This is a content from: The Marketing Fresh Peel

It’s official! I’ve joined Fleishman-Hillard’s digital team in Dallas.

This decision happened rather quickly, in fact I accepted the offer to join the talented FH Digital team right before the New Year and last week I rolled up my sleeves and joined the crew in Dallas.

Fleishman-Hillard is a global public relations, public affairs and marketing communications company. The digital team in Dallas is guiding some of the world’s largest brands through the space where digital marketing, social media and mobile are converging. The opportunity to dig in and join great minds like Matt Dickman, Brad Mays and Mike Cearley was one that I couldn’t pass up.

For anyone that has been following this blog from its beginning, this news shouldn’t be much of a surprise. The topics of discussion here have been edging more and more into how technology is changing the rules for how brands, well… do everything.

Stay tuned for more exciting things coming down the pipe! And if you’re in Dallas, let’s connect.

This is a content from: The Marketing Fresh Peel

I haven’t really been a fan when it comes to listing trends and predictions for the new year. After all, shouldn’t we always be looking forward? Especially with the rate of change that currently exists?

That’s not to say that I haven’t contributed my thoughts as to what 2010 holds. Check out the 100 Social Media & Content Marketing Predictions for 2010, where I along with 60+ other marketing minds made our predictions.

I find a lot of value in being able to see future through so many different lenses this time of the year. I can see what topics are repeating and if there are any irregular gems that catch my eye as something to keep a close eye on in the coming months.

So with that goal in mind I’ve listed 46 different 2010 trends and predictions posts, that I’ve organized (as much as I can) by topic.

Please let me know I missed your predictions post. Go ahead and leave a link in the comments. I welcome different perspectives on what 2010 holds.

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Digital

• 100 Social Media & Content Marketing Predictions for 2010, by Various Authors

• 2010: Year of Digital Distraction?, by Pete Cashmore

• Twitter at a Crossroads: Audience Growth Won’t Be Enough in 2010, by Josh Bernoff

• Social Media 2010: it’s time to get boring, by Jackie Huba

• Top Digital Trends for 2010, by Brian Morrissey

• What’s the Twitter of 2010?, by Mark Evans

• 5 Social Media Implications for Brands in 2010, by Sienna Farris

• 2010 Social Media Influencers – Trend Predictions in 140 Characters, by TrendsSpotting

• ReadWriteWeb 2010 Predictions, by ReadWriteWeb

• The 10 TENsions That Will Define 2010, by Ross Dawson

• Top 5 Predictions for the Next 5 Years in Business Social Media, by Tac Anderson

• 10 Ways Social Media Will Change In 2010, by Ravit Lichtenberg

• 6 Social Media Predictions for 2010, by Amy Porterfield

• 9 digital trends to watch in 2010, by Nuri Djavit

• Nick Law on 2010 Trends, by MediaBeat

• (Social Media) Trends to Watch in 2010, by Mike Sansone

• 2010 Trends: Social Media & Paid Content, by Debra Aho Williamson

• 10 Web trends to watch in 2010, by Pete Cashmore

• 100 Things to Watch in 2010, by JWT

Mobile

• How Carrier Evolution will Affect Mobile in 2010, by Vince Lesch

• What will be the major trends in mobile marketing in 2010?, by Giselle Tsirulnik

• 9 unpredictions: What’s not going to happen with mobile in 2010, by Vanessa Horwell

• 10 Trends to Watch in 2010, by David Stutts

• Six Social Media Trends for 2010, by David Armano

• Top ten digital trends for 2010, by Drew Neisser

• 8 Mobile Technologies to Watch in 2010, by Sarah Perez

Marketing

• 10 Internet Online Trends for 2010, by John Arnold

• Trends That Will Shape Market Research In 2010, by Reineke Reitsma

• 2010: The Year Marketing Dies…, by Augie Ray

• 2010 Marketing Predictions, by Matt Granfield

• Three Words to Sing in 2010, by Pete Blackshaw

• 5 Trends That Will Shape Small Business in 2010, by John Jantsch

• Four Email Marketing Predictions for 2010, by Chad White

• Top 10 Brand and Marketing Trends for 2010, by Robert Passikoff

• 11 Smart Marketers Shared Their 2010 Predictions, by Various Authors

Public Relations

• What to Look Out For in 2010, by PRSA

• PR Trends in 2010: The Future of PR, by Sally Falkow

• Jeremiah Owyang: Public relations will be impacted by ’social CRM’ in 2010, by Dave Armon

• Envisioning Media Relations: 2010 Predictions, by BurrellesLuce

• Public Relations Measurement 2010: Five Things to Forget & Five Things to Learn, by Don Bartholomew

Customer Service

• 10 Customer Service Trends for 2010, by Barry Moltz

Journalism

• 8 News Media Business Trends for 2010, by Vadim Lavrusik

• 10 Reasons Media Relations Will Get Easier in 2010, by Jeremy Porter

Nonprofits/Social Good

• 3 Powerful Social Good Trends in 2010, by Ben Rattray

• Five Social Media Fundraising Trends for 2010, by Beth Kanter

Music

• 5 Predictions for the Music Industry in 2010, by Nick Crocker

Finally, to put all of these predictions into perspective, Iain Tait from Crackunit has some mockingly humorous Trend Predictions for 2010.

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What did I miss? Let us know what you think 2010 holds in the comments, or leave a link to your trends and predictions post.

This is a content from: The Marketing Fresh Peel

This is a great series of thoughts from Brian Solis for the Ideas Project. He eloquently describes how we have unknowingly shifted in some areas to connecting around ideas and interests rather than just because of personal relationships.

This is something I think we really started to see come to life with Twitter and the evolving network of connections it provides. We are able to maintain loose connections with large groups of people around a number of different interests. For example, I’m connected with people on Twitter around a very eclectic set of topics: branding, social media, music mashups, location (Oklahoma City), mountain biking, and other topics might be on my mind.

Some have argued that these loose connections don’t provide as much value that a smaller community that is focused around a specific problem or topic can provide, especially when it comes to solving problems or making something happen. And I agree totally, but I also think that the value of Twitter comes from the way it creates serendipitous crossroads of opportunity for us to connect with others we may never have come into contact with otherwise.

It’s amazing to watch Twitter, which is seemingly unorganized, to see how people cluster together in discussions around ideas.

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Have you found value in loose connections?

How often have these connections developed into something greater?

This is a content from: The Marketing Fresh Peel

It’s time again for the Coolest & Gaps Branding Survey. This is your chance to take part in a worldwide branding survey conducted by Allegro 234 brand consultancy in Madrid.

The survey is a unique initiative that looks at your personality and personal preferences in relation to brand experiences. This provides some very interesting perspectives and results. Heck, just participating in the questionnaire alone might give you some new ways to look at your brand.

The survey will be open until 12/18/09 so you have two weeks to participate. Click the button below to get started.

It’s short and should only take you about 4-minutes to complete.

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Also, if you have a moment, take a look at the 2008 Coolest & Gaps results.

This is a content from: The Marketing Fresh Peel

The eve of Black Friday is here. People around the country are forming their plans of attack for one of the biggest shopping days of the year. In fact, some have already pitched their tents on the sidewalks of select retailers so that they can be at the front of the line when the doors open.

I’m still curious to see if any retailers have the guts to make Black Friday something more than a price war. More specifically, will any realize the day as an opportunity to create a positive brand experience and cultivate fans?

After my recent post on the topic, I was pointed towards an event that is slowly becoming something of a tradition at Bass Pro Shops. (Thanks zgilliam) It’s called The Great Turkey Campout and it happens in the parking lots of stores around the country.

Customers are invited out on Thanksgiving night for s’mores cooked on an open campfire, hot chocolate and coffee. There are also a number of drawings for camping gear and gift cards.

When the event ends, customers are invited to pitch their tents and camp out the rest of the night, where they will be first in line when the doors open on Black Friday.

Bass Pro saw Black Friday as an opportunity to create a positive experience for it’s biggest fans, instead of focusing on price along to lure customers to the door.

I hope they will continue this event in the coming years and make a tradition out of it, but I challenge them to up the ante a bit. Think of ways to further highlight and encourage the community that Bass Pro supports around camping and hunting. Here are a few ideas:

• Serve everyone deer chili.
• Bring in a storyteller to tell stories around the campfire.
• In the morning, drive coffee around to everyone in a fully outfitted ATV.

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What would you add to this list?

Have you seen any retailers like Bass Pro Shops that are breaking the mold this year?

This is a content from: The Marketing Fresh Peel

It’s not always about being the flashiest or slickest, sometimes it just means using the tools you already have at your disposal in smart new and creative ways. Ikea proves this brilliantly in their recent Facebook marketing campaign.

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Via: The Social Path

This is a content from: The Marketing Fresh Peel

Chris Brogan discusses what he calls, The Serendipity Engine, at Web 2.0 Expo NY 09.

Some takeaways:

• Social media tools allow brands to acknowledge consumers and say, “I see you. There is a person there.”
• There is the potential in social media, particularly Twitter, for the serendipitous creation of connections and opportunities.
• Listen far more than time than you spend worrying about what to say.
• Use the 12 to 1 ratio. “Spend 12 times talking about other people as you do yourself.”
• Drive social media tools deeper inside organizations.

This is a content from: The Marketing Fresh Peel

We’re only days away from another Thanksgiving Day celebration, spent with friends and families, eating lots of great food and watching football. That also means that retailers are just days away from another dose of Black Friday chaos.

Last year, after watching people pitch their tents in front of Best Buy stores as early as eight o’clock the night before Black Friday, I recognized an opportunity that retailers were failing to take full advantage of.

Consumers were lining up outside, weathering the cold and waiting hours for stores to open. Why not use this as an opportunity to engage with consumers and create a branded experience? I boldly suggested that retailers should start treating Black Friday more like a tailgating party with their fans, instead of the simple discount war it has become.

Best Buy, for example, could implement any or all of these ideas to create a completely different Black Friday experience:

• Hire a DJ spinning the newest music releases. Throw in some Christmas tracks here or there.
• Pull in a huge Best Buy bus with wide screen HD plasma TV’s on the side.
• Have a gaming tournament.
• Hand out fleece Best Buy blankets and sweatshirts to the crowd.
• Serve Thanksgiving turkey legs and hot cocoa.
• Draw a crowd and spark the curiosity of passerbys.

I received some flack for this idea because some see Black Friday shoppers as nothing more than crazies in search of the lowest prices. Why would a retailer waste their time and money on shoppers that have no clear loyalties?

This is a valid concern, but I think it misses some larger opportunities. Creating a new Black Friday experience would do three things for the retailer that is brave enough to try it:

1. Change the Game
Any retailer that chose to be the first to implement this would instantly change the rules. It would take the sole focus off of discounts and put it on a unique brand experience with the retailer instead.

2. Stimulate and Earn Word of Mouth
Black Friday is already a heavily talked about event. Breaking the mold would put the retailer at the front of the conversation. Instead of small mentions scattered across the web and news, think headlines.

3. Convert to Loyalists
This type of event would create a very different experience of value for consumers, and would give people a reason to interact and engage with the retailer brand beyond price. This is the perfect stage for converting this largely un-loyal group to brand loyalist.

And as I stated last year, “At the very least it would show customers that you care.”

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So are there any retailers out there that are brave enough to break the mold?

Photo via: Paul Garland

This is a content from: The Marketing Fresh Peel

Download the Brand Touch Cycle pdf

A discipline that I consistently see organizations struggling with is in fully understanding the importance of touchpoints of their brand.

Yes they understand the basic idea of a touchpoint—that interactions with their brand is a touchpoint that influences the overall perception of their brand. And yes they know that it is to their advantage to integrate the touchpoints of their brand as much as possible.

The disconnects start to happen when we start to dig a little deeper into the organization and really start to identify all the ways in which consumers experience the brand. You then start to see areas where the brand experience doesn’t flow quite as smoothly as it should.

This typically happens because of lack of clarity in three areas:

1. Identifying all the touchpoints of a brand—large and small.
2. Understanding how consumers tend to move from one touchpoint to the next.
3. Recognizing that all touches have an impact the brand experience.

While working with clients to help them continually improve and grow their brands, I’ve developed a framework to help them fully grasp the depth and complexity of the many ways that consumers experience their brand, and also help them improve this experience over time.

I call it the Touch Cycle. Here are the steps:

1. Choreograph Touches
Map out as many different paths that a consumer might take with your brand, from start to finish. Think about all the interactions that consumers have with your brand, large and small.

Don’t forget the small touches here. We have a tendency to let all the big things our brands do overshadow the small things that slowly chip away at our brands.

How do they fit together? How do consumers move from one step to the next?

Play out these scenerios in your head. Do they flow together well?

2. Listen and Watch
At each of these touchpoints listen and watch what consumers say and do. What are they telling you through their actions, or what they tell others?

Take note of any confusion or frustrations that consumers might have at a specific touchpoint.

3. Reinforce Behaviors
Support the positive reactions and actions happening around with the touchpoints of your brand. Strengthen those touchpoints by encouraging good behaviors.

For example, if someone refers a friend to your product or brand, at the very least thank them. Or better yet, reward them in some way.

This is especially important when it comes to your brands online touchpoints. When someone says something good about your brand, engage with them. Thank them and encourage them to continue being advocates for your brand.

4. Evaluate and Expand
Take a look back at all the work you’ve done in steps 1, 2, and 3. Evaluate the effectiveness of the touchpoints you identified in step 1. Determine what’s working and what’s not.

Is value being added at each point of contact, giving consumers a reason to further engage?

Are there touchpoints that we should eliminate? Are there areas what we should expand into and add new touchpoints to the brand experience?

Download the Brand Touch Cycle pdf

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It’s at this point that the cycle starts over and begins again. Obviously this is something that needs to be worked into a larger brand strategy, but I’ve found it to be a great tool to help organizations start to think of their brands in a more holistic way.

Thoughts? What say you?

This is a content from: The Marketing Fresh Peel

Photo credit: dotbenjamin

For the last two years I’ve hosted a very unscientific poll/survey to find out what companies over the past year have shown that they were listening. The goal was to get an sense of who stood out among the minds of readers as an organization with open ears.

Here are the results from past years if you are interested:

• 2008
• 2007

This year however, I’ve decided not to do a survey for 2009, at least not in way as have the past two years. The reason for this decision, comes after spending a large amount of time advising clients on their online monitoring and reputation management plans. I’ve come to understand more deeply that there are many different levels and reasons to listen.

Most importantly, I’ve come to grips with the fact that organizations are at different stages when it comes to listening. Strategist Jeremiah Owyang drove this point home with The Eight Stages of Listening. Jeremiah lays out eight different stages of listening that organizations can find themselves in. I’ve found this matrix to be a great resource, but one that brings up new questions.

So this year instead of asking, “who was listening,” I want to continue the dialogue that Jeremiah started on his blog.

Which of the eight stages are companies at?

What stage do companies think they are at?

And in reality, what stage are companies truly acting at?

Let us know what you think in the comments!

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You can review Jeremiah’s 8 Stages of Listening in a variety of formats below. I created jpeg and pdf versions for you to add to your resource archive, which you can download below.

Download The Eight Stages of Listening pdf

The Eight Stages Of Listening

Stage 1 – No objective at all

Description – Organization has a listening program but has no goals, nor uses the information for anything resourceful.

Resources Needed – Simple alerting tools, like Google Alerts and feedreaders will suffice.

Impacts – At the basic level, simple self-awareness.  Yet without any action from the data, this is useless.

Stage 2 – Tracking of brand mentions

Description – Like traditional “clip reports” of media relations, companies now track mentions in the social space.  Despite tracking there is no guidance on what to do next.

Resources Needed – Listening platform with report capability based on brand or product keywords.  Radian 6, Visible Technologies, Techrigy/Alterian, Buzzmetrics and Cymfony, Dow Jones are providers.

Impacts – Improved self-awareness to track volume of information, yet unable to track depth, and tonality of conversations.  As a result, not a full understanding of opportunities.

Stage 3 – Identifying market risks and opportunities

Description – This proactive process involves seeking out discussions online that may result in identifying flare-ups, or possible prospect opportunities.

Resources Needed – In addition to a listening platform staff must actively seek out discussions and signal to internal teams.  Alerting tools, and listening platforms are required.

Impacts – Organization can reduce risk of flare ups before they become mainstream, identify prospects and poach unhappy competitors customers.

Stage 4 – Improving campaign efficiency

Description – Rather than just measure a marketing effort after it’s occurred, using tools to gauge during in-flight behavior yields real-time marketing efficiency.

Resources Needed – Dedicated resource to manage reactions, activity, and sentiment to a marketing effort, and the resources to make course corrections nearly real-time.  Traditional web analytics tools like Omniture, Webtrends and Google Analytics are common.

Impacts – Campaigns can be more effective, as hot spots are bolstered, and dead spots are diminished.

Stage 5 – Measuring customer satisfaction

Description – In addition to customer satisfaction scores,organizations can measure real-time sentiment as customers interact. Sysomos and Backtype have focus areas into this space.

Resources Needed – Customer experience professionals will have to extend their scope to the social web, using a listening platform and sentiment analysis.  Insight platforms like Communispace and Passenger offer online focus groups solutions.

Impacts – Brands can now measure impacts of real time satisfaction or frustration during the actual phases of customer interaction.  Then identify areas of improvement during customer lifecycle.

Stage 6 – Responding to customer inquiry

Description – This proactive response finds customers where they are (fish where fish are) in order to answer questions.  Example: Comcastcares account on Twitter asks customers if they need help –then may respond.

Resources Needed – An active customer advocacy team that’s empowered, training, and ready to make real-time responses nearly around the clock.

Impacts – Customers will fill a greater sense of satisfaction, yet this teaches customers to ‘yell in public’ to get a response.

Stage 7 – Better understand customers

Description – Evolving the classic market research function, brands can improve their customer profiles and personas by adding social information to them.

Resources Needed – Social CRM systems are quickly emerging that tie together a customer record and their online behavior, locations, and preferences. Salesforce, SAP, both have partnerships with Twitter to synch data.

Impacts – The opportunity to not only serve customers in their natural mediums, but to offer them a richer experience regardless of their customer touchpoints.

Stage 8 – Being proactive and anticipating customers

Description – Minority Report: This most sophisticated form actually anticipates what customers will say or do before they’ve done it.  By looking at previous patterns of historical data, companies can put in place the right resources to guide prospects and customers.

Resources Needed – An advanced customer database, with a predictive application put in place, as well as a proactive team to reach out to customers before an incident has happened.  Haven’t seen any such application yet.

Impacts – Identifying prospects and engaging them before competitors can yield a larger marketing funnel, or reducing customer frustration as problems are fixed before they happen.

This is a content from: The Marketing Fresh Peel

A few months back I was approached by Leslie Scott’s publicist about setting up an interview with Leslie regarding her book About Jenga. At the time I had no idea who Leslie Scott was or why I would be interested in a book about that I assumed to be a history book for a board game.

But, luckily for Leslie, her publicist had clearly done her homework and was on target with her pitch. I kept reading and found out that Leslie was the creator of the popular household game, Jenga, and her book is packed full of stories and lessons learned on her lifelong journey with the game. Leslie’s extraordinary experiences fit nicely with unique approach to content I try to provide here at The Fresh Peel.

Jenga is a game that has always intrigued me because of it’s simple complexity. It’s such a simple game to understand, but a complex game and somewhat stressful game to master. And Leslie’s story has taken many twists and turns, with many great lessons learned along the way. (Disclaimer: I received a free copy of About Jenga from the publisher.)

In this interview, I quiz Leslie on a variety of topics that she touches in the book, everything from her experience working at Intel to her intuitive understanding of the need to maintain the Jenga brand.

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Also, Leslie’s publicist sent me a signed holiday edition of Jenga that is signed by Leslie herself. I’ll be randomly giving this away to anyone that comments at the the end of this post. You have until Friday, November 20th to leave your comment for a chance to win!

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Q: Where did the idea for the game Jenga come from?

Leslie: Jenga was based on a game that my family devised in the mid-1970s using my then five-year-old brother’s wooden building blocks. We played this game within the family, and with friends, for several years before I decided to modify it, name it, manufacture it and take it to market in 1982.

Q: What triggered Jenga’s rise to its iconic status in the world of household games?

Leslie: This is a difficult question to answer in just one sentence as it begs further questions, such as what makes a good game in the first place, and even why do we play games at all? But in brief, I think Jenga satisfies all the basic requirements we have of a game. It demands skill, involves interaction with other players, provides suspense, and takes place within a finite period of time.

Q: In the book you stated that you were, “convinced that once buyers saw it, they would tumble over each other in their eagerness to put Jenga on the shelves in their shops.” That wasn’t exactly how things played out. What additional steps would you have taken in the beginning if you knew what you know now?

Leslie: I started a company with the sole purpose of taking Jenga to market. This meant that when I launched Jenga at the ’83 London Toy Fair, neither my company (Leslie Scott Associates) nor the product I was trying to sell had any name recognition in the business whatsoever. With hindsight I now know that it is exceedingly difficult for an unknown business to break into any market with an entirely novel product. At the time, I had naively assumed that the toy and gift business thrived on novelty. If I had been aware that this was not the case, I may have tried to license the game to an established company, one that had traction in the toy trade. But would they have been interested in this unknown game? Probably not.

Q: I was surprised to read that you worked for Intel for quite a long stint early on in your career. This was before Intel was the chip inside the world’s computers. How did this experience prepare you to become the creator of Jenga?

Leslie: Whether this was deliberate policy or not, in the early days, Intel fostered a culture of entrepreneurship within the company. By this I mean, employees were encouraged to take risks, and make their jobs their own. I discovered that I thrived in this environment. As Intel expanded and my job became (by comparison) a little more structured and lot more routine, I found I wanted to recreate the excitement of those early years, and did so by starting my own business; to put Jenga on the market.

Q: What lessons can we learn from games and gameplay that can be applied to the world of business?

Leslie: Games can provide an environment in which we can test ideas, or carry out thought experiments without risk of causing any real harm. There are lessons that one can learn from playing games that might be applied to the world of business, providing great care is taken never to fall into the trap of considering business as ‘ just a game.’ It is not. Business is real life, with real life consequences.

Q: How did you come up with the name Jenga? How important do you think the name has been to the games success?

Leslie: I wanted to give the game a name that would not mean anything, at least not in English, so that in due course, the definition of the word Jenga would be my game. I was born and raised in East Africa, speaking Swahili, from which I ‘borrowed’ the word Jenga. Jenga means ‘build!’ in Swahili. The fact that Jenga is now synonymous with the game (to the extent even that the word is frequently used as a metaphor for a certain type of instability), is certainly very important to the continuing success of the game.

Q: You have had some interesting experiences with trademarks and patents throughout the course of your career. What advice would you give to those interested in legally protecting their work?

Leslie: If you have invented a new device (for example, a new kind of randomizer); then patent it, if you can afford to do so. I filed a patent pending on Jenga, but could not afford to take it any further. If the word(s) you have chosen to name your product are not descriptive of the product; then trademark the name. And always copyright your rules.

Q: When it comes to branding Jenga, you said that there were, “two key moments in the history of the game, that were decisions as a result of an intuitive understanding of the art of branding.” Can you tell us about those two key moments?

Leslie: The first ‘key moment’ came when I refused to allow either Irwin Toy or Hasbro Corporation to drop Jenga as the name of the game. Both companies wished to acquire the rights to the game (Irwin for Canada, Hasbro for the rest of the world) at a time when I was up to my ears in debt from having published and marketed the game for three years entirely on my own. Both companies loved the game, but both ‘hated the name because it didn’t mean anything’. It was a potential deal breaker, but I stuck to my guns.

The second moment came when I begged Hasbro not to publish a range of ‘Jenga wooden puzzles and games’. I was certain that this would be entirely missing the point that Jenga was known as a very specific game.

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Thanks Leslie!

Now leave those comments.

This is a content from: The Marketing Fresh Peel

Think about all the brands you interacted with today. Nearly everything you have done so far today involved a brand, was enabled by a brand or was accompanied by a brand. These interactions are just one of many touchpoints with a specific brand.

Touchpoints, or touches for short, work in a way similar to that of how blood flows through our bodies. Your heart pumps blood through your body, providing it with the oxygen and nutrients it needs, but the heart alone isn’t solely responsible for enabling a steady, healthy heartbeat. Every vein, artery and vessel has an impact on your heartbeat. No matter how small a constricted vein may be, it has an impact on the flow of blood.

The same true for brand touches. There are probably some big touchpoints that your organization tends to focus on, like advertising and other outward facing communications. But while the focus is being put on these areas that tend to be seen as more important, the small touches are ignored and are chipping away at the heartbeat of your brand.

Because of the abundance of times that brands touch our lives in a given day, and the fact that we now have access to brands wherever and whenever we want to, every touchpoint has become a crucial interaction.

The Micro-Pulse is an idea that I introduced a few weeks ago at OpenBeta. On Wednesday at the InnoTech conference in Oklahoma City, I was given the opportunity to give a talk that expanded on the idea even further. I focused more on touches in social media with this presentation, since I was speaking to at a technology conference, but I plan on applying this concept to both the online and offline brand worlds.

I’ve posted the deck below. I welcome your comments and suggestions on this. It is an idea that I plan on developing further.

Feedreaders click here to view the presentation.

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What do you think?

Do you have an example of a time when a small touchpoint mattered to you?

This is a content from: The Marketing Fresh Peel

There is a lot great content on the web. (Understatement of the year.)

Everyday I wade through piles of RSS feeds, funneling blog posts and the long list of various industry and client-related keywords that I track into one spot. And everyday I come across some really cool stuff, stuff that I find valuable in some way. Whether it be an interesting case study, a informational slide deck, or an original and creative marketing approach, I take it in, store it, if I think I might want to reference it later and then share it if I think you will find it valuable.

If you are following me on Twitter (@freshpeel) you probably see some of this content, because I share a good portion of it there.

A few months back I started a posterous account to collect and share more of these chunks of content with you. I’ve found posterous to be the perfect place to record and share slide decks, infographics, videos and content that doesn’t need much, if any additional commentary. It’s become a new bucket for me share things of value.

If you haven’t already, please check it out. And I hope it will be a nice accompaniment to the content you find here at the Fresh Peel.

Subscribe to my posterous

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This is a content from: The Marketing Fresh Peel

Jeff Brenman, of Apollo Ideas, adds his thoughts in a presentation about the future of work and they are a nice continuation to the future of work discussion.

Here are a few key points from Jeff’s deck.

The future of work is…

• Transparent – Your activities will be tracked, measured and tied to the bottom line.
• Flat – Location won’t matter.
• Competitive – No one is going to pay you for a degree. Performance matters.
• On Demand – There is no guarantee of a lifetime career.
• YOU.

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Also, check out why Cubes are Evil.

This is a content from: The Marketing Fresh Peel

Last week I was given the opportunity to participate in OpenBeta3, which is becoming quite the local Oklahoma City tech conference. In it’s third year running, OpenBeta delivered a great lineup stacked full of great speakers and content for anyone interested in startups and technology.

This year featured an awesome collection of technology demos, most notably a soon to be released iPhone app called Audio Footnote, which lets users record and attach audio notes to podcasts and audiobooks. The keynote featured Josh Williams, the CEO and founder of Alamofire, the creators of Gowalla and the Facebook app, Packrat.

The tradition after the keynote is a rapid fire series of Lightening Talks, which is a lot like the PechaKucha 20×20, where each speaker delivers a talk on a set of 20 slides in 5-minutes. My talk was a quick look at an idea that I’ve been brewing for a while. I call it Micro-Pulse: how small touches impact the heartbeat of your brand.

The idea is that in a world with an unlimited amount of brand touchpoints, some in a brands control and many not, and the fact that consumers can interact with a brand whenever and wherever they want to, every touch matters. I credit the birth of this idea to David Armano and his Micro-Interactions presentation.

In this very short form the idea is still not ripe, but I’ve posted the slides below. I welcome your thoughts.

View the slideshow: Micro-Pulse

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Do you have any personal examples of how small brand touches have made a big impact on you?

Have you seen this in action in social media?

This is a content from: The Marketing Fresh Peel

The FTC’s recent Guidelines on Endorsements and Testimonials has gained a lot of attention for such a dry, lengthy document at 81 pages long, emerging out of the fast, bite sized world we live in. The reason for this attention is well deserved because for the first time these guidelines will include blogs and other forms of digital publishing.

Rather than give you my own opinions on the document and how I interpret the them (as some have done), I’ve decided it would be much more beneficial to round up some more qualified explanations of the document, so that we can dispel the myths and opinions and find out exactly what this means for everyone working in the digital space (especially bloggers).

Legal Interpretations

The two posts I’ll point you toward, are a written by individuals with professional legal experience. The first is written by blogger, podcaster and former attorney, Whitney Hoffman. The second is by Thomas O’Toole, who is the managing editor of the Electronic Commerce Law Report for the Bureau of National Affairs, e-commerce and tech law blogger and attorney.

The New FTC Guidelines on Endorsements by Bloggers – by Whitney Hoffman.
Takeaways for Social Media Advertisers in the FTC’s New Endorsement Guides – by Thomas O’Toole

Update: WOMMA hosted a webinar last week to discuss the new FTC guidelines and their impact. The webinar was hosted by Paul Rand, WOMMA’s president and CEO of the Zocalo Group, along with WOMMA’s legal counsel Anthony DiResta from the Manatt Phelps & Phillips law firm. I’ve embedded a short summary slide deck of that presentation. (Thanks to Brand Autopsy for the tip)

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After reading these dissections of the FTC Guidelines, here are a few questions for you. I’d enjoy your thoughts.

Does this at all impact what your organization’s digital strategy?

If your organization hesitant to get involved in the online space, will these guidelines make it easier or harder for them to make the leap?

(Photo is a mashup of Flickr pics credited to jasoneppink and St_A_Sh.)

This is a content from: The Marketing Fresh Peel

The internet provides us with an endless number of ways to test and perfect our marketing communications. Like mad scientists, we can experiment with our website using Google’s Website Optimizer, continuously tweaking it to better. Tim Ferris even talks about testing product names and price points using eBay listings and AdWord campaigns.

Something that I’ve been playing around with is using Twitter and the url shortening service, Bit.ly, to test the effectiveness of headlines. It’s a quick way to find out which phrasings work and which don’t.

Here how you can gain quick insights to perfect your headlines:

1. Pick a URL Shortener

First pick a url shortening service that will let you create two or more short urls for your link and that collects click data on your urls. I like Bit.ly because it is easy to use and it displays data in an clean format that takes no time to digest. (Plus it is the most common url shortening service.)

2. Select Your Content

Now find the content that you want to test headlines for. In this example, I picked an article on the Dachis Group’s Social Business Design.

3. Create Two Different Short URLs to the Content

Copy the url from the content page you want test headlines around. Create two different short urls linking to this page.

4. Pair Each Short URL with a Different Headline

Pair each of the short urls to a different headline that you want to test. (Using Bit.ly, this is when I rename the link titles so that I know which headline I used for each link.)

5. Tweet the Headlines Followed by the Paired Short URL

Tweet the first headline you want to test with the url to the content page. Then wait a few minutes and tweet the second headline and url.

6. Track the Results

Using your url shortening service, track the number of clicks on each headline. If you are using Bit.ly, the top number is how many clicks there have been and the bottom number is how many clicks there have been total, through Bit.ly, to the long url. That is why the bottom number for both links is the same, because they are both linking to the same page.

So from this we can see that “Social Business Design” is a much more effective headline hook than “Improving Value Exchange.”

7. Repeat to Find the Perfect Headline

This is where you start the process over. Go back to step 1 pairing up the most clicked headline from the first test with a new headline variation. As you do multiple tests make minor variations in the headlines in order to better understand the results. (e.g., instead of using the word “design” you might try using the word “blueprint.”) Do as many tests as you want, until you are satisfied with your headline. Depending on your timeline and what you are testing for will determine the length of time you want to spend testing.

I should point out that there are some limitations to this testing method:

• For this to be of any value, you need to have a history of participation and a following of enough size to accurately make a comparison.
• There is no way of knowing whether or not users clicked on both links.
• Participants on Twitter won’t always match up to the audience you are crafting a headline for.

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That’s it! A quick way to experiment and perfect your headlines.

Thoughts?

This is a content from: The Marketing Fresh Peel

The Post2Post bus has returned!

The Fresh Peel is pleased to welcome Jeremy Gutsche, founder of the wildly popular TrendHunter.com and author of Exploiting Chaos: 150 Ways to Spark Innovation During Times of Change, which is the featured book for October’s stop on the Post2Post Virtual Book Tour.

Not only is Jeremy one of the founders at TrendHunter, but he is also a highly sought after speaker. He was one of Capital One’s youngest Business Directors and innovation leads. Prior to Capital One, Jeremy advised top-level strategy to Fortune 50 and government clients as a Management Consultant at the Monitor Group.

In this interview, I picked Jeremy’s brain on everything from finding innovation out of chaos to what his response is to opponents of trend spotting.

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Q: Is chaos a necessary ingredient for innovation?

Jeremy: It’s not required, but during periods of chaos, consumer needs change. This presents an opportunity for companies who are able to identify these needs.

Q: What are some things that history teaches us about chaos and crisis?


Jeremy: People get caught up in the downsides of the depression, but history teaches us that these times consistently provide us with new opportunities. In fact, some of the most iconic companies were founded during chaotic periods of economic downturns, including: Apple, Microsoft, General Electric, Amgen, Hyatt, HP, EA, and Fortune Magazine.

Fortune Magazine, for instance, was founded just four months AFTER the 1929 Wall Street crash. It was a dollar an issue (the price of a wool sweater), but it thrived. DURING the Great Depression, a subscriber base of 500,000 was grown, and the magazine made seven million dollars in modern day profit. The reason Fortune was successful was not because it was a luxury publication, but rather, because consumer needs had evolved. When people lost their jobs and saw the world changed by the decisions made by NYC based corporations, they wanted to know what was happening behind boardroom doors. Fortune was an answer; an answer to a new consumer need.

Q: You introduce a new wave of management theory which you call “The Exploiting Chaos Framework.” Give us a brief description of each of the four tactics and how they work in the framework.



Jeremy: Culture of Revolution – Culture is more important than strategy because it underlies your organization’s ability to adapt. During times of dramatic change, the importance of an aligned organization becomes even more important

Trend Hunting – Innovation and strategic advantage hinge on the ability to anticipate new trends and identify the next big thing. The book outlines our TrendHunter.com approach to filtering through chaos and identify clusters of opportunity to focus your innovation.

Adaptive Innovation – Engineers, designers, and scientists have invested billions of dollars to perfect human creativity. By applying the best of their proven practices to your own field, you can think big while acting small. You can rapidly identify and evaluate new opportunities.

Infectious Messaging – The Internet has created a world cluttered with chaos, but it has also created the world’s first viral platform for ideas. Well-packaged stories travel faster than ever before. Unfortunately, most marketers are stuck in a world dominated by traditional advertising and cliché. By cultivating infection, your ideas will resonate, helping you to leapfrog ahead of the competition.

Q: What’s different about the framework that you present from current and past management models? Why do organizations need a new model?




Jeremy: The EXPLOITING CHAOS framework teaches readers about reinventing SPECIFICALLY during times of chaos and change, whether in an area of growth and bubbling opportunity or periods of downturn.

Q: In the book, you say, “if you want to change the course of your organization’s future, you need to spark a revolution.” Where in the organization does this spark take place and who makes it happen?





Jeremy: The revolution is in the mindset of the entire organization. It becomes part of the culture. It takes place when the leaders of the company are able to articulate a mantra. An alignment towards a common mantra helps the company to evolve in the same direction.

Q: Your framework includes trend hunting, which is what you and your team does on a daily basis at TrendHunter.com. Is the trend hunting a part of the framework that an organization could outsource? Possibly to an company like TrendHunter.


Jeremy: We provide premium research and help facilitate workshops for companies… but ultimately, trend hunting involves looking for ideas that spark interest based on YOUR consumer’s needs… So truly breakthrough organization has to have origins within one’s own company. Accordingly, we like to help companies by providing them with a toolkit and trends in other industries that might be relevant for their own problems.

Q: What would your response be to someone that says, “you can’t spot trends because by the time you recognize a trend it’s already here, and thus no longer a trend?”



Jeremy: In the book (and our professional research), we use the term clusters… The theory being that you need to find groups of meaningful and inspiring ideas. If these ideas are relevant to your consumer’s needs, and they aren’t incredibly broad, then you’re going to have a good basis for creating remarkable products that solve a consumer need.

Q: What’s your biggest challenge as a professional trend hunter?


Jeremy: Balancing my time… I do about 5-10 speaking gigs a month, and all that travel keeps me away from the Trend Hunter team, who is diligently programming new functionality and hunting new trends as we do this interview…

Q: What do organizations tend to struggle with more? Trend Hunting (recognizing trends) or Adaptive Innovation (Finding ways to apply those trends)?


Jeremy: It’s so easy to get caught up with routine daily tasks and the status quo, that I think organizations struggle most with Culture. However… I won’t avoid your question that easily… I think organizations struggle with Trend Hunting because it is too easy to jump to the closest answer or to make the same decision that was made the day before…

Q: Everyone wants to be noticed. How can we make our messages better and more infectious?


Jeremy: At Trend Hunter, our Rule #1 is to RELENTLESSLY OBSESS ABOUT YOUR STORY! Careful word choice can have an astounding impact on the viral potential of your message. At Trend Hunter, we have the luxury of being able to test our word choice and see a measured view count for each test. For most products, the goal is immeasurable buzz and word of mouth. Here’s a sample of how I break it down in the book:

The framework we use at Trend Hunter includes three components: an article must be simple, direct, and supercharged.

Simple: As Jack Welch of GE put it, “Simple messages travel faster, simpler designs reach the market faster, and the elimination of clutter allows faster decision making.” Similarly, author Seth Godin notes that simple messages “supercharge word of mouth.”

Direct: An outsider should understand your value proposition from your 7 words. Your value proposition is your advantage. It’s the unique attribute that explains why I should choose you.

Supercharged: Your seven words should pass the “I-have-to-tell-someone-test.” If they don’t, why will someone else care? You can’t expect your message to drive word-of-mouth exposure if you don’t give people a supercharged story.

In traditional marketing, there is an emphasis on cliché, clever wording, and invented words. At Trend Hunter, we pursue viral, and that means we place our emphasis is on simplicity.
Rule #1: RELENTLESSLY OBSESS ABOUT YOUR STORY

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Thanks Jeremy!