Posts Tagged ‘Bridge Global Strategies’

The Extinction of Physical QWERTY Keyboards

April 2, 2013

The Blackberry Z10 made headlines recently. A million units were shipped in the last three months. But I’m more excited about the company’s Q10 (scheduled to be released this month). It’s not that I’m a Blackberry fan, I’ve never even used one before; it’s that the Q10 is part of a dying breed of smartphones with physical QWERTY keyboards. UnderwoodKeyboardTheir disappearance has largely been blamed on the success of the iPhone. During the iPhone’s first few years, competitors offered plenty of physical keyboard/touchscreen combo smartphones: just look at this top ten list from 2011. However, as the iPhone came to dominate the market, smartphones all started to look more and more like iPhones.

The smartphone is an essential tool for most people who work in PR. At a recent industry event, one of the panelists chided the audience (all PR pros), that more of us weren’t live Tweeting the event. We’re expected to be constantly connected, at the very least while working at events or when dealing with a crisis. At Bridge, we specialize in PR for overseas-based companies, and we often need to communicate with clients and media in different time zones, so work hours can vary a lot, too. Most of us would probably agree that we’d feel lost without smartphones.

I bought my first smartphone in 2010, the LG Ally, and I stuck with it because I never found a much better option with a physical keyboard. I’ve been an iMac user for years and I always wanted an iPhone for the syncing capabilities, but I couldn’t fathom using a touchscreen keyboard. The keyboard has always been the most important factor for me when choosing a phone. I text like a rabid teenager (I’ve sent/received 1,036 text messages in just the last 7 days), and I take lots of lengthy notes. There is also something much more satisfying about pressing down on actual buttons versus tapping on a screen. I type much faster on a physical keyboard, and I never quite took to autocorrect. I’d rather a few typos than have my phone try to guess what I’m trying to write. After three years with the same phone, I finally came to terms with the fact that touchscreen keyboards are here to stay. I begrudgingly started shopping around when I stumbled upon this gem: a Bluetooth slide-out keyboard for the iPhone 5! I happily traded in my old phone for an iPhone 5 and after fumbling with the touchscreen for a few days, I ordered the Bluetooth add-on from Amazon. Without further ado, here’s my review.

Abco Tech® Bluetooth Sliding Keyboard iPhone 5 Case (White)

Abco iPhone 5 Keyboard

Set-up was extremely easy and intuitive. I paired it with my iPhone like any other Bluetooth device, and the phone snapped snugly into the top part of the case. It comes with a micro-USB charger and as far as battery life, I’ve been charging it at least every other night and have had no issues (though I expect battery life will decline over time). The keys take a bit of getting used to, but if you type a lot, you’ll be fine with a few days of use. There are “lock” and “home” keys, as well as two “command” or “Apple” keys which let you use basic keyboard shortcuts (ie: copy, paste, select all, undo) without having to touch the screen. There are also 4 arrow keys which let you navigate long bodies of text with ease. If you compare the proportions to a normal keyboard, the space bar is very small and off-center. This is quite annoying because you have to strain your right thumb to reach it. Functionally, this is probably the biggest flaw in the design.

Aside from the space bar, there are other obvious aesthetic flaws. The keyboard just about doubles the thickness of the phone which may be a huge turnoff for many. I got the keyboard in white, which has a matte finish that gets dirty very quickly. I haven’t tried to clean it yet, but from reading other reviews, there doesn’t seem to be an easy way to do it.

At the end of the day, whether you’ll like this product or not will largely depend on how much you value function over form. Most of my friends react with disgust when I whip this huge thing out of my pocket. The iPhone’s sleekness is its main draw and if Steve Jobs saw this bulky case, I’m sure he’d be rolling over in his grave. However, if you’re like me and often feel the need to draft entire novels on your smartphone, you should give this keyboard a try. It’s about the price of a normal iPhone case ($25-$29) and Amazon has a solid 30-day return policy so you don’t have much to lose.

 

Diana Kim

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Preparing Your Startup for Media Interviews: the Do’s and Don’ts

March 22, 2013

Successful entrepreneurs are known for being risk-takers, putting both their money and reputation on the line to launch a new product or service, often in a competitive or nascent market. Some psychologists suggest that entrepreneurs’ brains are hard-wired to take risks—they live for the dopamine high associated with standing on the edge of a tall cliff (or business deal).

It’s not surprising then that many entrepreneurs get an emotional charge when they are put in the spotlight to talk about their businesses with media. While risk-taking may pay off in certain situations, a media interview is not one of them.  Without careful planning, an interview can result in a wasted opportunity for good exposure, or worse, it can make your company the butt of “funny headline” jokes on the Tonight Show. Here is a list of do’s and don’ts to help you make the best of your interview opportunities:

Do’s:

  • Research the Reporter: Before every interview, you or your PR advisor should research the reporter to determine what he or she has already written about and what the tone of their reporting is like (e.g. investigative, light-hearted, opinionated, etc.)
  • Develop Talking Points:  Always solicit a list of potential questions from the reporter prior to the interview. With few exceptions, reporters will usually share some initial questions, because it makes their job easier when the interviewee is already prepared with important information. These questions should be used to develop talking points to help you steer the conversation in the right direction. The talking points should also include additional questions that could come up, especially the sticky ones.
  • Practice: If this is the first time you have been interviewed on a particular topic, or if there have been significant changes to your messaging since the last interview, squeeze in a little rehearsal time. This is particularly important when interviewing with reporters that have a reputation for being critical or when the format of the interview is broadcast, where a bad 10-second sound bite can spoil an otherwise spotless performance. If you have a PR advisor, make sure they provide you with media training.
  • Follow Up: There are times when you may do all the right things to prepare for an interview, only to find that a story is not produced or that the interview is edited out of the story. Sometimes this is unavoidable, such as when the story has to be trimmed to meet a specific word count or when the reporter quashes the story to make space for another pressing news item.  But other times it can be prevented with proper follow up. When following up, reiterate any points you want to make clear to the reporter and ask if he or she has follow up questions. Also consider sending them references to additional sources, including other potential interviewees, that could support the development of the story.

Homer Simpson

Don’ts:

  • Go Off the Record: The words “off the record” go against the grain of journalistic integrity, and, perhaps more importantly, the basic interest of the reporter in publishing a compelling story. Always assume anything you say is fair game.
  • Respond with “No Comment”: Reporters usually interpret this as stonewalling, and readers will likely think it means you have something to hide. There are situations when it is in your best interest to stay mum, such as when being questioned about sensitive financial or legal information or information that could reveal too much to your competition. In these situations, provide as much information as you feel is safe, and simply explain that you can’t go into any additional details at that time. This is also a good opportunity to bridge the conversation to a different, but relevant, topic that you really want to talk about.
  • Use Jargon: Reporters strive to make their stories as accessible as possible for their audiences. With the exception of trade or special interest media, where highly technical information may be required, you should stay away from industry jargon and try to simplify complex ideas into comprehensible points. Sometimes using metaphors can be a good way to explain an intricate point, but when a metaphor won’t do, you should have a succinct and lucid description at the ready.
  • Talk About a Competitor: This is another one where there are exceptions, but in general, you should let your competitors do their own talking. The two big risks here are that you may unintentionally build awareness for the wrong team, and perhaps more importantly, if you get your facts wrong, you may find your company getting slapped with a lawsuit.

Jacob Seal

Calling All Baby Boomers: It’s Time to Embrace Inbound Marketing

March 5, 2013

Despite our cultural obsession with baby geniuses—college students who launch tech companies right out of their dormitories—the fact is that baby boomers are now behind a large proportion of startups, and are becoming more entrepreneurial than ever before.Baby Boomer Marketing

According to the Bureau of Labor statistics, the self-employment rate for adults over 54 is 16.4 percent, and research by the Kauffman Foundation suggests that entrepreneurship among this group will continue to surge. Some boomers are launching startups to bolster their retirement nest eggs. Others simply don’t want to retire yet—they are passionate about what they do and want to leverage their years of experience to grow their own enterprises.

To successfully market their ideas, baby boomer entrepreneurs will need to look beyond the traditional marketing strategies they grew up with, such as print and broadcast advertising, direct mail and telemarketing. These methods can still work to generate business, but from a consumer’s perspective, they represent unwanted interruptions, and often are not tailored to the individual’s unique needs. And from a business perspective, these strategies usually require a significant investment.

In recent years, the Internet has enabled an alternative approach, in which a business creates content to attract visitors to its website and collect information from the visitors that will allow the company to tailor its marketing to various types of people to convert visitors into customers. This approach is referred to as inbound marketing. If you’re not a marketing guru, this may be a new concept, but don’t let the jargon scare you. Inbound marketing isn’t complicated: if you have a website, then you’ve already started the journey. Here are the 3 stages of inbound marketing.

1.      Get Found

The first step of inbound marketing is attracting visitors to your site. Here are some proven ways to do it:

Search Engine Optimization SEO:   Many customers start the buying process at a search engine, so your site should be listed as prominently as possible. At a minimum, you should regularly analyze and edit your content to make sure you’re using appropriate keywords.

Blogging:  The best way to attract new visitors to your site is by publishing a blog that provides relevant and credible information. Companies that blog get 55% more leads than those that don’t.

Social Media:  When people go online, they’re interacting with friends and sharing content on social media. These sites provide a great opportunity to expand visibility of your company and drive more visitors to your site.

Content Marketing: In addition to publishing a blog, think about creating other content, such as white papers, webinars and videos that provide valuable information to attract visitors.

2.      Convert Your Visitors

As you start attracting visitors to your website, your goal obviously will be to convert them into paying customers. Here are a few ideas:

Calls to Action: When you develop new content for your site, you’ll need to create a call to action that encourages the visitors to act (e.g. “Download the Whitepaper”). Other possible calls to action could be “Request a Consultation” or “Get Product Sample.” The offer you’re making must fulfill the needs of your visitors for the call to action to work.

Landing Pages:  When website visitors click on a call to action, they should be sent to a landing page. This is where prospects submit information about themselves, which will help you determine whether they are a good sales lead or not..

Email Marketing: You will get many leads that aren’t immediately converted into customers. One effective way to nurture a longer-term relationship with these people  is through a series of emails providing content targeted to their interests.

3.      Analyze

You should measure outcomes at every stage of your marketing strategy to figure out ways to make it more efficient and determine the return on your time and investment In addition to looking at common metrics, such as number of unique visitors, page visits and click-through, you should also monitor:

Conversion Rates: The percentage of people who convert from visitors to leads or from leads to customers.

Benchmarks: Benchmarks are data used to measure your marketing performance against peers. For example, conversion rate benchmarks allow you to see how your own conversion rates compare to those of similar companies.

Content Performance: You want to see how well each type of content you produce is attracting people to your website so you can get better and better at providing content that works for you.

Jacob Seal

Learn more about inbound marketing – download our free e-book:
     

No More Mr. “Yes Man”: PR Professionals Can Promote Their Companies and the Public Good

February 22, 2013

The public relations industry is often portrayed as a mercenary trade dedicated to delivering corporate propaganda with little regard for the public good. To some extent, this slanted stereotype is rooted in the ethos of the old days of PR, long before the formation of professional groups with ethical standards designed to advance the practice and before it became a major academic field taught in prominent colleges and universities.

The fact is that we have come a long way since the Wild West days of PR, when sensational and sometimes deceptive information was used to influence the public. Today most American corporations rely on their public relations teams for strategic counsel, and PR executives often provide guidance to senior management on ethics. According to findings from a recent study, many PR professionals often espouse ideas for the public interest even when they are at odds with management views or not aligned with business interests.

Yes Man

The study, “Exploring Questions of Media Morality,” published in the Journal of Mass Media Ethics, drew on in-depth interviews with senior public relations professionals who had held top positions at corporations, nonprofits and government organizations. Most of those interviewed viewed themselves as an “independent voice” in the organization they worked for, and not “mired by its perspective or politics,” explained study author, Marlene Neill, Ph.D., of Baylor University.

There are obvious limitations to the study. The sample size of those interviewed was only 30 people, and it’s hard to draw sweeping conclusions from self-reported data (most of us probably like to think that we are ethical professionals). Nevertheless, the fact that PR professionals are embracing their role as the “organizational conscience” is a good indicator that these professionals are at least getting a seat at the table to give their input on ethical decisions.

It also suggests that these professionals are keeping their ears to the ground to monitor public sentiment about issues that could impact their companies. For these companies, PR is more than awareness-building; it is relationship management, which requires two-way communication between the company and its publics. While it may be hard to quantify the financial value of relationship management, we can assume that it’s far cheaper than the cost of crisis management for poor ethical decisions and the potential for downstream damage to the company’s reputation.

There will always be differences between individual companies in the function of public relations, but as one respondent in the study commented, “the ‘yes man’ has no value” in PR.” To be truly valued by their companies, PR professionals must have an independent voice, even when it means going against the grain sometimes by questioning the decisions of higher-ups. This can be a risky proposition. It can expose PR professionals to a “kill the messenger” mindset, and potentially put strain on their relationships with their bosses and the company’s senior management, but it is a risk worth taking.

What are your thoughts? Can public relations provide a moral compass for the executive suite while also looking out for the commercial interests of the business?

 

Jacob Seal

How American PR Is Different from PR Overseas

February 19, 2013

Foreign companies that want to build visibility in the U.S.  are usually surprised to find that there are cross-cultural differences in the role of public relations between their countries and the U.S. In many parts of the world, including most of Asia and some of Europe, the tactics used by most public relations departments have traditionally been limited to media relations and event planning, with social media also becoming more popular recently. The goal is to win over potential customers (both consumers and business customers) and to try to safeguard the company’s public image.Morpheus on PR

In the United States, Canada, the U.K. and a few other countries, there are additional aspects of PR. In these markets, PR is not relegated to building visibility and helping market products, it also includes strategies to build and enhance a company’s reputation. PR professionals look for ways to develop and strengthen relationships that will help the entire company in its interactions with various audiences, including investors, the local community, government officials and employees, among others. In other countries, PR is more top-down, with management deciding what they want to communicate and the PR department executing those decisions. But in the U.S. there is more two-way dialogue with the public, and the PR or corporate communications department is expected to monitor the public dialogue, and also to recommend messaging and develop materials to help support the company in those conversations.

In countries where the PR staff is mostly limited to helping to market products, PR professionals have a significantly lower status than they do in countries where PR professionals have a broader role that includes strategy for and management of corporate reputation. As one would expect, in the countries where PR has a lower status, PR professionals have less contact with top executives and aren’t usually seen as strategic advisors to corporate management. In the U.S., by contrast, the top PR job is often an executive position that reports directly to the CEO. In some cases, the professionals who hold those positions make very high salaries. (In large companies, the salaries are frequently in the range of $300,000. One recent news article reported that the head of corporate communications at a Fortune 500 company was being paid a million dollars a year. Those executives, and the employees and PR firms they hire to help them, manage issues important to the company, trouble-shoot in times of crisis and help with the overall positioning of their companies. They are responsible for fostering good relationships with all of their companies’ audiences, from employees to interest groups to customers and potential customers to government at the local, state and national levels. Some are also responsible for investor relations.

Often when I receive a call from a potential client from overseas, I can see the difference in attitude towards PR right away. I ask what the company is looking for from a PR agency, and the answer I get is usually a prepared list of PR tactics that the executives in the company have already decided will fill their needs. After talking to us and as they begin to work with us, the company’s staff begins to see that we can help in ways they hadn’t anticipated, and they stop telling us what tactics they want us to deploy, asking us, instead, for our counsel on helping them meet their goals.

Cross-cultural PR is a two-way educational process, since the client learns more about the U.S. business culture and sees how communications works here, while, at the same time, we have a chance to learn more about the client’s own culture.

Lucy Siegel

Click here for a free copy of our e-book on international public relations.

 

Ask Not What the Media Can Do for You, Ask What You Can Do for the Media

February 13, 2013

Unfortunately, most emerging companies have approached public relations as little more than an extension of their sales promotion efforts, narrowly focusing their messaging on attributes of their products or services with the expectation that reporters will spread the word to the masses. At best, this approach usually yields a limited number of media placements originating around a product launch. At worst, reporters will view the announcements as editorialized sales pitches and discard them. Then comes the inevitable question from the corporate brass: “What value are we getting from that PR budget?”

kennedy

This scenario often could be averted if the question were turned around: “What value can the media get from our company?” Marketing professionals should appreciate this question—they are accustomed to defining value for potential customers, but reporters are not potential customers. Their needs are completely different.

To effectively engage reporters, it is important to understand how they evaluate information. Their raison d’être is to uncover what’s “newsworthy” to their specific audiences and to report this information in an easy-to-understand format. Thus, for a company’s message to resonate with a reporter it must be perceived to have a certain quality of newsworthiness.

Newsworthiness is a very abstract concept. It differs from company to company. A management change at a large conglomerate, for example, would be considered more newsworthy than a similar change at a startup. It also differs from reporter to reporter. Trade reporters, for instance, view newsworthiness through a narrow lens focused on a specific industry, while reporters with general business and consumer media often (not always) view newsworthiness through a broader lens focused on major social, economic or technological trends.

We’re at a time when major brands seem to wield more and more media influence, and reporters are becoming more and more immune to unsolicited story pitches. So how can a startup company demonstrate newsworthiness in such a tough climate?

The key is to start developing a PR plan early. It’s not uncommon for startups to focus their early-stage efforts on building out core business functions, such as sales channels, product development, logistics and other back office functions, putting off PR until the product launch approaches. This is understandable—resources are always an issue, and expenditures and staff time have to be prioritized. We also understand the competitive reasons for some companies to operate in “stealth mode” until they’re ready to launch sales. However, postponing PR planning until a month or two before going to market can seriously limit the company’s opportunities to drive greater visibility and lead to pitfalls that could have been avoided with proper planning.

As you begin crafting your PR plan, a key component is to identify story angles that will interest the media. This involves brainstorming with your management team and PR advisors to collect pertinent information about your company and its founders that is often scattered across many minds, and identifying the facets that could be used to create compelling story angles. Significant product news creates potential angles, as well as any anticipated milestones (e.g., acquisition of new management, new external partnerships, new funding, etc.). These events may offer good opportunities for exposure in some media outlets, with the highest potential usually being in trade and business media.

But there is no reason to limit the company’s story angles to these business events. PR planning is a creative process that requires you and your PR advisors to look beyond the obvious characteristics of your business to discover other aspects that could distinguish you from the flock. A great example of a company that has succeeded at this is Ben & Jerry’s. The company has been able to command media interest at will. Its products, however, are rarely what grab the headlines. Rather, much of the media coverage has focused on the company’s eccentricities: its unconventional founding (it was originally conceived as a bagel shop), its offbeat management practices (e.g. its erstwhile salary ratio policy) and its reputation as a champion of social issues.

Admittedly, the comparison between the media strategy of an emerging IT or biotech company with that of Ben & Jerry’s is tenuous, but there are opportunities for most companies to seize the limelight in unconventional ways if they try. Before they became iconic brands, companies like Microsoft, Facebook, Groupon and Flickr were successful at this, getting attention for quirks in their corporate cultures,  business models, operational development or founders’ stories.

The bottom line is, in order for your company to derive value from its media strategy, it has to first prove its value (i.e. newsworthiness) to the media. The art of PR is storytelling: mining the various facets of your business to uncover what sets it apart—its newsworthiness—and packaging that information into compelling story angles to engage the media.

Jacob Seal

Right and Wrong, Black and White: Conventional Wisdom vs. Current Wisdom

January 29, 2013

A lot of what we learned as children has turned out to be misinformation. Not only have the facts changed, many standard right and wrong ways of doing things have also evolved over time.  Both science and language are examples of how right and wrong have changed over time.My grandparents were taught in school (probably around 1910) that there are eight planets. However, in 1930, Pluto was discovered and added as the ninth planet.  But what my grandparents learned in school turned out to be correct after all (at least for now), Learning Right and Wrongsince scientists agreed in 2006 after years of debate that Pluto really did not meet the criteria for a planet. It was reclassified as a dwarf planet and plutoid (also called an ice dwarf).

Another scientific fact we learned in high school is that the atomic weights of elements on the periodic table of elements are constant numbers that do not vary. In 2010 scientists discovered that some of the elements’ atomic weights actually do vary in nature, and should be expressed as a range. For example, the atomic weight of oxygen is slightly more in the air than it is in seawater.

Perhaps it’s not a good idea to categorize scientific theories as right or wrong, since there are grey areas in between. Science is obviously a work in progress. Scientists offer theories, and other scientists offer revisions of the theories.  Theories that are proven wrong may just be proven right after all in the future.

Our use of language is another area where right and wrong shifts over time.  Most of us were taught that it’s incorrect grammar to end a sentence with a preposition.  Most grammarians now disagree with this old rule because using a preposition at the end of a sentence reflects the way people actually speak. For example, it’s uncommon to hear people say, “With what did you open that wine bottle?” It sounds pretentious. The normal way of expressing this is, “What did you open that wine bottle with?”

One language issue now being widely discussed is the spacing between sentences on a typed page. We were taught that sentences should be separated with two spaces, a rule that goes back to the time when typewriters were first used. The spacing on a typewriter was the same for all characters, whether a narrow “I” or wide “M.” As a result, typewriting looked uneven, making it harder for the eye to see the end of one sentence and beginning of the next. Two spaces were used between sentences on typewriters to mimic the spacing by traditional typesetters. Now, however, the computer has provided proportional spacing. The readability problem that existed with typewriters has disappeared. The rule has evolved and now one space between sentences on word-processed material is considered proper.

Human beings tend to feel comfortable with absolutes – right or wrong, black or white, true or false, good or bad. But most things are neither right or wrong, black or white, they are shades of grey. This is as true for moral absolutes as it is for scientific theories and language use. When we’re young, we’re taught moral absolutes of right and wrong, often based on the 10 Commandments. As we get older, we learn to live with the vast grey areas, based on circumstances and human frailties.

In the public relations profession, we are frequently faced with a need to decide what’s right and what’s wrong, what’s truth and what’s not, and sometimes are at odds with our employers or clients over this. We can’t live with the grey areas if it’s obvious that something is actually black or white.

Senior PR professionals surveyed in a recent study by a Baylor University researcher and a professor at the University of Texas at Austin believe they have a responsibility to be independent voices in their organizations not weighed down by politics or the perspectives of their organizations, and to criticize the decisions of people in senior management  when they believe them to be wrong.  The participants in the survey noted that it takes courage to disagree with the boss or the client on ethical issues. Some who did this were demoted or fired for refusing to do something that was blatantly unethical, and some resigned when their advice was rejected, including one who refused to include false information in a press release.

One thing is for certain: popular opinion is not the judge of right and wrong. The majority can be and have been wrong, time and again.

Lucy Siegel

Find out more about Bridge Global Strategies here.

347 Days Left for Entrepreneurs’ 2013 Business Resolutions

January 18, 2013

Making New Year’s resolutions is a tradition that has increased in popularity (in the United States, at least) over the years. According to Wikipedia, about 25 percent of American adults set New Year’s resolutions during the Great Depression. That number had increased to 40 percent by the turn of the millennium.  The tradition has a very old history. The ancient Babylonians promised their gods at the beginning of each year that they would pay their debts and retuThere's still time to  make 2013 business resolutions.rn whatever they had borrowed, and, similarly, the Romans made promises to the god Janus (for whom January is named).

There’s still time to make 2013 business resolutions.

Setting goals helps most people to make changes in behavior and move ahead. This is as true in business as it is in our personal lives. I try to set New Year’s resolutions for Bridge Global Strategies every year.  My business goal for 2013 is to invest both time and budget on new sales and marketing techniques to stimulate faster growth (and my personal goal is to lose 20 pounds!).

I asked a few entrepreneurs to share their New Year’s resolutions for their companies with the readers of Bridgebuzz. Ron Dizy, president and CEO of Toronto-based green technology company Enbala, said his resolution was to “start each day thinking about the best way to have the biggest impact on the most important part of our business.” I asked him what he considered the most important part of his business (Enbala operates a Smart Grid platform that helps shift power use on the grid by controlling the industrial equipment of large electricity users, paying the users to participate – a less expensive alternative to expensive electric grid power storage.)  Ron answered, “That changes through the year, depending on what is most pressing. It might be load (client) engagement, it might be utility business development, it might be regulatory affairs, it might be a personnel issue. I guess the point of my resolution is to think about what thing or action would have the biggest impact on the business … And do that TODAY!”

Carol-Davis Grossman, managing partner of New Jersey- based events company The Charles Group , said that she and her partner, Susan Dunkelman have several resolutions for 2013: “Expand our client base by better leveraging our reputation with our existing clients; increase our company’s online presence; and focus our business development efforts on target markets we identified last year.”

Gary Palermo, managing director of Palazzo Investment Bankers, a  boutique investment bank focused on marketing, interactive, digital, information and new media companies, explained that his business resolutions involved separating business from family life. “My goal is to work even harder than the past year, while spending more time with my family. Sound impossible? Maybe … but while I continue dedicating time to business growth and clients (my other family) as a singular focus throughout my work day, when I’m with my family, I want to spend the time to actually remain focused on staying engaged with them. The idea is to not cross the time, event or moment with work-related thoughts while with my family. Work-life balance? Yes, indeed! I am aiming high this year!”

For C. Filipe Medeiros, founder and CTO of online company Ancientfaces.com,  the  most important resolution for 2013 for his company is becoming increasingly focused on identifying and solving the problems of the site’s users. “When you have a site with as much data and as many users as AncientFaces, nailing that down can be a huge challenge,” Filipe said.

Benton Morgan, co-founder and managing partner of Jet Partners, says his resolution is, “To always innovate. Never get comfortable with my normal routine. Find a way to make daily tasks more efficient. The easy way is not a option!”

Most people agree that stating a goal publicly makes it more likely that you’ll reach it. I know this is true for dieting. I believe it’s true for business goals as well. So, dear readers, please feel free to proclaim your New Year’s resolutions here. It’s not too late – we have 347 days left this year!

Lucy Siegel

Learn more about Bridge Global Strategies’ services for startups here: http://slidesha.re/XkGbit

13 DOs & DON’Ts to Make the Most of Digital Communications

January 14, 2013

The new realities of the digital era of communication can sink organizations quickly or can help them to thrive, all depending on what actions they take. Here are some do’s and don’ts to make the best use of digital communications:

What helps

  • Be active rather than reactive communicators.
  • Communicate both bad news and good news about the company openly.
  • Aggressively create and share good “content” to tell the company’s story (since the traditional media is a shadow of its former self and can’t be depended on as much as it could in the past to get the story out).green thumb
  • Engage with the target audience regularly to develop good relationships and credibility. The target audience includes everyone from employees, to individual customers, to community groups, to influencers such as bloggers , journalists and analysts.
  • Since people will be talking about your company whether or not you give them information or are there to listen, be there online where they are, to hear what they have to say and to respond if necessary.
  • Treat every individual with the greatest respect, since he or she has the power to call global attention to behavior that is disrespectful.
  • Learn the new rules and use the new communications tools of the digital era. For example, be aware that the vast majority of consumers now research purchases online even if they buy in stores.
  • It’s a given that your website is a crucial tool in winning new customers, but you also have to be aware that consumers trust what others say about your services more than what you say.

red thumbWhat hurts

  • Don’t try to hide negative information – in the digital era, information knows no boundaries. Companies must assume that everything will eventually be made public.
  • Don’t be self-serving by only communicating when there’s something to promote. This annoys people to no end and is harmful to an organization’s image.
  • Don’t ignore persistent questions being asked online. Companies that do this are met with considerable backlash, and once that starts, it’s very hard to control.
  • Don’t assume that what you say in Las Vegas stays in Las Vegas. It doesn’t.  What you say in Las Vegas can be reported online in different languages almost instantly in Tokyo, Moscow, Beijing and Buenos Aires.
  • Don’t assume that your brand is safe simply because it’s well-known. You’d better be looking over your shoulder at startups with no-name brands, since the cost of building a famous brand has declined.  Even a small startup can use the Internet (and hire a company like mine to build visibility and brand equity at a reasonable price) to compete with you!

Lucy Siegel

How the Digital Era Redefined PR Story-Telling

January 1, 2013

Story-telling has always been the core of any company’s public relations. But a lot has changed in recent years as news and interpersonal communication have been digitalized: the way companies’ stories are told, who tells them, what channels are used to tell them, the time frame in which they are told and the amount of control a company or other organization has over the telling.

Here’s a summary of the way the traditional “who, what, when, where, why and how” of story-telling has been affected by the digital era.

Stories are passed around, from one computer to another

Stories are passed around the digital campfire, from one computer to another.

Who communicates about the company

The old way:  

  • Company spokespeople – CEO and other selected senior executives
  • PR/corporate communications department, investor relations staff

The new digital way:  

  • In addition to those above, any employee can communicate and has easy access to worldwide audiences to do so, whether or not the company approves
  • The company’s various audiences share information and opinions with each other constantly

How they communicate

The old way:  

  • Mostly via traditional mass media, filtered by journalists – news reported by newspapers, magazines, radio and TV news
  • Via analysts

The new digital way:  

  • All of the above plus online, via web versions of traditional media outlets, newer online-only news outlets and bloggers
  • Increasingly companies also filter data to micro-target their desired audiences one-on-one directly via email, texting and social media networks

What to communicate

The old way:

  • Companies communicated what they wanted people to know

The new digital way:

  • Companies must respond to questions, rumors and incidents that they previously could refrain from discussing

Decision-making process about what to communicate

The old way: 

  • Company management and PR professionals decided what to communicate
  • Professional reporters selected and developed stories using both company announcements and their own investigations

The new digital way:

  • Company engages in a conversation with its target audience to tell them the company’s news
  • However, the audiences have their own agendas, are super-critical and powerful enough to demand information they want. There is no use in trying to hide bad news, because in today’s digital environment, it always comes out
  • Self-proclaimed journalists – bloggers without credentials – select what they want to communicate about the company

Where to communicate (which channels, which geo. areas)

The old way:

  • Company management  and PR team decided which communications vehicles to use to tell their stories
  • Company chose which countries it wanted to communicate in

The new digital way:

  • The company is still often able to choose what publications to use to break a story, which can influence the way the story is reported, not only by the media outlet that breaks it, but by others who are influenced by the first media outlet
  • Stories are picked up by media from other media and reported almost instantly
  • News reported in one country can spread globally freely and instantly

When to communicate

The old way:

  • Company chose announcement time frames
  • Time frame could be planned over the course of a week, a month or more

The new digital way:

  • Company prepares announcements and selects optimal timeframes, but must be prepared to answer questions as they arise, anytime, due to the buzz that social media can generate online
  • Time frame may be instantaneous because information can be spread to millions of people at once

How the  target audience is selected; how much is known about the target audience

The old way:

  • Companies selected general demographic groupings, such as young males in their 20s, retired couples, people with incomes above $X, women with children under 12, etc.

The new digital way:

  • Companies micro-target their audiences, using the ability to manipulate data to finely target individuals they want to reach, one-on-one
  • Companies use digital data to gather large and complex profiles of individuals, ranging from standard demographics to previous buying habits and likes/dislikes that will influence future buying

Next blog post:  do’s and don’ts to make the best use of digital communications

Lucy Siegel


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