. I seemed rather alone in recognizing the utter futility of trying to retro-fit the older marketing system with the newer technologies. The sheer tonnage of all these new marketing “platforms;” so defined because they incorporated some combination of the mighty  local, social, mobile triad; were built by technologists (usually under 30) and not marketers. This meant they were long on cool but pathetically short on practicality. Yet as slim as many of these businesses seemed, they were getting valuations disproportionate to their real world usefulness (think Groupon), further highlighting the underlying weakening of the business of marketing.  It was an ominous echo from a decade ago.

This explains “Why me.” It takes depth of experience to see beyond the buzz to the potent marketing model evolving. I wanted a role in that evolution largely because it seemed few of us with any real world marketing experience were doing the heavy lifting of operationalizing the brilliance of all this new technology.

The journey to understand “Why me” is useful in that it defines the business we are in – creating the system upon which the rich marketing innovation engine can flourish.  It’s a surprise that it is me – but perhaps, this is the sweetest surprise of all.

Judy Shapiro

The surprised entrepreneur – I’m having the time of my life.

I am not sure what I expected to be doing at this point in my career. I have been blessed to have been at the center of the changing, blossoming technology landscape of the last 20+ years.  My earliest days were at an advertising agency called NW Ayer which gave me a broad perspective on Corporate America’s practices, problems and possibilities for triumph. I then gracefully made my way into the tech stars of Corporate America itself with stints at AT&T, Bell Labs, Lucent Technologies and Computer Associates. I also had the great good fortune of working at small innovative technology companies led by visionary innovative leaders. Two prime examples include Melih Abdulhayoglu, CEO of Comodo and Jason Katz, CEO of Paltalk.

This unusual combination of corporate marketing experience coupled with the feet on the streets training born of working at tech startups, gave me a balanced perspective of how the marketing business is evolving in this technology driven world.

So here we are.

The marketing business is going through a fundamental shift that throws into question almost every tactical practice built over the last 20 years. And, amazingly, it seems that just as marketing becomes this new discipline that weaves creativity into an interactive user experience that is tech heavy – it’s a perfect fit for my peculiar type of networking meets technology marketer experience.  

This seems nothing short of extraordinary. Which is why I am all the more stunned at the work I am doing today. I had not planned on any such seismic move in marketing, so I certainly did not plan on launching a marketing tech venture.

But here I am.

My journey has been one of surprising excitement at the possibilities in marketing excellence that was simply not possible before. The vision of this venture, therefore, is to take advantage of these new trends to deliver a sustainable and productive “marketing machine” (a phrase I attribute to Melih) that can turn the tables on how marketing gets done.

In our vision, we don’t approach monetization like Google or Facebook’s who are about pushing more accurate marketing messages to consumers. We are looking to deliver a marketing platform that lets consumers decide what content they see, what ads they see, how their social networks are managed, how they conduct commerce, even how they communicate within the social networks. The organizing principle for this platform is not ad-driven monetization but oriented around Judy Consumer. Our vision is to create the kind of system that we want to live with for the next 10 years . In effect, we want to give Judy Consumer the tech power to create her own personal “Trust Web.”

To the few friends we have shared our vision with – all have come to a similar conclusion – it is an ambitious (maybe too ambitious) vision. They are correct. But as I entered marketing in the 1980s most of marketing at first was human powered with marketing systems emerging later on.  

And here we are – again.

This next generation collection of marketing technologies is rich in creativity but is not organized for sustainable marketing programs for brands. This is work that I, among others, are focused on – creating v1.0 systems to operationalize the business of social marketing.  

We are all at just at the beginning of this journey and it’s a journey I didn’t expect to be taking at this point.

But here I am – and much to my surprise – I am having the time of my life.

Judy Shapiro

The surprised entrepreneur (entry #5):

The great talent hunt yields an unexpected gift that keeps giving. 

Hiring is tough on all companies.

Hiring is brutal for new companies.

One bad hire could spell irrevocable disaster.  You have to pick people who can get the job done today, have a passion for the work we are doing, be a mensche, be creative and be just quirky enough to add to the color of our community. But I also know enough though to know, practically speaking, there’s a thin line between a “quirky” and a high maintenance team member.

No wonder it scares me to death.  No wonder I put if off. I’d rather have oral surgery. Honest.

But in the past few weeks, I could avoid the truth no longer. I needed to balance out our team and I needed to find the perfect tech architect. In my view, every tech venture needs three architects – the vision architect,  the business architect and the tech/ product architect. Sometimes this is all one person, but not in our case.

So with a deep breath  - I began what I thought would be a painful process.  I was wrong.  In fact, I’ve learned much to my surprise, that the hiring process was the best gift I could give my business because I got to learn about the very essence of my venture itself.

I began the process hesitantly knowing that the type of talent I wanted can be highly selective about where they go. Quickly, I was lucky enough to get the chance to chat with the head product guy at a large, very cool social media company. He was thinking of leaving and he graciously agreed to hear my story. Then a few days later through another contact, I was put in touch with an “ex-Microsoft guy who was looking for his next project.”   I talked my heart out to convince him to see the vision.

Both of them gave generously of their time and advice. Both reminded me how much I love to talk to developers. I love how their individual creativity is reflected in their choice of languages. I love the quirky, binary-colored way they see the world.

But in talking to them during this process, I also realized I could not really express my vision with the technological crispness to satisfy these folks. I was horrified and I knew from experience, any hint of uncertainty would send the best talented developers running from the virtual room.

It was a surprisingly painful lesson I needed to learn. I thought I had created the elevator pitch suitable to satisfy any audience. I was wrong. I thought long about how they reacted and it was then I had a breakthrough. All of a sudden I could see where I had gone wrong in how I described the platform, and thus the venture. Through my openly sharing with talented people during this process, I vastly improved our architectural vision.

I confess. I would never achieved this revelation on my own or even with the team I have now.  My aversion to hiring could have deprived the company of this precious gift of clarity of technological vision.

I’ll end with a note of gratitude. To any candidate we are talking to now – my deepest thanks. To all future candidates – I can’t wait to meet :).

Judy Shapiro

P.S. – Wanna help architect the next big gig – (hey – optimism is part of job req’s :). We are working on creating The Trust Web. Interested? Drop me a line.

 

The Surprised Entrepreneur – Diary of new venture – Entry #3:

“Mama never told me there’d be weeks like this…”

It has been a while since my last entry and I am relieved to say it is mostly for good reasons. Over the last few months, this little venture has begun to take hold – to wit:

  • I have been on the speaking tour about The Interaction Engine capping it off with a spiel at ad:tech this month.
  • We have closed two new clients – one in the consumer electronics space and one in the mobile app space.
  • I am getting better at presenting our system in meetings – now I can kinda explain it in about 30 minutes. It still falls far short of the 2 minute elevator pitch – but hey – we are getting better.
  • A number of marketing and technology companies have contacted us to “partner” – not sure what that means though
  • We have done a few presentations to media buying agencies as they are challenged to “buy” social media. They are interested in working with us (again – no idea what that means)
  • Most important – revenue is beginning to accrue

Yet, despite the clear progress and momentum – I recognize the utter fragility of this venture. Of the dozen or so folks that are part of this company – most (but not all) are getting paid some compensation. No one is getting what they deserve – yet.

But my biggest challenge is that as we get more noticed, there are far more opportunities that need to be assessed and prioritized. Fundamentally, these opportunities run along three basic lines:

  • Technology Partnerships – there are 4 companies that we are talking to now in the marketing technology space. These companies are anxious to partner with someone like us because often these tech companies have no easy distribution channel. A cool recommendation engine is nice – but it’s hard selling a “stand-alone” technology to a big brand or agency. As a quasi “system integrator” of social media technologies – they see our Interaction Engine as solving this major channel issue for them.  thsi is not a pr 
  • Funding Options – my initial plan was to sell the Engine we have now (does not require any development) to generate about $500K in revenue. While that plan is still in play – I realize that getting to that sales threshold might take longer than I can wait to begin the second phase of this company – to develop/ sell “self-serve” integrated social media programs to SMB via web hosts. I am encouraged by experienced colleagues who tell me I can go get funding now with what we have. TBH, I am still unclear whether any VC would consider this investable. My colleagues are so confident that this can get funded that they are willing to spend their own time over the next few months to work on this. On the one hand, that’s a funding gift that I would be crazy to reject. But on the other hand, it will still require my time for an exercise that I’m not convinced will have a successful outcome. Getting VC funding is a huge time hog – not matter who helps you. I keep wanting to put it off or get a traditional loan to ease the short term cash crunch. this is since this is not any way understand how to make this spaceing this work. it is frustating to say the least but this need
  • Media Alliances – Unlike most other marketing technology companies, I focused on the technology platform but I built it within a holistic system that includes an organized set of content assets from a diversity of publishers. To me, content is not king – but rather the juicy bait to start the engagement process which is why I had to collect relevant content assets. So while I spend a considerable amount of time building these alliances – there are many more people looking to partner with us because so many content producers and writers have been caught in the tumult of “freep” (free and/ or cheap) digital content distribution. In our system, these folks have a voice and a stake, so we solve a problem for them too. The problem is deciding who we can take on.

Most interestingly (and yes – it is a surprise), it seems that our Interaction Engine System (a coordinated, tech mashup of a monetizable “community of interest”) is an approach that can integrate disparate marketing activities into an operational program. In essence, instead of pitching an individual program to a client where I have to plug into their operations – we are being seen as our own ecosystem and other marketing programs and/ or technologies have to plug into us. I won’t say I planned it that way – but I am loving how this is playing out.

Now on to my biggest “what’s keeping me up list?” for this entry:

  • Knowing which contacts are worth pursuing on the tech front, on the funding front and on the editorial front. The response to my presentations has been great – but overwhelming actually.
  • Keeping the pressure up on the sales front –  our issue now is too many great leads and not enough time to follow them all up.
  • Keeping the team motivated and monetized – always a struggle whether you are a new company or an old one

The next four weeks tend to be intense because marketing budgets are being finalized so we need to keep the pressure up – yet people’s mind are on the holidays. This requires an elegant and thoughtful approach to sales (I hope we are up to it).

Day after day, it seems the ride I am on gets more thrilling, more scary and more substantial. As the stakes keep going up, Mama never told me there would be weeks like this where too much is happening too fast. But I guess that beats the other option: too little happening too slow; by a mile.

“So dear Mama – I am grateful you taught me to appreciate a good ride when I see one which is exactly what I am doing  - even though it feels like I caught a tiger by the tail.”

I don’t intend to let go now.

Judy Shapiro

The Surprised entrepreneur – Diary of a new tech venture – Entry #2

The roller coaster ride feels thrilling and yet …

Last week I had some ups and downs. I was happily surprised to be asked to speak at ad:Tech NY this November and I got my press credentials approved for the Clinton Global Initiative. The Social Media Technology Resource Guide is coming along and the team is working hard on creating the Sports Community of Interest for a few properties. On the sales front, we closed a small client that is doing interesting things with their mobile site. On the product front, our CTO – Louis Libin ideated for a way to provide an “overlay” to existing sites using a combination of social media technologies that we put together. It’s a great way to capture our “systems” approach to social media within a marketing environment. This is all good :)

On the down side – I have to cancel a Sept 28 Meetup event we scheduled to launch the Social Media Technology Resource Guide site. We are delayed by about two – three weeks :(. I developed this free guide as a directory of social media technologies since I could not find one anywhere (and my apologies if one exists – I could not find it). I am more bummed about this than I should be. After all, the delay was because we are pitching some really excellent clients. That is always good. But I am disappointed that I am delayed nonetheless.

At a more philosophical level, though, this set-back triggered one of my bigger challenges — managing the extreme highs and lows. Good things taste almost too wonderful – disproportionate to their “real” good news-ness. And inevitable bumps that occur feel more extreme than they should. I know not all CEOs suffer from this – they are more even-keeled. Some compartmentalize to keep things in check. I see why that might work – but it’s not me. Still groping around on that one.

But on the positive side,  more than anything, this time of year is special to me. Yom Kippur is just over and with it comes a potential for a new start. It is a time for refocused purpose, re-organized thinking and re-energized gratitude for all the people that are helping/ rooting for me. It is incumbent on me to hang onto to the intense feeling of positive potential that characterizes this time of year for as long as possible. I hope to rise to the occasion but I credit myself with a fair amount of talent in that department.

Now – onto the “what keeps me up” list:

  1. Creating a simple way to communicate what we do -this is a carry over from last week and it remains a top priority. Some good progress on one hand but nothing substantive yet.
  2. We have quite a few follow up conversations coming up soon. This is good news but they want to see “under the hood” which leads me back to point #1.
  3. I see an undercurrent of “downsizing” already going on in the social media space. Bigger companies are buying up smaller companies if they are in any way related to social media, especially on the technology side. On the one hand – these roll ups don’t worry me at the moment because they lack a cogent system for integrating the technologies (programmatically if not literally), but I worry that there will be too much consolidation too fast leaving just really big guys and then lots of tiny fish. Hmm.

Now, how am I doing against the milestone list I posted last week:

  • 3 page executive summary of engageSimply with financial outlook – some progress but not as much as I would like.
  • 1 signed client using the entire new Interaction Engine platform – new “sports” channel may be first one to launch or Trust Web – but tantalizingly just out of reach (a note of frustration intended here).
  • Initiate discussions with at least 2 possible funding partners – no progress
  • Get website up to date – no progress
  • Expand sales funnel to having 20 active leads in pipe – added 2 more
  • to write in this diary a minimum of once a week or 8 entries (hey – I need some wiggle room J) – so far so good.

OK – all. I am off for now. As always your comments are welcome.

Judy Shapiro

This is post #2 in a series on the life of a new tech venture (and its CEO). Wish us luck. .

Is it possible for agencies to embrace marketing “complexity”?

The ad business is going through a change not seen in 3 decades.

For 3 decades there were three chairs at the marketing table — agencies, brands and the media. All 3 parts technologically evolved in a symbiotic “one:many” model to grow the business. Agencies “produced once and ran many times”; brands (one) had a message to get out to many and each media property created its media content for many people.

But Internet was a fourth chair that came to the table. It started to dominate the other three chairs utterly disrupting the “one:many” efficient, profitable marketing model in favor of a “many:many” model brought on by social media and mobile technologies.

As technology continued to evolve much faster than the other chairs at the table, the result of this disequilibrium was first felt by the media which suffered a near fatal blow. Agencies, now are feeling the full brunt of this dynamic largely because the “complexity” of social media is taking more and more of the traditional ad budgets.

So while the business has gotten more complex, agencies are trapped in an old “one:many” business model and have no clear way to evolve. Clients do not pay often for agency’s’ technological learning curves (how many agency folks were at TechCrunch Disrupt for instance???). And agencies can not charge $10,000 for a bunch of twitter updates (if you want to sleep peacefully at night).

That’s why in this new scenario even agencies that want to embrace complexity — can not because the profitable “one:many” marketing business model does not support the “many:many” business model. Case in point. Digital media buying agencies are paid as a percentage of billings, but since there are few billings in social media — they do not create those types of programs for their clients. There is no incentive for a digital agency to develop a program with no/ low billings and high complexity – now is there?

So before agencies can embrace marketing complexity – we have to figure out how to make money at it. Talk about complex.

Judy Shapiro

Why did social media become so urgently important right now?

Nowadays, I sometimes feel like the doctor who is often asked his advice “off duty”. Once I say I am in marketing, the inevitable questions begin. “How can I launch a product with just social media?” (You can’t). Is social media really free? (No). Can I be successful at social media without an agency (yes…but). This is not just mere curiosity; there is urgency to the questions I have not encountered before.

Now aside from the inconvenient truth that I am practitioner of marketing and perhaps not an “expert”; the other inconvenient truth is that there aren’t many experts to found anywhere because social media has barely been on the corporate radar for 24 months and it is very fast evolving category of marketing that is growing in importance. This expertise gap understandably makes companies scrambling for advice with a frantic energy approaching panic.

So with that perspective, let’s return to our initial question; why has social media become so urgently important right now?

There are two primary factors driving this laser focus on social media worth exploring. First, I think it’s safe to say that from a purely demographic perspective, social media has just now reached the tipping point, a critical mass of adoption led by key demographic segments like women, baby boomers. (read: More women than men on social networks for more). But the second, equally important reason is that social marketing is emerging as a company’s worst marketing nightmare – it is where a company’s most important branding battles are waged and it is also largely uncontrolled and uncontrollable. It gets worse. It became very apparent that the old corporate branding rule book needs to get tossed out! Gone are the days when a core branding platform was centrally created and communicated to the various stakeholders groups in a coordinated way. In the new social media branding paradigm, the community now creates the brand positioning for companies – like it or not.

And the days when visual branding standards were created for distribution are dismantling in favor of a model where affiliate communities re-invent the identity of companies to suit the needs of their members.

In the end, the systems that companies used to pump out the corporate messages are caving under the more credible corporate branding connections happening in social networks outside corporate control.

So what’s a corporate marketer to do? This can be a tough one to answer, because this is still evolving. But a few principles will help ease the transition to this new model.

1) Develop a learning path for your people to understand the nuts ‘n bolts of social media.

Often, the mystery of social media reduces seasoned marketers to passive observers to these new branding dynamics. Change the dynamic by encouraging active exploration of this media.

2) Launch a secondary branding experiment using an “ignition point” topic.

Nothing instills confidence than real world experience. A way to accomplish this without risking the corporate brand is to find a topic that your users or prospects have passion for. Launch a mini social media campaign and start explore the tools, play with the networks, participate in the community and experience it just for the sake of learning. Agencies and consultants can only take you so far since nothing beats hands-on experience. Learn for yourself how the machinery of social marketing works and that’ll be invaluable in how to create the new corporate social branding paradigm for your brand.

3) Deploy a reputation measurement platform that tracks your social media visibility.

It is crucial to monitor the conversations going on about your brand and there are great platforms our there to help you do that. There are companies that measure Twitter influence, social networking topic trends and specific corporate conversation in social networks. Some platforms are free while others do not cost a lot.

4) Get serious about community creation and management.

Too often companies start a community but quickly realize that maintaining it is far more difficult. Commit the necessary resources to do community management well. If that is not an option – it’s best not to start at all until you can commit the necessary resources. But a well done community will deliver benefits ranging from engagement marketing to an early warning system should the brand falter.

So if social media seems to be taking over your marketing conversations – it’s useful to remember that it is going through a growth spurt. It has not yet matured into a systematic, predictable set of technologies and processes. Until it does, it helps to be brave and jump right in even if you seem to be splashing around. You’re not alone.

Judy Shapiro

Two new candidates for the Ad World Hall of Shame

(National spots that make me mad)

While I write a lot about marketing, I rarely diss specific ads. The life of an agency is hard enough and it’s just too easy to criticize someone else’s work. So I fight the urge to point out really bad spots – most of the time.

Till now.

There is a new class of low in the annals of advertising and that takes some doing. These are not local spots often touted as the worst spots ever because of their lack of production value. Rather these are national ads that are running a lot! Professionally produced with significant budgets behind them. That’s what makes these ads all the more reprehensible. It is why they deserve to be in the Ad World Hall of Shame.  I intend to name names if for no other reason than perhaps teach other agencies not to do the same thing.

1) van de kamp’s fish stick spot.

This is the spot where a “precocious” 6 – ish year old girl chastises her mother for serving fish sticks with minced meat rather than fish stick with non minced meat (whatever that might be). Aside from the boring, over played “kid as young adult” schtick we have seen dozens of times, I found this kid’s obnoxiousness unacceptable. I found myself yelling at the TV wanting to tell the Mom not to give in. This child’s level of mini autocrat takes kid obnoxiousness to a new level. I wanted to smack the child. More than that, I found myself almost hoping the Mom would. I am horrified that the agency allowed this clichéd spot ever to be released. It is an embarrassment to the ad industry for its lack of intelligence and insight. Clients deserve better. Kids deserve to be represented more honestly than that. Really badly done.

2) Debt Relief spots.

Unfortunately, this covers at quite a few companies running essentially the same spot at the moment. In essence, these debt relief companies promise to “slash” their customers’ outstanding debt by 50% or more. We see pictures of respectable looking people happily telling us that they were able to reduce their debt by $14,000 or $20,000 or even $30,000.

I find these spots bordering on immoral. These commercials are basically telling people. “It’s OK to charge too much and spend too much. Heck DebtRelief.com can get you out of paying your obligations. Sure, your credit score may take a beating for a while – but you’ll likely be back on your good credit standing feet in no time at all. After all, you understand that over spending is the American way!”

This horrifies on a few levels. When did we lose our sense of personal obligation? Where did our sense of right go, after all we DID BUY THIS STUFF? How can we so blithely ignore the fact that this is a debt we entered into knowingly and willingly? How can our promises mean so little?

The worst part of these services that is lost on most people is that these credit freeloaders are riding on the back of someone who probably lost their job. After all, someone had to pay for that 52” TV that they got out of paying. But these spots make it look to upstanding, so respectable.

As marketing pros – we should boycott doing these spots. It may not stop these spots from being done – but no agency with any moral standing should touch it. Just say no!

Is advertising just a mirror or do we create the need? When I see these spots, I just want to break the whole damn mirror.

Judy Shapiro

Why “Social Media for business is” [not] “CRAP!”

I write this in haste and I am pissed. So watch out –

A friend just sent me this discussion on LinkedIn entitled:” Social Media for Business is CRAP! OK, I finally said it publicly, Social Media for business is Crap!”, written by a guy who has a digital agency – PPC, SEO, Web analytics – that sort of thing.

The article goes on for great length to say how social media is overhyped and not really useful for business. My first take was this guy was ignorant and he didn’t understand social media is just a tactic – not a silver bullet. If a business used it without success the goals were probably not clear.

I gave the article a second read. With a second look, I realize I had been too generous with the guy. He was not just ignorant; he is downright dangerous because he assumes that people are just robots – they can only be persuaded to buy when they are in “buy” program. Here’s the crucial bit upon which his argument of “why social media for business is crap” hinges:

Social media is used for entertainment and communication, ahh, socializing. “Socializing” people are not in the “consumer mode” when they are cruising the social sites. They are looking for friends, maybe a date, etc…you really cannot target potential consumers when they are out at their “buying behavior mode”.

In his view, if you’re buying you buy and if you’re not – you’re not – never shall the twain meet. So since social media can not lead to a direct sale (untrue BTW) it must be, therefore, useless for business.

What nonsense.  Aside from the fact that this POV does not account for the process of creating a customer, it does nothing to create a pool of prospects who may be future customers. But then he continues with what he thinks is proof for why “social media for business is crap”:

And yes, I have read the eMarketer predictions that social ad spend will increase by about 400% by 2013. But, these same groups are also publishing reports like today’s “Does Social Media Work for Small Biz?” where 88% of all small business owners say social media is not helpful to their business. Proof that most of us are not yet seeing the tangible benefits.

Uh – that’s one way to look at the data but that’s a distorted view to make his point. It would be far more accurate to understand these statistics by recognizing that most small businesses do not see the value of social media yet – because they have not yet done it! Social media is barely 12 months old and you have to wonder why small business is not relying on it yet? Come’on – .

Not until the end does he subtly reveal his agenda to the astute reader (let’s remember his agency sells PPC services):

Sure, you can start a dialogue [with social media} and maybe down the road they will recall your business, but the effort to generate business is much more ROI effective using PPC or SEO. The one bright spot for social media as a business tool may be list building, but my own results have been mixed (via measuring quality of opt ins).

So, according to him, the only way to get tangible results is to use the type of programs that he sells services for (hmm – what a coincidence). But here’s the rich irony of it all. As he disses social media for its lack of ROI,  who here wants to bet that traffic to his site quadrupled???? My take is if he can’t convert any of that extra traffic to paid customers – he is doing it wrong – not social media which did its job perfectly.

You may be wondering why this whole episode really ignited my fury. I got so angry because there was no intelligence in his article – no insight. He simply manipulated the social media environment by picking an obviously intense topic for his own blatant agenda.  It strikes me as shameless and without integrity. If an agency person wants to generate controversy – go to town. But be simple and direct and pick a topic that you can discuss with intelligence and honesty. Digital lynching of social media is so passé.

(I feel better now).

Judy Shapiro

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