Being proactive and using a different approach for each platform are key to social media crisis communication.

A powerful new weapon has been added to your crisis communications arsenal: social media.

Like all weapons, it can be used for good or evil. It can assure you of a swift victory over those who would defame your reputation. Or it can blow up in your face. Because social media can change public opinion — for better or worse.

In the old days, companies relied on traditional media to handle a crisis. In 1982, for example, Johnson & Johnson executed its revered Tylenol crisis communications plan, calling for a comprehensive recall of potentially poisonous product. J&J (and its PR agency) used traditional media outlets to spread the word. With the 24-hour news cycle was still in its infancy, the company reclaimed 70% of its market share within a few short months. Crisis averted.

Flash forward to 2012, and many companies are still struggling with crisis communications — even though anyone can connect with their public in an instant. But instant connection requires carefully crafted strategy.

First, you have to be proactive. Your brand’s social media prowess and reputation will require several months, if not years, to build up. If you wait until after a crisis to enter into the conversation, users might question its authenticity.

Second, each social media platform demands a different approach. Don’t post the same content on Facebook and Twitter, while ignoring YouTube and other opportunities. Facebook is a community; Twitter is a news-sharing platform; YouTube adds a (generally untapped) visual element. You need to know the strengths of each platform to use them to your advantage.

Twitter

• Shape the conversation. At this writing, there are eighteen gazillion citizen journalists standing ready to regurgitate information, whether fact, opinion or rumor. Let your voice be heard. Your company must participate actively.
• Use Twitter as a fire department, not the fire. While the public can get very negative very quickly, an astute PR professional recognizes an opportunity. Monitor Twitter for concerned customers, curious media and misinformation and, most important, respond immediately. Users #hashtag their comments. Use this to your advantage. Search out inaccurate information and provide the facts.
• Twitter is the ultimate megaphone. If the @Chicago_Police Twitter site existed in 1982, officers could have warned the Windy City’s residents about the poisoned Tylenol far more efficiently, rather than issuing warnings on loudspeakers. In 2012, you have a more powerful loudspeaker. You can shoot down rumors and misinformation with up-to-the-minute crisis specifics.

Facebook

• Don’t leave your brand advocates in the dark. Your Facebook followers are your promoters. With no 140-character restrictions, Facebook allows a brand to release detailed statements to alleviate customer (and employee) fears.
• Facebook is permanent. Well, more or less. Tweets may disappear into the Twitter ether, but Facebook Wall comments can last a long time. This means it’s very important for you to respond promptly. If you don’t take part in the conversation, your Wall can become a never-ending airing of grievances. That doesn’t mean you should delete negative posts — conversations on your page should be authentic and transparent.
• Redirect your landing page. Show Facebook visitors your company statement immediately. They should grasp the company’s position before reading any Wall posts. When they move on to the Wall posts or make their own comments, at least they’ve got a good idea where you stand.

YouTube

• You oughta be in pictures. While well-crafted tweets and posts are essential to a crisis response, news-seekers need a visual component. YouTube clips add this missing element to your crisis messaging — people will be able to see and hear your crisis spokesperson. Maybe you think creating and editing a video is expensive and time-consuming, but it beats a static, silent newspaper image.

We’ve established that these sites are separate. But that doesn’t mean there shouldn’t be some crossover.

• Post videos to Facebook.
• Provide links to longer statements on Twitter.
• Direct users to accurate, external articles not connected with the company.

Remember, other social media site might also be useful, depending on your situation and industry. Other social media sites lack the critical mass acceptance of the big three, but may help your cause. For example:

• Amid layoff rumors, LinkedIn’s 150 million users might be an appropriate audience.
• During an oil spill/nuclear plant crisis, Pinterest could showcase cleanup efforts.

Don’t let outside sources manage your crisis response. Build a detailed social media response into your plan, execute it properly and control your own message. After all, that’s what effective communications is all about.

Reason and imagination actually reside in both hemispheres of the brain.

No doubt you — like millions of others — are an avid follower of my posts on this site. Cast your memory back about a year ago. In “Feeding the thing with two brains,” I blogged about the attraction to life sciences marketing, likening it to balancing the “needs” of the two sides of the brain — the rational and the emotional. Well, now I’m writing about another aspect of this field that continues to fascinate: the potential to learn something new — or unlearn a “fact” you have known forever.

Imagine my amazement when I viewed a presentation via TED of an RSA Animate talk given by noted psychiatrist, author and brain expert Iain McGilchrist. In this artfully animated talk, he disposes of the old paradigm I quoted in my previous post: “The right brain is the seat of all that is rationale, and the left brain is the seat of the emotions.”

Instead, we learn that reality is much more complex, with reason residing in both hemispheres of the brain, and imagination residing in both as well. This not to say the two sides of this wonderful organ are equal — or even equivalent. They are, in fact, not even symmetrical. What emerges is much more compelling version of how we engage our world, with the left brain focusing on the details of what we know, in order to get specific tasks done, and the right brain taking a distanced view, allowing us to connect with the world that might be. Both are important, as Dr. McGilchrist observes with a quote attributed to Albert Einstein: “The intuitive mind is a sacred gift and the rational mind is a faithful servant.”

How does this relate to life sciences marketing? It’s clear that we still need to “feed the thing with two brains” if we are to fulfill our potential. We need to appreciate both the “sharply focused attention to detail” to deal with the world of reality, and also use the “broad, open vigilant alertness” to place that detail within the larger context of the world of possibility. We must be conscientious in how we reconcile what Iain McGilchrist calls these “two versions of the world.”

In that earlier post, I described a life sciences company that is using its technology to both help researchers find better ways to develop new therapies, and at the same time help physicians choose the right therapies for their patients. Marketing such an offering to scientists, physicians and patients requires both the tightly focused mind and the broadly empathetic mind. I find that fascinating — and I will continue to try to keep both sides of my head in the game.

If you would like to see Iain McGilchrist’s talk in its entirety, you can see it here:

http://www.ted.com/talks/iain_mcgilchrist_the_divided_brain.html?utm_source=newsletter_weekly_2011-10-25&utm_campaign=newsletter_weekly&utm_medium=email

The likelihood of an ad to appear in search results depends on three key factors.

You have a paid search engine campaign for your client right? Of course you do. It’s 2012 — how could your client not be present in paid search results?

More and more often, online advertising has come to mean search engine advertising or, more simply, paid text ads that appear in search results. While this has become a staple of online paid media, few companies understand how to write effective text ads. What’s an effective ad? An ideal text ad appears first or second in paid search results and yields a click-through rate ranging from 0.80% to 2.0%.

For many, search engine campaigns are simply built around a list of keywords that they bid on for their text ad to appear in results when those terms are searched. Let’s say you’re selling flowers and you bid on a mix of keywords like “buy flowers,” “flower bouquets” and “florist.” Perfect. So your ad will appear anytime someone searches these terms and you’re going to be a millionaire! Not quite. The chance of your ad appearing in search results depends on more than just your keywords.

When ranking your paid text ad in search results, typical search engine advertising services — such as Google AdWords and Microsoft AdCenter — look at several factors. Some of them may be out of your control, such as a client’s budget and the competition level around your keywords. But there are other major factors that affect your text ad’s position that most tend to ignore:

-          the mix of keywords you bid on

-          the text ad content (including the URL terms)

-          the content of the website the ad is linked to

When you look at these three components, think about relevancy: How relevant your text ad is to your keywords, as well as how relevant the text ad and keywords are to the content of the landing page, are all assessed by a search engine when it decides which ad to choose first.

Here is an example of a mediocre text ad for that kick-ass flower shop. We differentiate the company by bragging about being voted #1 in our local magazine. We offer an incentive to the Internet browser of free shipping and we include a call to action: “Start here.” All good things, right?

Yes, but this ad fails to acknowledge what the consumer will actually search for when buying flowers. Unless you expect all of your consumers to search for you by company name, this ad will not turn you into a flower tycoon.

By taking five minutes to research flower terms in two of Google’s underused resources, the Google Keyword Tool and Google Insights for Search, you will discover some of the most common terms Internet searchers use when buying flowers.

So, take two. You learn that “where to buy flowers” is one of the most commonly searched terms and some of the most popular flowers are roses, tulips and lilies. You include all of these terms in your text ad. You also know that customers will not be searching for flowers in Delaware by using the term “first state,” so you include “DE.” To increase this ad’s relevancy even more, you include a keyword as an extension of the URL.

While this ad does not mention being voted #1, its chances of appearing above competitors’ ads are much higher. Once you’ve perfected your keyword-rich text ad, the final step is to ensure that the page the ad is linked to includes all of these vital terms (“buy flowers,” “buy tulips,” etc.) in its content. Once the search engine detects that the keywords, the text ad and the landing page are all relevant to each other, chances are you’ll be seeing your ad appear first and second in search results. And chances are you’ll be making bank selling all these flowers!

Even if you create the most perfect text ads, where they end up is a completely different story. Check out some unfortunate and unintended ad placements by Google here: Google’s Worst Ads Ever.

To create a better landing page, follow these 10 steps.

So, you have marketing tactics driving people to your website. Great! The next question most marketers ask is, “How can I make the site work harder for me?”

1. Identify business goals.

Before you can figure out how to make a landing page work harder, ask yourself, “What was the business need behind the campaign?” Lead generation, patient education, engagement? Answering this will help define a call-to-action (CTA) to engage visitors on the landing page. It will also help you find effective ways to measure how well everything is working.

2. Define a target audience.

Your next question should be, “Who can help us achieve those goals?”

3. Develop marketing tactics.

Once you know whom you are targeting, you need to ask, “How can I get my message in front of them at decision-making time?” It may be that you have a few targeted messages for subsets of the audience. Which leads to another vital piece of this step — setting up a plan for reporting on individual tactics (messages, creative and placements).

At AB&C we use Google’s URL builder to append all links for easy reporting from analytics running on the landing pages.

4. Drive visitors to unique landing pages.

Sure, when someone clicks a link in one of those places, you could send them to the home page and they should be able to find the desired content (the whole site is well-designed and easy to navigate, right?). But why make them work that hard? You have a specific message — why not send them to a landing page focused on that message?

Now the fun begins. How can we make the landing page convert visitors into action-takers?

5. Deliver on off-page promises.

Since you built the marketing campaign driving traffic to the landing pages, you know what visitors were reading immediately before they arrived. Your page title, URL, headlines and body copy should all relate directly to the message that got someone to the landing page.

This will help them quickly realize that they are in the right place and prevent high bounce rates (a lot of people leaving the page without taking any action). It will also boost your quality score for PPC ads like Google AdWords, which could save you money on your ad bids.

6. Don’t make visitors think.

Keep the message on the page focused and simple. Eliminate distractions (too many choices, navigation to the rest of your site, etc.). Create a bright, shiny and irresistible call-to-action.

If the visitor came from an email, chances are you might know some of their personal info. Talk to your IT team to find out if they can pre-populate the form fields in the landing page’s CTA. At AB&C, we have had conversion rates of more than 50% by pre-populating form content.

7. Build trust.

People will bounce if you don’t establish trust. Web surfers are a savvy bunch and will bail out of any site that feels like a spam trap created to get their personal info.

When visitors hit your landing page, you need to assure them that they arrived at a legitimate destination. Tell them where they are. Show your contact information, accreditations, awards, etc., to help create a sense of authenticity.

Avoid overuse of capitalization and punctuation. “AMAZING!!!” or “NEW!!!” might as well read “SPAM TRAP!!!” “RUN AWAY!!!”

8. Optimize your call-to-action.

OK, you have identified the right people, driven them to the landing page and given them a concise message. Now, how do you get them to take action? On the web, it’s often a lead-generation form. Here are some tips to make that form process simple for your visitors.

• Outline the benefits.
  Let visitors know why they should fill out the form. What’s in it for them?
• Keep it short and simple.

I always start by asking, “What fields can we remove from that form?” If you don’t have an immediate use for a piece of information you’re asking for, remove it. More important, remove any field that might make visitors ask, “Why would they want that?”

• Create a simple scan line.

Line up fields and titles to keep the user from having to jump around to understand the form. This will make even complex forms less daunting.

• Make the form easy to read.
  Make the type large enough for your target audience to easily see (the older the audience, the larger the point size).
• Don’t skimp on white space.
  Give your form some breathing room. It will make it less intimidating.
• Identify required fields.
  This shouldn’t be necessary if you have done your job in eliminating unnecessary fields. But, if only some of the fields are mandatory, mark them.
• Inline validation.
  Don’t make visitors hit the submit button before they find out that they didn’t enter a valid email, or they skipped a required field.

9. Measure results.

If you are using Google Analytics and have properly tagged all inbound links, it should be fairly easy to see what tactics are driving the best traffic. Look at how many people hit the site versus the number of completed actions. Now, ask yourself, “What can I do to get more people to convert?”

10. Test, test, test.

Try some variations on the page to see how they affect conversion rates. Fight the urge to test multiple variations the same time. If you do, how will you know which one made the difference? Run A/B tests with two variations; observe and refine as you learn from visitor responses. Here are some variables to throw into your A/B testing.

• Headlines
• Graphics and other images
• Multiple CTAs
  Some people will click the first shiny object. Others may read through your content before deciding to get involved. Make sure that second category doesn’t have to hunt back up the page to find your CTA. Sometimes a secondary CTA could work for someone who isn’t fully committed
• Button colors
  Try colors that blend with the page’s palette, and colors that contrast. There is no perfect formula. Some say that green means “go” and red means “stop.”  Others say red evokes a strong emotional response. Some say blue is the standard link color, so use that for buttons. Whatever color you choose, make sure it looks “clickable.”
• Button text
  Label your button something that ties into your CTA, like “Request an Appointment” or “Apply Now.” Avoid labels like “Submit” or “Go.”
• Form variations
  Try your full form. Then, try simply asking for a name and email. Somewhere in between lies the perfect blend that doesn’t scare people away, but still gives your staff the info they need to follow up.

Is it too much for the average New York commuter to see amputated legs linked to a soda?

While on their way to the Super Bowl parade on Tuesday morning, Giants fans in New York City were being reminded of one of the most dangerous diseases of our time — diabetes. It is among the most common health conditions in the United States, with 20 million Americans diagnosed to date. The cost to our country? A staggering $174 billion.

A debate rages in New York between public health officials, medical professionals and the public about whether the scare tactics of Mayor Bloomberg’s latest public health campaign work. Is it too much for the average New York commuter to see amputated legs linked to a soda? AB&C has been developing public health messages for decades and, based on our focus groups, shocking images work.

When developing public health messages, we have a choice — do we challenge people to do better, as with a campaign like my7minutes.com, or do we shock people into action as Mayor Bloomberg has chosen to do? Either way, we have to create messages that engage the consumer and motivate behavior change.

By 2015, one in three Americans is expected to be living with diabetes. If you live in the New York City area and want to learn more about diabetes, go to http://www.friedmandiabetesinstitute.com/.

Sources:

http://www.nytimes.com/2012/02/06/nyregion/some-say-new-york-city-health-ads-should-inspire-not-scare.html?ref=health

http://www.nytimes.com/2012/01/25/nyregion/in-health-dept-ad-photoshop-not-diabetes-took-leg.html]

Don't forget about Gen X when you're planning your next hospital marketing campaign.

What about the Xers? So much of the healthcare marketing we see now is geared towards the Boomers. Boomer this, Boomer that—Boomers even have their own health conditions named for them, like “Boomeritis.”  How old do the members of the Breakfast Club have to be before they become a target audience for your hospital service lines?

Here’s a tip if you are going to start messaging to Generation X, leave the Boomer-speak at the door, a whole other language is required. And those services you were hoping the Boomers would use? Guess what? Xers are already using them.

According to research conducted by Thomson Reuters Healthcare, Generation X is the “Educate Me” generation. While other generations seek engagement or connection, the Xer wants to be sure you know what you are talking about.  Here are some highlights from their study:

• An interest in being engaged and educated characterizes Generation X.

• Relatively healthy as compared to older generations, they are notably curious and actively seek information.

• They assume physicians and staff are knowledgeable and have a strong interest in amenities.

• Consumers in this generation are more likely to switch physicians and hospitals based on their most recent experience, rather than their overall past experience.

• This group has more in common with the Millennial adults than with the Boomers.

• When Generation X thinks about medical professionals, their definition is broad and includes nurse practitioners, physician assistants, insurance companies, and pharmacies.

Generation X comprised the highest volume of callers to hospital call centers. Although they initially seek information online, they follow-up with call centers to determine expertise and seek additional information. Consider your services. What are you offering that speak to this generation?

With such massive price tags, these commercials better deliver.

On February 5 NBC will broadcast the epic rematch between the Giants and Patriots. But maybe your team didn’t make it to the big game. Will you still watch Super Bowl XLVI? Of course you will. You’ll watch for the same reason about 54% of viewers do — the commercials.

On one night each year the titans of marketing and advertising attempt to wow us with about 50 minutes of the most expensive commercials on television. NBC has sold out all commercial airtime for the big game, reporting that the average cost this year for a 30-second spot is $3.5 million, with some time slots costing as much as $4 million. That’s a 16 to 25% hike from the $3 million average cost last year. With such massive price tags, these commercials better deliver.

Companies know that a Super Bowl spot can make you or break you. In 2005, Go Daddy’s provocative spoof of the Janet Jackson wardrobe malfunction launched the fledgling company from single digits to nearly 50% share of the domain-name registry market, once again proving that you rarely go wrong throwing a bunch of hot, half-naked women at the screen. Go Daddy reportedly saw a 136% boost in site traffic, and went on to become the largest web hosting firm in the world.

But simply spending millions on a commercial doesn’t guarantee success. Groupon caught flak after last year’s Super Bowl commercial, with its seemingly disrespectful take on the unrest in Tibet. CEO Andrew Mason began Groupon as a way to raise money for various philanthropic organizations. Groupon eventually changed its focus to saving consumers money and grew into the $1.35 billion company it is today. Capitalistic sellout? Sure — but the company does retain a philanthropic side. In the 2011 commercial Groupon attempted to poke fun at itself, but instead presented a confusing message and offended millions of potential consumers.

Groupon will recover from last year’s blunder but other companies have not been so lucky. One of the Super Bowl’s worst-received commercials of all time was Just For Feet’s “Kenya Mission” commercial — which, let’s face it, was a bit racist — during Super Bowl XXXIII in 1999. Just For Feet sued its advertising agency, Saatchi and Saatchi, saying it had relied on the agency’s expertise against its judgment. The suit was later dropped, and Just For Feet filed for bankruptcy. Now it’s Just Forgotten.

Some companies spend a surprising percentage of their entire annual marketing budget on a 30-second Super Bowl spot. With that kind of money on the line, they have to get it right. This year NBC has raised the stakes through the roof with prices for precious airtime at an all-time high. So, even though I’d be happy to see the Giants and the Patriots fall flat, I’ll tune in like the rest of America to see what can go memorably right — or painfully wrong — with a little creativity, a bit of daring and millions of dollars.

The physician shortage continues, and 2012 will be even more competitive.

2011 saw increased demand for a limited supply of physicians in hospitals and primary care practices. 2012 will be even more competitive. Here are the top four issues we predict will have the greatest impact on recruiting success:

4. We’ll recruit through mobile devices.

Doctors are on the go and using smart phones more than ever. Emails and direct mail campaigns can’t keep pace. Extend your reach with instantly accessible messages — make sure they’re easy to look at and easy to read!

3. Employer branding will be huge.

The physician shortage is worsening. Doctors want to know who you are, what you offer, and why the environment and culture you offer should matter to them. It’s not enough to state that a position is available — you need to tell the prospect what’s unique about your organization and how it matches his or her needs.

2. The big guys will enter the fight!

We knew it was coming: The big healthcare systems that used to recruit through their “old boy networks” now have to advertise their opportunities. And they have deep pockets. That’s why it’s critical for you to communicate why a candidate should choose your institution over the competition.

1. As the economy recovers, retention rates will take a hit.

Doctors stay put in a tight economy. But as the employment market heats up, more physicians are willing to take that leap of faith to something better. Make sure your institution’s physicians feel valued for their loyalty. Keep them engaged or you could be in for a staffing challenge.

The problem isn't "too many clicks" — it's "too many wrong clicks".

On the cartoon show The Jetsons, Jane Jetson is a full-time housewife (although the show was set in the future, it was written in the ’60s). She would push a button, and a robot vacuum cleaner would pop out to clean the rug or mechanical arms would place a fully cooked meal onto the table. That is until, in one episode, she gets “buttonitis” — stress from pushing too many buttons. Ridiculous — or is it?

Why does Amazon.com have “one-click” shopping? Because they know that every click needed is one more chance for a consumer not to make the purchase. I almost always use specialized apps on my smart phone instead of going to the full website on the browser. Why? Because it saves me a click or two. In fact, with my phone’s new notification feature, I can get the weather, sports scores and emails with one swipe. I can’t be bothered with an extra click or two!

Which brings us to the Three Clicks Rule, a longstanding and often unquestioned website design rule that says users become frustrated and often leave a site if they can’t find their content in three clicks. But now there are usability tests that show this isn’t true. In fact, there was little difference in user satisfaction or retention between three clicks and 12 clicks. So, does the number of clicks matter or not? When we delve deeper into the data, it becomes clear that it’s the quality of clicks that affects user satisfaction the most. The frustration comes from clicks that lead to wrong paths or dead ends. This often gets translated as “too many clicks” when, in reality, it’s “too many wrong clicks.”

As website designers and marketers, we drive consumers on a path to a specific action. Success comes when the path is short, clearly defined and free from obstacles. That’s why we rarely direct consumers to a website’s homepage anymore. There are usually too many choices, too many opportunities for confusion and too many potentially wrong paths. More often, we recommend creating landing pages, microsites or mobile apps for each marketing campaign. Unique URLs enable us to track the success and ROI of the individual campaigns. And users instantly get exactly what they are looking for, which leads to higher user satisfaction and extraordinary success rates.

Like most so-called “laws” of marketing and design, the Three Clicks Rule just doesn’t work, yet is invaluable in its intent. Its worth lives on and will only become more important in this smart phone and tablet era, where instant online gratification is demanded. Besides, who needs a bad case of “buttonitis?”

My word is invalid?!

Like Alec Baldwin, I’m addicted to Words with Friends. I can’t help myself. When I see a row of jumbled letters I get a rush of excitement and a compulsion to create the best words I can out of those letters. I’ll challenge people on Facebook that I don’t normally talk to just so I can feed my craving with minimal waiting between plays. In fact, I have a game going on right now against my favorite cousin, who lives in Brazil.

As I look at the letters I was dealt, I beam. Instantly, I see the perfect seven-letter word — one that will use all of my tiles in a single turn. The bonus points will be phenomenal. And the extra points I’ll get by placing this word alongside another word, thus creating two words at once? Well, that’s just the icing on the cake.

I wait patiently for hours for my cousin to take her turn already and give me my opportunity to shine. Finally, it’s my turn to play. I take a minute to rearrange the tiles so they once again spell my word worthy of a screenshot posted on my wall. I carefully place each tile on the board. I get butterflies as my cursor hovers over the play button.

Then my butterflies turn into bats.

My word is invalid! I type the word in a Word document and affirm that I have the correct spelling. So I turn to Wikipedia, where my confusion turns into incredulity.

You know that round plastic disc you throw around in the park? Your dog catches it in his teeth. You accidentally hit unsuspecting picnickers and sunbathers with it. A Frisbee®. Yeah. Turns out the word “Frisbee” is a registered trademark, owned by the Wham-O toy company. Add another word to the pile of brand names that have become more or less generic, like iPod®, Q-tips®, Kleenex® and — my personal favorite — Velcro®. That last one I found out about when watching “Penn and Teller Tell a Lie” on the Discovery Channel and I couldn’t understand why they kept saying “hook and loop fastener.”

Back to my game: I played the word “BRIEFS” instead, for 4+1+1+1+4+1 with a DL on the “F” for 8 and a DW, plus 7 points for “YOUR,” the other word I simultaneously created, for a grand total of 46 points. Not bad. How about it, Baldwin? Up for a game?

Engage visitors in relevant conversation to bolster existing client relationships.

The top 35 banks on Facebook reach a mere 0.6% of their base, according to a study by Retail Bank International. “If you exclude the three top-performing banks, the average drops to one in every 525 customers – only 0.2% of their base.”

The numbers point to three interesting challenges financial institutions face in crafting their social media outreach. First, not everyone who “likes” your page is or will become a customer. Second, measuring your outreach effort is more complex than counting friends. Third, lenders are missing countless opportunities to engage valued audiences.

For now, “likes” are the currency many organizations and their marketing arms use to measure their Facebook success. The numbers, however, have little correlation to real business objectives. They don’t tell you what, if anything, visitors did with the information they received on your page.

Many organizations cannot quantify their results because they launched their pages without having measurable business or communication objectives in mind. For example, how will the page reduce customer support calls, bolster business leads, increase queries about new accounts, etc.?

If banks want to use Facebook and other social media tools to attract prospects and bolster existing client relationships they must engage visitors in relevant conversation. Instead of focusing their posts solely on services, accomplishments and financial performance, they should customize messages that speak to the needs of small-business owners, minorities, the unbanked and other key audiences.

By developing a strategic, measurable social media campaign, banks can better position themselves to become business partners rather than mere service agents.

Personalize your pitches, and give journalists what they need.

At the 2011 PRSSA National Conference in October, 1,200 students came together in Orlando, Florida, for a weekend full of learning about public relations, professionalism, social media, creative design and much more. In the midst of all of our sessions and events, one topic stood out above the rest — and no, it wasn’t about how to tweet or develop a Facebook strategy. It was about good ol’ fashioned media relations.

That’s right — journalists still exist (and matter) in our digital, social media–obsessed world. And public relations professionals still need to create strong, lasting relationships with them. Facebook may not be around forever (cue that fuzzy MySpace memory), but journalists and the media likely will be, so it’s time to polish up those media relations skills.

Above all, avoid that dreaded “Dear editor, please consider covering this unique story.” You may as well be typing “Dear blank, please blank,” because that’s all the journalist is really going to see — a generic, bland, I’m-going-to-hit-delete-right-away pitch. Personalize those pitches! Address your story to a specific person who covers the topic, individual or product you’re pitching.

After you send out a perfectly crafted, personalized pitch, make it easy for the recipient to follow through with your story. Are you giving your reporter every single piece of information he or she could possibly need? Send them links, bios, possible speaking points, photo opportunities, related videos, etc. Be available at all times to answer questions. (You know your iPhone’s your lifeline anyway, so halt your game of Angry Birds and answer your reporter’s questions instead.)

Finally, know that you’re not the only one who needs technology and digital media to do your job — journalists have replaced their spiral reporter’s notebooks with new technologies as well. If you’re having any type of press conference or speech, have a mult box ready. If you’re sending a reporter a photo, be sure it’s a high-resolution image in a format they can actually use. If a reporter finds your organization via Twitter and sends you a tweet or DM, answer his or her inquiry promptly.

So, take a few minutes to review Media Relations 101. Personalize your pitches, give journalists what they need and be familiar with the technologies they use. Because after all, you don’t want to log onto dearblankpleaseblank.com only to read, “Dear Persistent PR Pro, Please stop sending your pitches to me. I’m a sports reporter, and you keep asking me to profile your ‘one-of-a-kind’ hair product. I cover the NFL lockout, not products that create ‘luscious locks.’ Sincerely, Annoyed Sports Reporter.”

Differentiate, brand, and build trust were some key takeaways from the PRSSA National Conference.

Picture this. You’re standing in a room with a thousand aspiring young public relations professionals. On your left, there are students eagerly tweeting away. On your right, there are students impatiently waiting to hear from the keynote speaker of the day. You move from room to room to hear more amazing speakers educate you on any type of PR — nonprofit, agency, healthcare, global, etc. Top that off with some sessions on media training, social media and crisis communications, and you are officially in PR heaven.

This is just a glimpse of the atmosphere and events at the PRSSA National Conference held in October. I was honored with the opportunity to attend National Conference and gain a great amount of insight into the public relations industry. I was surrounded by amazing talent, enthusiasm and knowledge.

Although my notepad contains 12-plus pages of notes, here are my top three takeaways as an optimistic PR professional:

Differentiate yourself. Everyone is looking for something different, and the better you understand this, the more successful you will be. Set yourself apart as a job applicant and show an employer what makes you unique.

Understand your “brand,” then let passion rule. People can truly tell when you are committed to your organization. It is critical that you work in an industry that you can full-heartedly invest yourself in. Love and be passionate about what you do!

Be a “champion of trust.” Public relations is not just about making a sale; rather it is about building trust. Build trust with everyone around you, whether it is your coworkers or your key public. It all starts and ends with trust.

I’m looking forward to applying these tips in my own professional career! What are your best tips and tricks of the trade?

"Perception is Reality" was this year's theme for the PRSSA National Conference.

You know that “aha!” moment? You’re brushing your teeth when a great new pitch idea suddenly pops into your brain, or luxuriating in a bubble bath when the perfect event is fully realized in your mind. Imagine how it would feel if these sparks of genius lasted two hours: complete euphoria. Mind-blowing. Life-changing. Welcome to the PRSSA National Conference 2011.

While attending a session exploring Healthcare PR, I felt worlds collide and sync up. Inundated with public relations tips, skills, facts and action plans, I had not felt a strong connection with any specific area of expertise. Then one little quote changed my whole outlook. Kathy Lewton, APR, of Lewton, Seekins & Trester, succinctly stated, “You must be able to read, comprehend and translate.” I instantly knew I had found my calling.

As an avid learner and unabashed communication geek, I had been considering graduate school directly after graduating. My plans took a 180-degree turn. Everything I love about academia ­— researching, interpreting articles and studies, and rewriting the core concepts in my own words — goes hand in hand with the everyday responsibilities of healthcare PR professionals. Healthcare is also the perfect fix for my craving to directly help people. Whether I land a position at a hospital or at a nonprofit promoting cancer awareness, making a difference in someone’s life will put a smile on my face every day.

As if that life-changing realization weren’t enough, after it happened I was given the opportunity to speed-network with professionals who were attending the PRSSA Conference right down the road. I was already elated, and then my whole world brightened again when I met Gary McCormick, Director of Partnership Development for HGTV. I shared my “aha” experience with Gary, and he immediately offered the names of three healthcare PR giants that he could help me contact. I offered him my business card, and I was shocked when he turned it down! He said he never accepts business cards because it’s too impersonal; we work in a world of personal relationships, and handing out his email address directly starts the relationship off in a more personal manner. Not only had I just found out what type of work I was destined for, I realized what an amazing group of people make up the PR profession.

As an aspiring PR professional, I am constantly dazzled and amazed by the kindness and willingness I have encountered with PR professionals. I can’t wait to become part of their world!

The UD chapter of the PRSSA has come a long way in the past two years.

If you had told me a year ago that I would have been presenting at the Public Relations Student Society of America (PRSSA) National Conference, I wouldn’t have believed you. Two years ago PRSSA was not what it is today. Frankly, it was a pretty ineffective organization, filled with inactive, uncommitted members. People knew so little about it that most students probably could not have guessed what “PRSSA” even stood for.

Due to efforts spearheaded by our advisor Professor Bartoo and our president Abby Stollar, along with our hardworking e-board, the PRSSA-UD chapter now has meetings with an average of 50 people. In addition we have programs, committees, field trips and fundraising activities, all of which are well supported.

But we don’t measure success by the amount of programs we have or the number of activities we offer. Instead, we look at our members’ experiences. Since our rebranding, our members have become active and invested in our organization. We’ve even had members tell us they decided to pursue a career in public relations simply because of their experience with PRSSA!

This transformation is what led me to become one of four presenters from the University of Delaware at the 2011 PRSSA National Conference in October. At the same conference last year, I felt our chapter’s accomplishments were inadequate compared to those of other chapters. However, this year, we inspired many other chapters with our programs, promotions and other original ideas. Many people came up to us after the presentation to ask us how we accomplished what we did.

In addition to the honor of presenting on a national stage, we were recognized for our work by UDaily and our Communications Department blog. I could not be more proud of what our chapter has accomplished, and I am proud to say that I helped the chapter become what it is today. As a senior, I cannot wait to come back to visit and see our chapter’s new accomplishments as we grow in number and strength.

Ah, the good ol' days

First things first: I have a bit of a Peter Pan complex. I am 25 years old, yet I still cling to the memories of my college career, insisting that I am not old enough to be a post-college grownup. Truth is I am. I work a 9-to-5 and the rowdiest I get Monday through Friday involves a glass of wine, an episode of Dexter and a hard 10 p.m. shuteye. But as the relentless ticking of the clock pushes me towards middle age, I yearn for the sleepless nights academia once brought me. So naturally, when a group of Public Relations Student Society of America (PRSSA) students at the University of Delaware asked me to get involved in their chapter by speaking at an event, I had to say yes. Of course I wanted to go back to my alma mater to relive my adventures in those hallowed blue and gold halls and hear stories of these crazy college kids.

What I found when I arrived was not what I expected. Those crazy college kids were dressed professionally, handing me resumes with lists of internships and experiences that most people my age have yet to compile. They looked to me for inspiration — me, the crazy college girl who once tore through these hallways and caused a ruckus or two on this campus. Instead, they inspired me.

College students have evolved. No longer can they afford the hard-partying nights; now they must endure hardworking nights to ensure they’ll stand out to potential employers. I don’t have to tell you how the economy has shaped the future of these kids. But I will say that in the few short years since my departure from UD, these students have had to grow up a lot quicker and work a lot harder to obtain a job than I did.

These students taught me that marketing doesn’t begin with the products and services that you promote — it starts with you. The PRSSA students have created brands for their names, imprinting their trademark on each and every person they encounter during their transformation from UD college student to postgrad professional. This is a lesson for everyone, marketing expert or not: The image you create for yourself is vital to the role you want to take in life, so make sure it is true to you.

It occurred to me that these students might have some more valuable lessons to share. So AB&C sent four of them to the PRSSA convention in Florida. After hearing about their experiences I decided to give them a voice on our blog. Over the course of the next week we will be posting their blogs to give you a little insight into their PR world. I hope you are as inspired by these young professionals as I was.

To the college kids reading this, you are an inspiration to me, but don’t forget to have a little fun now and then. Hit up a frat party or cruise Main Street one last time before you graduate. And please — take me with you.

In a world of 24-hour information, quality PR work is crucial.

When the Baltimore Colts moved out of town under the cover of darkness in 1984, the team pretty much cemented its place in the Bad PR Moves Hall of Fame. But last week, Bally Total Fitness took a page out of the Colts’ playbook anyway, completing a sale of 171 of its clubs to competitor LA Fitness — without telling its members. Other than a vague, one-paragraph statement on both companies’ websites, and two days’ notice of an early closing on November 30, gym members were given no information about the sale, or what it would mean for them.

This communication blackout triggered an escalating PR nightmare. At my local former-Bally-now-LA Fitness, members arrive with no idea that club ownership has changed, and are surprised to find they must now wait in long lines to receive new membership cards and sign new paperwork. Familiar staff members are gone. Bally’s Facebook page features stories about memberships suddenly canceled, gyms abruptly closed and fees arbitrarily charged. All the while, Bally and LA Fitness remain silent.

In an earlier blog post on crisis communications, AB&C’s director of public relations John Orr stressed the importance of maintaining a constant flow of open, honest interaction. Surely a corporate takeover should have prompted both companies’ PR teams to go into overdrive, executing a carefully planned crisis communications plan. But outside of a short email from Bally to its members stating they should notice no changes, there have been no press releases, no staff on hand at clubs to answer questions, not even a single Facebook post. In a world of 24-hour information, it’s both surprising and disheartening to see two large corporations dismiss the opportunity for some quality PR work.

As PR professionals, we would love all our stories to be good news. Of course, that’s not always the case. That’s why it’s so important to be in front of the story and tell your side before someone else does. In this case, there may have been some good stories to tell in the takeover. For example, perhaps the gyms that are closing will be remodeled. Maybe LA Fitness plans to purchase new equipment or add new classes. On the other hand, maybe those gyms will close permanently or membership fees will skyrocket. Like every other customer, I can only guess. When you leave your PR to guesswork, it’s hardly ever positive and almost never accurate. And that’s not good.

Paul Pomeroy weighs in on a couple of car ads.

As a guy who works in advertising I often get asked by family, friends, acquaintances and perfect strangers to offer my opinion on current ads in the marketplace. I find this funny because, unlike most people, when I meet doctors, lawyers and auto mechanics, I don’t find a way to wedge questions related to lumps on my back, clauses in my will or an incessant knocking noise coming from under the hood of my car into the course of casual conversation. But whatever. Most advertising people are raving narcissistic know-it-alls who are more than happy to share their opinions on just about anything — especially good ads vs. sucky ads.

OK, that really just describes me. And that brings me to the point of this post.

Good ads can’t be everything to all people. Nor should they be. When digesting marketing material, we make constant use of our eyelids and earlids; we focus like a laser on material that is relevant to us and filter out everything else. Ever notice how when you’re looking for a car all you see or hear are car ads? But when you’re not — white noise.

Therein lies the value — and the importance — of knowing your target market and effectively positioning your value proposition in a smart, concise and memorable way.

So what’s a good example of this? Let’s stick with cars. You may remember the most recent (and final) Mercury car campaign built on the theme line: “You gotta put Mercury on your list.”

You gotta put Mercury on your list? That’s like a high school junior (let’s call him Paul P.) going up to a senior girl and saying, “Hey, when you’re thinking about guys that you’d like to spend some time with over the weekend, I hope you’ll consider giving me a call.” Two words: dead end. I know.

So with apologies to the delightful Jill Wagner — who did all she could to salvage that campaign — a weak value proposition, bad execution and fuzzy definition of the target audience sank this campaign. Sucky ad.

And in case you haven’t noticed, Mercury cars are no longer being manufactured.

Now let’s look at an example of an effective ad populating the auto space:

To be clear, if you’re an urban hipster or a midlife crisis baby boomer looking for a car, this ad wasn’t intended for you. If, however, you’ve recently been to a grade school open house, signed someone up for karate lessons or loaded your DVR with reruns of the Wizards of Waverly Place, you may be a little choked up right now. Good ad.

Have an ad you’re wondering about? Contact AB&C and maybe I’ll check it out and offer an opinion. Who am I kidding? I’ll definitely offer an opinion.

Disclaimer: The opinions in this post are solely those of the author and not of any of his co-workers or other industry colleagues who may cringe while reading this post. Please be sure to formulate your own opinion on all products and product advertising featured here — which is, of course, the entire point of advertising in the first place.

There are huge advantages to using a CMS, but some of these features also bring disadvantages.

As a Technical Director at AB&C, I'm mainly involved in the technical production for our web projects — from landing pages for specific campaigns to websites for hospital systems. For the last few years, we’ve been doing much of this production in a content management system (CMS), a web-based application that enables us to give our clients design templates that they can fill in with text and pictures.

There are huge advantages to using a CMS, such as out-of-the-box features like page/document management, search indexing, etc. But these features also bring downsides into play:

1.    Designing and building a site in a CMS requires a lot of overhead, which we accept because of the benefits down the line. For example, a CMS makes adding new pages easier and faster.

2.    While a CMS makes it easy to do things like add pages and edit text, it can make it difficult to modify designs or change how the site functions.

3.    Many of our clients aren’t comfortable editing their sites and either ask us to help or turn the whole thing back over to us. When we end up making the updates, we find ourselves wishing the CMS wasn’t there so we could just “make the changes directly” instead of spending time getting the CMS to do what we want.

4.    Pages created within a CMS using basic text and pictures tend to be boring and poorly formatted when viewed on a mobile device.

For large sites that are content-heavy and require multiple users to make changes, a CMS is a necessity and the costs are worth it. For sites that don’t have those requirements, a CMS can be a burden.

Performance

Due to the nature of the CMS, it can be difficult or impossible to do certain optimizations that affect the speed of the website.

Speed is important because search engines like Google ranks fast sites over slow sites. Google is all about making the web faster (the faster you browse, the more searching you’ll do; the more searching you do, the more ads they can sell — have you ever wondered why Google has its own browser?). So if all other factors were equal between website A and website B, the faster of the two is likely to receive a higher Page Rank. Website speed also affects consumer behavior. Even a slightly slower site can result in fewer conversions and higher abandon rates.

It also turns out that much of the real and perceived speed of a website doesn’t have to do with how fast the Internet connection or the servers are, which version of the latest browser you’re using, or even how fast your CMS is, but with how the web pages themselves are constructed.

There are some trivial and not-so-trivial techniques that ensure web pages load as quickly as possible, and working around a CMS can put some of these out of reach.

So what?

Because of the four downsides mentioned above as well as the performance aspect, we’ve been choosing more frequently not to use a CMS. It’s often overkill for the website at hand, and without it we can make changes to the site more quickly and further optimize some of the technical components that help pages load faster. We can respond more quickly to change requests from our clients, it’s faster to make basic edits to the text, and the faster page load speed is appreciated by visitors and search engines alike.

An example

We recently built a website for an international commercial truck manufacturer. It seemed like a good candidate for a CMS: it is mostly a set of pages, it needed to be available in multiple languages and it had regularly changing content (press releases).

We chose to build the site without a CMS and bolt in basic CMS-like functionality for some key areas like press releases. The end product was a hybrid: content editors can manage press releases and dealer information, but the landing pages and other marketing content stays with the designers.

We addressed the four downsides:

1.    Overhead and costs are lower.

2.    It’s easy to adjust designs and functionality.

3.    Content can be changed quickly.

4.    Content is presented in more compelling way across all devices.

And the site is super-quick with sub-second page loads, pages and content optimized for search engines and every other trick we could find to make the site as fast as possible.

What does this mean for you?

For your next web project or website update, consider whether or not you really need a CMS. Maybe you should let your web/marketing team or agency handle that for you. I know — it’s tough to let go of that control. But the solution will probably be more portable and easier to change, the costs will likely be the same (or lower), and your website will be faster and present its content in a more compelling way. Most important, you’ll be able to focus less on making edits and more on your core business.

Many crisis situations entail change, surprise or the unexpected.

“In many ways, individuals and institutions get measured by their capacity to deal with change, surprise and the unexpected.” — Bob Woodward

Many crisis situations entail change, surprise or the unexpected. How do we as public relations professionals respond effectively? How do we blend the proper doses of textbook theory, gut instinct and level-headed judgment?

Over the course of my career I have dealt with a variety of “urgent” situations: product liability, white-collar crime, race and sex discrimination, life-threatening negligence by healthcare providers, environmental issues, and corporate downsizing, to name a few.

In determining a tactical approach with the media, there are certain classic principles to follow in most occasions:

• Be honest
• Never say “no comment”
• Designate a single spokesperson
• Provide a constant flow of information
• Be accessible

I know what you’re thinking — that all sounds too easy. How does it really play out? Here’s a real-world example. One major caveat: This incident took place in an analog word without cell phones, e-mail, Twitter or Facebook but nonetheless the basic principles hold true.

Johnson Matthey, a UK company, is the world’s largest precious metals refiner. A number of years ago, my former agency represented their catalytic systems division based in Devon, PA, which was the leading supplier of catalytic converters to the auto industry in the United States.

One Monday morning I received a call from the Communications Director who filled me in on what had transpired the preceding Saturday night. The company had suffered a horrific explosion and fire in a large warehouse in Seabrook, NH. The fire was brought under control in about six hours, but a huge plume of acrid white smoke had been created. The warehouse was leveled. Three thousand chemical compounds — from aluminum to zinc — had been stored in this facility for packaging and distribution to various companies and universities for research and development purposes. The first of seven news crews (from WBZ-Boston) arrived on the scene around midnight.

An evacuation was ordered for all residents within a one-mile radius. That area included a large trailer park. Also nearby was the Seabrook Nuclear Power plant and that was cause for some concern. Bottom line — they were not only dealing with a very nervous community, but potential air and water pollution and allegations of arson by a Johnson Matthey employee. It all added up to what the New Hampshire State Fire Marshall characterized as the “worst hazardous material incident in the state to date.”

So how did we handle the crisis situation? We immediately sent a team for on-site handling. We brought in environmental experts from the Environmental Protection Agency to assess and mitigate the impact of the explosion. We helped set up a healthcare clinic to minister to the needs of affected residents. Moreover, we organized daily press briefings and two large town meetings with on-site media training for the Johnson Matthey spokesperson who was experiencing her first crisis situation.

With regard to the town meetings, we had one that Monday night to communicate the company’s response, a timetable of the cleanup procedure and an investigation into the cause. A second town meeting was held about two weeks after the incident to announce soil and water test results by the EPA and to answer questions from the town residents and media. As it turned out, no significant ground or water contamination was found.

Press coverage of the event and local resident attitudes toward Johnson Matthey turned around 180 degrees over a three-week period — from suspicion and anger to understanding and trust. Plant safety records were fully divulged; the company became extremely active in the community and demonstrated good citizenship with its neighbors.

We were honest. We were accessible. We answered questions. We designated and trained a single spokesperson and we provided a constant flow of communication. With the agency’s proactive efforts PR efforts and Johnson Matthey’s acceptance of responsibility, a highly volatile situation was turned into a positive story for our client.

(Adapted from a lecture presented by John Orr to a graduate class in Advanced PR Management at the University of Delaware.)

One of the FDA-approved graphic warning labels

Full disclosure: I have worked on Tobacco Prevention and Control social marketing campaigns for more than 10 years. As you may have heard, beginning September 2012 the FDA will require cigarette companies to place very large and graphic warning labels on the packaging of their cigarette products. The nine labels can be viewed here: http://www.fda.gov/TobaccoProducts/Labeling/CigaretteWarningLabels/default.htm.
These labels will have to cover the top half of the cigarette box and 20% of any tobacco advertisement.

Imagine art directors having to work around these horrific images. Fortunately that’s not my challenge. Working with Delaware’s Tobacco Prevention and Control Program, our marketing challenge is to persuade residents not to start smoking or to try to quit if they do smoke. These labels will help immensely, just as the indoor smoking bans did years ago.

These labels will also upset a lot of people, particularly smokers or anyone who feels the government is going too far. But as far as I know, cigarettes are the only products that, when used as directed, will kill you, yet haven’t been recalled. Think about Toyota’s brake problems a few years ago or even asbestos.

Along with the labels, the FDA also requires the inclusion of an (often-overlooked) phone number for a free smoking cessation line. This will be a data-rich social marketing experiment on a grand level. Here’s hoping these labels will do their job and reduce smoking rates in the United States.

What are you known for?

You get on an elevator, and the chirpy woman with the same show badge asks, “So, what do you do?”

Concentrating on nothing in particular on the way down to the convention hall was the game plan, but you answer, “I’m president of a bank.” “Wow,” Chirpy says. “What bank? That one they were occupying the other day? The one with the flag in its name?” After imagining that Brian Moynihan just flinched in pain as another pin was stuck in his likeness, you answer, “No, not a big bank.”

“Oh,” Chirpy says, clearly deflated that she isn’t in fast company. But, still full of pluck, and remembering what they said at Dale Carnegie about the importance of networking, she presses for details. “What’s your bank’s name? Where is it located? How big is it? How many branches does it have? You breeze through the answers as the floors chime by, and then Chirpy says, “That’s cool. But what are you known for?” The doors glide open at the ground floor and Chirpy scampers off as you step out, and it hits you:  What are we known for?

Virtually every bank today is like every other. Banking is a commodity business. If you can’t answer Chirpy’s question with anything other than your own tagline, you have work to do. Until you can say you are a bank that has the fastest loan approvals or the lowest rates (and back it up) or the exclusive bank of whatever, you are just like everyone else, reduced to being remembered by Chirpy for your PR issues or a graphic in your logo. Get help from a good branding agency.

It can be scary to bust some new moves.

In all communications with consumers, whether it’s online, in print or over the airwaves, it’s easy to forget that we’re just talking to people. Usually that’s because there’s a laundry list of information that “needs” to go into each ad. In fact, in healthcare advertising there’s a well-known dance:

Step 1: Mention skilled doctors, latest technology and dedicated staff.

Step 2: Throw in a patient testimonial.

Step 3: Always tell people about your awards (even if they have no idea what you’re talking about).

Step 4: Grab a partner (preferably a celebrity).

That’s why so many hospital communications are eligible for the Hall of Same. And it’s a real shame because hospitals are so much more than this set list—and with some creativity and courage, communications could be very different.

It can be scary to bust some new moves. It feels safe to repeat the tried and tested sequences. Just keep in mind that this isn’t how you talk to people. You don’t go around having the same conversations you’ve had for the last ten years, listing the same points (well, at least we hope you don’t). That’s when people start to ignore you.

There might be one thing worse than repetition when you’re talking to people. And that’s telling people what to do. It’s easy to fall into that trap when you’re writing a healthcare ad (“Go get a mammogram now!” “Get tested for prostate cancer stat!). Let’s be honest, no one likes being told what to do, not in person and not in print. When a hospital cares about its patients and wants to be successful, it just needs to find its voice and starting talking, not telling.

A lot of voices sound the same out there. If you covered up the logo on a print ad or TV commercial, could you tell which hospital was being advertised? Probably not. That’s why it’s so important to think about who you are and what your voice is. Finding your individual voice and not being afraid to show some personality is key. Every communication is a hospital’s chance to let people know who they are beyond a list of services, patients and beds.

The hospitals and agencies that are brave enough to break the age-old dance routine are the ones that will be up on the dance floor for years to come.

This blog post previously appeared in Ragan's Health Care Communication News.

Contagion billboard

This is the coolest advertising I’ve seen since the stunt for Lynx (we know it in the United States as Axe) with virtual angels falling from the sky into the London Victoria railway station. What Warner Bros. Pictures Canada did to promote its new movie “Contagion” could also be considered interactive, on a microscopic level. The movie’s premise is that there is a fast-spreading outbreak of a deadly airborne virus. Panic sets in as the fear of exposure consumes people. So what better way to promote a movie about spreading germs than to create giant petri dish billboards? The billboards were treated with live fungus and bacteria and installed in an abandoned storefront window with nothing but an “IN THEATRES SEPTEMBER 9” advisory underneath. Over the next few weeks, the contents began to grow, revealing some pretty gross-looking mold that spelled out the title of the film. This video shows the process.

Suspense that created engagement, a strong tieback to the premise of the movie and creativity make this a great execution. Let’s just hope these out-of-the-box bacteria billboards stay inside their boxes.

Sean Parker: You may have a point, but you’re also missing the point.

Just like any morning I opened my eyes to my alarm gave a quick stretch and rolled over to my smart phone to quickly enter cyberspace and start my day. Naturally, I had to check Facebook first to see what mindblowing information I had missed in the past eight hours (priorities straight). As I scrolled through my app a plethora of status updates came through bashing the book for changing its layout.

UGH! Really, Facebook? How could you do this to me? You are supposed to be there for me, you are MY minion, and you operate as I say, and by taking the time to learn of your upgrades, I will miss perfectly good stalker time. You are not the Tooth Fairy, Facebook, so don’t surprise me with some “improvements” in your layout and leave them for me under my pillow in the morning.

All right, maybe a bit of an overreaction at first, so after my first cup of coffee kicked in and the stench of bitter early morning blues wore off I had an actual realization as to why I was so disappointed in this “big” change. It was the unknown. The change hit the site’s 750+ million users with no warning and I couldn’t help but think Facebook displayed a little bit of bad PR by keeping its audience uninformed. I brushed it off. It’s going to take a lot more for me to boycott Facebook. I’ll show my anger in the best way I know how — by publishing a snarky status update and going on about my day.

It wasn’t until the afternoon, when I was on my lunch break, that I revisited my anger. Sean Parker, a founding partner of Facebook, posted on his wall, “I’m appalled that the free service that I am in no way obligated to use keeps making changes that mildly inconvenience me.” I couldn’t help but think, whoa, dude, defensive much? Comments like that don’t help you to live up to the rep of the actor who played you in “The Social Network” — Justin Timberlake is a gentleman.

Sean Parker: You may have a point, but you’re also missing the point. These users are the reason for Facebook’s billion-dollar business, so lay off the snark. You made the common mistake of not informing them of changes. The element of surprise is the reason our news feeds are clogged with hateful status updates. If you had offered tutorials and made your users aware of the changes, I guarantee the backlash would have been much less vituperative and people would have, with the help of information, been much more receptive to this change. Facebook, you are getting too comfortable with your audience. If you’re not careful, they’re gonna switch to Google+!

As for you Sean Parker, you’ll never be as cool as Justin Timberlake, so stop being an a**hole.

Zuckerberg’s going live at 1 p.m. today to announce even more changes. At least we aren’t being completely ambushed this time.

Train employees to relate easily to all generations

Generally no. But exceptional customer service can get you pretty close.

Baby boomers have the cash and need wealth management advice; families need homes or car loans and college tuition money; Gen X and the Millennials want…well, who really knows, but they own the future. You want them all, right?

If your teller lines at your branches are made up of mostly Caucasian women over 40, you are going to have a hard time winning the affection of a 23-year-old with buds in his ears who stops texting just long enough to fish his un-endorsed check and scribbled deposit slip out of his jeans. The point? Either train your customer-facing people to be able to interact comfortably with the aforementioned dude, or make sure you have someone on the teller line or at a desk who looks like he or she might even listen to the same music. Ditto for the folks who come in that grew up with Glen Miller or us boomers who spent awkward moments with our teeth in braces, twisting to Chubby Checker.

Tall order? Yeah, and it gets taller:  Regardless of how many PLUs (people like us) your patrons find as they look around the branch at your employees, make sure all of them have the training to be able to relate easily to all the generations that come through your door, no matter what music they listen to.

"The Fitchuation" T-shirt sold by Abercrombie & Fitch

Abercrombie & Fitch released a press statement two weeks ago entitled, “A Win-Win Situation,” in which they offered to pay Michael “The Situation” Sorrentino and his Jersey Shore castmates a “substantial” amount of money to stop wearing their clothes in public. A&F’s statement said, “We are deeply concerned that Mr. Sorrentino’s association with our brand could cause significant damage to our image…. We understand that the show is for entertainment purposes, but believe this association is contrary to the aspirational nature of our brand, and may be distressing to many of our fans.”

While my initial reaction was to laugh — really hard — my summer spent at AB&C has taught me that this “situation” brings up many important questions about branding, marketing and PR strategies. Companies kill to get their products on big TV shows, but what do you do when an unplanned product placement threatens to ruin your audience’s perception of your brand? For A&F, whose brand is focused on attractive young prepsters, it must’ve been painful to see their clothes on an almost-30-year-old who got famous by referring to himself as the “ultimate guido.”

This kind of national attention is like a powerful fire: amazing when contained, disastrous when out of control. A&F’s fire may be spreading toward disastrous. A&F stocks plummeted eight percent on Wednesday, the day after the press release hit the media. In addition, the Jersey Shore gang has chimed in via Twitter to offer their thoughts about the brand. While “The Situation” stayed fairly conservative in his critiques, tweeting, “Looks like Abercrombie got themselves into a Situation,” castmate Vinny Guadagnio started a “#lasttimeiworeabercrombie” hashtag that rapidly became a trending topic. A notorious example of this kind of celebrity backlash occurred when the producers of Cristal Champagne lamented its association with the “bling” lifestyle of hip-hop artists in an Economist interview. In response, the rapper Jay-Z vowed to never again drink the champagne, promote it in his songs or serve it in his nightclubs. Other artists followed in his footsteps, as did their legions of fans.

So what have we learned? Company brands aren’t like celebrities — they don’t make more money the more notorious they become. People may watch a show with a celebrity they detest but they’ll rarely buy something from a company they don’t like. “The Situation” wearing Abercrombie & Fitch’s clothes may not have been great for its brand, but the clothing company’s very public dressing down of a group of very public people was worse. Listen up, A&F: It’s not enough to have a cool brand. Ya gotta have a likable company.

Recruitment poster for the Third Delaware Regiment, 1861-1865

Put on your bonnets and boaters and hop in your buggy — Aloysius Butler & Clark is going back in time for this season’s art show! On September 8, 2011, the walls of AB&C will be adorned with fine historic reproductions from The Delaware Historical Society. These rarely seen reproductions will include maps, documents and images of the First State.

The art preview is set for September 8 from 5 to 8 p.m. and you’ll be able to browse, mingle and take a little bit of Delaware history home with you — these evocative reproductions will be available for purchase! The Delaware Historical Society will have curators on site taking you on a visual tour of our state and its history. Delicious hors d’oeuvres and beverages will be served and a jazz quartet will provide a musical backdrop for the evening.

“This is a rare opportunity to showcase our historic reproductions alongside some of our original pieces,” says MaryLynn Mack, Public Relations Coordinator at The Delaware Historical Society. “It’s amazing how well the reproductions represent the originals.”

AB&C’s semiannual art show gives the agency a chance to inspire its employees and clients by showcasing local artists. This fall’s art show pays homage to the history of our state and creates a nostalgic feel as AB&C celebrates its 40^th anniversary. To RSVP to the event, please visit www.a-b-c.com/artshow.

Like us on Facebook to get updates on the event and stay tuned to our blog, where I’ll be letting everyone know just how inspired AB&C employees were.

Can’t make it to the preview? Join the Art on the Town loop the following evening and make a stop at AB&C to see these reproductions. Visit www.wilmingtonde.gov/residents/artloop for more information.

Mason and Dixon may not be able to make it — but their maps sure will. So don’t miss out on an evening filled with Delaware pride and tradition!

Accidental tweets are easy fodder for journalists.

Have you ever posted something you regret on your Facebook or Twitter? Maybe you posted an inside joke on someone’s wall that was supposed to be for their inbox. Or you tweeted a quote after a long night out that wasn’t as funny in the morning. Or — my personal favorite — you searched for someone on your Blackberry Facebook app, without realizing you posted his or her name as your status?

These little slip-ups can usually be fixed with a quick delete — unless of course your mistake reached thousands of people under someone else’s name. Take Scott Bartosiewicz. Chrysler fired him after he tweeted on the @ChryslerAutos Twitter, “I find it ironic that Detroit is known as the #motorcity and yet no one here knows how to f***ing drive.”

Gloria Huang tweeted on @RedCross about #gettingslizzered on Dogfish Head beer. Instead of firing her, however, the Red Cross tweeted, “We’ve deleted the rogue tweet but rest assured the Red Cross is sober and we’ve confiscated the keys.”

When the Red Cross and Chrysler are allowing potentially offensive posts to instantly reach thousands of people, you have to wonder whether they’re approaching social media as cautiously as they should be. Just because a message is nonchalant doesn’t mean a company’s process for releasing it to the public should be. If employees can post something in the company’s name from their phones while they’re bored in traffic, something’s wrong. Accidental tweets are easy fodder for journalists — they’re ready-made sound bites. No difficult analysis, just a quick turnaround story that’ll make a headline writer’s day.

So, all you big companies out there — and all you smaller ones, too — it’s time to take social media seriously. Respect its power. Devise a strategy for how to use Twitter and Facebook and the rest to your advantage. Then implement a clear process for how to achieve it.

And lock up your f***ing Dogfish Head.

Ball’s in your court, Netflix.

I remember when you first came out. You sent me unlimited DVDs in the mail each month, three at a time. Then you offered cheaper plans with fewer DVDs. Then came streaming videos — for free! — to compete with Redbox, free online streaming websites like Hulu and Fancast, On Demand content that comes with cable, and other streaming video rental applications like Vudu and Blockbuster On Demand. Life was sweet.

And then you dropped the ball. You decided to separate streaming content and DVDs or Blu-rays by mail into two different plans with, oh yeah, a price hike if I want to keep both.

What are you smoking?

OK, maybe you wanna move people away from DVDs and Blu-rays by mail because there are a lot more costs associated with this service — postage, packaging, actually purchasing enough hard copies of each video to keep customers off giant waiting lists, etc. Streaming content costs next to nothing, except licensing fees, and is as convenient as it gets.

I get it.

But here’s the thing, Netflix. Your library of instantly available content sucks! What you call “new” has already been out on DVD and Blu-ray for months. Chances are, I’ve already seen it — I rented it from the Redbox at ShopRite, I forked over the five bucks to watch it on Xbox with Vudu, or I actually went to the theatre. I’m not about to pay $7.99 to stream a movie that’s weeks away from the $2 bin at Kmart.

On the other hand, I’m not shelling out $7.99 a month for one DVD at a time, either. Sure, I can get as many as I can watch in a month — providing you have the “new releases” to keep up. But unless I can watch more than eight DVDs in a month, I might as well shop at the nearest Redbox.

Netflix, Netflix, Netflix. If you want to move your customers away from DVDs and Blu-rays in the mail and into the digital age with streaming content, you gotta pump up your offering. I want new movies, and I want them now. And if you can’t give them to me, someone else will.

Someone like Blockbuster. You may be ignoring all of the hate mail on your Facebook page, Twitter, blogs and other social media outlets, but Blockbuster isn’t. Having lost many customers to Netflix once upon a time, the once mighty retail outlet chain is determined to capitalize on your blunder. It’s using its own website to convert your disgruntled customers into users of Blockbuster Total Access service. And to give this particularly vocal group of cranky customers a place to spew their venom, Blockbuster created #HelloBlockbuster. Check it out. It isn’t pretty.

But there’s a bright side, Netflix. While Blockbuster’s patting itself on the back for being all up-to-date and integrating Twitter into a customer acquisition campaign, you actually have an opportunity to regain lost ground. Blockbuster provided a forum for your customers to tell you why they’re leaving — or have already left — and what it would take to get them back. I mean, a lot of people would pay someone (like AB&C, a full-service marketing communications agency) to run a bunch of focus groups, and here’s your competitor handing you this valuable information on a silver platter!

So here’s what’s gonna happen: At the end of August, after I and the rest of the disgruntled holdouts have finished our desperate attempt to ravage our Netflix accounts before the price goes up, we will sever our relationship with you. By September 1, you’ll look at the record number of account cancellations and Blockbuster’s stellar focus group results and figure out that, yeah, you really did piss off a lot of people. You’ll try to lure us back with lower prices, better offerings, whatever. Meanwhile, the blockheads at Blockbuster, complacent in their visions of regaining market dominance, will have neglected to add anything of value to their service. They will have forgotten to persuade people not to switch back to you. I mean, let’s face it, you do offer a combination of services that I can’t get anywhere else. And in the end, while once-loyal Netflix fans will never love you the way they once did, you can triumph.

Ball’s in your court, Netflix. Now’s your chance to smack one into the bleachers before you get tackled. Or whatever. I don’t watch movies about sports.

But you know that.

Yours truly,

Kat Simon

This was not another typical internship.

Nine different brands of chips, four types of M&Ms, six different kinds of granola bars, a few bottles of wine and an unlimited supple of coffee. A college kid’s kitchen? No — the kitchen at AB&C.

The grocery bill for AB&C has to be outrageous. The kitchen is stocked with a ridiculous supply of snacks, fueling the creative and business drive of nearly 70 people who seem unable to let go of their college days. That would explain the chalkboard wall, a Rock ’Em Sock ’Em Robots game, a skateboard and overlarge magnetic letters in the second floor meeting room. It’s not the décor a new intern might expect.

They must have skipped over interns when they were drafting the Industrial Revolution reform laws. Never mind that I’ve earned a high school diploma and an international baccalaureate (don’t bother), and I’m working on a college degree. Unless I’m willing to settle for a career as a pump jockey, I have to intern. That means giving up the three months out of the year that I can either chill at home or work for some real money. And have my internships so far prepared me for “real world experience”? Sure, if all I ever hope to do is prepare spreadsheets on a computer nearly as old as me or run to a copier every five minutes.

But a glimmer of hope came in my first email from my boss at AB&C. He told me I could start my new job one of two ways: get my feet wet slowly or jump in headfirst. Apparently I was going to be jumping in headfirst.

My first day was a complete shocker. It started with a traffic meeting, where I was introduced — to the whole company. What could’ve been a total snooze turned out to be a fairly lively, laugh-filled event, with plenty of wisecracks to dispel the tedium. Then my boss said I was ready to work. I expected to be stuck with some mind-numbing tasks. But by the end of the week I was deeply involved in a project for a local pizza chain and learning about the coolest new PowerPoint technology. (Prezi. Look it up.) It’s every college kid’s dream job. It happens to be mine. No longer chained to a copier, I actually look forward to go to work. Finally, I get to use my brain. I’m getting that real-world experience that prospective employers are looking for. And so much more — I went on a photo shoot, just to observe. But when I got there I was told my modeling career was about to start. After running home to grab my glasses, I got into costume as a doctor. Now I’m going to appear in a catalogue. I really don’t think many interns can say that about their summer job. From video shoots with free pizza, to ice cream–filled meetings, to being encouraged to give my snarky opinion, this gig is fun. Go figure.

When I tell people I work at AB&C they usually say I have an amazing job. I no longer have to do busywork; I’m really a part of the team. Kinda shocking how grownup that sounds. And while all this great “real world experience” may be preparing me for a job at some other company, I don’t know how I’m gonna top four flavors of chewy bars and a box filled with Twizzlers at work daily.

Maybe they’ll let me hang around….

Part 3: The Leader of the Facebook Pack

The first three posts in my Facebook news feed this morning were:

• A video of my neighbor’s new puppy (cute!)
• A picture of the beach in Greece where my best friend is vacationing (jealous!)
• A rant on the morning commute from a high school classmate (unintentionally hilarious!)

On the surface, these posts have nothing in common. So how did Facebook decide they should be in my “top news” feed? In a word: EdgeRank.

EdgeRank is Facebook’s top-secret algorithm that determines what each user sees in his or her news feed.  Although its exact formula is unknown, EdgeRank functions much like search engine optimization for Facebook. Its goal is to show unique content to each user, based on his or her personal profile.

EdgeRank is made up of three factors:

• Affinity. Affinity examines how often a user interacts with a particular page, and how many common friends or interests exist between the user and that page. The more often you view, comment on and message a particular page, the higher your affinity score with it.
• Weight. Weight accounts for the interactions with a particular post. This includes how many comments and likes it has generated. For example, a post with 12 replies will receive a higher weight score than a post with 2 likes. In addition, video and photo posts receive more weight than text-only ones.
• Relevancy. Relevancy is the time-sensitive branch of EdgeRank. It considers how recently the item was posted, and looks for keywords such as “today,” “limited time only” or a date. It also matches keywords against interests. For example, if a post mentions gardening, and you list gardening as an interest on your Facebook profile, that post will receive a higher relevancy rating for you.

Now let’s go back to my morning’s top posts. My affinity for all three users is high — I interact with each of them on a daily basis. Two of the three people are connected with each other, as well as with me. Two of the posts contain photo and video, automatically giving them more weight. The commute post attracted scores of replies from others chiming in with their own travel horror stories. It also contained the phrase “this morning,” tipping off EdgeRank that this was a time-sensitive post, which increased its relevancy score. Suddenly, my morning news feed makes a lot more sense.

The beautiful — and frustrating — thing about EdgeRank is that it is so customized for each individual user, it can be difficult to figure out how to make your page stand out above the rest. How can you possibly be all things to all people? This is such a hot topic that the recent PR News Facebook conference for communications professionals dedicated an entire session to the “9 secret weapons” of increasing EdgeRank. They are:

1.       Ask questions — especially ones that start with who, what, when and where — to encourage fan interaction. But avoid asking “why” — fans might be put off by the need to give a long response and choose to skip the post altogether.

2.       Post games and trivia questions. Not only does this help engagement, but it sends a message that you care about what your fans have to say.

3.       Keep up the conversation. Answer questions, solve problems, acknowledge compliments. Be an active participant in your page.

4.       Incorporate “sapplets” — small social applications, such as polls and quizzes. Keep your page interesting and give fans a reason to visit.

5.       Post relevant photos. Users are more likely to view photo posts than text-only ones. Tag photos whenever possible.

6.       Relate to current events. Not only does this make fans more likely to view and interact with a post, but it also helps with the time-sensitive aspect of your relevancy score.

7.       Incorporate video — but use it sparingly. Keep it short and let viewers know up front how long it is.

8.       Post at odd times. Engagement is 20 percent higher outside of business hours.

9.       Include links — but be careful when posting shortened versions. While link-shortening services such as www.bitly.com are great for tracking results, some users think the funny-looking combinations of letters and numbers will take them to spam or a virus. Whenever possible, include both the full and shortened link so that fans have a choice.

I hope this three-part series has helped you get a clearer picture of Facebook marketing. What it all comes down to, as one conference participant said, is to be a good storyteller and always be interesting. And really, isn’t that what all good marketing is about?

Part 2: Facebook PR Strategies for a Small Budget

Kohl’s department store has more than 4.8 million Facebook “likes,” a following largely built during a 2010 campaign that let fans vote for which 20 schools should receive $500,000 each. The company gave away $10 million, but gained a groundswell of good feelings and a legion of new fans who now receive the company’s updates every day.

But take heart — you don’t need a multimillion-dollar budget to build a Facebook following. Instead, take a lesson from Kim Miller, Vice President of Consumer Marketing for Time Inc. Style & Entertainment Group. Speaking at the PR News Facebook event for public relations professionals last month, Kim discussed the simple strategy that increased People Magazine’s Facebook following from a few thousand to more than 1.2 million. The magazine offered coupons, giveaways and fabulous sweepstakes — but in the end, the most successful tactic turned out to be a simple free survey that allowed fans to vote on a Sexiest Man Alive poll.

Kim’s advice works, even if your brand name isn’t People and you don’t have beefcake pictures of actors to post on your Facebook page. The strategy: Engage your fans. It’s cost-effective (if somewhat time-consuming), but by doing so, you’ll send a message that you’re building a community — and that you value your customers’ participation in it.

Here are some easy and inexpensive do’s and don’ts that will help you get the most out of your Facebook marketing campaign:

DO

• Appreciate your fans — acknowledge them, interact with them, ask them questions and respond to theirs. Your fans love you and want to be loved in return!

• Post quality content that resonates with your fan base. If you’re not sure what your fans want to see on your Facebook page, ask them!

• Use Facebook Places. Own your space. Check that all locations are accurate. If you are a restaurant, retail outlet or other consumer destination, encourage fans to “check in” by offering a small discount or other promotion.

• Offer incentives exclusively for fans. A coupon program may be less expensive than you think.

DON’T

• Over-promote, over-commercialize or over-post. Yes, it’s great that you can pull 10 snippets of information out of one press release. But flooding your fans’ newsfeed with commercials is a sure way to get them to click the “Block” or (worse) “Unlike” button.

• Ignore your page. Too much information is bad, but so is too little. And there is nothing worse than those poor abandoned pages created on a whim that now feature only “acai berry diet” and “dude I can’t believe I just got a free iPad 2!” spammers.

• Blow off fan feedback. You never know where the next great idea will start. Starbucks routinely asks fans for advice, and has incorporated several of those ideas in-store.

Remember: Some of the best Facebook tools are free. Facebook Insights offers a wealth of information on fan demographics, most popular posts, activity spikes and so much more. Link-shortening site www.bitly.com allows you to track the popularity of links posted, and also (shhh) lets you see stats on your competitors’ links. Finally, don’t forget about your company website. Post a link to your Facebook page prominently on your home page so your fans can easily find you.

Coming up Next in Part 3 … How to climb to the top of the Facebook news feed.

Casey Anthony at trial

The verdict is in. Casey Anthony, the Florida woman who was on trial for the murder of her daughter Caylee in 2008, cries in the courtroom as the jury forewoman reads, “In the matter of first-degree murder, we the jury find the defendant not guilty.” There are more than a million onlookers on CNN.com as Anthony walks away from the death penalty and into the arms of freedom. She’s acquitted of all major charges: murder, aggravated manslaughter and aggravated child abuse. Charged with only four counts of delivering false information to law enforcement officials, Anthony is sentenced to four years in prison. But having served three years already, she won’t be doing much hard time.

What will Anthony do with all of her newfound freedom? Well, she won’t be having lunch with Nancy Grace anytime soon, but the law does allow her to capitalize on her misbehavior. According to the Son of Sam laws, which prohibit convicted criminals from profiting off the sale of their stories to publishers, Anthony can cash in on her case because the major charges were dropped. She’s been speechless from the beginning, opting out of testifying, making no comments to the media, but now that a big payoff is possible, who is going to get Casey Anthony to speak?

She should hire a publicist. If she chooses to break the silence she’s going to need someone to represent her voice just as well as Jose Baez, her lawyer, represented her right to freedom. But would you want to be Anthony’s publicist? Considering she could be offered up to a million dollars for the exclusive rights to her interview alone, and the small window of opportunity this story has, she’ll be able to cash in — and so will her publicist. In addition, there’s already buzz about the best actress to play her in a movie — Kristen Stewart is a favorite — the best title for her new book, and even Oprah descending from Olympus for a one-on-one. Cha-ching.

So why wouldn’t you take Anthony on as your newest star client? Michael Levine, a veteran Hollywood communications expert, said it best: “She could probably get a million from an outlet, but I wouldn’t recommend she do that, because she’s such an unsympathetic figure and a known liar.” Anthony’s sticky web of lies may not hold up well under the white-hot glare of media attention.

It is a publicist’s job to help decide if and when she should withstand that glare and risk exposure. For Anthony, the best decision would be to stay silent. She’s already received $200,000 from ABC for the exclusive rights to her personal images. As a publicist, my opinion is she is going to want more money and more attention — and that will mean more vulnerability. The media is going to want to know the details of Caylee’s death, details of her history with her father, details of her personal life. If the press breaks Anthony down there’s a strong possibility she could contradict everything her defense built for her, and that is bad news for a publicist.

It’s important to weigh the good and bad of your client before taking them on. Anthony could be a great payout, but also could end up costing a lot in damage control and hurt your reputation as a professional. Keep in mind that not every client is a good client and always consider your customer just as much as they consider you.

Part 1: Your Facebook cheat sheet

Facebook. One out of every 13 people on earth is on it. More than half of all social media traffic in the United States comes from it. It’s no wonder that it has become a component of every good PR strategy.

But unlike traditional media outlets, with their long histories of best practices and protocols to follow, Facebook and other social media outlets change the rules often by the day. The whole process of setting up a page, recruiting fans and interacting with them — not to mention making the whole thing valuable for the client — is new territory for many PR professionals.

To address this, PR News (an online public relations resource) recently hosted more than 300 public relations specialists for its first-ever Facebook Conference. The day-long, sold-out event brought together everyone from advertising industry thought leaders to overworked one-person communication “departments” for small businesses. All were seeking advice on the same subject. How can I build a successful Facebook page?

Sessions provided a crash course in everything from “How to Get People to ‘Like’ Your Brand” to “How to Manage Employee Facebook Activity for Optimal (and Safe) Results.” At the end of the day, 300 new Facebook experts returned home, armed with new terms such as “like-gate” (requiring users to “like” your page before viewing content) and “EdgeRank” (Facebook’s top-secret system for News Feed rankings).

Those two terms, and the following themes, repeated throughout the day’s sessions. Think of this as your Facebook cheat sheet:

Be authentic. Facebook is not the place to sell or be overly commercial. Think of it as a blind date — you want to look nice, ask questions, and show interest in what the other person is saying and doing. Brag a little, but not too much.

Resist the “me too” urge. Many companies rush to sign up for a Facebook page for the same reason: their competitors are there. A successful Facebook page launches only after the account team has thought through its objectives, strategy and measurement methods. Social media should be just one component of a comprehensive marketing plan. Remember — plan first, act second.

Social media is a team concept. The ideal Facebook team includes PR-driven content, with input from design, measurement and strategy — and an overall community manager to keep the whole thing in check. But no matter how large or small the social media team, it’s important to make sure everyone speaks with one voice so that the page stays consistent and on message.

Finally, a word about posting: The best time of day to post is before or after working hours. This ensures you will be at the top of the news feed for people logging on first thing in the morning at work, or in the evening before bedtime. There are various theories on the best day of the week to post, but the consensus seems to be Thursday.

Stay tuned for Part 2: Facebook strategies for small budgets.

The agency world

After more than a decade as a marketer for major health systems, I crossed over to the dark side: the agency world. The world where you live and die by your client’s needs and deadlines. Where you stress over timesheets and sales reports. Where you become — gasp — a “salesperson.”

It was the right move. And I didn’t become a salesperson. Instead, I’ve developed productive relationships with people who’ve become partners, not just clients. I’ve been able to step back and look at the big picture for these partners, because I’m no longer bogged down in hospital politics and appeasing physicians who clearly know more about marketing than the rest of us. I can focus on doing things I always wanted to do, but never had time for.

Most important to the agency’s clients, my understanding of healthcare and complex hospitals and health systems gives me a unique perspective. And that perspective comes in handy internally, sharing ideas and brainstorming with a creative team that thrives on innovation.

Would I tell every healthcare marketer to jump to the dark side? No! As Una Newman says in the May issue of Healthcare Marketing Report, agencies are not for the faint of heart. But if you have thick skin and are willing to use your in-hospital experience to your clients’ advantage, they’re not a bad place to be.

Can Ke$ha tone it down for the Delaware State Fair?

I think Ke$ha’s pretty hot. And if my wife were to approve of it, I’m pretty sure Ke$ha and I would make a smokin’ couple. We’re both party-hearty rockers with a penchant for strong profanity. And we both brush our teeth nightly with top-shelf spirits (make mine Tanqueray 10 over Ke$ha’s Jack Daniels preference, though). Link that up with our regular late-night booze-fests, avant garde couture and devil-may-care approach to life, and you’ve got a match made in heaven.

OK, outside of the profanity thing, Ke$ha and I have nothing in common. Most anyone who has known me from first grade on can attest to the fact that I’m hardly one to rock out even on my best day (although I do have a nice collection of Def Leppard concert T-shirts). And Ke$ha is, arguably, in a better financial position to afford the restorative dental surgery that will be required to fix her teeth after all that high-spirited alcohol gargling – especially since I’ll still be paying for the teeth I’ll be missing after my wife reads this piece. On top of that, my doctor has instructed me to limit all party-heartiness to major birthday celebrations and select holidays.

But I do know a thing or two about brands. And, to her credit, so does Ke$ha. No performer could attain the stardom she has without cultivating an identity that resonates powerfully with a large and adoring target audience.

Ke$ha’s brand relies on her the ability to be both musically and visually assaulting, and I mean that as a full-on compliment. To pull that off while, at the same time, achieving broad commercial success is impressive. You can be a hater, but you have to respect the business skills.

But a brand like that takes cultivation — and not just via the iTunes download but through the in-person, live experience in as many concert venues as humanly possible. So I was not surprised by the fact that Ke$ha would be making a live appearance in our great state. Extending her first-ever headlining tour into as many markets as possible while her star is still on the rise makes perfect career sense. And yes, that includes a stop in our fair Delaware.

Speaking of fairs, I must admit to being a bit surprised by the fact that the Delaware State Fair would be the one to play host to Ke$ha on her inaugural tour — the super-duper-titled “Get Sleazy Tour.”

The Delaware State Fair knows a bit about brands, too. From humble beginnings in 1919 as an effort to promote and encourage agriculture in and around the rural communities of Kent and Sussex counties, the Delaware State Fair has blossomed into a true Delaware institution — and a not-to-be-missed experience for individuals, families and politicians from all over the state. With average attendance exceeding 300,000 each year, and entertainment attractions and options that can match just about any other offering within a 100-mile radius, the Delaware State Fair has emerged as an iconic brand in Delaware.

If Ke$ha’s brand is built upon in-your-face-ness, the state fair’s is decidedly not. In Harrington, where traditional family values rule the day, the state fair is a summer bastion of family fun that makes a stroll down Rehoboth’s boardwalk seem downright tawdry. So while the announcement of Ke$ha’s performance took me a bit by surprise, the fair’s subsequent clarification that the anticipated tone and tenor of Ke$ha’s Delaware act (and the outright cancellation of hip hop act “Spank Rock” aka, best band name ever) would be a diluted version of her normal routine was less surprising. That’s more in keeping with the state fair’s brand identity.

But what about Ke$ha’s brand? The curious question here is if she can — or will — tone down her act to achieve the more mild rating on the Delaware State Fair object-o-meter. In a public statement, officials declared that, “The Delaware State Fair has played host to other mainstream acts where a modified PG show was performed at the request of the fair, such as Larry the Cable Guy, Jeff Dunham, Carrot Top, T-Pain, Flo Rida, Lynyrd Skynyrd and others.”

Here’s the difference: All of those people can go from PG-13 to PG without compromising their core artistic identity. Hell, some of those people might be happy enough for a gig that they’d get on stage and do a puppet show if asked. But not Ke$ha. She’s not in that boat. So what does this mean? Two totally different brand identities are about to collide. And only one will be left victorious.

I have my thoughts on how this one ends. Take this, my personal favorite set of lyrics from one of Ke$ha’s latest hit singles: “I think you’re hot/I think you’re cool/You’re the kind of guy I’d stalk in school/But now that I’m famous you’re up my anus/Now I’m gonna eat you fool.” Classic. Methinks she can’t tone down her act to PG for the Delaware State Fair anymore than Andrew Dice Clay could tone down his act for an appearance at the Delaware Children’s Theater.

What this really does is leave both Ke$ha and the state fair at brand crossroads. One brand will ultimately end up being compromised. If Ke$ha decides to water down her act, she detracts — even if for only one show — from the brand that has enabled her rise to stardom. And for a performer still on the upswing of creating a brand identity (read: not yet ready for a reinvention of her musical self) that’s a slippery slope. For the Delaware State Fair, they are counting on Ke$ha toning down her act to be consistent with their consumers’ overall expectations of the fair brand experience. If that doesn’t happen, look for some inevitable backlash from fair-goers.

If truth be told, as a guy who loves both Delaware and Ke$ha (her brand, I mean) I’ll be more disappointed in Ke$ha selling out than I would be in the Delaware State Fair taking its calculated risk in hiring her. These two brands are about to engage in a battle royale. It’s the Get Sleazy Tour vs. the 4-H brigade. Count me in… with wife and kids in tow, of course.

If you really think that Ke$ha brushes her teeth with Jack Daniels you’re probably not reading this piece right now… but it’s in her best interest—brand-wise—to have people believe, on some level, that it could possibly be true.

And stake your bet on a Ke$ha-related headline in the News Journal on July 27th. Why? Take it from another hard rockin party person. You can’t pull back on that throttle.

Planning is key to event success.

Not for jingle bells, but for events — royal weddings, grand openings, fundraisers and community fairs. Whether you’re hosting a small group of friends or the entire town, planning is key to event success.

Here are some tips to get you started:

1.      Start early. The more time you have, the better your event will come together. Book the band, caterer, VIP guests and space as soon as you have a date. Planners of annual events often start planning for next year the day after this year’s event is over.

2.      Let people know. If you are hosting a public event or an exclusive by-invitation-only event, make sure you get the word out about date and location as soon as possible. Your family’s calendars fill up fast. Editors have deadlines. Even if you haven’t worked out all the details yet, let your guests and when relevant, the media know the date and time, and that more information is to come.

3.      Have a plan B. Let’s face it — things happen. But don’t let minor setbacks stop your event. Make sure you have a backup plan. A tent, a menu fit for humidity and bugs, more than one extension cord, and a pocket camera — some basics for any event planner’s survival kit!

Events are a fabulous way to celebrate, raise awareness and funds, and build community support. Start planning your next event today!

Here are some upcoming events AB&C is involved with:

St. Anthony’s Italian Festival

http://www.stanthonysfestival.com/

Jasper Crane Rose Garden Party

http://www.friendsofwilmingtonparks.org/

Are you feeding both brains adequately?

What makes someone choose to work in life sciences marketing? Maybe it’s a case of feeding the two brains we’re blessed with — our left and right brains. Almost 30 years ago, I read Robert Ornstein’s The Psychology of Consciousness. Ever since, I’ve been fascinated by how we can approach the world on different planes, from different perspectives — due to the differences in our “two” brains. So how does this relate to life sciences marketing? With apologies to Dr. Ornstein, I will use his framework to explain our own.

First, we life sciences marketers must understand the hard facts of a given client’s science well enough to be able to explain its key benefits clearly to copywriters, art directors and digital programmers. These creative resources then bring these benefits to life in the communications we develop. This processing of scientific facts feeds our left brains (the logical, linear and literal side), while developing communications strategies and executions that work well in the marketplace feeds our right brains (the more spiritual, spatial and subtle side).

There’s more — sometimes the kick that comes from feeding both sides of the brain derives from the client’s offering. Because while the actual research being done in the life sciences is most definitely left brain, its application often falls into the realm of the more creative side of the brain. How? Well, for all of its rigorously tested origins, the practice of medicine is often as much an art as it is a science.

Watching a biotechnology offering evolve can bring this home. For example, one of our clients has a technology that’s being used in two entirely different ways. One way helps researchers find better ways to advance the development of new therapies; the other helps physicians choose the right treatment from existing therapies for their patients.

So the next time someone makes a joke about “the thing with two brains,” ask them if they work in life sciences marketing — and if they’re feeding both brains adequately.

Hoover supports the soaps.

Genius marketing or genuine sympathy? Soap operas took their name from the cleaning products being advertised during commercial breaks. So it’s only fitting that Hoover take advantage of the opportunity to engage with one of the most loyal fan bases in television.

ABC recently announced the cancellation of long-running daytime soaps, All My Children and One Life to Live due to declining ratings. Industry professionals believe these declines are a result of the increasing prevalence of social gaming (with games like FarmVille) among the target audience, women age 24-54. As soon as the announcement was made, soap fans took to Facebook and Twitter to express their disapproval and create a grassroots movement against the network. Isn’t it ironic that the social media being blamed for the decrease in soap ratings is being used by fans to protest the shows’ cancellation?

Hoover marketing executive Brian Kirkendall saw an opportunity to build brand loyalty amongst fans. He announced that Hoover would be pulling its spots from ABC as of April 22 to show its support for the soaps that were being taken off the air after more than 40 years. The day after Kirkendall’s announcement, Hoover’s Facebook “likes” spiked from 7,000 to 11,000. Two weeks later, there are more than 15,500 “likes.” Not only did its brand exposure increase as a result of this decision, but soap fans declared April 22 “buy a Hoover day.” Despite decreasing its advertising spending, Hoover was actually increasing sales! The company couldn’t have asked for better PR! Now let’s see if these efforts have an impact on other advertisers or ABC’s decision to cancel the soaps.