Nowhere to hide

So we found out this week that the Texas Rangers' Josh Hamilton fell off the wagon last January. And from the photos (note there is no link attached to that word, at least from this blog - I'll get to that in a moment) he landed hard. The married Hamilton, offered a second chance at baseball after falling into drugs while a young ballplayer convalescing an injury, was photographed drinking, carousing, and essentially behaving like a fratboy at his first kegger. Unfortunate, but not unexpected. Experts say relapses in recovery are common. Fortunately for Hamilton, he told his family and team the very next day so this story is old news now, some eight months later - at least to those who matter.

Olympic phenom Michael Phelps was photographed months ago taking a bong hit at a college party. (I blogged on the topic here.) He lost some major endorsements, apologized, and hopefully learned an important lesson. Whether that lesson is "Just Say No" or "make sure you can trust the people you party with" is unknown, but truth is, both are valid lessons.

I'm not linking to or reposting any of these related images, and I'm not going to comment with some false air of indignation about the behavior of these athletes. I actually tend to take the position of SNL comic Seth Meyer in this outstanding SNL rant. ("If you're at a party and you see Michael Phelps smoking a bong and your first thought isn't "Wow, I get to party with Michael Phelps" and instead you take a picture and sell it to a tabloid, you should take a long look in the mirror...") It isn't in my nature to build people up just for the thrill of tearing them down - as if accomplished, public people were nothing more wooden blocks stacked by some sugar-ravaged five year old. In my experience, most tend to punish themselves just fine on their own.

My marketing mind however pauses and recognizes that each of us, our companies, and our values are subject to the whims of small minded people and rabid opponents who are using the tools of the Internet and social media to gain even the most morally tenuous ground or simply force their way onto the 15 minute stage with a sensational bit of useless gossip. Therefore, it is critical that people and organizations not ignore these new communication tools, but engage them to monitor and proactively defend their brand - whether corporate, product, or personal. As social media consultant Shama Kabani stated in a recent presentation to CEO Netweavers, "...whether or not you want (photos and personal information) out there, its out there. The point is to build up a credible persona in person and online to counter any negative consequence."

Fortunately for Hamilton and Phelps, they've handled their scandals well, offering quick acknowledgment and heartfelt apologies. In the end, the best revenge is their stellar athletic performances since. In the few days since the Hamilton story became public, he's been hitting .360, and for his part, last week Phelps once again set a new world record, this time in the 100m fly. Sometimes the best response is continue to do what you do best.

Or in other words, in a world where all the hiding places are mic'd, let the world know that you are still trying to be the people our dogs think we are.

Shackin' up

Quick Quiz: When asked why RadioShack decided to rebrand itself "The Shack", CMO Lee Applbaum stated it was because (choose just one!):

1. We think "shack" conjures up many positive store images.

2. Some customers and the investor community refers to us as "The Shack" already.

3. We can't afford the real Shaq as a spokesperson, and he's in Cleveland now anyhow.

4. Basic research could have told us that "The Shack" is actually a popular Christian novel regarding the anguish of a parent over the rape and murder of his daughter. Oh, well.

5. Because... "The (Love) Shack is a little ol' place where we can get together! (Don't forget your jukebox money!)"


The answer is #2, although any of the answers is equally bad, and equally plausible.

That's right. RadioShack's most avid customers and "the investor community" (really? that's their target with this campaign?) already refer to the company (despairingly, perhaps?) as The Shack, so they figured they'd just co-op the term as their own in a desperate grab to leverage, and therefore destroy, any credible independent brand affinity.

Besides, marketing theory aside, every middle school kid in America already knows that giving yourself a nickname is just lame.

Noisy launches

Here's something startling obvious that often gets lost in the noise of an exciting product launch:

The product is the thing.

The company is not the thing. (An exception perhaps is Apple - which uses its powerful corporate brand to great effect.)

The distribution channel is not the thing. (Your distributors may incorrectly argue the point, especially VARs.)

And most certainly, the ad is not the thing. (Your agency's creatives may disagree, especially if the ads are spotlighted in an article like this one in Advertising Age.

Once you go down the path of suggesting that a "creepy" and "unsettling" advertisement is "doing its job" because people are talking about the advertisement (and not the product per se) you can quickly find yourself sliding down a slippery slope trying to quantify 'mindshare' and 'visibility'.

To be certain, if the ads are effective, they'll be talked about... but more importantly, so will the product. A truly effective advertisement quickly steps back and allows the product to take the spotlight.

After all, no one wants to hear the announcer keep talking once the band takes the stage.

The Hype Cycle

Although an awesome marketing name for a chrome and flame-painted chopper, the hype cycle is not a creation of Orange County Choppers, but rather a term of the Gartner Group research firm and refers to their interpretation of the development, maturity, and adoption of technology.

You know, the path between 'slideware' (unproven ideas that only exist in PowerPoint slides) and 'general availability' (store shelves).

Speech recognition is one of these technologies. In 2000, they were admittedly my slides suggesting that a speech platform was 'around the corner'. In 2003, when they were Microsoft's slides (with the introduction of their speech server) and again now, these slides are re-issued with a Google logo.

I know a lot of earnest people in the field of speech recognition and I know they spend a great deal of time refining and improving speech recognition capabilities in myriad applications. In this article, you'd think that a decade of inprovements, trial and error, and frankly, millions of VC dollars hadn't already been expended when Larry Page and Sergey Brin decended from the heavens, touched the complicated technology, and made speech 'finally viable' with Google Voice.

Speech technology is already a viable (and functioning) technology. But I also understand that there is a required ecosystem of hardware, software and services in speech technology to make it 'work' as a fully-functional platform of the future, in spite of the hype that accompanies a Google launch of anything from a phone OS to breadsticks. ("Peak of inflated expectations" in graph.)

It is a gentle reminder as product marketers, we understand that it is as important to build expectation and excitement at a launch as it is to control those expectations. The marketplace doesn't allow marketers to underperform to their promises, a lesson we knew but were (supposedly) reminded of with the Internet bubble. As this article points out, and Microsoft discovered, speech is a human construct that requires a great deal more than money and technologists - even Google money and Google technologists - to make it meet the long-held expectations we have held for speech as an interface in the near term, and to overcome the long-held cynicism that a future feature-rich, reliable 'speech-driven platform of the future' will now have to overcome to establish a marketplace. Speech has sat at the peak of inflated expectations long enough. It desrves to grow, but only if allowed to drop into Gartner's "trough of disillusionment" first (graph).

To be certain, speech will drive a viable comprehensive OS platform one day. Just not this Thursday. Or next.

Unpopular popularity

"Nobody goes there anymore, its too crowded" is one of my favorite 'Yogis', so named for the famed Yankees catcher who is perhaps as famed for his unique turn of phrase as his play on the field.

In a study released by the Proceedings of the National Academy of Sciences, however, we find that, once again, there is a lot of truth to what Yogi Berra has to say. The study illustrates that the fall of an item or style in popularity mirrors its rise to popularity, so that items that become popular faster also die out faster.

These, my friends, are called fads. The study's authors were quoted as saying that “While it is easy to see products, ideas, or behaviors catch on in popular culture, less in known about why such things become unpopular." And this question is as critical a question to marketers as any.

In a cross-cultural, non-commercial study that harkens to Levitt's book Freakonomics, study authors Berger and Le Mens analyzed baby names in France and the US over the past century. The two researchers found a consistency in the rise and fall of given names - that the longer it took for a name to become common, the longer it took for the name to fall out of use. Parents interviewed indicated that they were simply unwilling to risk saddling their child with a name they perceived as 'faddish'.

For marketers, these results indicate that it is the perception of a trend that makes the creation of a fad self-fulfilling. While somewhat intuitive, there is often no scarcity or other economic factor that forces certain trends that 'hockey stick' in popularity to die out faster. Instead, the concept of 'the harder they fall' is based in the idea that people, for all their concern about fitting in, don’t want to be seen as following the herd. The key is perhaps in not controlling the growth, but in marketing the message - even as sales rise without apparent assistance from 'those guys in marketing' - that the growth is because of the value offered by the fast-growing product or service, and not transient fads.

And that will mean that in addition to trying something, marketing will keep people coming back, even as it gets more crowded.

Then we set his hair on fire...

A note on the death of the King of P.. pitchmen - from this outstanding obit:

"Cast as a god, the man embraced the role, seeking to remake himself in a pale, childlike image only he could understand. The endless cosmetic surgeries, the reclusive years at the Neverland Ranch and the bizarre pronouncements and behaviors are the stuff of legend. Of course, being reborn was something he could never achieve in life. The mighty, moon-walking King of Pop, largely a media construct himself, lost sight of the fact that we're simply not our own creations. Perhaps by now, an ever greater power has reminded him of that."

Certainly personal branding is important, but it is equally important to remember that ultimately, it all ends the same for each of us.

Because Results Matter

Because Results Matter. I own that phrase as a domain. It is the Strategy180 slogan, and more than that, its the way we approach clients and projects. It is also the way that I think that all agencies - and their marketer clients - should view their relationships.

But they don't, and in the process, lower the bar of expectations and underestimate the value and influence of marketing.

And now the King himself - the Burger King - must understand that 'visibility' and 'mindshare', even 'frequency' and 'reach' are tools and metrics, not goals. This article in Ad Age indicates that the award-winning Burger King campaign is failing to gain ground - even cedeing it - to that ubiquitous clown and his league of banal but effective advertising and market positioning. When the much-lauded ROMI (Return on Marketing Investment) is in negative territory, even today's stock market looks like a better bet.

Because Results, after all, Matter.

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• What were you thinking Burger King? (petpeeving.com)

Ahead in the Clouds

Once upon a time, Henry Ford said that cars could come in “whatever color you wanted, as long as it is black”. Then along came Harley Earl of GM who tapped into a nascent consumer demand and created a wider expectation for making annual design changes that accelerated GM’s dominance of the automotive market. (Well, for a few decades, anyway.)

Similarly, there was a time among established software developers (and users) when cloud computing (aka, Software as a Service, or SaaS) was viewed as too risky, too unstable, too limited in its feature set to ever truly replace local desktop software installations, excepting perhaps for CRM applications.

Today as WiFi/WiMax and general connectivity become increasingly ubiquitous, that desired connectivity is further leveraged by smartphones, net-reliant hardware and similar tools to make great inroads in market share. Laptops outsell desktops. The handset war (iPhone, Palm Pre and Blackberry Bold) is the new Coke and Pepsi, each phone the supposed savior of their respective companies. All this is driving a new expectation among the broader public for ubiquitous connectivity regardless of time, place or device. (Woah, déjà vous: I think I typed that on a PowerPoint slide back in 2001 regarding Unified Communications.)

Take note: The desire for always-on connectivity isn’t the driver – that was an assumed trend as early as 1998 – as much as it is an enabler. The real driver is the community of data and applications that the Web represents.

More proof: Microsoft Money, a desktop-based financial management package that had Microsoft power behind it and once enjoyed first-mover advantage, has been shelved by the Redmond behemoth, as they recognize the customer’s demand for integration and collaboration available with the SaaS models used by Intuit and Mint, among dozens of others – including their own MSN Money service. In rare candor, Microsoft states: “With banks, brokerage firms and Web sites now providing a range of options for managing personal finances, the consumer need for Microsoft Money Plus has changed.”

Note that Microsoft addresses the cloud not for its constant availability, but for the benefit of integration with the complementary applications, vendors and informational websites (“…banks, brokerage firms, and Web sites…”) that are facilitated through the web, and specifically, the collaboration that is common to Web 2.0. Intuit simply gets that the user experience matters, online and offline, and has always has outperformed Microsoft... nothing new for those of us tethered to their Office applications.

Web 2.0 is not just a curiosity or new marketing tool, but has now matured into a critical element of product development – today, mainly for software vendors – but tomorrow, perhaps also for manufacturing concerns. Like the new GM?

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• How Intuit managed to hold off Microsoft (news.cnet.com)

The Rules Of Business Still Apply

Remember the dot-com days? When profits didn’t matter, and the new currency was ‘click-thrus’ and ‘page views’? The bubble was built by the general public’s fascination with this new thing, ‘the Internet’, and e-commerce companies along with their telecom counterparts (installing ever-greater capacity) rode the bubble toward a sudden and inevitable burst.

Social Media is beginning its shakeout. MySpace is struggling. YouTube is gaining traction as watching video online becomes a standard media, and Facebook is seeing continued growth, but much of it outside the U.S. as this market becomes saturated and curious Boomers drop off the site. LinkedIn integrates a number of useful applications and solidifies its position as a professional’s social media rolodex.

Now comes Twitter, off its highs of the CNN / Ashton battle for a million followers, a month after an Oprah mention, a curiousity to most and not yet monetized. Studies have indicated that most new visitors stop visiting after a month, and now a report that May’s growth on Twitter was anemic, although, importantly, the time spent on the site (by its active members) grew substantially.

So what’s next for Twitter? I’m not certain, but it is critical to recognize that Twitter’s celebrity users are essentially spokespeople and pitchmen for the site, not a business model in and of themselves. According to the rules of business where a company has an established and vocal ‘tribe’ of followers in its niche, the focus should be to provide value to its most loyal customers (visitors). This may mean perhaps, more integration with the hordes of third-party Twitter applications being developed, recognizing its role not as an interactive medium but a broadcast medium and provide services accordingly, and determine the best way to monetize the platform without alienating a customer base that is not used to be ‘pitched’ with advertising. It is then that Twitter can begin to expand and regain interest among businesses and individuals who will leverage the platform and applications using methods tested and proven by the early adopters.

‘The Oprah Effect’ will only get you to the lip of Geoffrey Moore’s chasm. The rules of business still apply as Twitter attempts to cross it.

Full disclosure: www.twitter.com/jimgardner

Is Social Media Making Corporate Websites Irrelevant?

Below is an intriguing re-post from Mashable regarding the ever-changing face of business and relationship marketing. In the late 90s we used to call Web 1.0, still one way electronic communications, "New Media". I imagine in "NEW" much the same way television was going to destroy radio, radio was to destroy print, and so forth. Yet the interesting thing about the 'new' in this 'New Media' is that it is the first to change the 'old media'... with newspapers weakened (I will not predict their demise), radio and television streaming, and now... old New Media replaced by Web 2.0, the new New Media. Now that's change.

Is Social Media Making Corporate Websites Irrelevant?

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Mystery Meat

You remember mystery meat, in the seventh grade cafeteria, trying to guess what part of which animal was buried under a mound of potatoes and curdled gravy?

How about this mystery meat: A television-centered campaign that promotes an oft-derided product by hiding behind and talking up the virtues of its partners' products? It is what Microsoft is doing in their new 'Laptop Hunters' campaign, and according to a study quoted in this Fast Company article, it is working.

Microsoft cannot put lipstick on this pig, but it can cover that pig by ladling the value propositions of the hardware manufacturers whose equipment runs the buggy OS (Vista, aka OS7) on top of it.

Microsoft recognizes and leverages the one area the Apple cannot readily claim: value for the money, as PCs can be had for an order of magnitude cheaper than even the most budget-friendly Mac. It realizes that for all the hype around the Mac, the product, to many, doesn't deliver the value promised in its advertising. And ultimately, the product experience equals the brand, no matter how well executed the 'I'm a Mac' campaign.

Thus it appears that for the time being, consumers are holding their nose as they go for the PC. Just like swallowing mystery meat.

UPDATE: 7-15: Microsoft: Apple Told Us to Cancel the Laptop Hunter Ads

Using context in creative

In marketing, we are all too often too quick to shrug and allow 'sufficient' or 'passable' creative because, after all, of the subjective nature of of clients' and creatives' judgements.

Yet the most effective messaging is rarely about the message only, the clever headline only, or the graphics only. It is more broadly all those things, always as they are used within a specific context. Delivering the unexpected means communicating the unexpected, in an unexpected way, in an unexpected place. Saatchi and Saatchi got it right with this ad for flea and tick spray:



Look carefully. This is an enormous advert on the floor of a transporation hub in Indonesia. The 'fleas' are passers-by, many unaware of their role in the ad itself.

Large format floor ads have been done before, but this one is the first I have seen that combines the impressive graphic impact of large-scale installations in an unexpected way, in this case where passers-by are integral to the message. Without them, the image is incomplete. Place this same image on a postcard or in a trade advertisement, it communicates the same message, but offers no interaction, no imact, and builds no affinity for the brand.

"Art" remains subjective, but "context" is objective. Recognizing this makes good creative easier to recognize, easier to sell, and builds credibility for marketing and advertising as measureable and accountable. As ad legend David Ogilvy is quoted as saying, “If it doesn't sell, it isn't creative.”