The Hickory Pit BBQ restaurant in Savannah, TN: wifi enabled. But it was hard to keep the sauce off the iPhone.
Sunday, May 25, 2008
Bridging the Digital Divide
The Hickory Pit BBQ restaurant in Savannah, TN: wifi enabled. But it was hard to keep the sauce off the iPhone.
Monday, May 5, 2008
Peeking at the Future of Mobile
The mobile medium is one of the most exciting areas for innovation these days, as leading-edge Web 2.0 technologies and strategies (social networking, user-generated content, AJAX, widgets) start to intersect with the latest device trends, such as 24/7 availability, broadband, and location awareness. It's a complicated matrix so it's hard to guess exactly how the dynamics will play out. But some recent items in the news give interesting peeks.
At the recent Web 2.0 Expo here in San Francisco the founders of Zumobi, a mobile widget application, offered a list of six attributes required for success in the mobile space, summarized in Tom Krazit's One More Thing blog on CNET:
- Immediacy: the entire interaction with the device should occur with 15 seconds
- Adaptability: input on mobile devices is still a challenge and continues to evolve. Applications shouldn't depend on a single input method--it might become obsolete
- One-handed use: research shows that with mobile devices, people tend to create content with two hands and consume it with one hand. Mobile users consume far more content than they create, so devices should be optimized for this interaction.
- Visual elegance: devices such as the iPhone have raised the bar in terms of expectations about the visual user experience. Going forward, successful applications need to meet or exceed these standards.
- Put the user in control: Based on their experience with PCs, users are used to a certain level of control over the desktop, applications, etc. The mobile market, now dominated by carriers, doesn't offer comparable configurability, but it should.
- Thinking differently: never forget, mobile is a whole new world; quite possibly the rules that govern the web don't apply. For example, while online applications aim to be "sticky," in mobile it's ok to be "bouncy," allowing people to dip in and out of the application quickly. If your application is easy to use on the go, people will come back frequently.
The Zumobi founders, Ben Bederson and John SanGiovanni, have high praise for the iPhone as a device that points toward the future of mobile computing. As Krazit puts it, they believe the iPhone represents "the successful amalgamation and commercialization of design tidbits that had been circulating for years." The ability to synthesize existing features into a revolutionary leap forward is a key element in the process of inventing the future.
Meanwhile, yesterday's San Francisco Chronicle noted that in the US, the Latino demographic is the early and frequent adopter of a spectrum of mobile services beyond voice, including "messaging, downloading music, surfing the Web and e-mailing." A professor quoted in the article commented, "Things other people do on computers, a lot of Latinos do on cell phones."
It took marketers awhile to catch on to the power and vision of the Latino mobile opportunity. At first they were hindered by patronizing stereotypes that the demographic would prefer cheap, simplistic phones. On the contrary, Latinos were early adopters of the original $600 Motorola Razr. The Chronicle concludes, "Latinos are quick to embrace new technology, seeing in it a way to get ahead in life."
Takeaway for those designing or testing mobile services: be sure to include Latinos in your plans and observe their behavior carefully. They're an important mobile technology bellwether.
Some of the Chronicle's observations were drawn from a new study by the Pew Internet and American Life Project on Mobile Access to Data and Information. The December 2007 survey reveals that 62% of American adults have used either a mobile phone or PDA for a non-voice data application, or a wireless laptop connection. A majority of Americans (51%) now say their mobile phone would be the hardest technology to give up--ahead of the internet (45%), television (43%), and email (37%).
Currently 75% of Americans have a mobile phone and/or PDA. Of those, 77% have used the device for at least one non-voice application and 42% report that they engage in mobile data activity on a typical day. The Pew study found a strong affinity between mobile data applications and the Latino market, where 84% have mobile phones. Regardless of ethnicity, age is also highly correlated with mobile data use: 96% of the 18-29 age group who have mobile phones have used them for at least one data application, and 73% say they do so on a typical day. In that demographic, 62% say it would be hard to do without a mobile phone, compared to 51% who feel that way about the internet.
Tuesday, April 29, 2008
In Special-Purpose Communities Steak Trumps Sizzle
A consulting project I'm working on includes helping a global brand optimize and grow a special-purpose professional networking community. After the community had been in place a couple of months the client wanted to ask members what new features they'd like to see. Normally I'm all about putting the customer first, but in this case I thought it was the wrong approach. When you're building a social network in a niche market the steak should come first: get the fundamentals right. Leave the sizzle for later.
First, it's important not to set expectations you can't fulfill. In this case, the client is using a hosted solution built around a template with a limited feature set. Giving community members an open-ended invitation to suggest features the client can't deliver has a high probability of disappointment. They're likely to start listing fun or flashy applications that caught their eye on Facebook...the type of thing that builds engagement once you're a loyal member but may not correlate to establishing the core value that motivates someone to join and return in the first place.
In the early going it's smarter to concentrate on a straightforward presentation (think Google) of basic activities that create value, such as sharing questions and information and facilitating connections between people who want to find each other. Discussion groups, blogs, wikis, ratings, Q&A, and some type of personal matching engine are a good start. Early on, focus marketing efforts on building usage of essential features rather than on proliferating functionality. If the underlying concept of your community is on target, people will sign up and return with or without the extra bells and whistles. After it reaches critical mass and is yielding a positive ROI you can invest in sizzle to generate more usage and time on site.
Furthermore, while it never hurts to open communication channels and invite people to talk back, when you're operating online you don't need surveys to reveal the activities people like best. With recall more perfect than any questionnaire responses, your web analytics disclose what features people do and don't use, where they spend the most time, when they visit, and the paths they take through your site. To understand how your community is working, dive into site stats.
Here's a great example of how, in the world of special-purpose online communities, steak trumps sizzle. Just this week some former colleagues in Brazil launched a community for IT and telecom professionals, CW Connect. To get the community up and running quickly they chose a US vendor's hosted solution. In some cases, page templates unavoidably and a bit awkwardly mix English and Portuguese. But instead of stressing over imperfections, my friends focused on the opportunity of launching the first professional networking site in their market in Brazil. Instead of Facebook "feature envy" they kept it simple. The plan paid off: Brazilian IT and telecom professionals who haven't had a venue for making connections and sharing solutions are flocking to CW Connect. CW Connect is starting with a good steak, which means there will be opportunities for lots more sizzle in the future.
First, it's important not to set expectations you can't fulfill. In this case, the client is using a hosted solution built around a template with a limited feature set. Giving community members an open-ended invitation to suggest features the client can't deliver has a high probability of disappointment. They're likely to start listing fun or flashy applications that caught their eye on Facebook...the type of thing that builds engagement once you're a loyal member but may not correlate to establishing the core value that motivates someone to join and return in the first place.
In the early going it's smarter to concentrate on a straightforward presentation (think Google) of basic activities that create value, such as sharing questions and information and facilitating connections between people who want to find each other. Discussion groups, blogs, wikis, ratings, Q&A, and some type of personal matching engine are a good start. Early on, focus marketing efforts on building usage of essential features rather than on proliferating functionality. If the underlying concept of your community is on target, people will sign up and return with or without the extra bells and whistles. After it reaches critical mass and is yielding a positive ROI you can invest in sizzle to generate more usage and time on site.
Furthermore, while it never hurts to open communication channels and invite people to talk back, when you're operating online you don't need surveys to reveal the activities people like best. With recall more perfect than any questionnaire responses, your web analytics disclose what features people do and don't use, where they spend the most time, when they visit, and the paths they take through your site. To understand how your community is working, dive into site stats.
Here's a great example of how, in the world of special-purpose online communities, steak trumps sizzle. Just this week some former colleagues in Brazil launched a community for IT and telecom professionals, CW Connect. To get the community up and running quickly they chose a US vendor's hosted solution. In some cases, page templates unavoidably and a bit awkwardly mix English and Portuguese. But instead of stressing over imperfections, my friends focused on the opportunity of launching the first professional networking site in their market in Brazil. Instead of Facebook "feature envy" they kept it simple. The plan paid off: Brazilian IT and telecom professionals who haven't had a venue for making connections and sharing solutions are flocking to CW Connect. CW Connect is starting with a good steak, which means there will be opportunities for lots more sizzle in the future.
Tuesday, April 22, 2008
New Study on PR Measurement
Speaking of PR, the publication PR News has just released its Guide to Best Practices in PR Measurement Vol. 3. The guide costs $399, but you can check out the table of contents and a couple of articles for free. Chapters include Measurement Research, Measuring Media Relations, New Media Measurement, Measuring Integrated Marketing, 360-Degree PR Measurement, Measuring Reputation, Impacting the Bottomline, Measurement Case Studies, and Measurement Resources.
The web-enabled demand for measurability and demonstrable ROI is affecting every area where businesses spend to gain reputation, build brand, and promote products and services. Among the topics in the New Media Measurement chapter: Measuring Web 2.0, Measuring the Impact of Online Influencers, Measuring E-Mail Performance, How to Measure Social Relations, and A Conversation about New Media Metrics among Digital Luminaries. There's additional discussion of online and social media topics in other chapters, too.
The report notes that "measuring the value of PR's contribution to bottomline business results has never been harder--or more necessary." In any case, the focus on measurability is here to stay, and it's good to see various professional specialties specifically calling out the need to learn more.
The web-enabled demand for measurability and demonstrable ROI is affecting every area where businesses spend to gain reputation, build brand, and promote products and services. Among the topics in the New Media Measurement chapter: Measuring Web 2.0, Measuring the Impact of Online Influencers, Measuring E-Mail Performance, How to Measure Social Relations, and A Conversation about New Media Metrics among Digital Luminaries. There's additional discussion of online and social media topics in other chapters, too.
The report notes that "measuring the value of PR's contribution to bottomline business results has never been harder--or more necessary." In any case, the focus on measurability is here to stay, and it's good to see various professional specialties specifically calling out the need to learn more.
Bypassing Media: Is PR the New Advertising?
It’s hardly news that the internet is leading to big changes for the advertising business, a transformation that has important consequences for online media companies that monetize with ad revenue. But in a Web 2.0 world where social media complicates the landscape and yesterday’s hierarchical models of content presentation give way to the audience’s collective wisdom, will brands start shifting resources from advertising to PR? If so, what does that mean for online media businesses?
Advertising and PR exist side by side, as complementary strategies for shaping opinion and motivating behavior. Traditionally, advertising has been a more direct investment in an anticipated outcome, where the advertiser has lots of control of the message and presentation—and pays for the privilege. PR, on the other hand, is about more subtle influence that attempts to work its way through the audience’s network of influencers and authority figures. It’s the network idea that makes PR an interesting option in the social media environment.
In classic PR, the “PR man” (or woman), either at an agency or a company, has a powerful file of media contacts to leverage when it’s time to get the word out. That model is endangered as change roils the media industry: there’s rapid turnover in newsrooms, and in any case, audiences now rely less on the voice of big media to tell them how to think. In a world where social networking and Web 2.0 put the “me” in media, people are more likely to depend on their favorite blogs, discussion groups, RSS feeds, wikis, online Q&A, and direct online networks such as Facebook, LinkedIn, YouTube, Flickr, or Twitter. For an old-school PR traditionalist that could be a challenge; for a PR 2.0 professional, it’s a big opportunity.
That’s because PR’s classic strength of developing opinion-influencing messaging, and its intuitive grasp of how to navigate the web of persuasion, map well to Web 2.0’s proliferating content channels and network-based communication structure. The savvy PR professional can insert himself or his brand directly into the network without having to rely on a third-party introduction from a journalist—not via subterfuge, but by establishing the client brand as a valuable information resource. Then, through strategies such as tagging, RSS, voting, and old-fashioned hyperlinking, the content is disseminated virally.
The viral uptake model is also coveted by online advertisers, who look to social media to drive deeper engagement with products and brands. To be sure social media has many benefits for advertisers, especially in uncovering preferences, needs, and affinities that can provide better targeting, higher conversions, and an advertising experience that feels less intrusive. But the fundamental quid pro quo of the advertising value proposition can only go so far in social media. There’s a point where efforts cross the line into PR. That might mean companies will shift some budgets from advertising to PR as social media gains traction, cutting media sites out of the revenue stream.
The online medium constantly challenges us to rethink assumptions about boundaries between business categories. Advertising and PR will continue to exist as the conjoined twins of the persuasion industry. But in this new world we’re creating online, don’t be surprised if the bright line that used to divide them begins to blur around the edges.
Advertising and PR exist side by side, as complementary strategies for shaping opinion and motivating behavior. Traditionally, advertising has been a more direct investment in an anticipated outcome, where the advertiser has lots of control of the message and presentation—and pays for the privilege. PR, on the other hand, is about more subtle influence that attempts to work its way through the audience’s network of influencers and authority figures. It’s the network idea that makes PR an interesting option in the social media environment.
In classic PR, the “PR man” (or woman), either at an agency or a company, has a powerful file of media contacts to leverage when it’s time to get the word out. That model is endangered as change roils the media industry: there’s rapid turnover in newsrooms, and in any case, audiences now rely less on the voice of big media to tell them how to think. In a world where social networking and Web 2.0 put the “me” in media, people are more likely to depend on their favorite blogs, discussion groups, RSS feeds, wikis, online Q&A, and direct online networks such as Facebook, LinkedIn, YouTube, Flickr, or Twitter. For an old-school PR traditionalist that could be a challenge; for a PR 2.0 professional, it’s a big opportunity.
That’s because PR’s classic strength of developing opinion-influencing messaging, and its intuitive grasp of how to navigate the web of persuasion, map well to Web 2.0’s proliferating content channels and network-based communication structure. The savvy PR professional can insert himself or his brand directly into the network without having to rely on a third-party introduction from a journalist—not via subterfuge, but by establishing the client brand as a valuable information resource. Then, through strategies such as tagging, RSS, voting, and old-fashioned hyperlinking, the content is disseminated virally.
The viral uptake model is also coveted by online advertisers, who look to social media to drive deeper engagement with products and brands. To be sure social media has many benefits for advertisers, especially in uncovering preferences, needs, and affinities that can provide better targeting, higher conversions, and an advertising experience that feels less intrusive. But the fundamental quid pro quo of the advertising value proposition can only go so far in social media. There’s a point where efforts cross the line into PR. That might mean companies will shift some budgets from advertising to PR as social media gains traction, cutting media sites out of the revenue stream.
The online medium constantly challenges us to rethink assumptions about boundaries between business categories. Advertising and PR will continue to exist as the conjoined twins of the persuasion industry. But in this new world we’re creating online, don’t be surprised if the bright line that used to divide them begins to blur around the edges.
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