Bill Snyder at Infoworld posted some amazing statistics that support the end of social media as we know it, which I predicted in 2009. Marketing and public relations have been losing influence for years because they are impersonal, and people prefer personalized interactions (deep dive here), so marketers and their vendors are grasping at straws. In this context, “social media” has generally been practiced as a shallow promotional activity, and my premise in predicting its demise is that the true potential of social technologies is creating and maintaining relationships, which are based on personalized attention and caring. Continue reading The End of Social Media Reflected by Fake Followers
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Social Channel Three: Using the Social Channel to Defend Native Markets and Penetrate Foreign Markets
The blade cuts both ways: the home court advantage will make exporting to emerging markets much more difficult in the years ahead. The Social Channel will raise the bar because users in all markets will increasingly expect brands to relate to them and to solicit their input and advice. Brands will have to invest significantly in developing in-market social business teams that can build, nurture and leverage online relationships at a high level. This is Part Three of the Social Channel Trilogy. It will help CEOs and CMOs realize how the Social Channel will transform global markets. Brand stewards will learn how to use social business to defend against foreign firms and how to penetrate foreign markets. The trilogy reveals how companies can combat commoditization and develop new markets by tapping socially-powered innovation. Continue reading The Global Social Channel: How to Compete Globally How Marketers Are Pushing the Wrong Button on Mobile
Mobile advertising is flawed because it interrupts. CMOs’ continued use of such outmoded marketing tactics isn’t pretty, like bursting market bubbles or parties at which one has stayed too long. Screen-hogging banners or tricky apps are unnecessary for those who understand the mobile experience and how to add value; however, they are very effective for alienating clients and customers. As Stan Rapp puts it, “Don’t do things to people (do things with them).” In the interest of doing mobile right, I’ll juxtapose the mobile experience with advertising to show how inappropriate much of it is before suggesting how marketers and brands can add value and avoid destroying trust. “Everybody hates digital ads.” This is a refrain I’ve heard forever, and I have never heard anyone say that they like them. People don’t even like big screen ads. What most marketers may not know is that even application makers and telecoms hate advertising, too. When I covered Digital Hollywood a few years ago, speaker after speaker spoke about failed revenue models and the necessity of defaulting to hated advertising. Continue reading Why Mobile Advertising Is Flawed Social Channel Two: Understanding the Social Channel of Value by Examining Its Precedents
The Social Channel is the Knowledge Economy‘s analog to the Industrial Economy’s assembly line, which led to today’s brands and mass-produced products. Where the assembly line made fabrication ten times more efficient, digital social technologies will boost human communication and sociality by an order of magnitude. The “Social Channel of Value” shows how product and service features will lose most of their ability to influence buying decisions, which will increasingly be won and lost in the Social Channel—not the Productized Channel where marketers are currently focused. This is Part Two of the Social Channel Trilogy. It will help you understand the various facets of the Social Channel. Then you can practice social business at a new level and lead your firm out of the commodity wasteland that confronts so many companies today. The trilogy reveals how companies can combat commoditization by tapping socially-powered innovation. Continue reading The Social Channel of Value In-depth Social Channel One: Building Post-Product Relationships with Customers is how to Build Brands
I have predicted for years that mass customization would be the fate of “products,” and social business is bearing this out in spades, so here I’ll delve into how impersonal “products” will be rejected by customers in 5-15 years. More important, CMOs and brand stewards who appreciate this transformation will enjoy unusual advantage, and smart ones will prepare for it now. Brands that don’t get it will simply perish, and no one will even notice except their producers and vendors. Just think about the local papers and TV stations you have known. This is Part One of the Social Channel Trilogy. It will help you learn how to “de-productize” your business orientation, so you can build breakthrough brand strength by practicing social business at a whole new level. The trilogy reveals how companies can combat commoditization by tapping socially-powered innovation. Continue reading Building Post-Product Customer Relationships in the Social Channel
Nonprofits’ and NGOs’ use of street marketing and social media reveals how mission too often overshadows relationship building—and alienates more people than it attracts.
Upgrading the Expert Role for the Knowledge Economy shows how knowledge workers can no longer seek refuge in their core expertise, and how to branch out.
“Experts” are regarded as the foremost authorities in their fields, the glib guru versions notwithstanding. An oft quoted maxim shows why: according to Malcolm Gladwell, for one, it takes 10,000 hours [of study, work] for most people to become expert in something.* On a related front, Naveen Jain posits that experts will be less likely to solve today’s toughest problems because their expertise has become a box around them. All those degrees or promotions within the organization have focused their minds but also closed out creativity. While commenting on his post, I realized that redefining the expert would be necessary in the Knowledge Economy, so here I’ll offer some strategies and tactics for how to practice being an “expert” in the 21st century. Notably, we can take lessons from experts and apply them to specialists, which are arguably less far along on the same vector—and more common. Continue reading Noodle IX: Upgrading the Expert Role for the Knowledge Economy
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