Entries in Management (13)

Friday
Sep142012

Take Small Steps With “Big Data”

I was incredibly fortunate to participate as a VIP blogger at the recent Smarter Commerce Global Summit 2012. The event was a virtual Who's Who of social media, business, technology, distribution and enterprise experts at the Walt Disney World Swan and Dolphin resort in Orlando Florida.

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Monday
Jun252012

Non-linear Routes of Contemporary Campaigns

WARNING! - If you don't live in the haus of marketing I'd respectfully advise you skip this post because it will bore you to tears. Ahhhh, guilt free. Remember that thing you keep talking about in meetings but you never do? No – I’m not talking about doing more cardio. Although that’s not a bad idea.

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Tuesday
Aug022011

Learning From History: 20 Years Of Mistakes 

There's no chronological order to the countless mistakes that I've made over the last twenty years, nor I'm sure the same will be said for the next twenty years. Many of you will look at this list and laugh and think "what a fool." Others of you know that this industry, having been building site since 1994, had no rules, no manuals, no "best practice," just a lot of us 'winging it' and hoping we would make something great.

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Monday
Sep132010

Surviving The Direct Hit: Losing A Big Client

All business owners go through it – a big client relationship ends. How it ends is a tale that only that particular business and scenario can tell. But a 'cash cow' leaving the field has many levels to it, much like the tale of lovers braking up. There's remorse, confusion, anger and most of the time resolution. That's all good and great on paper and makes it sound like everything will be ok in time, just ride it out all "kumbaya" and here comes the sun.

Well the truth is it's more like when the Starship Enterprise takes a direct hit:

  • Shields go down
  • Tempers go up
  • There's lots of screaming
  • The ensuing hits take out smaller clients, increasing the sense of impending doom
  • Vendor ships flee from formation, scared they're next
  • Oxygen is quickly sucked from accounts receivable
  • Everyone panics and starts to delete files
  • People run around and start stealing the lamps from the offices of the people that got sucked out into the void of unemployment
  • There's lots of people looking for retribution both from the bridge to the families of red-shirts lost
  • And in a lot of cases, the ship goes hurling down down into the gravity of the adjacent planet only to burn up, crash or (in some very rare cases) be sucked up with a tractor beam to an adjacent competitive ship
  • Executives jump into the last of the severance-filled escape pods and try to jettison to nearby agencies

Surviving this moment takes great leadership, strength, a level-head and a bit of luck. The truth is that the first rule of business is don't put all your eggs in one basket. Just like a stock portfolio, you must diversify your clients, services and strengths. If your whole business is predicated on a single relationship, you're destined to end in said fiery ball of doom. While this is not necessarily the case with your service, you CAN indeed provide one or a niche level of practice, as long as your not doing it for one client.

Young advertising agencies often fall victim to this. Young advertising agencies start up because of that one cash cow that they managed to land. The hired someone that brought the work with them, won the dream RFP or came from that client and convinced them they were the better choice. Regardless of the how, young agencies rapidly try to ramp up to appear like the next place to be. "CONSIDER US!" Just make sure that in that time, you're still doing all the things that made that cash cow want to eat from your field.

As quickly as humanly possible, you need to put efforts toward balancing client base. This can be done in a number of ways:

  • First and most importantly, you must have all clients agree to legal contracts that protect both parties
  • Construct a board of directors that are outside of your business; diversify business types within said council
  • Within these contracts, always put a minimum of 90 days to reevaluate/close a relationship (this gives you the opportunity to make things right within that time as well)
  • Always have at least two outstanding RFP's or organic growth opportunities awaiting approval at all times
  • Don't overload a business vertical with clients
  • Within a vertical, create unique teams to support the client at the highest level and should that client collapse, it would not effect all agency members
  • Often, if seeking new directives, it's best to create a joint venture (JV) or create a company within your own to support just that directive. You see this often with interactive divisions as well as software and applicational departments
  • Make sure, even on day one that you're following a business plan, staying conservative and preparing for adversity
  • While I won't get into cash reserves for your company it's safe to say you should (in a best case scenario) have a minimum of three months for all expenses, including salary in the bank

Reality Vs. Perception
Some of the toughest things to fit after taking a direct hit is the community's perception that you're going out of business. You can soften this impact, of course, by having several large clients in queue – but the likelihood of this is probably minimal. The best thing to do is to go into a conservative front-facing message of "business as usual." Dogs can smell fear, like bees and wild hobos. The last thing you want to do is show weakness by screaming that "EVERYTHING IS FINE! THERE'S NOTHING TO SEE HERE!" It's important to note that any messaging should also be vetted by legal to make sure it's not in any conflict with said departure of cash cow. God forbid you're ever in a situation where you're fighting for your legal life, the last thing you want is someone bitching up a storm about what a pain-in-the-ass that client was and here's why...

Crisis Management
You hear this term often as it pertains to theft, weather damage, internal malice and other reasons. You don't, however, hear this term used when it comes to losing a large client, which in all cases is more likely than the former mentioned items. Therefore, it's a good idea to have a "break in case of cow death" manual. Worst case scenario for client loss, if you will. The best way to go about this document is to look to your board, and there are also countless books available that cover such subject matter. This, though, should be part of your thinking even as your build your business. Also, for a digital shop, it should go without saying that all of your primary assets are digital and that you should have redundancy for your files, concrete backup rituals and offsite hosting. But like I said, that goes without saying. ;)

Transparent Theater
It's hard when you're adversely affecting in business. People get laid off, morale goes in the shitter' and the paranoid ones start their job search that afternoon. So what's the best thing to do? Tell your team everything within reason. Disclose fiscal amounts, issues, what, why, when and where you intend to cut costs and let them ask questions. If one person asks a question, you can bet half your staff wanted to. It's important to treat your staff like the adults that they are. The disruption of this kind is so impactful that if you're secretive about it, it will only serve to do you more harm than good. You'll simply be alienating your staff and creating an "us" and "them" internally, and if that's you, stop reading my blog, you're an asshole and I loath you.

Universal Cuts With Goal Oriented Deadlines
Beyond the fact that it's illegal not to, if you must cut salaries, do so across the board. Additionally, those making the most should indeed take the largest percentage loss, followed by executives, management and then staff. Also try, if you can, to set a deadline that these cuts will be lifted. This will improve morale immediately and offer an incentive to work harder towards that day. Lastly, if you're really daring, you can even go as far as to make a promise to repay that money and convey it as somewhat of a loan that everyone is offering with this sacrifice to the greater good. Taking these steps will make a great deal of difference across all personnel.

Cultural Therapy
One thing that is imperative, especially for smaller companies, is cultural therapy. Cultural therapy is the understanding that whatever shake-up that comes from losing business, albeit lay-offs, cut backs or salary cuts, these things happen. You have to be an adult, too. Culture and morale come from the combined understanding that decisions are made for the best reasons for the company. The fact that people, clients and work you care about might be gone is a hard pill to swallow. There's always a sense of dread and self-pity that comes from these moments. You'll find that you'll most likely have people leave out of (what they perceive is) personal preservation. I should know, I've been that person. You have to let them go.

On the other hand, while it's not 'business as usual,' you cannot stay in mourning any longer than you can stop work because it's raining outside. Make your staff dive deep into their work and embrace the moment openly as a tough loss.

Social Lockdown & "Rumor Cancer"
You'll never stop people from talking. Let me repeat that – you'll NEVER stop people from talking. Before janitorial hits the lights, guaranteed every other agency within your size and discipline will know that the client's gone and have heard a dozen reasons why that is the case. "Chatter" will run it's course. "Rumor" will infect morale. Rumor will spread like wildfire. Rumor will ruin reputations.

I once worked at a .COM startup in the early 2000's and my boss at the time (ex-Microsoft executive) told me "if you can talk at a level that can be overheard, then whatever you're saying need not be said." Look I don't think any kids give a shit about what I have to say so it's just us adults reading my ramblings. Therefore, I can say to you this: you know your staff, if you don't you're a bad leader and should resign. Knowing your staff, you know who (or whos) the rumor mill is. Rumor is a cancer and unfortunately when you find it you must cut it out.

Good Karma
This is simple. If there's a layoff, do whatever you can in your power (and within reason) to support and help your former staff find work. You owe it to them.

In Closing
I used to live in NYC when it was reasonably safe, before muggings were the norm. A friend of mine told me that "if you think nothings going to happen to you, not only are you wrong but you're unprepared when it does. At least if something looks like it might, you can prepare yourself and more than likely avoid it or come out alive." There's really no difference in that statement when it applies to business.

Monday
Aug092010

People In The Know: Alison "THE Media Diva" Woo

Your Company:

Alison Woo Media
New Media Mavens

Position Title:

Chief Media Maven

Define your business role:

As a new media author, digital strategist, and communication expert, I use my background in both journalism (TV, print, radio and online) and help businesses and individuals harness the power of communication. I help clients get their point across in a way that their customers understand and would welcome it.

What do you see as your responsibilities to your clients?

I have a number of them:

  1. To help them connect to their customer using authentic communication not marketing speak.
  2. To help them realize it’s not just what they say but how they act and what they do to follow up on their promise that matters.
  3. And to help them realize that what they want to say isn’t always what their customer wants or needs to hear.

Clients hire me when what they’ve been doing isn’t working or if they want a fresh approach. It’s my responsibility to be honest in a constructive way.

I've known you for years and you've done it all! What pray-tell are you doing right now?

I’m taking my journalism prowess and my digital media savvy and using it for good not evil. I’m launching a new media distribution company for one of the fastest growing areas in journalism: weekly community newspapers. It’s called Lifestyle & Entertainment Newswire. Look for exciting things to come soon!

So many people talk about getting work. Talk to me about what to look for in a client.

As a business owner, you have to realize it’s not about chasing clients. There are tons of clients out there but not every one of them will work for you. You have to have synergy. They have to get you and your unique take on what you do. And you have to be able to execute what they need.

For me, creatively it’s important for me to be on the same page and my client and I have to share the same vision. Most of all, clients need to be open. A client who initially says yes and then is passive resistant is draining you from what you could be doing for someone else with a better fit.

I also enjoy it when my clients pay on time. I’ve been burned enough. I now have a late fee clause. If they balk I know at the onset there may be issues and I reconsider their prospects.

What makes you different from the 100k SME's claiming that they "know" the social spectrum?

Quite frankly no one is really an expert because the medium keeps changing every single minute. I feel it’s even more important to understand the what and why’s of communication than the how. As humans, we started out using a tablet. Now we use Twitter. The difference is the medium but as humans we need to communicate and connect.

What makes me different? Great question…. I’m stalling…. OK…this is tough because one doesn’t normally think of themselves in a “Bob Dole likes this!” sort of way.

I am a passionate communicator. I want to know the unknowable like what’s someone really thinking. The only way we have to do that is language. It’s imperfect but it’s all we’ve got! When you know what someone is thinking or how they came to that conclusion, you can begin a dialogue.

Good business isn’t about cramming a product down someone’s throat. It’s about meeting a real need or desire and fulfilling it. Good communication starts that process.

I feel like we're at the beginning of the social arena. What's in store for us in the next five years?

Truly, this is the best time to be alive! We have all the modern conveniences imaginable.

We’re on the leading edge of this social arena. The addition and accessibility of more hand held devices is making updating and connecting around the globe possible. BTW, when are we getting the Dick Tracey wrist phones so we don’t even have to push a button?

I think the next five years will see complete integration of our work, personal, school and family and friends to a greater degree. I love sites like Meetup.com that uses technology to facilitate real life face-to-face connections. I think we’ll see more of that.

Sadly, the net will get even more monetized with pay walls going up on all my favorite free content spaces like the NYTimes.com.

But the real dark side is that older people, who haven’t been included in the digital wave and people who don’t have access, will sadly be left behind. It’s already happening. My parents are in their 70s and are skittish to get online yet all their daily life needs are coordinated remotely (by me of course!) I don’t know how they’ll live when I move to another planet.

You do coaching. Tell me about that.

Coaching is really interesting because unlike consulting where you diagnose the problem and fix it, here you are teaching your client how to fish rather than fishing for them. The goal of coaching is to have me be obsolete at the end of the process. It empowers clients with the knowledge of how to approach their business challenges for the mid and long term. I find it very fulfilling because I celebrate independence not co-dependency, which a lot of consulting relationships can sadly fall into.

Talk to me about what you're seeing people 'thinking what they need' vs. 'their actual needs' for success.

Almost every client I see thinks they need to be on Twitter and Facebook but when you ask them about the basics like let’s look at your website or what type of e-mail communication do you have with your audience, they give you the deer in the headlights look.

There’s also a big disconnect about the need to continually be involved in social media. They think it’s something they can outsource or do once and be done.

Very sad. :(

What advice would you be willing to grant me for the Neo-Entrepreneur?

As brilliant Jerry Seinfeld told Oprah about life, “It’s yours to design.”

If you’ve got the moxie to be an entrepreneur, first of all congratulate yourself for being bold. Entrepreneurship is about responsibility, risk and reward.

You’re taking on the responsibility to put yourself out there to do good work. Make sure you choose work you LOVE not just like or tolerate because that what gets you through those 12-hour days.

Assess your risk. Can you do this part-time before you give up your day job? What do you really have to lose? You can always get another job. If you have passion, a plan and can get paid for it, do it!

Let yourself enjoy the rewards. They will come. Don’t be the person who slaves away as the company’s BEST employee. You deserve the luscious rewards of ownership.

Other thoughts: pick a target audience. Make sure you niche yourself. Do generous, good things for other businesses – refer people and it all comes back to you ultimately; charge fairly and have fun! Make sure your days are filled with joyous people! Don’t work with sourpusses…that means clients too!

Who's doing social right? Who's doing it wrong?

In my hometown of NYC, I love how the food cart revolution has found a phenomenal use of Twitter. When I hear my BlackBerry ring I know it could my favorite Wafels & Dingels place telling me they’re right around the corner. It makes sense. People get hungry. And it feels like a new media version of the ice cream song that used to play at my childhood park in Sheepshead Bay.

The people doing it wrong are anyone who sends me a link to try out a product when I become their Twitter follower or Facebook friend. No way Jose. Don’t sell me. Let me come to love you! Then I may check out what you have to offer.

Talk to me about 'brand protection' in the social landscape. Pitfalls and protection?

American Airlines is my favorite example of this. They have a fairly decent product and a strong brand traditionally. But if you check out what anyone has to say about them on Twitter or Facebook at any random time you’re bound to find a slew of complaints.

AA started their own Twitter channel and posted three tweets in 14 months. Not good! They’re not engaging anyone!

They need to be there online dialoguing with their customers, fixing what they can. If you read the tweets it’s like they have zero customer service awareness. And I’ve been a loyal customer and know that in “real” life, that’s not true.

The preponderance of bad things on the web about them can only erode their brand in the long-term. I’m sad for them. And my miles…need to cash those puppies in soon before it happens.

To the 'displaced professional' (or as I say "executing a transitional phase") what advice can you give?

You have to have a good grip on what social media tools are used in your industry to promote business, not just your own personal stuff, because if the job choice is between you and some other person who is social media savvy, it’s a no brainer who that job is going to. (Ahem, the other person.)

Even if you have to build a fan page of Snapple or some product you adore, just the fact that you’ve grown a FB fan page, engaged people online, know what works and what doesn’t work, you are a huge step ahead.

Now you may think…I’m an accountant, why do I need to do this? Many companies are asking staff from a number of departments to blog, tweet, etc. If you can add your spin and say what accounting could say that would be intriguing to customers, you’ve made yourself a utility player! And that’s crucial in this marketplace where competition for jobs is high.

Lastly, make sure your own personal social media platforms are devoid of non-professional photos and updates. Either delete them or put them behind privacy guards because it’s highly likely your potential employer will be checking you out online.

What are you most proud of in your career?

I like how I’ve been able to go from 18-year-old college graduate with a finance degree to working as a manager for an international airline to advocate for kids with disabilities to journalist in TV, print, and radio to start a newspaper to writing a book and now I have evolved into a coach and a speaker.

I think I’m a product of my times –both economic and technological. I’m most proud of my ability to challenge myself, take my skill set into the next appropriate industry and keep innovating.

If you weren’t here, you'd be doing what?

The only other jobs I would love to tackle in another lifetime: Broadway singer, dancer and actor. I’m intrigued by the notion of stepping into another persona other than yourself, doing it in front of a live audience and finding something new in the same role night after night.

Create a new superpower for yourself.

My favorite superhero is AquaMan who can talk to animals with his supersonic thought waves. I’d like to have the same power for humans. LOL!

Bio and Social Media Links you wish people to connect to at:

Your personal Website/Blog Addresses:
http://www.newmediamavensblog.com
http://www.alisonwoo.com

Twitter/Tumblr:
http://www.twitter.com/alisonwoo

Facebook:
http://www.facebook.com/alisonwoo

Linkedin Account:
http://www.linkedin.com/in/alisonwoo

Email:
woo [at] alisonwoo.com

Additional comments, mentions, shout-outs or prognostications?

I’d like to thank Justice for allowing me to share some thoughts in his most excellent space. I met Justice when I was a senior marketing VP at a startup in Celebration, FL some moons ago and this proves that technology can never supplant real life friendship.

Fabulous questions! Very insightful!

You're so sweet, and our friendship and your professional guidance will ALWAYS be held in the highest regard. Thank you again for taking the time with me.


Tuesday
Jul272010

A Lesson In Customer Service: One Phone Ring To Rule Them All

So yesterday I purchase (eagerly) William Gibson's Necromancer from iTunes. I do so knowing I can fill my cranium full of great sci-fi and interesting concepts for the future, some of which he's already eerily predicted. I jump in the Hyundai and I'm off to the tune of a German narrator. No, I mean like 'IN GERMAN' narrator! Now, color me red, but I don't have a babelfish nor do I intend to buy Rosetta Stone to listen to my book! Thus begins my journey into the customer service abyss.

It should be known before we go to far down the rabbit hole that I'm a total Apple fan boy. It's hidious curse but it's true. So this is not a brand-bashing session as much as it is a disapointment. You know PC fans, like the Zune!

I call Apple's 800 number with the intent of getting it taken off of my credit card for reimbursement because I'm such an idiot that I didn't read it was not in English. That's the cross I must bare, I suppose.

PLEASE NOTE: Everyone that I spoke with at Apple's customer service was friendly and top-notch, so I didn't have one of those experiences making you wish you had the Vader-like ability of strangulation through digital means.

What happens next predicates the motivation for this post. By me calling the 800 number, I get advised that the only way to attend to iTunes issues is by email and online chat.

So if I buy something at Best Buy there are different ways for me to get satisfaction external to calling. But I'm calling now! This is silly. This 800 number is the umbrella for all that is Apple (I know that's rediculous but I'm speaking for the people). Why can't I get someone to think in their heads that I'm retarded for buying the wrong book and simply credit me and LOL about it later in the breakroom? So I did what any douchebag would do and I asked to talk to management.

The long and the short of this rant is that it was resolved by a manger having to chat for me by the same means that I would have had to do if I were not in the car at the time -- which is moronic on yet another level that Apple does not empower their own customer service reps the right tools to resolve simple issues on products they sell. Furthermore, it took this kind woman almost thirty minutes to get someone on the chat system, and fifteen more minutes to resolve this.

I will say, in all honesty, that Apple has very good hold music. But I digress.

All I'm saying is this: would your mother have been able to dart around chat systems and email to resolve this? Would you have the time as an executive, given that it had been a critical part of your business needs? Apple, you must take some of that incredible revenue that you've obtained and sink it into customer service processes. Because something as easy to use as your product is failing on the backside where your loyalty can be threatened more easily then a competitive product.