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

Congratulations CES for becoming the hottest, consumer advertising buy on the planet

(Author’s Note: Originally written Jan 5, 2010 – but even more true today.)

CES has descended upon the psyche of the tech world so that it dominates most reports and tweets and attention.

We all wait with bated breath for the declared best new product, most innovative game, most outrageous consumer electronic gadget. We are, in effect, like kids with our noses up against the window pane of the biggest toy store in the world.

I should say that the hyper cool nature of CES is a fairly recent phenomenon. Back when I worked at AT&T, CES was an annual ritual that, frankly, rather inconveniently put a crimp on holiday festivities since many of us had to go the Las Vegas a week before to setup. There went New Year’s plans *sigh*. Sure it was fun to see what ingenious gadget was coming into the market, but make no mistake about it; CES was a serious B2B trade show where manufacturers worked hard to woo retailers into carrying their stuff. While there was some consumer coverage, mostly it was confined to the B2B press.

Then, somewhere in the last 4 years, I think driven by the gaming industry, Google, Apple and social media, it took on the glamour of the Oscars for tech set. If a product was even mentioned in a “from CES” report, that was cause for celebration (“I am so honored even to be nominated” kind of thing). CES went from being a B2B event to the event that plays itself out directly to consumers. That shift, in effect, caused CES to become the biggest consumer trade event of all time – even if every consumer is attending by proxy via social media.

But there’s more to it than that because at the current level of consumer exposure to the show, CES has transcended the trade show segment and was elevated to become a premier consumer media buy, kinda like SuperBowl. Think about with me. A media buy in SuperBowl was a strategy companies used to catapult themselves – think GoDaddy. This media buy cost a few million bucks, but if played right – you were made. I think CES has taken on that same level of media potential if you account for all the primary, secondary and tertiary coverage that live streaming and social media provide. And instead of a few thirty second spots, you get three days to strut your stuff. Make no mistake about – doing CES right is a multi-million affair. But the pay-off could be huge. In fact, it would not shock me if I learned that CES exceeded SuperBowl in the number of impressions delivered.

That’s awe inspiring. Never before has a trade show had that kind of reach and coverage. It seems cosmically fitting that new technology, e.g. social media, would elevate the very essence of CES itself.

Welcome to the year of living intelligently with technology.

Judy Shapiro

 


The surprised entrepreneur. A diary of a new tech venture.

“But isn’t that everyone’s goal” exclaimed a business friend who learned I had started a company. My friend, a clever software developer, expressed the reality for most of his kind – smart, talented and ambitious to have their own company.

It was never a goal for me actually. I had the best marketing career working at an amazing mix of large and small technology companies. I was fortunate to have learned from the best about digital and social media at an intimate, practical and hands-on level beyond the experience of most of my peers. But starting my own company had not been a high priority for me – at least not until about 12 months ago.

You see, I was working at a profitable social networking company and I wanted to create a marketing program to gain more subscribers. I had a very healthy digital budget ($ millions) and so I did a few agency RFPs. I struggled to assign the projects because the agencies pitching were often very narrowly focused. Sure, many of them had a cool technology or creative concept – but in isolation it had very little value. I found I needed to put together a few of these new technologies to create programs that seemed worthwhile.

But becoming a “system integrator” was not really practical so in the end, I usually did not award the business to any agency. While I nursed my frustration publically in AdAge.com, one day in September 2009 I simply snapped. I had enough after a particularly tedious 2 hour presentation with a large digital agency who, towards the end, insisted that social media could not be branded. That was it. I was done. I kept thinking to myself; “I can do better than these agencies” and I left my employer at the end of 2009.

This was the seminal moment where I made the leap to business creator. I knew the agency business well since I spent 11 years at an agency before going client-side. I knew many of my friends at companies could not find agencies that “got it” either.  Consistently they told me their agencies seemed stuck in a model that was becoming less effective and they (brands) were the poorer for it. There seemed to be a place for the type of agency I could imagine and I was determined to create it.

But how to begin? I began by I listening carefully to what my marketing peers were telling me; “My agency does not get it”, “I know I should be doing more in social media but I have no idea what.”; “We don’t do Twitter because we don’t see the value”.  In hearing the litany of complaints, I quickly realized that agencies were “stuck” because they were furiously trying to adapt their “one to many” business model of the last 30 years to the emerging “many to many” marketing world of the next 30 years. I could see that was not going to work. I could see that the agency model I had known for 25+ years was giving way… I was on my own.

I took a deep breath as I became amazed that this was my chance to start creating an agency fresh – with no assumptions or sacred cows. This was my chance to do a “green field” build as one might see in the tech space. This was to be an agency built entirely from the perspective of a “many to many” marketing model.

With clarity of purpose, therefore, I set about to the task of creating this “many to many” marketing agency. And in doing so – it seemed I had rethink everything.

My first 60 days (March and April 2010):

I was interested in offering a new type of marketing platform using this new technology so brands could efficiently execute social media and direct response within a sustainable engine. But it became very clear very fast that I had to build this type of engine for myself since all the attention was on individual technologies that VCs were pouring their money into. No one, it seemed, worried about how any of this technology was supposed to operate together at a practical level within a marketing system.

This realization meant, like it or not, I had taken (hesitatingly) my first steps to becoming a technology company. Once I took that first tentative step, I sensed there was no going back and the “Failure is not an option” mantra of a previous boss, Comodo CEO, Melih Abdulhayoglu rang in my ears. My friend, the brilliant writer Gay Walley encouraged me onward. As daunting as it felt, I knew I had to create the right technological platform that could execute the type of marketing campaigns I had seen work in my real world experiences. The agency in the “many to many” world is as much, maybe even more, about robust technology as it is about the creative (again many thanks to Melih for teaching me this vital lesson). There’s just no getting around that point.

The next 60 days (May & June 2010):

Using my training in direct response, I created the engine to functionally curate users (not content) within a “community of interest” paradigm. I designed a three part marketing platform that uses promotional video, live internet programming and custom content within a highly architected “hub” to curate users. I had worked with video innovators like David Hoffman and Stephanie Piche, who were doing amazing things using video to drive audience engagement. I asked them to join me and they did.

Next, I had to create my own custom content network so I could get messaging out there efficiently thus driving traffic to the hub. I realized ads were not designed to engage in a “many to many” architecture but content had become the “new advertising platform”. While the logic of creating a custom content network was sound, the task seemed beyond daunting. Then, right on cue came two wonderful people, Donnetta Campbell and Joy DiBenedetto (CEO of HUMNews), who had deep roots in the content/ media world. Soon they had organized all their media assets and outlets into a content network we could use to push our messages through. I asked them to come play with us too.

Then there’s the “hub” (note to self – need new name for this part ASAP!!!). It’s a different type of web experience that is a mashup of live communications, content, community, video and commerce designed on the “community of interest” concept. My previous experience in monetizing communities gave me a blueprint for which techniques, overlooked by many, I needed to include to drive results. The secret sauce to the hub was to build it as a real time community with a lot of real time connectivity and video engagement baked in (emphasis on “real time”).

All the pieces were coming together … but there some real technological challenges to deal with. The platform was clear in my mind – but it was in no condition to be useful to brands – at least not yet.

And the 60 days of summer (July and August 2010):

To make this vision a reality, I needed to round out my dream team. I found out about a cool company doing real-world work in measuring social media which we needed to match this system. The CEO, Dag Holmboe, whose background in engineering was invited to join and came on board too.  I managed to snag an ex technology leader from NBC, Louis Libin; a CBS network pro, Lester Spellman and Jerry Cahn, an IR pro with PhD in psychology (always useful). As the dream team came together, I laughed to myself when I realized the days where a creative guy, a copywriter and a biz dev guy can just; “put up an agency shingle” are long gone.

I spent hours and hours seeing what the leading tech companies were doing. I was writing for Ad Age DigitalNext as a way to learn about how marketing technologies were evolving in this “many to many” world. I wrote about the all the amazing technologies at the TechCrunch Disrupt conference in Ad Age (and yes I did lament the lack of women at the decidedly he-geek con-fest). And every time I got stuck on how to do something – I wrote about it and asked for advice. I got plenty.

Then, I began to outline my business plan. The task was made easier by the fact that I had other tech friends who were generous in guiding my progress. My thanks to Igor Seletskiy, CEO of a new company called Cloud Linux who was an invaluable technology sounding board. With his patient coaching, I had crystallized in my mind the outline of a product roadmap largely so I could understand exactly how any agency could financially thrive in this “low billing, social media, many to many” world. As I started creating the revenue model, all I knew for sure was that the old agency revenue models were falling apart.

After more thinking and talking, the product roadmap came into view. Importantly, it does not solely rely on “client” fees. In this roadmap, our agency offers real products (not just services) that can be used by a variety of companies – large and small. It also includes healthy, alternative revenue streams from a wide variety of sources. I lay my “product roadmap cards” on the table even though some of you may gasp at my seeming lack of concern about competitors because TBH — I am far more worried that too few agencies are even thinking along these lines. The agency business needs outliers – agencies who are willing to go where few agencies have gone before…

Here we go (and if this inspires others out there to do something similar – have at it :)

  • Near-term product/ service roadmap (through 2010):
  • Goal – Create integrated marketing platform for social media/ direct response campaigns.
  • Revenue model:   1) Service fees from brands to create content assets for marketing programs    2) Licensing/ Media fees from Brands to run program through the Interactive Engine. IE can be sold as a whole program or in 2 modular “mini campaigns”;3) Partner revenue from affiliate partner technologies that are being integrated into the platform
  • Development status: This is a three part “platform” – 1) Custom Content Network, 2) Specialized Promotional program and 3) Hub web experience. Items 1 and 2 are live. Prototype hub under construction.
  • Sales readiness: Key elements of the Interactive Engine platform are live today (yes – I know – I need to update the damn website :(
  • Funding needed: None – this is self funded through sales
  • Mid-term product/ service roadmap (through 2011):
  • Goal – Create self-serve platform of integrated social media technology campaigns so companies (small/ medium businesses) can launch integrated programs without the need for a serviced based agency. (This concept is following the “control panel” model used today by web hosts to provision lots of services to their customers.)
  • Revenue model = 1) Service fees from brands to content create assets for marketing programs 2) Product fees: a) Brand use of IE with existing client content assets; b)License fees paid by SMB for “self serve” campaigns executed 3) Partner revenue: Expand affiliate fees from partner technologies since many more options can be integrated into offering.
  • Development status: Lead developer identified and overall architecture being mapped.
  • Sales readiness: 9 months to working prototype/ 14 months to sale-able solutions
  • Funding round = $2MM
  • Long-term product/ service roadmap (starting Q3 2011 through 2012)
  • Goal – Create the first “trust agency” for “Judy Consumer” so she can pull trusted information, software/ services and advertising for herself.  At this stage, we reverse the revenue model. Instead of brands paying to get to “Judy and Joe Consumer”, consumers hire “trust agencies” to curate their digitally connected experiences (see my article in Ad Age about “The Six Screens” – Aug 23, 2010).
  • Revenue model = 1) Service fees: – a) from brands to create assets for marketing programs; b) direct subscriptions from consumers 2) Product fees: a)use of IE with existing client content assets; b)License fees paid by SMB for campaigns executed 3) Partner revenue: a) affiliate fees from partner technologies; b) As a perfect “opt-in” ad platform, charge brands premium ad CPM rates; c) content producers via affiliate revenue (they pay us for new subscribers)
  • Development status:  not initiated
  • Sales readiness: 18 months to prototype/ 24 months to launch
  • Funding needed: $1.8MM

Which brings us pretty much up-to-date.

When I step back, I can see our progress after six months:

  • We created the tech platform, called Interaction Engine (IE), that integrates direct response techniques within a social media ROI program.  Today, companies are using elements of the engine effectively.
  • We have coalesced into a solid team of 8 people who all had “hands on” experience in this “many to many” paradigm. Rare folks indeed because they had (often painfully) walked the walk.
  • We are in serious discussions with 2 media agencies, 2 F100 companies and had “tentatively” closed one new direct response account (I say tentatively because as if this date – no contract has been signed yet).

These days are spent getting everyone on the team coordinated, getting some basics housekeeping done (e.g. web site is totally out of date!), pushing forward in the sale process and writing the biz plan. It is very intimating but amazingly exciting.

I will end this and each future entry in this digital blog (expect a once a week post), with my “What keeps me up at night” list. I expect this list to change over time.

  • While we are doing well at getting meetings, the close process is slow because prospects want to see a fully working engine in action. The classic chicken/ egg problem. We have some great clients who have used parts of the engine – but none is currently using all of IE in a singular campaign. Pressing ahead.
  • I don’t wan to be the Edsel of my industry – too far ahead of my time. My team keeps coaching me to keep my presentations simple and they are correct. The trouble is that this platform is simple in concept but not in execution to understand.  So the presentations swing wildly between being too complicated or too simplistic. *Sigh*. My biz dev head and CTO are on the case though. I hope they can come up with a solution – I have hit a wall.
  • I now have 7 senior, wonderful people who have joined this venture – this is in addition to the 8 or so junior workers that are also part of the company. Keeping them all motivated and engaged as we build our sales pipe will be hard especially since many of us are virtual. I have no good model in my head for this yet.
  • Knowing the difference between networking and over networking. There are many people who want to connect with me now especially since I also write for HuffingtonPost in addition to Ad Age. I have to make choices about which contacts I can commit to. I find this very very frustrating and difficult since I never know which contact can lead to the break we need. URGGHH! Anyone with advice on this point?
  • Figuring out what’s the best use of my time as I try to lead both the sales process and the business plan development process. Most people in the company have a role here, but it still requires lots of “hands on” management from me since too much in still in my head and not on paper. I wish I were 3 people (would I get 3 salaries – hmm).

Now, finally my milestones for the next 60 days (not necessarily in this order):

  • 3 page executive summary of engageSimply with financial outlook
  • 1 signed client using the entire new Interaction Engine platform
  • Initiate discussions with at least 2 possible funding partners
  • Get website up to date
  • Expand sales funnel to having 20 active leads in pipe
  • to write in this diary a minimum of once a week or 8 entries (hey – I need some wiggle room J)

So much of this journey is a surprise. I am surprised that as a woman, I am starting a tech business. I am surprised that I am woman of a “certain age” starting a new company. I am surprised at the generosity of people who have agreed to throw their hat into the ring with me – they are a very faithful and brave group of people.  I am surprised at the graciousness of our partners who give of their time and contacts unreservedly.

But mostly I am surprised at how utterly confident I am that one way or another this is going to work. My confidence (perhaps even overconfidence) is the biggest surprise of all because with my long experience with tech venturing, I know my chances of success are not, rationally speaking, in my favor.

I remain undeterred. I remain unabashedly optimistic which is why I decided to document my journey in this blog. When I first started this blog (about 3 years ago), I did it because I sensed that fighting the marketing wars happening “in the trenches”. That remains truer today as I start this new venture. So as the Jewish New Year begins later this week (Year 5771), it seems particularly propitious to begin this digital diary. I may be “in the trenches” in starting this business but my view is firmly focused on how we reach the stars.

Judy Shapiro, CEO/ Founder, engageSimply

P.S. – Have advice, an idea or wanna do business with us. Just drop us a line. We’re ready.

Crystal ball was not needed to predict Google Wave would fail

Forgive a momentary “I told you so” outburst because back in October 2009 as the tech world was dazzled by the Google Wave launch, I somewhat singularly wondered publically about whether it would succeed in a piece in Ad Age entitled:  “Google Wave should beware of the Communications and Collaboration Pitch”

It was an unpopular position to take at the time; after all, Google “Anything” was considered magic.  And after less than a year, being right like this is no fun actually because behind the failure are real people who invested a lot of heart and soul. It is a bitter pill to swallow.

History is a great teacher and in the Ad Age piece, I provide a history lesson on how “communication and collaboration” failed commercially utterly in the 1990s:

“Looking back at it now, I realize what we failed to do last time around is to symbiotically couple this whiz-bang technology with fulfilling a fundamental dimension of our humanity. Technology by itself is sterile and a communication and collaboration play was pretty sterile sounding.”

I also generously give them the secret of how to get it right given what we learned in our previous failed attempts to market unified collaboration platforms:

“This time round, though, Google Wave really has a chance to get it right if it forges a tight symbiotic link between this technology and a core element of our humanity.”

Finally, I gave them what I believed to be the secret to success with Google Wave. Clearly they ignored my sage advice (even if I do say so myself):

“It all comes down to understanding that Google Wave should be about the creation and management of our trusted communities. And if it can take those bonds and marry them with real-time, unified communications, the product has the makings of a technology milestone. But without the human dimension of community, “communications and collaboration” are just technologies. And technologies alone will not “connect” with Judy Consumer. At least it never has before.”

Never to put too subtle a point on it, I expanded my arguments and provided even more detail in a post here entitled; “What might Twitter and Facebook teach Google Wave about market success.” I fully explain why Google Wave has the potential to be a paradigm shift:

“Now I think Google Wave has the potential to be a technological milestone because it merges unified collaboration and communications (not new) within the fertile soil of a trusted community (this is new). “Pull” models coming online now enable this combination of dynamics to “gel” into a platform that can be vibrant and paradigm shifting. …”

I ended this piece in October 2009 hopeful; “I suspect that if anyone will know how to use this treasure it will be Google. I am rooting for them.”

So much for a happy ending :( .

Judy Shapiro

The Twitter Secret – why & how to use Twitter for B2B and technology businesses. Rant #1

This is one of those hissy fit posts I sometimes write in frustration when I see my friends at B2B or technology companies struggling with new marketing technologies when they shouldn’t be struggling at all. There isn’t a CEO, COO, CMO et al friend of mine who has not said to me recently; “I don’t get Twitter/ We don’t do Twitter”. URRGGGHHHH!!! This gets me going because using Twitter (or not) should be an informed choice not a result of ignorance. Yet, the lack of Twitter savvy spanning companies of every size, often reflects a lack of marketing leadership from internal marketing folks and more often than not, the agencies that serve them. Sorry – agency people, but nearly all of my corporate side colleagues express a near universal lack of confidence in their agency’s depth in newer marketing tactics.

So, here my dear friends who are CEOs, COOs, CMO, CIOs, CTOs  and directors of companies of all sorts, is the definitive guide to why Twitter matters for B2B and technology businesses. Feel free to share it with your agencies – gratis.

A deeper dive – who really uses Twitter anyway?

First it helps to put Twitter usage in perspective. A recent report from Edison Research gives us an excellent reference point (here is a PDF –   http://trenchwars.files.wordpress.com/2010/07/twitter_usage_in_america_2010.pdf )

Most importantly, it helps to understand that, despite the hyper buzz, at most only about 7% of US population actually uses Twitter despite an astonishing, almost universal 85% level of awareness.

So who are these “7%’ers”? IMHO it happens to be those people who pushed Twitter into the face of “Judy Consumer” with such success – the media/ marketing/ PR world. These folks love Twitter because it is a digital, communal bulletin board, water cooler and late night hangout all in one place.  It’s an efficient amalgam of interesting stuff, useless stuff, ego stuff and occasionally a real gem, like a source for a story. Hence media’s love affair with Twitter and the correspondingly high awareness among the Judy Consumers out there.

Now that we have framed the Twitter picture correctly and hung it on the wall, it’s time to make practical use of it in our marketing decorating scheme.

The secret of Twitter for B2B and technology companies.

At the most basic level, Twitter is mainly about;

1) Listening to what’s going on

2) Connecting with specific reporters, stakeholders and influencers and

3) Broadcasting to a large following

Let’s break this out in more detail (and for you impatient CEO friends of mine – I used as many bullets as I could for quick scanning :)

1) Listening:

Why do it?

In this mode, Twitter offers three excellent strategic advantages:

  • It is one of the best research/ early warning brand monitoring systems on the planet. With Twitter, you’ll learn of gathering negative corporate sentiment storms before they become too big or too hot to handle.
  • It provides you with an easy way to identify key stakeholders for your brand within the industry, media and regulatory groups.
  • Finally, if you become astute at listening, you can learn the hottest trending topics that can provide powerful platforms for your branding and any Corporate Social Responsibility campaigns/ programs you have in mind (more on this later).

How to execute:

  • I’ll start with a “don’t”. Don’t just follow people who follow you otherwise you will have too much noise. Be very judicious in who you follow.
  • To know who to follow at first, spend a week identifying well respected people, analysts, thought leaders who publish in leading trade journals and follow them. An agency can help you identify important tweeters in your space, but supplement that with your own research.
  • At this stage, focus on quality of information not on quantity of who you follow or gathering Twitter followers. Also, at this stage, do not try and outreach. Give yourself time to get accustomed to the character of the Twitter-sphere.

Who should do it:

Set it up so that everyone in the company follows the same key people for a consistent flow of information. Specifically, though, here is who should be “listening in”:

  • Everyone in the “C” suite:
    • I hear you, my C level friends kvetching that you don’t have time. Nonsense. To check Twitter every day is at most a 15 minutes task spread through the day. The rewards can be tremendous as it can be amazingly energizing and motivating – like a decadent chocolate treat at 3:00 in the afternoon.
  • Every marketing person in the company
  • Key people at the agency.

Best used with:

Nothing in marketing should live in isolation and Twitter is no exception. For the listening side of the Twitter value equation, this is best used as part of the strategic process that determines corporate messaging platforms, as in for example, a corporate social responsibility program. This provides a powerful “real time” voice in the internal strategic corporate brand tracking processes.

2) Connecting:

Why do it?

Simply, Twitter gives you direct access to media and industry thought leaders: Think of Twitter as an extension of your PR machine since you get unmediated access to many reporters that are important to you.  Focus on identifying analysts, trade journals and event organizers that are the gatekeeper for what the industry sees. You want to know what these folks think about.

How to execute Twitter for media/ industry outreach:

Strategically, it is wise to remember that Twitter provides the “public” with a very probing view into your company. I suggest you confine the connecting part of Twitter to people who have both intelligence and sensitivity to recognize that their personal brand will get attached to the corporate brand. It is something not easily outsourced to an agency TBH.

It’s therefore best to set up a formal program and a great example is Robert Scoble of Rackspace. He is one arguably one of the most respected tech Twitterers out there, yet his work is supportive of the Rackspace brand. The point is pick a person/ people with the temperament, passion and intelligence to do you proud.

Once your Twitter Dream team is in place, tactically, here’s how you do media outreach on the Twit-o-sphere. Respect the fact that Twitterers are etiquette sensitive so you want to give yourself time to learn the courtesies:

  • Start by simply retweeting the articles of these influencers that interest you. Be sure you actually look at what you are retweeting and that it is of high quality. What you retweet reflects what interests YOU, so please please don’t just retweet something from important people you follow without looking at it first. If you like, the retweet can have a brief personal comment just to add a bit interest.
  • After you get a feel, then directly respond to the tweets of key influencers with a thank you for sharing something interesting or a comment on their observation. You can even disagree with the Tweeter, but always keep the karma positive and always include their Tweet handle via the @ sign. Twitterers hate rudeness or snarky for the sake to impress. Keep it honest, simple and direct. BTW -don’t expect anyone to answer or acknowledge you. Just keep at it, over time it will pay off.
  • Once you gain some confidence (and that is key), you are now in a position to use Twitter to promote your own agenda using the platform of these contacts. This is the real payoff and it works like this.From your listening stage, you may have identified a powerful positioning platform I call the “ignition point”. Then:
      • Have a blog or article written about the ignition point.
      • Then create a google search alert on the topic and/ or the people within the field who cover the topic.
      • When an article comes up (and it won’t take long if you “listened well”), then comment on the article at the article’s website and point back to your article.
      • Once you have commented, then tweet about the article and include a link to the article – not to your blog. Why? Because people are more likely to discover your article if it is introduced on a well known website rather than a directed link in a Twitter update you post.

Quality content and ideas will attract attention and recognition. Not every platform will work – but over time, you will have a consistent engine for getting your ideas out into the marketplace.

Who should do it?

I will start by suggesting who should NOT do it — an agency should not do this unless they are totally immersed in your business. Period. Otherwise, pick a trusted communicator within the business. They can be in any department: product management, technology, marketing – doesn’t matter as long as they have your trust.

Best used with:

Combining this aspect of Twitter with LinkedIn rocks. Specifically, you want to join LinkedIn Groups from media/ industry thought leaders and you should also start your own LinkedIn group where white papers, company news and updates can be shared.  Continue to post/ share (they can be linked so it is easy to do once) regularly.

3) Broadcasting:

This one is easy because IMHO, as a B2B or technology company you need not worry about the broadcasting aspect of Twitter. Honest. The broadcast aspect of Twitter works best if you are a B2C company where you can REGULARLY pump out promo’s which is how you will build your Twitter following. Otherwise, it really is a waste of effort because in the B2B world, it’s not about scatter broadcasting but narrow casting in your segment. It’s better to have 600 well placed followers then 600,000 “whoever”. I know having a big Twitter following feels good – but that’s not a good enough reason to spend time building it.  The only possible exception to this rule is if you are B2B company hell bent on becoming heavy duty content producer. If not, believe me when I tell you it is a waste of energy.

There you have it – the why and how of Twitter for business. But probably the uber power secret of Twitter is this — simply to show up every single day. Consistency pays off in dividends – but don’t despair because it will take months of steady, deliberate practice. But patience and persistence will pay off.

Now dear friends that you understand Twitter, let’s use this power for good – please.

Judy Shapiro

A stranger in a strange land.

I am humbly borrowing that title from Robert A. Heinlein, one of my fav scifi authors of all time, but it captured my state of mind one afternoon as I was “working Facebook”.

You see, FB is not my social network of choice. I’m a hard core LinkedIn girl. LI is clear – business networking for business folks. Got it.

FB on the other hand is a weird mix of personal and business and trolls. Next to my niece’s picture of her (adorable) 3 year old is an important business announcement for a business luncheon that I wanted to attend. I click on what I think is a link for the luncheon information and I land on the home page of “someone” – not sure who and their niece’s pictures. At this point, I have no idea where I am.

I am a stranger in a strange land.

The strange land I speak of is where, unlike my real world, our social networks are morphing into a communications hub that has jumbled my life into a digital tangle of personal, business and many combinations in between.

I am a stranger in a stranger land.

In the real world, our social networks are well organized across “functional lines” – the parents in my kids school is one network, my business contacts is another or my relatives yet another etc etc. We keep these networks distinct unless during a crisis or some trigger event, e.g. your child is trying to get into a particular school, you create a temporary real time network of people from all your networks who can help you with this task. But once the need is gone, this “impromptu network” dissipates.

But in this strange new world, the networks intermix in a way that I find unproductive. In  this strange new world “on the fly” associations I create for a specific task become hardened in stone well beyond their usefulness.  

In the real world, my social networks are under my control – in this brave, new world – it seems – not so much.

I guess I find it strange. So does “Judy Consumer”.

Judy Shapiro

“Look up in the sky – it’s a bird, it’s a plane. No it’s an iPad.”

I was listening to my 14 year old son discuss the relative merits of an iPad versus his iTouch with a buddy of his. Now my kid is Apple’d out – MAC, iPod, iTouch. No wonder he was intrigued by the iPad as all things Apple is inherently good in his world view.

“It makes no sense”, I hear my son saying”, “why would Apple want people to think of iPad as a computer – it would kill their other business”. He then declared; “To me, this is a bigger and better iTouch that I would use at home.”

His friend thought for a minute and replied simply; “Yeah, but Steve Jobs thinks this is the new way people will use computers. Maybe, Apple wants to be the Microsoft, Dell, AT&T and Google all wrapped up in one.”

At first I was surprised at the thoughtful way these kids were getting right to the business heart of the matter. What is an iPad anyway? More interestingly though, as a marketer, I was eager to ponder what implications the iPad’s “position” might have on its astonishing 1MM sell through.

Clearly, the physical sleekness of the device drove a big part of the sell through. Surprisingly though, the huge gap in how “Junior Consumer”  was interpreting iPad’s main function, a.k.a. hyper cool entertainment device versus Jobs’ declaration that this is “the most important thing he has ever worked on” usually spells D-I-S-A-S-T-E-R, but that seemed not to matter in this case.

This disconnect is amplified when one realizes that the iPad may well be the computing version of a wolf in sheep’s clothing because it becomes the gate/ portal and police of what services or apps or content comes out of that portal. I kinda hope my son’s friend was wrong and Apple is not interested in displacing other devices and services providers from Judy Consumer’s world. Uh – no – that’s not likely. So it seems to me that the shiny iPad Apple carries a time delayed poison within that will, ultimately, bind Judy Consumer to the Apple franchise with little hope of escape.

OK – I admit – I am playing drama queen here. But it seems in maybe 5 years, our digital world will be defined by a few major players – maybe a handful – who will deliver all information, content, communications and commerce to us.

The “so what” of all this mega aggregation of services is that Judy Consumer will have fewer choices and higher prices. In the future world of information services wars, over time, Judy Consumer will lose out just like she ultimately did in the telecom wars of the past (I am battle hardened veteran of those wars). The final result being that, in fact, when choices go down, pricing goes up.

If iPad is meant to be the point of entry for a new way of computing that inextricably ties hardware to services – I worry (yes – I am a Jewish Mother and we worry.) I worry that it will be harder for competition to evolve and over time we know without competition, Judy Consumer pays more for less.

So I wonder – do you think the iPad is a merely step up from an iTouch as a hyper cool content consumption device or is the iPad Steve Jobs’ attempt at creating a new computing paradigm (hence explaining his sentiment that this is the most important thing he has ever done)?

I fear my son’s opinion on this matter is borne of youthful naïveté. I think I’ll go read Snow White again … at least that has a happy ending.

Judy Shapiro

How can it be OK that 1,000 PC’s are lost in the malware wars every time a bad ad is served up in ad networks?

I admit a certain hyper sensitivity to all things security when it comes to Internet. I worked at CA and then Comodo – both heavy players in the online security world. I learned about the scary things that can happen if you go online alone. It is not a pretty picture.

So it’s no wonder that I tend to have a zero tolerance to bad online security practices – among my friends, my family, my peers.  I have even less tolerance (is that possible?) for online security industry practices that can allow 1,000 PCs to get infected before an ad is checked for malware.

That’s right! I recently learned that all the ad serving platforms check ads in their networks after it has been served. In the case of Right Media I am told an ad is served 1,000 times before it is checked. If the ad is malware – oh well – 1,000 PCs are likely to get infected. I was shocked TBH. And I was even more shocked to learn that according to all the large ad serving platforms it seemed perfectly OK (at least the 4 large ones) to check ads after they have been served already.  I had the chance to press a rep from Right Media for an explanation about why are ads not checked before they are served. It was explained to me that the sheer tonnage of ads would make checking everything before it ran impractical.

That answer seemed pretty lame actually. And one does not have to look hard to see how this causes problem up and down the ad market value chain. Recently, TechCrunch and The Drudge Report were hit with malware on their sites served up by an ad in the network. http://news.cnet.com/8301-27080_3-20000353-245.html. The backlash was felt by the likes of Michael Arrington who had to explain the issue to his audience. I felt his pain, more keenly felt because I knew there was little he could do to make it better. It is likely to happen again – the only question is when.

Here we see most blatantly the bad things that happen when you detach consequences from accountability as is the case here. The ad server networks are the ones who serve up the ads, good or bad, but if there is fall-out, it is largely felt by the site that delivered the ad. That ruptures the basic laws of accountability and consequence which ultimately leaves at least 1,000 PCs infected with malware every time there is a virus outbreak.

Now I really do not understand the technological limits of checking ads within an ad networks – but how can it be OK to permit ads to be served before they are checked? Could it be that 1,000 is too small a number to worry about? And as the number of ads being served grows, will a higher 10,000 threshold be OK? Then maybe 100,000 will be a tolerable number?

Here is a challenge to the industry. Elinor Mills’ article on this subject mentions Bennie Smith, a vice president of exchange policy at Yahoo’s Right Media who I invite to respond here. Maybe I it got it wrong. Set the record straight – please – I really want to be wrong.

Better yet – I would love to start a dialogue to solve the problem – between agencies, ad networks, advertisers and the security industry. Sometimes talk is not enough. An alternative is needed – an alternating current. But more on that coming…

Judy Shapiro

“Judy Consumer” gets a new digital life partner

I was reading about Google TV which comes on the heels of all the iPad buzz which comes on the heels of the new Verizon Incredible launch and so on ….

All these efforts seem to transcend the desire to sell a device. It seems that these devices are designed to fight for the  digital fidelity of “Judy Consumer”. In essence, these companies want her to commit to a monogamous, long term relationship with them as the sole provider of all of her communications, commerce and content consumption.

These are pretty high stakes for “Judy Consumer” since it is not just about buying a product – it is about making a long term commitment.

My advice to “Judy Consumer” – proposals for a long term relationship may sound seductive but choose wisely – breaking up is not so easy to do.

Judy Shapiro

Does technology makes our lives easier?

Nope and here’s 10 ways technology actually makes our lives harder.

A while back, I wrote in Ad Age an article entitled; A Digital Myth: Technology Doesn’t Make Life Easier , http://adage.com/digitalnext/post?article_id=136533 where I explain that while technology makes tasks easier – it really does not make our lives easier. As an example, I compared the task of washing clothes in a machine versus a rock. Sure – a machine is far easier than a rock in the actual washing of the clothes. But if you add up all the other things that you need to do to make the machine work (the water infrastructure, the cost of repair, buying laundry detergent), we see that doing laundry via the trusty, highly reliable rock was far less complicated.

Since I wrote that article, I notice that the technology wars race are going as fiercely as ever, with techno-titans Google, Microsoft and Apple waging their epic battles for the heart and mind of Judy Consumer.

So, for a quiet moment, I wanted to share the 10 ways that technology most decidedly does not make our lives easier. I present this list, friends, knowing full well that I will be subjected to the inevitable backlashing  from tech fanboys. I have run afoul of them before – so gentlemen (I am being generous) – I’m ready — bring it on.

1) Harder to remember the everyday stuff of life.

This is a pet peeve which continues to drive me nuts because people don’t even try to remember the little mundane things of life anymore. With auto dial, auto login and “history” functions that tell you where you’ve been, our minds have devolved so that we can not easily remember these things.

I recognize we have more passwords, logins etc to remember than just 5 years ago but still – our ability for retaining simple little things seems gone. In the past, I made it point to know the phone number of my kid’s pediatrician and my immediate family. Now I don’t even know the cell phone number of my kids.

“Ok – what’s so bad about that?” you may ask. “Why waste those little grey cells on mundane memory tasks that our devices can do better and more conveniently?”  Good question – UNTIL you lose your phone or you have to change PCs – then you are in communications hell until you sort it all out.  My remedy is to force myself to recall key numbers.  As to the rest – oh well.

(Historical sidebar. Before the innovation of printing, our brains were capable of far greater acts of retaining information, as demonstrated by ancient Greek orators capacity to recite thousands of lines of poetry. Books, over time changed our biology so that our capacity to remember large quantity of information was diminished. So while I bemoan the loss of memory – I know it has happened before.)

2) Harder to keep your communications world “synced”.

I am going through this right now. I am working at a new company that is virtual. I now have 3 email accounts which are so cross forwarded to each other — it is a webmailtangle. I will figure it out but not without more pain that I think I should have to endure. I do not want to have to understand what POP or STMP or incoming or outgoing server configurations are.

And that just covers email! Now add the additional layers of IM, mobile, Google Voice, Blackberries, and all the identities we use to communicate in our social networks and you have communication complexity comparable to what a mid-sized company might have had 20 years ago.

It’s great that we are reachable 24/7 – but no one can seriously contend that all this connectivity makes our lives easier. In fact, it has become so complex, that new technologies are built to manage all these communications touchpoints.

Well that just about left “easy” in the dust.

3) Harder to dive deeply on any subject

A CEO I knew was very diligent about buying any book on marketing he thought would be useful. He himself never read any of them. Rather he had his people “summarize the book into key points”. I am sure if he read any of them, he may have gathered some insight that was lost on his people – but I understand the appeal of getting fed small info bits that are easy to snack on. So we take shortcuts. We scan text, we read extracts, we use twitter because 140 characters does not take long to absorb.

In fact, the attraction to digi-bytes has spawned new strategies in how to write as little as possible and still get the “a” message across. I am all for a Zen approach to content – simple and lean but it seems that content has become anorexic.

Business books tend to be written with very short telegraphic chapters with pithy titles like “The top 7 ways to [fill in the blank]…Try getting anyone to read an article that is more than a few paragraphs (and thanks to any of you who got this far on this decidedly non quick article).

Worse, far worse, I find myself getting impatient with writers who might, heavens, might take a few paragraphs to get to the point (the irony of this is not lost on me). The glorious joy of reading something with depth and substance seems to be on the endangered list.

4) Harder to be efficient

I think no one can deny that technology allows us do more things, usually at the same time. Talk, IM, tweet, web browse – all while driving (OK kidding- sorta).

My point is that new studies reveal that multitasking ain’t all it was cracked up to be.  Here’s an article from Wired that makes the point well; http://www.wired.com/wiredscience/2009/08/multitasking/ (I write this as I have music blaring in my ear and I am IMing with two different colleagues. I notice how my typing deteriorates in direct relation to how many tasks I am trying to do at the same. It is not a pretty picture.)

5) Harder to get face time

Any parent out there knows what I am talking about here. Even Whoopi Goldberg observed (in a TV special) that while our children are smarter than we are, we are raising a generation of “barbarians”; children who are proficient tweeters, and IM’ers but who have too little interaction with real people in the real world. They seem almost out of place in the real world.  I am convinced that in 20 years, the lack of face time will have repercussions as these techno-savvy but socially naive children start having children of their own. Technology will take center stage in the training of their children. That can’t be good.

But it doesn’t stop there. In the business world, lack of face time has real costs today. Leaders spend less and less face time with their people often using cryptically crafted emails tapped out on a Blackberry’s to give complex instructions. That leaves a lot to the imagination – again – not always a good thing.

6) Harder to learn appreciation

I remember a few years ago I bought a traveling DVD/ TV player for the car (my kids were at the irritable age when car trips were tedious). Anyway, this device had wireless earphones, wireless controls with a luxurious 12” screen and detachable speakers. I was loving it. So much technology in such a compact, tidy device.

My kids were rather underwhelmed. For them, it was a convenience not in any way deserving of the reverence that I seemed to bestow on the thing. It takes A LOT to impress my teenage kids. It takes a lot to impress any teenager nowadays. What happens when they hit 30?  I guess to get a gee-whiz out of them might require a trip to the moon. And even then I wonder….

7) Harder to be loyal

Today, loyalty seems to be a quaint, sentimental notion that seems old fashioned. There is scant loyalty to be seen in relationship, jobs, brands, technology, geography.

We are comfortable meeting our “soul mate” online and with the powers of technology there are probably a few candidates who qualify. We are easily seduced to change brands with the scantest of promises. We don’t even remain loyalty to people within our newly created social networks bouncing from one network to another as easily as one changes a password.

Loyalty is out of fashion because maybe it is not really expected anymore; so much is so replaceable so easily. I miss loyalty in others and I make it point to practice it as actively as I can. In fact, people are often surprised at the loyalty I show to previous employers. From their perspective, it is so unexpected and unnecessary. I show loyalty as a way to express my gratitude to employers who enriched my career. It seems very necessary to me.

8 ) Harder to stay current and actually find the information you need

If anyone asks me why Twitter took off, I’d say it is because it gives people who want to stay current a convenient way to do so. That about sums it up for me.

Yet despite all the digi-byte ways we can get information, staying up to date seems to be getting harder. First to explore any subject online, you have to wade through digital stacks of garbage data. You have make decisions about what to information to trust or not. It sometimes feels like looking for the proverbial needle in a haystack.

Then, once you have to figured out what information is worth keeping, you have to spend a heck of a lot of time connecting the dots because as we said in point 3, no one writes meaty articles much anymore. It feels more like a scavenger hunt where one gathers little info bits and then from these obtuse clues we hope it adds up to something substantial.

Staying current was something that always required a certain dedication and investment of time. It seems now though the sheer deluge of data (good and bad) makes this so much harder on everyone.

9) Harder to gain perspective

Context makes all the difference when you are trying to understand the truth of a topic or controversy. That is becoming more and more of a challenge because of the difficulty of vetting trustworthy information. It is harder to know which person has the credentials to back up information they disperse.

Yep, gaining perspective through online information can be like making your way through a maze – fraught with dead ends and frustrating misdirection. Someone should come up with a GPS system for data navigation. I would buy that in a heartbeat.

10) Harder to establish trust – the online kind

This should come as no surprise to anyone. In the beginning, before social media became such a dominant marketing tool, customer reviews had power to influence, people you knew were trying to friend you and online connectivity was a joy because it could help you stay connected on a global scale.

But with the commercialization of social media, one consequence has been that trust has plummeted. A recent Ad Age article ; In Age of Friending, Consumers Trust Their Friends Less, explains that; “Only 25% of People Find Peers Credible, Flying in Face of Social-Media Wisdom” according to an Edelman study http://adage.com/article?article_id=141972. Simply, trust diminishes in direct proportion to the growth of social networks because it is hard to authenticate the identity of people online. This trust gap makes many online interactions harder to conduct.

To sum up, lest I leave you with the wrong impression — the upside of all this technology is amazing – in every respect. But it comes at a price that is perhaps more dear than first realized. So I advocate a new techno consciousness that doesn’t fall for the promise that “technology makes our lives easier”.

At least not on my watch.

Judy Shapiro

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