Alicia Kan
Marketer at Six For Gold
My LinkedIn- The Startup Marketing Coach
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- Looking for the next US or global corporate communications challengeMarketing and Advertising | Dallas/Fort Worth Area, USSummary
B2B marketing and corporate communications specialist looking for a dynamic company that requires strong branding/rebranding experience, creative, sales-driven marketing strategy and a solid track record in leadership.
Local and international marketing insights/knowledge that add value to companies looking to expand their footprint in the US or overseas. Experienced at growing marketing and communications infrastructure, and anticipating risk in public perception for small- to mid-sized companies in the throes of growth. Particular skills in corporate and crisis communications in the lead-up to IPOs.
Adept in using digital and social media tools for marketing and corporate communications. Proven ability to scale solutions up or down according to the client's budget and objectives, whether it's for startup marketing or multinational global marketing campaigns.
Expertise in M&A marketing and communications, global branding, global rebranding, startup marketing strategy and crisis management in a digital age. Skilled in leading and integrating multi-cultural, global marketing teams across an international matrix organisation.
Published writer who can provide expert editorial coverage and analysis of media, culture, startup marketing trends, travel and lifestyle.
Specialties: Startup marketing, corporate communications, investor relations, global branding and rebranding, digital marketing, traditional marketing, writing, marketing campaign creation and budget control. M&A marketing, communications and planning. Strategic and tactical experience in social media applications for marketing, PR, organisational change management and crisis management. Social media marketing, event marketing, custom marketing solutions. Hospitality marketing, B2B marketing, lifestyle and fashion marketing.
Experience- Apr 2010 - PresentPrincipal and Chief Marketing Officer / Six For Gold - Startup Marketing, Traditional Marketing, Digital Marketing
Startup marketing is a different beast. Entrepreneurs don't have the luxury of brainstorming about strategy and branding. They need to get their names out -- fast. Short-term goals are the norm.
Six For Gold is a startup marketing consultancy that understands their need for speed and instant impact.
We provide PAYG startup marketing 'set meals' that allow clients to choose the activity that fits their current requirements, timeline and objectives.
There's no obligation to sign a retainer. Pricing is upfront. And every account is handled by a senior exec. Visit our site at http://6forgold.com to see our menu of services.
- Dec 2009 - Sept 2010Board Member / Fifth House Ensemble
Chicago-based Fifth House Ensemble taps the collaborative spirit of chamber music to create engaging performances and interactive educational programmes. As a member of the board, I offered marketing approaches tailored to NFP resources and objectives.
- Jun 2002 - Sept 2009Global Head of Communications / Synovate
Global leader of internal and external marketing and communications, brand positioning and maintenance. Led global rebranding of 44 countries to one name; designed communications blueprint for integrating new acquisitions. Managed team of international marketers from Chicago to Perth.
- 2001 - Jun 2002Group Marketing Director / AMI/Synovate
- May 2001 - Sept 2001Media Editor / Hongkong iMail
Editor of weekly section that covered advertising, public relations, startup marketing in the technology space, market research and media
- 1996 - 1997Research & Project Administration Manager / PKF Consulting
Education- Ateneo de Manila UniversityAB in Communications
- Maryknoll
Additional Information-
Websites:
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Honors:Judge, 2012 BMA Chicago Tower Awards
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Interests:Marketing, startups, writing, vintage fashion
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Posts
- Apr 16, 13
Less than 24 hours after the Boston Marathon bombing, t-shirts are already up for sale. Some do not mention proceeds going to the victims
You've planned thoroughly for a campaign, event or launch on a specific day. Everything is well prepared.
You wake up on that day only to find out that an incident of mind-boggling horror has happened, and nobody is in the mood to be jolly.
What do you do?
If the tragedy was like tree rings, the outermost circle is a no-brainer in terms of action:Kenneth Cole's tasteful tweet during the mass protests in Cairo - Cancel your auto-tweets.
- Don't be clever and use the incident as a chance to get your name out there.
- Pull any ads that, in this situation, may be interpreted as tasteless.
- Postpone any event the only purpose of which is raucous merrymaking and nothing more.
- Push back your marketing campaign for later.
- Put off your press release trilling about a new product launch. I assure you the press' attention is elsewhere.
Unfortunate ad placement for United Airlines on aftermath of 9-11
Working your way to the core of the tree gets increasingly tricky.
What may seem crass marketing to you is acceptable to others, and vice-versa.
Still, there is the golden rule:If you're not going to be actively part of the solution, shut up.
Tweeting your prayers and thoughts out to victims adds to the noise and just makes eyes roll.
Is there anything your startup does that can be of true value? It doesn't have to be lavish; not everyone can fly in earthquake rescue workers and sniffer dogs. For example:- If you sell software, products or services, donate all or part of the proceeds for that day to victims.
- Put a thoughtful tribute to survivors and victims on your home page.
- If you had a party scheduled for that day, turn it into a fundraising event with all donations going to the tragedy.
- Volunteer.
- Back off on the informative tweets, Facebook page posts and blog posts that you know very well are subtle marketing.
Most importantly, don't use the tragedy as a PR opportunity to show what a good corporate citizen you are. It's self-serving and tasteless.
How soon can you go back to normal marketing? A good startup will be monitoring sentiment online, closely watching if sales are down or picking up, and connecting with customers and clients.
Exercise sensitivity, view your activities as part of a bigger picture, and respect the time for grieving. Only then can you make the judgment call that it's back to business as usual. - Apr 09, 13
Maybe it's about time they had a regular Monday meeting
It's interesting that with the plethora of material on marketing, little is written about how to effectively work with marketers, especially in-house ones.
From experience with startup clients, once a candidate with good credentials and experience has been hired, the marketing problem is solved.
Far from it: Hiring is just the start. Getting your new marketing person to provide maximum value to your business is a constant work in progress.
The chart below shows how startup marketers' behavior and performance are shaped by two specific factors: Responsibility vs authority, and the structure of the startup's internal communications.
The Apathetic Bystander has a never-ending list of responsibilities -- customer enquiries, database maintenance, publicity, marketing campaigns, events -- but little to no decision-making authority.
We're not talking buying a multi-million company here. In the case of a junior exec, we're talking the power to choose social sharing buttons for the blog. Or to give a discretionary 10% discount to a disgruntled customer.
To make things worse, she is uninformed of what's going on in the business because internal communications systems are either broken or non-existent. Decisions are spread by osmosis. Conflicting instructions are often handed to her. Requests for meetings are pushed aside because the startup's priority is to ship.
With this combination -- high responsibility/low authority and absence of regular communication -- the marketer feels like she's pushing mud uphill. In no time, she learns to just keep her mouth shut and get on as best as she can.
The marketer ceases to care. She just lives for the paycheck.
The Resigned Worker Bee has it slightly better. She knows the state of the business; whether targets are being reached or not; what is fine to share publicly and what isn't. These are all information that is essential to the marketer successfully planning and executing campaigns.
Sounds great except for one thing: Only bacteria under a microscope are under more scrutiny than she is.
Anything written needs to be drafted and reviewed by the Big Boss(es). Time-sensitive client proposals are circulated endlessly for comments. Decisions over blog posts are made committee-style, with everyone having to agree. The time taken to 'get everyone on the same page' is long and agonizing.
What you end up with is a marketer who won't take risks and prioritizes process and ass-covering so she doesn't get blamed for mistakes. A turgid layer of bureaucracy begins to spread, which is ironic, since startups have always sneered at big conglomerates for being bureaucratic.
The Lone Ranger is often told to hit the ground running without direction other than 'Do your stuff'.
Unless he's skillfully plugged into the grapevine, he has little to no idea about what precise stuff he's supposed to come up with.
The absence of an organized communication structure means teams work independently, with little interaction, and the marketer finds himself doing his own thing, by himself, based on what he knows or on very tenuous guessing. The dangers here:- Over-promising and under-delivering to clients or customers
- Wasting time and resources on initiatives that are incompatible with the startup's priorities, which can change all the time
- Making costly mistakes that could've been avoided with timely information
A startup I knew hired a marketing contractor to cover everything from campaigns to media relations. She learned after she was hired that there was another marketing contractor located in the same city as the client.
The former did her best to keep the lines of communication open with this new colleague but it was obvious that they would be competing, if not duplicating, efforts.
To make matters interesting, the startup's CEO would not give a heads-up or involve the marketing contractor when he had media interviews.
The result? A pitch she made for the startup's new app was slammed by the CEO. 'I'd appreciate it if you don't pitch to the press that we're managing,' were his words. The lines had been drawn and she had no idea.
The Empowered Stakeholder has the enviable balance between information/trust to make the right decisions and the authority to make the call.
Because there is a constant flow of communication, the marketer can easily adjust campaigns or activities according to the startup's current operational and financial status. He can spot opportunities and act on them quickly.
Better yet, everyone else in the startup is familiar with the business positioning, marketing goals and activities. Everyone can talk confidently to clients or customers about the product, and know where or to whom to elevate more complex enquiries.
Lo and behold, the marketer has inadvertently trained a marketing and sales force. Not bad for a business that has to watch its headcount.
Marketing will always be vital to you as a startup. And there are many talented marketers out there who would love to be part of building a business from the ground up. In fact, he or she may be working for you right now.
The question is whether you're providing the oxygen for them to do what they do best.
Photo by Anant N S (www.thelensor.tumblr.com) via photopin cc - Mar 27, 13Forget all the guides to crafting a good pitch -- you'll learn more from seeing a makeover!The picture above is of a real PR pitch drafted by my newest client, TypeEngine.This was marketing manager Debbie Lopes' first attempt at pitching Michael (not his real name), an experienced journalist who writes about micropublishing.Between the two of us, the pitch was polished on Google Docs, but I wanted to show the Before version with my marks. The After that follows had a happy ending: Debbie submitted such a dazzling email that Michael responded.But first, let's break down the note and see what works and what doesn't.The subject line must make the recipient absolutely itch to open your email'Introducing TypeEngine' is accurate but in an inbox that's probably inundated by hundreds of pitches, it doesn't quite stand out.Some ways to get your note noticed: Use the journalist's name. Ask a question (the brain is hard-wired to answer stuff with a question mark). Make the first few words compelling as these are the ones that show up in the preview.Don't use Free!, Open Now or use ALL CAPS TO TELL THEM TO OPEN IT. Sounding like a ShamWow infomercial will quickly get you deleted, or spam filters will get your email sent to the junk folder.There are lots of resources on the art and science of subject lines, such as Marketing Sherpa.A pitch should be personal, not a total cut-and-paste jobYou're not expected to write a completely original pitch for each journalist, but it's extremely poor form to send a generic one.At the very least read the writer's work, which is the reason you're contacting him or her in the first place. Refer to his or her beat, past articles and industry news that are relevant and interesting.In this case, Debbie mentioned Michael's article. Two thumbs up.If you're thinking of peppering a canned note with the journalist's name, be careful with mail merge.It has happened that there were just quotation marks where a journalist's name should be because the First Name field wasn't filled properly. Or horror of horrors, someone else's name was there. Be maniacal when cleaning your database.Avoid saying 'I' in the first paragraphA pitch is about the recipient, not about you.Refrain from using 'I', at least in the first paragraph. If you can do it for the entire pitch, even better.'Even if I'm just expressing my opinion?' you may be asking. Yes, even if it expresses your opinion. In fact, reserve your opinion unless it makes complete sense in the pitch. Usually it isn't relevant.The golden rule is: Put 'you' each time you're tempted to say 'I'. Rework the sentence if necessary.Don't faff about -- get on with itThis is another common error: Overdoing the context to why you're pitching. The journalist knows this is a pitch. You know it's a pitch. Get on with it!Take a sentence like 'I thought I'd let you know'.If I'm the journalist you're pitching to, a) I don't care about your thoughts unless they are useful to me and b) I don't really need a linear, highly detailed account of your thought process that led to this email. It's boring.Don't incorporate marketing straplines into your pitchThis is usually an unconscious habit. In Debbie's original note, she included TypeEngine's strapline -- it has to be repeated in communications for the line to be synonymous with the product.There is one exception: Pitching.Go through your copy and get another pair of eyes to look it over with/for you, preferably someone who's an objective observer. Is there anything that could be misconstrued as puffery?Words like 'innovative', 'thought leader' or 'game changing' should ideally not come from your own lips. It's more effective when other people attest to your awesomeness.Break up paragraphs to make them shorterConsider how your email will look if viewed in a mobile device, say a smart phone.Will it look like this overwhelming block of text? Will the reader get a sore thumb from scrolling continuously as you get to the point?Breaking up paragraphs entices the eye to search for the next sentence. It also gives it breathing room before it jumps to the next line.
Think of it as white space needed for a work of art to be seen in all its glory. You wouldn't hang it in a cluttered room, would you?
And here's a challenge: Try and keep your pitch to one screen. Respect your recipient's time in shoveling out his inbox everyday by communicating a clear objective and call to action without endless scrolling.
This doesn't mean being cryptic. It means stripping away all delaying tactics because let's face it: Pitching is intimidating. So we dance around the subject and get the recipient irritated.
Remember to link to useful and relevant information
When you mention your company for the first time, link it to your corporate website so the journalist can do a quick scan. If you're referring to an industry event or development, link to a relevant news story that talks about it. And so on.
Don't link unless it's necessary. And don't just put an entire list of links in the body of your pitch, preceded by what you think is a provocative lead-up to it, e.g. Michael, have you seen this? Michael doesn't have the time to piece together your treasure map.
So how does a good pitch look like? Here's Debbie's final copy:
Subject line: Michael, do you think micropublishing can democratize publishing?
Hi Michael,
Just read your article “Is Micropublishing the Final Nail in the Coffin for Print?” Your discussion with Ian Mackintosh about anyone becoming a publisher is particularly relevant given the platforms and resources available today. Which brings me to the next question:
Has TypeEngine come across your screen? If not, and you haven’t deleted this note yet, here’s a quick description:
TypeEngine creates magazine apps that are designed from the ground up for Apple’s iPhone, iPad and iPod Touch. Publishers own their apps, release magazines under their own names and get subscription fees paid directly to them from Apple. TypeEngine will also submit apps for Apple’s approval on behalf of publishers, removing an important barrier to entry for independent publishers.
We have signed up 13 launch partners that were announced last week as TypeEngine beta testers. Publishers are located in the US, Thailand, Australia and Brazil. Their magazines will be launched when TypeEngine rolls out in Q2.
The Smyth Group, which is creating TypeEngine, is based out of Seattle, Washington. If you would be interested in talking to the founders, Jamie Smyth and Daniel Genser, I can arrange a meeting between you. Alternatively I can also provide more information.
Thanks
Debbie Lopes
Was the pitch good enough? Michael responded with this note below:
Hi Debbie, great pitch, by the way. For a journalist, familiarity
(even just a little bit of it) with his work, or his publication,
breeds just the opposite of contempt.
I guess a couple of questions first, and I guess my first question is,
what's the input? If it's not HTML5, then probably there's a lot of
additional work at the publisher's end to get content into the app.
Then I guess there's the question of how it interacts with CMSes (or
K4 -- at which point in the production process does the tablet content
typically get spun off?)
Which is exactly the response Debbie wanted. Hopefully this case study inspires or helps you make better and more effective pitches. - Mar 17, 13
McDonald's fare across the world recognizes local tastes
With the Internet, nothing is local. Everything is global.
Startups in America are often slow to come to this realization until their first overseas customers pop up. Chaos ensue. Nobody is prepared for this.
But you should.
International customers are often more intent on buying. They've done their research and decided that the goods and services they want are not available in their market. You're providing what they want, and they can't wait to open their wallets.
Help make their experience better -- and the buying process easier -- by thinking international. Not everything we do in America is understood or an established practice in the rest of the world.
Some points to consider when dealing with overseas customers:
Postal systems can be pretty bad
Let's say you're making electronic gadgets and think international delivery is a breeze. You just pop it into a mailbox, you know?
In some countries the mail arrives three months later or not at all. Sometimes parcels need to be ransomed by paying a customs fee. Sometimes you have to pay the postman to deliver the mail untouched.
Never assume that mailing overseas is a straightforward affair. Always offer FedEx or other international tracking services. Consider customs, duties and delivery times when quoting prices.
They don't talk American
By American I mean terms or situations that are unique to America mostly or alone, and unintelligible to the rest of the world.
Time zones like EST, CST and PST make no sense to anyone outside the US, barring expatriates. Adding clever phone numbers like 1-800-LETTERS, amounts to gibberish. And not everyone measures in inches or weighs stuff in pounds.
Perhaps the most overlooked are the fields in online forms. Not every country has a state, a zip code and a three-digit area code. Don't make these mandatory fields to fill. It drives foreign buyers nuts.
Think through your international payment system
Foreign exchange fluctuations are a fact of life. $5 to us is $5. To international buyers it depends on when they have to pay.
Do you sell subscriptions? To overseas customers it could mean their subscription can lurch from $5 per month in local currency to $10 if their currency is weak. Investigate the option of offering a locked-in price for a year with a substantial discount to allay their fears.
And then there's the matter of paying itself. Even if it's a one-time purchase, be aware that the rest of the world don't have PayPal. Not everyone can, or wants to wire money because of the bank charges involved. Besides, you'll need a US dollar account to send US dollars.
These are just three situations that can make a huge difference in going global. You can't cover everything but you can a) determine where your biggest international markets are and b) study up on arrangements that make sense to them.
Be knowledgeable about the barriers to buying from you. Do your best to address, if not eliminate, them.
Calibrating your communications and systems for international customers demonstrates a global perspective, and may even lead to revenue streams that you never knew existed.
photo credit: ekkun via photopin cc - Dec 30, 12
An excellent question if you're hiring marketing staff for the first time. What do they really do anyway?
There are different answers to this seemingly simple query, all varying in complexity depending on who you ask, but here's the most functional one, the superficial layer:Marketers create the most conducive environment for a sale to take place.If you liken your startup to a restaurant, marketing is responsible for setting the stage. Everything experienced by diners, from the way they are welcomed to how the cutlery is spotless, falls within their sphere. You are the chef; marketing is the head waiter.Happy diners spend more. Happy diners tell all their friends that your restaurant is great. Happy diners come back.Is marketing a senior or junior role? For most startups, the ideal is halfway between both. You want someone who thinks and anticipates on behalf of your business, but can do the fiddly stuff without complaining. The scope can grow as your business evolves.If it's your first time to hire a marketer, look for the following skills and traits:- Comfort in pitching, whether it's to the media or to customers
- Writing ability, since the role involves a lot of writing
- Problem solving, since there are/will be many
- Interest in/passion for your business and industry
- Zeal in building relationships
Everything else, including press contacts, are secondary requirements. They can be developed as long as the attitude and drive are there.Whenever I interviewed candidates for a marketing position, I'd ask my Sheep Question. More than their resume or portfolio, their answers spoke volumes of how they'd perform.'If your biggest client rang you up one day asking for a live sheep for a photo shoot, what would you do?'Those who replied, 'I'd say sorry we don't have any' are not hired.Those who had answers like 'I'd borrow my sister's Afghan and use a curling iron on his hair' went on to become some of the best marketers on the team. Nothing fazed them. Every day was a new adventure. They couldn't imagine doing anything else.And that's what you ultimately want from a marketer: Someone who loves what he or she does, and shines that love on your startup. I can assure you that person is out there.Good marketers, like good head waiters, are constantly on their toes. Photo by Wei Bunn/Flickr - Oct 28, 12
There are lots of infographics about timing that get marketers' panties in a twist.
The best times to post on Facebook and Twitter. The optimal time of the day to email promotions. When to schedule PPC advertising so your customers see it.
Apparently half the job is looking at clocks and calendars while sweating. Until the next expert's article on timing gets released.
The below are some truths about timing learnt by yours truly the hard way, i.e. spectacular fails because I forgot or didn't factor in timing.
And since there are a zillion articles about timing in social media and digital, I won't touch those. There's more to marketing than Facebook, after all.
Feng shui is a lousy way to schedule a webinar
I was invited to be a speaker at a webinar series and the organisers slotted me in for September. So what day did I want to do it?
Hmm, let's see. I'm part Chinese and 8 is a lucky number. I chose September 8th.
BZZZZZZZT. Wrong answer.
I conveniently forgot that Labour Day falls on September 1st in the US. And since America has only 10 public holidays, people use these to take off for a few days, if not the entire week.
Did I have an audience? Yes, barely. This after the organisers tweeted the event at least 16 times a day, possibly annoying the hell out of people.
Lesson learned: Scheduling an event a week before or after a public holiday is going to end in tears.
Stop peddling when the planets aren't aligned
Before you breathlessly email that contract to be signed, is the timing right?
After undergoing an eight month-long courtship of a company looking to change its marketing, I thought I had the contract in the bag.
The main decision-maker had asked all the right questions and seemed keen. Our conversation was moving along as it should, and we'd met up several times to discuss a kick-off date. All that was needed was an email to confirm the project's start.
Then one day the emails dried up and I was automatically sent to voice mail each time I rang.
After two weeks of me perkily -- oh all right, doggedly following up, I got a note that basically said sorry for leading you on, but the timing's not right.
Seriously?
After we had too many apple martinis together and you had spilled all your company woes? After we'd become friends on Facebook and I dutifully liked all your vacation pictures? After eight months?
Turns out that the my now non-client's performance was being reviewed by the new CEO and a search for her replacement had quietly started.
Er, what new CEO?
Lesson learned: Read the Wall Street Journal and the trades everyday.
Nothing will ever be ready
The polar opposite of jumping in too soon is putting things off forever because things are not quite right.
You know, the database isn't big or clean enough. Or we really need to get the opinion of person no. 225 before we print business cards. Or the product is not totally ready and we may not be able to cope with demand.
My own fail: While I was busy dithering about my website's menu bar, two companies launched offering services that closely resembled mine. And they got press too. Oh ugh.
Life is rarely neat and clean, and the same goes for marketing. Nothing you plan will ever be 100% the way you want it. But that's okay as long as you can anticipate what to do when things go wrong and solve the odd problem that crops up.
Lesson learned: Shut your door and just get on with it.
A false start can set you back. Photo from Little Dog Diaries. - Oct 14, 12
This is a question agonised over by entrepreneurs. The answer is pretty straightforward.As much as you can affordStill see lean times ahead? Use the amount spent for all three as the basis for next year's or next six months' marketing budget, but bump it up by 10% to have a cushion.spent as smartly as you canBudgeting for marketing is not rocket science -- it's driven by common sense, enhanced by creativity and maintained with good housekeeping. Let's break down that statement above:As much as you can affordBootstrappers always moan that they have zero budget for marketing.I have news for them: They've been spending on marketing all this time.No matter how lean you go, business cards, domain registration and website maintenance are must-haves.Surprise, surprise: All of these fall under marketing. And all have to be replenished or renewed.
If you've got a bit more to play with, here are some items that are a notch above bare-bones:- Travel costs and registration fees for must-attend conferences
- Signage if you exhibit at trade shows
- Email newsletter service costs
- Entertainment budget for potential clients and/or press (although in the US, the latter normally pick up the tab)
- A set amount for ad hoc activities that crop up without warning
If your startup is growing and needs to ratchet up its marketing, you could go the traditional way and set aside a percentage of projected net, not gross revenues.
The most common percentage for small businesses (usually below $5 million) is 8%. Every business is unique, so scale it up or down as you see fit.
Whatever method you choose, every business has to have a marketing budget. You need a presence, even if it's just business cards and a website. Having zero marketing budget to save money is false economy.
Spent as smartly as you can
The greatest boss I ever had taught me this nugget: Just because you have a marketing budget does not mean you should spend all of it.
A good marketer will see where economies can be made to shave dollars here and there. For example:- Getting a free conference badge as a speaker instead of paying for attendance. Free PR to boot!
- Using frequent flyer miles or finding the most economical fares for trips. Book on a Tuesday and don't fly back on a Friday.
- Signing up for free marketing services online if they're available, such as press release distribution and simple CRM (customer relationship management) tools
- Doing trades or collaborating with companies that could benefit from your service, solution and target market. For example, finding a wine and cheese sponsor for your next event.
- Getting customers to market the company through word-of-mouth by providing awesome customer service -- a lot less expensive and way more effective than ads
The key word here is smart. Don't go for flimsy paper for your business cards, it just makes you look cheap.
Track and measure all campaigns so you can determine what brings the most impact for the least amount of money.
Good marketing helps grow the topline. Smart marketing adds to the bottom line. If you keep these in mind, you can't go wrong.
It's all down to smart handling of dollars and cents. Photo credit: Jeremy Brooks via photopin cc - Sep 09, 12
Rather, these are some observations for marketers scoping out the platform and ticking off the social media laundry list.
You know: Get cracking on followers; write and speak to death about App.net; rain everyone's heads with links to your blog, guides and top 10 tips.
It's just another Twitter, right? Whoever has the biggest following, posts the most and shouts the loudest is the crowned authority of the platform.
Except the playbook differs a lot on App.net. At least from what I've observed as a frequent user in the past few days.
App.net in its current state is not ready for social media marketing as we know it. I'm not sure if it ever will be, even if the final platform is made (right now it's in alpha).
Users have paid $50 for the privilege of joining a network where they are not battered with advertising. And they will not hesitate to tell anyone to fuck off if they feel the slightest encroachment of self-interest.
There is a sense of a higher purpose to App.net, and it's driving community. Developers and non-developers are working towards making a social platform where 3rd party developers are co-creators and users are not commoditised. It's a work-in-progress and everyone has a role to play towards the common goal.
Marketing your brand or yourself is not part of this utopia, so don't even try it. Not unless you want to be roundly flamed.
From my viewpoint, the developers take precedence during this alpha stage as they make apps, work out bugs and enhance their functionality. Non-devs like me keep the community vibrant by testing the apps and offering feedback. We also keep the talk flowing, so App.net doesn't become the funeral parlour that is G+.
The social cues about what's kosher or not are very strong. Cross-posting from Twitter is seen as counter-intuitive to the purpose of connecting with like minds. T.co links act as a repellant; bit.ly to a lesser extent. Users want to see what a link is about, if it's dreck or valuable, before they click on it.
Keeping score on follower counts is considered gauche. There are bold suggestions to hide follower numbers so the preoccupation with rank and Klout scores don't occur here.
Instead, conversations are App.net's currency. Interacting with other users, whether you're a dev or non-dev, is valued. Being articulate, witty and friendly helps enormously in making connections. It's old-fashioned, real-life skills that get you mileage.
Downplaying what you do on your bio is preferable. Friendfind offers a chart of Twitter users you follow who are also on App.net, along with the correlating bios. The differences are interesting. There is more self-deprecation, less bafflegab on the ADN bios.
A marketer whose Twitter-style bio name-dropped major media he had appeared in and the prominent ranking of a book he had authored has only two followers. I'm sure he did it to maintain consistency between his Twitter persona and App.dot net persona, but doing what seems to be a sensible marketing approach may backfire here.
There is a universal distrust, even hatred, of social media experts. One user described them as 'douchebags of the highest order, almost on the level of career politicians, and they won't change because they're new to a particular venue for them to sell themselves'.With that kind of reverence, I'd tread carefully if social media is remotely in your portfolio of services. This is a time of observation and study, not outright brand or service flogging.Marketing in general is viewed through a lens of suspicion and disdain. One user who eventually became a connection called marketers 'thought mercenaries'.What a pity. Marketers offer real value in the positioning of App.net, which needs to scale and grow its subscription base. We would know what to do. We can help. But we have a perception problem to overcome.The user base is also a prime market. App.net's users did not hesitate to pay $50 to join, which indicates a degree of affluence or at very least a likelihood to purchase. They are gadget lovers and owners of multiple devices. They are smart and influential. Doing a Twitter to them is shooting ourselves in the foot.It is up to us marketers to show that we can work with integrity, respect and consideration within this new ecosystem while still benefiting from it. It may take rewriting what we know about social media marketing but I'm up for it if you are.
This t-shirt copy would make a great App.net bio. Photo by adrants/flickr - Sep 05, 12
Zynga's branding: Everything's consistent to build recognition Branding phobes come in all genders, ranks and industries but they all have one thing in common.They think branding is a gimmick made up by marketers to extract as much money as possible out of gullible businesses.Granted, the sums involved in some high-profile branding exercises can strain credulity.The London Olympics logo, which was memorably described by one wag as Lisa Simpson doing something unspeakable to brother Bart, reportedly cost £400,000 (roughly $630,000) for Wolff Olins to create.Should a logo cost as much as a house? In theory it shouldn't. Does this mean branding is just money-wasting wankery? It doesn't have to be -- if you make it work for you.Here's why businesses need a minimum of branding. And by minimum I mean a logo, cards and a website:These days, you've only got a split second to make an impressionAnd your name in 12 point Times New Roman is not as memorable as a visual representation.Proper branding does the job 500 times better not just because people are visual but because we are primed to make a snap decision based on how something looks.And you can't be in the running if nobody has an idea of how you look.Having a well-designed logo gives you a fighting chance to be retained in a decision-maker's memory constantly besieged by thousands of marketing messages everyday.Are you willing to risk your chances of landing business when quick choices need to be made and how you look is all that they have to go on?Form and function are expected to co-exist. Form is not a luxury anymoreWhether that's in products, services, even people, there's no excuse anymore for eschewing design completely. Not unless you're making an ironic statement about human shallowness when it comes to looks, in which case you've got to let the customer in on the joke/profound philosophical insight.Branding shows that you're serious enough about your business to invest in it. That you're aware of the little details and pay attention to them. That you have pride in what you offer and are worthy of a client's trust.Money has ceased to be a barrier in creating a brand. Just as there is a Forever 21 to a Balmain, low-cost alternatives abound.I'm not a fan of the freelancer farms because they churn out logos by the hundreds, but if that's what your budget can accommodate do give it a try.Better yet is to tap a freelance artist whose style you like. You may be surprised at how reasonable it is to have an identity designed for your company. And you're giving an entrepreneur a leg up, not a bad thing at all.An amount like $800 should get you something that would do your business proud. Make sure the artist understands not just your company's background, goals and clients, but also the overall picture in which you operate.It also used to be that you had to hire a designer to make a professional website, not something that looks like your 15-year-old niece put together. These days there are free templates and services that are accessible to anyone with an Internet connection.A brand is an asset you can sellThought that would grab your attention.If your company ratchets up profits, if you build a name and enviable client base and if you ever become attractive enough for acquisition, your brand is worth some serious coin.A brand is an asset just like receivables and inventory because it contributes indirectly to future cash flow.Other examples of intangible assets are market ranking, intellectual property and goodwill. You can't see them physically but they exist all right. Sometimes they are the lynchpin upon which purchase decisions are made.'Brands are the express checkout for people living their lives at ever increasing speed,' observed Brandweek.Can you really afford not to have one?Now personal branding is another subject altogether. Read why it's a farce. - Sep 04, 12
Nothing like that shiny new car smell. Photo by NRMA New Cars/Flickr
Contemporary wisdom would argue for writing a linkbait-worthy title for this post, e.g. Five Things We Can Learn From App.net.
Except that would be folly, because the less said about App.net, the better. (Not to mention starting a title with a number is trite.)
App.net is in a stage that beggars belief. It's a proper social network -- if connecting and conversing with like-minded people are what you seek, and you're nostalgic for the Twitter of 2008. Its users, myself included, want to keep it that way for as long as possible.
App.net's size, right now c. 18,000, is still manageable enough to dip into the global feed and find kindred spirits. Unlike the other social networks, there is no shilling, no comparing of follower counts, no flogging of sophomoric social media how-to guides.
Cross-posting from Twitter, evident from t.co links, is subtly frowned upon. Tone-deaf newcomers who are bent on marketing themselves aggressively to a virgin audience are rebuffed by the very handy mute button. Discussions are eloquent: The 256-character limit extracts more from some very sharp minds.
App.net is the anti-Twitter, although there is a consensus that it would never replace the behemoth. But that's entirely fine with its denizens who prefer it small and Kardaschlump-free. As one user observed: 'Twitter and Facebook are targeting a McDonald's-like audience: Cheap but you don't care.'
How nice would it be if App.net stayed where it is? Reality intrudes however. The network that's still in alpha is growing at a pretty fast clip, as the chart below shows, despite the $50 joining fee. A land rush is inevitable as brands reserve names 'just in case', self-appointed experts look to sell more e-books and consulting gigs, and celebrities pounce on another platform to tweet their prayers to hurricane victims. One wonders if the business model will be sustainable in the long run.
But these are concerns for the future. Right now there is a sense of squeezing every moment from the experience reminiscent of end-of-summer days.Chart by Robin Raszka
For a non-developer like myself, it's a fascinating ecosystem at its most riveting, a rare chance to see the bones of a product in creation, with the privilege of testing it and offering feedback. And along the way you meet people you've despaired of ever finding on Twitter.
The global feed is peppered with developer talk: 'Yes, the Droplr Code is better, but still Ulkit only and no ARC,' says user moapp. Music to their ears, Greek to mine, but somehow developers and users are working together as a community towards a common goal. If that matters to you, the $50 to join App.net is, laughably, gloriously, chump change. - Aug 29, 12
Nothing. Because personal branding is a big, steaming pile of crap.
For the past few years, the prattle of self-styled personal branding consultants included whoppers like 'defining your brand attributes' to 'staying consistent with your brand values'.
Not surprisingly, there's been a remarkable silence from these self-described gurus about Lance Armstrong.
Could it be because it contradicts the vapid twaddle personal branding delulanoids have preached?
Brands have clearly specified parameters in how they appear or are represented. Whether you're talking about packaging design or how customer representatives answer the phone, all touch points are designed, stringently maintained and reviewed for consistency.
Consistency builds recognition. Recognition makes for good branding. That's why branding guidelines can run to the hundreds of pages, detailing minutiae that's mind-numbing. Every possible scenario is accounted for.
People don't operate within set parameters. If you were a *real* brand you'd have to be vigilant about every word you say, scope out every possible situation you'd be in and control how you looked every minute, just to make sure you're on-message.
The degree to which you'd have to limit yourself for brand consistency would be ridiculous. Would you turn down a dinner invitation because the restaurant's interiors clash with your colours?
People are conflicted and conflicting, living in a large, unpredictable world. Brands are controlled creations, existing in defined spaces, with very little room for ambiguity. Although both can adopt a tactic or two from the other's playbook, the two are not interchangeable.
Looking at Armstrong's case, cancer conqueror/hero and doper could never co-exist within the same brand. Brands can't be contradictory. But humans can, and always will be.
Livestrong popularised the yellow rubber bracelet. Photo credit: purchio. via photo pin cc - Aug 01, 12
Humans are, well, human. Our brains are hard-wired to react in certain ways to specific stimuli.
So it's no surprise that psychologists have been studying the triggers that make people buy -- or turn them off a purchase. The following are just three of the many fascinating insights you can use for your startup's sales and marketing strategy.
I've listed down the books where I've sourced these findings, just in case you want to buy them. They're worthy investments and will make you go 'Well gee, imagine that!'
Always have a default option
I got this gem from Nudge, a brilliant book about the nuances of choice architecture.
You'll notice that some startups with freemium models mark one option as 'most popular' or 'bestselling'. Why? Because people have what is scientifically called 'status quo bias'. In plain English, it's inertia.
Given too many choices, humans just want to go with what the rest of the crowd is doing (social proof). Singling out what other customers have bought makes it easier for prospects to make a decision and pay up.
You want to make the buying process as easy as possible. Don't lob tons of choices and combinations at your audience. The more time they have to agonise over thinking and choosing, the longer it's taking for them to open their wallet. And they may give up because it's just too complicated.
Don't just throw up any testimonial: Use those from clients who most mirror your target customer
Testimonials are a powerful tool in persuading a doubtful person to buy. Studies have shown however that their effectivity goes up dramatically when the endorser is similar to your target audience.
According to Yes!: 50 Scientifically Proven Ways to Be Persuasive, in deciding which testimonials to use on your marketing material 'you need to take your ego out of the process'. What does this mean?
If your average user is a freelance graphic artist, don't use the glowing testimonials you got from J. Walter Thompson's corporate headquarters. Instead, use endorsements from other independent freelancers.
Your potential buyers can identify more with them than with a huge advertising agency, and won't think you're just a provider for 'big' companies.
Reframe your language
By now you should know that selling benefits, not features, is more effective than rabbiting on about how great you are. You have the solution to someone's problem.
Now how you articulate that problem has a lot to do with whether or not the customer buys.
Nudge has a great example of this. When credit cards were first introduced in the US, retailers wanted to pass on charges made through credit cards to consumers. The credit card companies came up with rules so that their retailers would charge only one price for credit card and cash purchases. The inevitable scuffle ensued and a bill was introduced in Congress to overturn these rules.
What did the credit card lobby do? They reframed the conversation. The credit card price was now the normal price and paying with cash earned a discount. Compare this to the earlier situation where the cash price was the normal price and paying with a credit card involved a surcharge. Which do you think sits better in the consumer's mind?
How you position your solution to the customers' problem makes a world of difference. 'Our cloud-based CRM system will help you save thousands of dollars' is less compelling than 'The average mid-size company using an in-house CRM system racks up losses of up to $45,000 a year on labour, maintenance and upgrading'.
I made up that last sentence but it demonstrates how sometimes the spectre of loss can be a stronger driver of change than merely offering up figures.
There are lots more examples of how little tweaks here and there not only put customers in a better frame of mind to buy, they instill urgency to buy right now. Have a read of the books I mentioned and others that deal with the science of buying. You just might find a thing or two that would work wonders for your startup.
These techniques won't make you lose your shirt. They could, however, get you more sales. Photo credit: Jk*** via photo pin cc - Jul 24, 12
When it comes to infographics, it should be a walk in the park to distribute them, right?
People love infographics. There are tons of infographic sites out there that need material. They'll backlink to your site, your startup will get loads of publicity and everyone will be happy.
Nice theory but it doesn't quite work that way. Yes, there are lots of infographic sites -- but a good number charge a fee for publishing your work of art. It's business, baby.
Some are up front about it on their site. Others aren't. You complete a form on the contact page and they'll email you with the charges.
Having just gone through the exercise myself, I'm sharing the list of infographic sites originally written on SEOMoz, with my notes on who charges and who accepts free submissions. As you'll see, pricing models vary.
Visual.ly Free but they give preference to infographics made via their site
Cool Infographics Free
Infographics Showcase $100
Daily Infographic $350
Infographic Journal Free but $25 will get you 'express' service
Cloud Infographics My infographic had nothing to do with cloud or SaaS so I did not enquire
Infographic Post Free
Infographics Archive Free submissions have no guarantee of being published. Guaranteed publication fees range from $49.95 to $149.95
Infographics Inspiration $100
Infographr Free
Infographics Bin Free
Infographicas From $30
Video Infographic Free
OMG Infographics Free. Their last post was in September 2011 though.
Love Infographics Free. Sign up as a member and post yourself. One quibble: The links move and the likes fluctuate.
Fuck Yeah Infographics Free
I Heart Infographics Free
Infographics Online Directory Free
Infographic Heaven £20
Infographipedia Free
Best Infographics Free. Option for 'sticky post' on the homepage for seven days costs $100
Pure Infographics $40
Daily Statistic £35 for 'hosting your infographic'
Brandless Infographic Blog Free
The Infographics Contacted; no answer
Chartporn Free
Infographic Love Free but make sure it's only about social media, SEO or tech
Info-graphic Like Best Infographics, free with an option for a $100 'sticky post'
Got any more sites to add? List them in the comments.
Photo credit: TruShu via photo pin cc - Jul 17, 12
"Um there's nothing to talk about."
This is the bog standard reply from startups when asked for news. The former couldn't be so wrong.
There's so much going on at a startup that a reporter could write a story everyday if only it was allowed.
And there's a higher purpose to sharing.
You deprive the world of a good story when you don't talk about seemingly inconsequential developments.
Each account is a building block in your startup's ongoing narrative -- not to mention that of the startup universe.
You are part of a larger story that's waiting to be told, one that's fuller and richer with your participation.
So overcome your fear of being boring or boastful and spill the beans. The following are just five examples to take the initiative and talk to the media:
You've launched a new product or service
Shockingly, announcing a new product or service slips through the cracks unless someone's got his or her marketing hat on.
Reasons could range from being too close to the development that news inertia sets in -- it isn't exciting because it's part of your daily existence -- to plain insecurity. 'It's not that special so let's not talk about it.'
Who are you to judge? Somewhere out there maybe someone's been praying for this solution. You do this person a disservice by not announcing it.
You've reached a landmark number
Numbers are symbolic and poignant. We start to count as children, and numbers figure significantly throughout our lives.
Maybe you've signed up your 10,000th user. Sold your first 500 devices. Or raised $20,000 from your crowdfunded campaign.
Share it. Numbers are to be celebrated. They are signposts along a journey that people would want to take with you.
You're growing
Moving offices is a boring subject for sure, but not necessarily the reason behind it.
If your startup has billowed beyond four desks or you've got to relocate to be nearer more clients, then that means business is looking good.
Adding more staff is also a story when placed in the context of growing demand for your product or solution.
And in today's world where shrinkage and diminishment are the norm, isn't it nice to have the opposite for a change?
You're now in other markets and geographies
You don't have to open a physical office to plant a global presence.
Landed new customers from Europe? Signed an agreement with a vendor in South America? Featured in an Asian trade publication? Talk about it.
The world is growing smaller each day and your startup is testimony to that. Be part of the narrative.
You see interesting things in your data
Do you survey your customers? Noticed shifts in their profiles or buying behaviour? Seen a new segment pop up?
Report it. This could be a puzzle piece in a new trend or development that will have an impact on your industry or vertical, one that may or may not have been spotted yet.
At the very least it will identify you to the public as someone who can filter information and see the bigger picture.
The key takeaway from all the above: When you think you have nothing of value to contribute, think of the bigger picture.
Maybe all it needs is your story to complete it.
Sometimes it's all about you, as this unfinished billboard in Chicago says. This photo is in my modest portfolio at 500px. - Jul 03, 12
Here's a tip the next time you're sharing great news.
Say you just had a successful marketing campaign. Or were featured in a story in a popular media outlet. Or you've just achieved a huge target.
Don't let on how hard it was.
This is not the same as saying 'aw, it was nothing,' which sounds like those starlets who claim their metabolism alone made them lose 30 pounds in two weeks.
What it does mean is reserving the blow-by-blow account of your herculean endeavors to yourself.
Why? Because marketing, at its best, appears effortless. Invisible, even. Like the planets all aligned and everything happened because it was meant to be.
You diminish the magic when you recount all the chaos that went on behind the scenes.
Instead:- Thank people for the compliments
- Credit your team for making it possible
- Do both without being too earnest
- Leave people wanting more
A dash of tongue-in-cheek is always good. 'We celebrated in style with beer from 7-Eleven' is more memorable than outlining every painful step you took in a blog post.
Good news is one of the best marketing tools to build your brand and make people anticipate more from your startup. So spare us the detail. Right now, we just want to take in the shine.
It takes a lot of paddling underwater to look this serene. Photo credit: simpologist via photo pin cc - Jun 26, 12Nothing strikes fear in people's hearts than picking up the phone and doing the dreaded cold call. Yet it still can't be beat in qualifying a lead. Just listen in on this conversation on LinkedIn.
Ready to give it a go? Here's a short infographic with some handy do's and don'ts.Study quoted from Repfire.comPhone graphic by Whitney R/Clker.com - Jun 13, 12Can't start pitching investors because you can't seem to finish your business plan?Kevin Steger, founder of the StartupReport, shared what he calls his Two Pager for anyone starting a business and looking for investors."Every entrepreneur thinks about their opportunity from their unique perspective, e.g. the artist focuses on the product, the salesman focuses on how to sell. This document is designed to get entrepreneurs to think from different angles.""Also, in my experience, entrepreneurs waste a lot of time re-writing 20-page business plans. My advice is to let the Two Pager be your headwaters and to always keep it current. It's the movie trailer for your business."
So get on with it. Copy and paste the below, and good luck.Your CompanyPortland, ORUSASeeking $0.00 (USD)Seed FundingPreferred Stock*** Instruction: This document is intended to be a precursor to sending an investor a full business plan. If this document exceeds two pages when you are finished you have included TOO MUCH INFORMATION. Limit each section to a few key sentences. ***Elevator PitchIn brief summary, why is this opportunity a good one? Why should an investor put their money in this? What makes the timing or industry special?Products & ServicesBriefly describe the product you are offering. Why is it disruptive? What problem does it solve for the market you're chasing? How much does it sell for?Market SizingHow many people or businesses would use this product or service? Are you targeting a specific demographic? Exact numbers are not required. What percentage of this market do you think you can obtain in year one, two, three?Sales & MarketingHow are you going to sell? Are you attracting visitors through inside sales calls, online marketing, etc.? Who closes the deal? Does the user sign up on their own or does a salesperson get a deal signed? How are you going to secure your percent of the addressable market share?Barriers to EntryWhat have you put in place to prevent others from moving into your space? Patents? Do you have an early mover advantage? Do you have relationships in the industry that will allow you to be more successful than your competitor?Known CompetitorsCompetitors are not a bad thing. They show investors that there is a market here that is recognized by others. Zero competitors is a red flag. If your company is disruptive to an existing industry please indicate how, e.g. Netflix was disruptive to brick & mortar movie rental stores.Executive TeamBrief bio for each team member. List relevant experience.Directors and AdvisorsSame as above. Are you recruiting veterans and “rock stars” from your space? You should be! Do you have a start-up advisor? Think about all areas of your business and recruit mentors for each area.Exit StrategyBe realistic! Who will be interested in the value your company is creating?Company Info Investor Contact InfoWeb URL: www.yourcompany.com Name, PositionEmployees: 1
Email: you@yourcompany.comFounded: 8/18/2003 Telephone: (503) 111-2222Follow StartupReport on Twitter for great startup guidance and news. Photo credit: Robby Mueller via photo pin cc - Jun 06, 12
by Alicia Kan
A busy sales pipeline is a good problem to have. The quandary is how to find out which leads are worth doggedly pursuing so sales don't take over your life.
Filtering your leads smartly will help you prioritise the ones which offer the most potential value. How can this be done? Make a workflow chart.
The graphic above is the workflow I've made and used in qualifying leads. It will not work for all businesses -- every startup is different -- but it is an example of how to break down the qualifying process into steps.
The right marketing partner will understand the basics of this workflow and tweak it for your startup. If you've got a workflow system that's a thing of beauty and function, drop me a line. I'm a big chart nerd. - Jun 06, 12
By Alicia Kan
Because it's pretty much a goat rodeo out there.
Randy Gainer, a partner at Davis Wright Tremaine, used this stick-in-your-mind phrase to describe the current mobile ecosystem at a Chicago conference.
He could have been talking about startup marketing too.
Goat rodeos, for those unfamiliar with the term, are a polite way of describing fusterclucks. Which can increasingly happen if marketing your startup is done without legal consultation.
Three broad points on why working with the right lawyer early in the marketing process (and even throughout) makes enormous sense:
Branding
A startup's grasp of branding should go beyond the functionality and beauty of a logo.
Is your name taken in a market where you'll eventually expand? Is your tagline/strap line trademarked by another company? Has a URL that makes sense to your future brand hierarchy been hijacked by a web troll?
A number of startups have been carried away by the excitement of creating a brand only to find out that it already exists, is too close to that of another business or can pose a legal problem down the line.
Don't wait until you have spent massive amounts on creative and execution to find out. A lawyer can save you precious dollars, time and regret by doing due diligence at the onset.
Privacy and data collection laws
If you're a consumer information service (CIS) startup that collects, uses and stores consumer data, be warned that you are stepping into some very murky soup that gets stirred practically everyday.
A good example right now is Google's woes in the UK. The country's privacy regulator has charged that in gathering information for Google Street View the company also collected data on people's personal communications.
(Google was fined $25,000 last month by the US Federal Communications Commission for impeding an investigation on improper data gathering.)
Ah but I'm no Google, you may retort. Ironically that's a better argument to keep your nose clean. Can you afford to have a legal department like Google's?
Even the simple act of marketing to opt-in customers can be fraught with issues. One of the more worrisome developments is children's growing usage of smart devices: A June 2011 study showed that 52% of children under 8 have access to mobile media.
Collection of children's information, however inadvertent, violates the Children's Online Privacy Protection Act (COPPA).
All the more reason to consult an expert whose trade consists of staying on top of these confusing details.
Intellectual property and patents
Given the current patent wars, the next big C position ought to be Chief Patent Officer.
Tech giants are stockpiling patents the way airlines speculate on oil futures, practically transforming their legal departments into profit centres. See Visual.ly's great infographic on who's suing whom.
Should a startup be worried? This blog is too narrow a forum to discuss a subject of such broad scope and make definitive recommendations.
Consulting a lawyer who specialises in IP to ask the basic question 'When should I get paranoid about patents?' is well worth the one hour consultation fee which some, if not most lawyers, waive.
This gives you a more strategic view of what marketing messages you can employ within reasonable boundaries, within a longer time frame, without wasting money and time. In hotly contested areas, e.g. mobile, it never hurts to keep your windshield as dust-free as possible, as long as you can.
Photo of sheep masquerading as a goat pretending to be a backpack courtesy of the Goat Rodeo blog - Jun 06, 12
By Alicia Kan
"I'd like to add you to my network on LinkedIn." How many times do you get this uninspired, insipid note in your inbox?
The advice not to use the canned invite and to customise your note has been written about ad nauseum.
Yet strangely enough almost everyone, even marketers, are sending requests to connect using this abhorred phrase.
Are they being negligent? Rebellious? Lazy?
None of the above. LinkedIn's interface is to blame.
If you look at LinkedIn's home page, there are two ways to add connections. See red circled bits.If you click on either link, you'll be brought to this page:I've never had the patience to try the left column -- See who you already know on LinkedIn -- but I know one thing for sure.If you use the right column to type in an email address or several and click 'Send Invitations' your recipient(s) will get that canned invite.Resist the urge to use this fast-track method to grow your network. It is so impersonal. Besides, you want to impress your potential new contact with your dazzling prose, right?Instead:Visit the person's profile. There are very, very few people nowadays without a LinkedIn profile.Click on the yellow Connect button.Choose the appropriate option - Colleague, Getting Back in Touch, etc. Don't lie about how you know the person. You can be flagged for spam.And for the love of Pete, personalise the canned message that says 'I'd like to add you to my professional network on LinkedIn'. Even a line that says 'How are you?' is 200% more effort.Using the canned invite is like handing blank cards out at an event. Photo of blank card by hawktrainer/Flickr. - Jun 06, 12By Alicia Kan
The secret sauce to great media relations is understanding and providing what a storyteller wants. That presupposes that you know what a great story is.The story is always bigger than you.If you make that your one guiding principle in connecting with the media, your one objective in promoting your company or cause, the desired takeaway from each encounter, you'll see results.The media recognise a fellow storyteller when they meet one, and the good ones will treat your relationship with respect.Having switched from journalist to marketer and vice-versa at several points in my life, I know what makes each party useful and irritating to the other.Today's post is all about the media's point of view, so I'll focus on the actions that are most productive and the ones that will get you banned.All of them support the main premise: That the story ultimately matters.Don't just flog your product in a vacuum.Answer these three questions honestly before issuing another news release mass-emailed to every man and his dog.- What is going on out there?
- How is your product, company or client part of an ongoing narrative?
- In what way would your proposed topic resonate with the journalist's audience?
If you're floundering by question 2 -- hell, if you can't even answer question 1 -- you have no business writing a news release.If you have a good pitch that answers all three, why waste it on a generic document that can get deleted because it says 'news release'? Instead:Write a personalised note to the journalist. (Yes, there's more to media outreach than generating a list from Vocus.)Introduce yourself and the context in which you're contacting him or her. It should answer all three questions, especially number 3.If the journalist is unfamiliar with your product or solution, give a brief description and offer to send more details. You want to start a dialogue, not do an info dump.Keep the email short. If your recipient has to scroll two or three times -- and nine times out of 10 they're viewing your note on a mobile device -- you're not a good communicator.Don't send huge attachments with a cryptic 'see attached' to explain your point. It'll get deleted.Don't send tons of links. It'll be ignored.Every extra step you create is a hurdle to overcome. Writers on a deadline can't be bothered.
And if your initiative doesn't bear fruit, for heaven's sake don't follow up.
Calling to see if your email was received earns you a solid black mark. Emailing to see if your first email was read also gets a violent reaction.
If you send something of value, it will be treated as such -- a good yardstick when you think you've got 'breaking news'.
More than the media outlet, it's about the journalist.
Like other businesses, the media industry is evolving.
Traditional newsrooms are breaking down, full-time staff numbers are shrinking and contributions from freelancers are growing.
More journalists are turning into multi-media providers who can churn out stories for print, online, even video. The vehicle doesn't matter but the talent in sniffing out stories does.
Unless you spend 24 hours, unblinking, in front of your computer screen, it's pretty hard to keep up on who's writing or producing what for who. That 'little blogger' you've been ignoring may very well be the next New York Times columnist.
Should you be focusing your efforts on specific outlets? Of course; it makes business sense.
But I would make an extra effort to get to know the individual writing or producing for these outlets. Be interested in their beats, opinions and careers. Avoid the ubiquitous news release for something tailored especially for them.
It's about the story, remember?
Only then can you make more informed judgments about what angles they like to pursue and how your product, solution or client fits into the picture. The type, not just the amount of exposure you get, will be better.
Be useful for subjects other than the company or cause you're promoting.
Do you like vendors who only contact you once a year to renew a contract? Didn't think so.
The same goes for media. They loathe publicists who talk to them only when they need exposure.You want to be the type of person a journalist would like to have dinner with, not run away from. The kind whose emails and calls are anticipated, not avoided.The best way to start is to do your job: Read. (And shockingly enough, lots of publicists don't do this.)Consume the media these journalists produce. Offer intelligent feedback online or via email. Interact with them on social media. Ask smart questions. See what their competition is writing.This isn't about sucking up. It's about providing solid, helpful insights so they can make their next piece better.Going even further:
Can you broker introductions to other contacts who'd be great sources in other stories?
Do you have insider insights or intelligence on the industry that can be shared?
Do you know where to grab a good beer at your airport!?
What you want is to create is reliance on you as a consistent source of value, not just information that promotes your self-interest.
Similarly you are a partner in this exercise, not a supplicant. Remember that without your contribution, the story can be told, but not as fully.
So aim to be of value in everything that you could be, a golden rule that applies to media relations -- and to life when you think about it.
The tools may have changed but the rules haven't. Photo of vintage typewriter courtesy of Kurt Higgins/Flickr. - Jun 06, 12
By Alicia Kan
Obermutten, a Swiss village with only 78 residents, puts up a Facebook page to drive tourism. The mayor promises that anyone who liked the page would have their picture put up on the village community board.
The community board has long since run out of space and page engagement now rivals those of Lady Gaga and Coca-Cola.
We're not saying Facebook alone will bring a stampede of people to your startup, but you'd be surprised how simplicity and sincerity outshines slick anyday in marketing.
Cheers to Tnooz for sharing the video.
- Jun 06, 12
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Tweets
- @TinaLender A-line is also my favorite silhouette. So flattering.
- @TinaLender Yup classic would look good on you. Such a beautiful color coat, isn't it?
- @AmidPrivilege She's a brave woman!
- @TinaLender Double breasted?
- RT @AmidPrivilege: Very cute post about cooking school in Italy, and failing at pasta. http://t.co/Z1qxTklktq
- @kyigit Such torture!
- @thebrandbuilder Got in touch with my man; need a brief :)
- 1967 Balenciaga in Vintage Binger http://t.co/FLeKZLwCvy #vintage
- Now if only the dog could put the kettle on.
- RT @LenKendall: Love that @bmorrissey calls out BI for this. Alas here's what happens when news customers are advertisers, not you. http://…
- @all_lucca Let me know if you need any marketing help/ideas, especially if you launch in the US. Wishing you only the best! 2/2
- @all_lucca Hello Allysson! My last day with TypeEngine was May 2. It was a pleasure working with you. I know Revista Au will be a hit. 1/2
- @Timbotown Cheers. Applies to everything, from business to love!
- @dbasch I'm a huge Depeche fan!
- When someone lets you down, don't stop trusting. Just choose better.
- @morrick I'm on Twitter for the moment. Good to catch up on news and friends :)
- @Darnell I'll take a pic :)
- I'm liking this little magazine by Fab! Very cute and great photos. Definitely a collectible.
- @stwrz You've got a lot of polish in your house O_O
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Posts
Most of us know Balenciaga through the talented Nicholas Ghesquiere who designed the iconic motorcycle bag. Very few know that the man after whom the house was named was a masterful couturier, revered and feared by apprentices like Ungaro who went on to head up their own houses. Said Ungaro, ”Balenciaga was a fisherman’s son, but he possessed the soul and mannerisms of a king.”
Ungaro’s work shows the influence of his mentor, who designed this extraordinary black cape of crumpled black gazar that wraps around the head like a huge rose, then falls in a crush around the body, clad in a narrow stem of black crepe. The effect was enigmatic. Photo from Vogue, September 1967.
Museo Xul Solar is the preserved 1930s home of the renowned Argentinian artist and prominent member of the local avante-garde in the 1930s. This entrance hall staircase leads to la celda (the cell), Solar’s studio and place of meditation. Photo from Living in Argentina by Taschen.
Courregès was always about delight. True to form, these spotted calfskin coats are paired with knee-high socks and dancers’ t-bar shoes. Photo from Vogue, September 1967.
Sonia Rykiel’s apartment in Paris in 1988, all black banquettes and animal print cushions, was very much her sanctuary. The revered French designer once said “I’ve put everything into my clothes: Mystery, madness, tenderness.” Photo from Architectural Digest, September 1988.
The best argument for investment dressing: The classics never disappoint. This feature on spring suits included a crisp white one from Liz Claiborne, a Genny shirt, a Pucci clutch and an Hermes belt. Photo from Glamour, February 1991.
Long before Celine, Project Runway, and a successful listed company, Michael Kors was an up-and-coming designer. In this Glamour feature, he talks about what’s sexy. “It’s not the obvious, tarty things that are sexy. Truly sexy outfits make you notice a woman, not the clothes.”
Even then, his classic American sportswear aesthetic showed. His turquoise tank top is sequined, a subtly luxurious detail. Photo from Glamour, February 1991.
Chloe scarf designed by Karl Lagerfeld, used as a hair ribbon in a Vogue feature showing how scarves can be used in different ways. Before his enormous success at Chanel, Lagerfeld left his unmistakable imprint on Chloe. Photo from Vogue, March 1977.
Apricot and lime; pajama dressing — these were hip in the 70s. Mary McFadden top and pants; Van Cleef & Arpels jewelry; Maud Frizon gold heels. Photo from Vogue, March 1977.
Queen Elizabeth riding on an elaborately costumed elephant’s howdah with the maharajah of Jaipur. Decorated bullock carts await her on the right. The Queen made a state visit to India in 1961, 13 years after the country marked its independence. Photo from Life magazine, February 1961.
Like Jeanne Lanvin and Coco Chanel, Halston started his career as a milliner. He designed this oversized sun hat in 1967. Photo from Halston An American Original by Elaine Gross & Fred Rottman.
David Webb advertisement from the 70s. His bejeweled bracelets of serpents, panthers and other fanciful animals were highly coveted and an editorial fixture.
The dining room of Lee Watts’ Victorian home in London has a Southern plantation-type grace. The vintage electric fan adds to the ambience. Photo from House & Garden, UK edition, July 2006.
Lady Plunket with her Sealyham Chuddy, photographed for Vogue by Edmund Harrington in 1929. Plunket, the illegitimate child of the 7th Marquess of Londonderry and silent film star Fannie Ward, married Lord Plunket in 1922. They were international jet-setters who rubbed shoulders with the likes of Douglas Fairbanks, Jr. The couple perished in a private plane crash in 1938 while traveling from Los Angeles to William Randolph Hearst’s ranch in California. Photo from Dogs In Vogue by Judith Watt.
Zandra Rhodes’ dining room in 1988 with its deliberately oversize table — “to create a feeling of enclosure,” said the designer — and chandelier portrait by Andrew Logan. The dining room columns were once part of the Rocky Horror Picture Show film set, while the blue-green sculpture on the table is by fellow designer Issey Miyake. Photo from Architectural Digest, September 1988.
Outdoor terrace of Peter and Lyn Selig’s Texas getaway. Very aptly, it’s named Cloud 9. Photo from Metropolitan Home, July/August 2009.
