Koroberi Blog

I bring two (well, three, if you count the dog) personal practices with me to work every day. One is my meditation practice, which continues to be a wonderful tool for dealing with stress and aggravation, kind of like having your own private beach right there in the office. I should probably talk about that a bit more, but I’ll save that for another time.

The practice I want to talk about today is flying, or more specifically, aerobatic flying. In so many ways, aerobatic flying is truly what flying is all about. Exploring every dimension, every corner of the airplane’s capability; loops, rolls and spins; right side up, upside down, straight up, straight down. Part of the journey in aerobatic flying is learning to comfortably fly upside down (see image above, which is actually taken from a video of me flying upside down), because flying upside down, or inverted, is totally different from flying right side up. The control inputs are opposite and your perception of right and left and east and west are completely skewed. In fact, pretty much everything our brain thinks it knows is wrong, and it has to relearn some pretty basic concepts on the fly. Keeping that in mind, here are just a few things that I’ve learned from my inverted aerobatic experience and some disciplines they can bring to business decision making.

Flying your business point of view upside down means introducing totally new and fresh behavior patterns and make them your own. It’s not easy. It’s a challenge to overcome the brain when you logically predetermine a sequence of steps but your experience tells you they are the opposite of what you should be doing. Second, in a time when all of the rules have changed, you should stop assuming anything based on your past experience. Just stop making assumptions. Stop thinking you know the answer because chances are you don’t. In a world turned upside down, we actually don’t know jack.

A week or so ago, I was practicing flying inverted on my own. I was nice and stable on an easterly heading and I told myself to turn north. Well, don’t you know it, but I found myself heading south. Duh! And then I burst into laughter. Upside down, hanging by the straps, almost in tears with laughter, because suddenly I realized how cool this all was and how aerobatics is just like business and just like life. If you find yourself in an upside down world, you better make your decisions based on being upside down - if you don’t you’ll be turning left when you need to go right and going down when you want to go up. How well we fly and how well we run our businesses, marriages and lives when everything is topsy-turvy depends on how well we practice. Unusual attitudes and inverted flight teach us a whole lot more than we give credit. I’m still not great at it, but I am getting better. And I think my clients also appreciate the fresh perspective on their challenges.

And about the dog? Well, right now he is gently snoring on a soft bed in the corner of my office. A perspective on business that perhaps we all could use…..

Last week, some of my Koroberi coworkers and I participated in a “virtual event” sponsored by the American Marketing Association titled “Social Media: Cracking the Code for Business Marketers.”

I was armed and ready. I had circled the speakers that interested me and marked the conflicting time slots to remind myself to watch them on-demand later.

One problem: I couldn’t log in. I never even received my login information. Emails to the AMA were answered by an automated message assuring me that my “question would be answered within 24 hours.”

This is the equivalent of a locked entry hall door at a tradeshow. There were others in the same boat on Twitter, calling out to @marketing_power for help. The problem could have been solved faster had any of us known the hashtag for the event (it was #AMAVESM), but even that wasn’t released until after the webinar had already begun. We could “hear” bits and pieces of the presentations from some of the other Tweets, but it was akin to pressing a glass to a wall.

Once I was able to log in (piggybacking on a coworker’s information), I joined my conference and immediately found myself adjusting my speakers. The presenter’s audio was terrible! I had to “turn it up to 11,” my tinny computer speakers threatening mutiny.

There were some strong lessons to be had, though most of it not about social media. It was about how to do (or not do) a virtual event” Now that I’ve had a week to think about this, I’ve compiled a list of guidelines for coordinating and running a virtual event.

1)    Ensure that attendance links are sent out in advance - not when the “doors open.”
Even after I logged in, I had to update my Mozilla and restart my computer. I would have appreciated the chance to update earlier in the morning (even if I didn’t take the opportunity to do so!)

2)    Post the event hashtags to your Twitter account – not within the event!
For those that couldn’t join the conference, it’s nice to be able to catch a glimpse through a Twitter search feed.

3)    Powerpoints are never glamorous – but please give us good audio.
The high-pitched ringing of my speakers made an introductory topic painful to listen to and likely caused several audience-members to tune out.

4)    Consider how the user will interact with the speakers and others.
The presentation was located in a “pop up” window but the chat was housed in my main browser. I lost the presentation “underneath” my browser windows and couldn’t efficiently watch the presentation and chat at the same time.

5)    Always provide the information for on-demand viewing.
Bravo, AMA. The Virtual Event is still on demand here. Yes, that’s a typo in the link. No, that’s not my typo…

That being said, we applaud the AMA for putting the event together. We can’t all dedicate a day in our local city to attend a conference that only has one or two applicable presentations, let alone fly out to Beverly Hills or San Francisco, so virtual events are a helpful and cost-effective alternative.

On a side note, we’re breaking out the popcorn and watching one of these this afternoon!

The agency RFP process, widely criticized by agencies to the point that it’s even driven some to strike, has been covered extensively by authors voicing opinions for fixing or refining the age-old procedure (see examples below). While it’s easy to recommend ways to amend the clearly challenging and expensive RFP process, the question remains – once you’ve chosen to participate in a pitch, how can you tell if and when you should politely decline to participate?

For example, we recently pitched an account from a large global corporation headquartered in Wisconsin. The new VP of marketing visited twice, provided guidance during the process and informed us that we were finally shortlisted for the actual pitch, going against two mega agencies. We felt the love, the interest and the validity.

Fast forward to post-pitch and D-day. We did not win the account. Oh well, it happens all the time. A big deal and yet not a big deal - simply part of “our” business model as a marketing agency. Despite the fact that RFP’s are time-consuming and cost a bunch of money (research, creative, media planning, presentation, travel, etc), we understand the risks and rewards going in eyes wide open.

But here’s the thing. When we reviewed our January website analytics, we noticed a startling fact - over the entire three-month duration of the pitch, we did not receive one single site visit from Wisconsin headquarters. Not one. We also found that zero corporate stakeholders had taken the time to review our personal or corporate profiles on LinkedIn. The oversight of not noticing this earlier suddenly dawned on us. We were so deep into the pitch and so busy with the work that we never took the time to review the facts. And the facts spoke to a lack of interest in spite of the personal visits, emails and telephone calls from the delegated corporate coordinator.

We would have noticed this apparent lack of interest much earlier by keeping a closer eye on our collection of analytics, and could have responded by withdrawing and allocating our time, effort and dollars more appropriately. Coulda, woulda, shoulda.

So you can bet that the next time we pitch, we’ll be monitoring our web traffic and other analytics, gauging interest throughout the process and staying absolutely on top of our newly designated “interest-o-meter.” For our clients, we embed and apply metrics to practically everything that we do, and we’re held accountable by them. It’s now time to put the same process to work in our pitching. Embed the metrics, analyze them daily and make decisions based on facts, not feelings. Because despite what we want to believe, love has nothing to do with it.

Related links:

http://fuelingnewbusiness.com/2010/02/20/belgium-ad-agencies-strike-to-protest-unfair-new-business-pitch-process

http://www.experiencetheblog.com/2009/02/why-agency-rfirfp-process-is-contrary.html

http://digitalseachange.blogspot.com/2009/01/fixing-clientagency-rfp-process.html

As the New Year rolls around, everyone inevitably compiles the usual list of resolutions: lose weight, eat better, Tweet more often, watch TV less, etc. Here at Koroberi, we’ve compiled a short list of resolutions that we feel will bring more value to our clients in 2010. Below are my media and marketing resolutions for the New Year.

1. Don’t let clients engage in social media without them knowing why.

Too often, B2B companies see social media as simply creating a Facebook page, adding a Twitter account or uploading videos to YouTube. It’s our job to help them see the big picture. Identifying key objectives, understanding customer behavior and devising a detailed strategy are paramount to any successful marketing initiative, so why shouldn’t that apply to a social media campaign?

2. Create measurable metrics for all social media activities.

Once upon a time, social media was seen as the “immeasurable medium” that offered no identifiable metrics, therefore making it impossible to calculate ROI. Those days are history. With tightened budgets and uneasy executives making marketing decisions, creating quantifiable metrics and demonstrating ROI can make the difference between a successful social media campaign and one that never gets off the ground.

3. Move beyond email marketing.

I won’t go as far as saying that email is dead, but there is an oversaturation of email marketing in the B2B space. What was once an affordable, fairly simple form of advertising has deteriorated into a spam-ridden vehicle utilized by many and read by few. So what’s next? SMS advertising? Social search marketing? Online video sponsorship? How about a return to direct mail now that the receipt of a letter has become a rarity?

Buying something without a review feels a bit like buying blind.

Decision time: there’s a sale on a GPS at what seems like a decent price. There are bold, red letters letting me know that this item runs a “high sellout risk.” Do I pull the trigger? Not quite yet.

I need to hear the experience of others. I want to know first-hand if someone is pleased (or displeased) with their item. First I check the reviews on the site. Then I try the reviews on Amazon, followed by a quick Google search for other opinions. Finally, I check the warranty and return policy and, if comforted by my findings, make the purchase. If a $200 GPS warrants this amount of research, I can’t imagine the effort put into making purchases in the thousands or higher.

I’m not the only one that likes to hear it straight from the horse’s mouth. I was recently speaking to a client who commented that customers are always asking for first-hand examples of the company’s capabilities in specific target markets. This particular client’s sales staff, however, was hesitant to ask their customers for a short testimonial or participation in a case study.

This unwillingness to share customer information is understandable, though it can’t be the end of the discussion. The biggest hurdle is the ladder of buy-in. It’s our job as PR and marketing professionals to support the internal marketing team in communicating the importance of the satisfied customer voice. We need to get the sales staff and their supervisors on board and ensure that they understand the powerful influence that a testimonial can have. We’ve seen success through internal communications and reward programs that incentivize staff to push just a little harder to get customers to participate.

Case studies and testimonials are marketing gold. They allow a company to showcase a success story while controlling the content. A case study, unlike unmoderated, user-driven content, ensures a positive message that is peer-driven and promotes sales.

Not only is a case study handy in the sales room - it’s also a key part of a PR professional’s toolkit. It’s like an Ace up my sleeve – if an editor is hungry for content, a case study is almost always a welcome addition to any publication or web site. If customers are looking for case studies in the dealership, they’re most certainly looking for them in magazines or online. We can always squeeze a few more placements out of a case study, use the selected images or pull quotes for an upcoming editorial piece.

When looking to create a piece of collateral, it’s advantageous to produce something that has almost infinite uses. The case study, applicable in the salesroom, the boardroom and the newsroom, is that piece of the puzzle that reinforces the high level of quality, service and support that are the foundation of a brand.

Yesterday, when Reed Elsevier announced the intention to sell off the majority of its RBI publications, while retaining those that “fit well with [their] plans”* we were taken aback. Sure, it’s “happening everywhere” in the print magazine industry, and this is not the first we’ve heard of RBI’s sale but it’s difficult to accept that a major player in the business can just throw up their hands and walk away.

It seems that North American trade press has been hit even harder than mainstream news. What’s the future of B2B communications while print flounders?

For many, the answer is a move to digital media - whether by offering an optional digital format of the magazine or a full-service Web site that includes articles, blogs, comments and news feeds. Content that is consistantly updated in real-time is the lifeblood of these sites and has become integral to the SEO strategies of companies fighting to maintain relevancy in a saturated online market.

The move to all-digital formats makes sense for many of these publications. After all, many of their readers are stationed at a computer or near their Blackberry/Palm/iPhone most of the day, so a digital media form makes sense.**

In order for these endeavors to succeed, these publications will have to become integrated; that is to say, it will likely have to go above an offering of a .pdf version of a magazine.  These sites should become the “hub” for their readers; a place where content is shared, readers become part of the conversation and remain engaged and informed. for digital magazines and Web sites for many of these trade publications.

Among all trade publishers, Reed publications have generated arguably the largest online media presence. Many have adopted not only a digital format (which I’m thankful for, on behalf of trees and my recycling bin), but also blogs, vlogs, Twitter and Facebook accounts. They saw the writing on the wall, got creative and adapted at a breakneck speed, exceeding the expectations of many. These sites do not behave like stereotypical, flat B2B trade pub Web sites – they are dynamic, interesting and content-rich. What more could you ask for?

I have faith that these publications, bolstered by their web-savvy editors, will emerge from the chopping block even stronger than before. I hope that investors can see the value in these publications, the bargain price they’re going for and, moreover, the influence and respect they have in their respective markets. To all of the editors that we have worked with here at Koroberi, we will see you on the flip side – and be sure to comment on your blog.

*(including the construction units Reed Construction Data US & Canada and RS Means, entertainment units Variety, Marketcast, LA411 and Buyerzone)

**I did see a few copies of a familiar B2B software magazine at the gym a few weeks ago, where admittedly reading from a screen is a bit difficult.

Why is it that all bottles have a neck anyway? The Non Object design group decided to break the rule and design a vodka bottle with out a neck. The result is the Vertikal Vodka in a neckless bottle - with an afterlife as an elegant vase.

Now all they need to do is open a Teleflora-like Vertikal Flower Service and we’re good to go.

Detail of Mary Lou and Her Other Sister, 1992 Acrylic on Canvas

Fashion designer Prada is throwing open the doors on an art gala celebrating provocative pop artist John Wesley. A little more nuanced than your typical Lichtenstein, but just as compelling.

Back when surfing was just beginning to catch fire in southern California and elsewhere, there was an intrepid band of film producers from this region (themselves legendary surfers, like Greg Noll) who were contributing to the sport’s popularity by making a series of films that documented the first big wave riders and their assault on Oahu’s fabled North Shore.

Complimenting this furious output of homegrown moviemaking was a series of film posters that more than anything else serve as a time capsule to the early days of  surfing and the artistic sensibilities that surrounded our culture at that time.

The posters in many instances have a common type usage and format similar to the popular film posters of graphic designer Saul Bass but begin to play off in wildly imaginitive tangents, each one a small document to the heady days of the burgeoning surf scene.

The films themselves had their world premieres in locales such as the Santa Monica Civic Auditorium and Van Nuys High School. The venues may not seem that impressive in comparison to their Hollywood counterparts, but these locations, these movies and these incredible posters all played a seminal role in influencing generations of young surfers and skaters – such as the legendary Z Boys of Dogtown – creating a youth culture phenomenon that continues to this day.

How many times has a client balked at a project price or the deliverables associated with a project and wanted to negotiate? You presented good solid pricing that represented the scope of the job well, and they just didn’t accept it. Do you stand firm or lower the price to get the work? It is always a challenge when dealing with clients who always haggle. Sometimes you just shake your head and wonder if they act that way in real life situations.