Category: marketing

  • This is what happens when you rush things

    This is what happens when you rush things

    Nokia are going to release a smartphone with the best camera seen so far on a mobile phone.

    Desperate for good news and positive coverage, Nokia decided to announce the Lumia 920 prematurely and their marketing people are forced to fake the videos and sample photos.

    Then they get caught.

    And instead of having the media fawning over the impressive features of the Lumia 920, Nokia are scorned. A particularly damaging thing in a fortnight where Amazon and Apple have major announcements.

    The problem is giving yourself artificial milestones that can’t be met. People take shortcuts to meet those deadlines and debacles like Nokia’s are the result.

    Artificial “drop dead dates” are the mark of panic by poor management. One wonders how long this can continue at Nokia.

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  • Nightlife Computers: Sockpuppets, trolls and fakes

    Nightlife Computers: Sockpuppets, trolls and fakes

    Paul Wallbank joined Tony Delroy for the 6 September 2012 ABC Nightlife technology spot to discuss sock puppets, what they mean on review sites and what this means for businesses using social media as a marketing tool.

    If you missed the program, you can listen to the podcast from the Tony Delroy’s Nightlife page.

    This week’s sock puppet scandal puts the light on authors’ book reviews on sites like Amazon while other review services like TripAdvisor, Yelp and Urbanspoon continue to struggle with figuring out which reviews are real.

    Businesses also have to worry about what people are posting in light of the recent Advertising Standards and ACCC rulings making businesses more accountable with what’s posted on Facebook.

    Some of the questions we’ll look at include;

    Join us from 10pm, Australian Eastern Time on Thursday September 5 on your local ABC radio station or listen online through their streaming service at www.abc.net.au/nightlife.

    We’d love to hear your views so join the conversation with your on-air questions, ideas or comments; phone in on the night on 1300 800 222 within Australia or +61 2 8333 1000 from outside Australia.

    You can SMS Nightlife’s talkback on 19922702, or through twitter to @paulwallbank using the #abcnightlife hashtag or visit the Nightlife Facebook page.

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  • Freebies and rorts

    Freebies and rorts

    Something went badly wrong in Samsung’s PR department last month as their strategy of engaging bloggers turned into a series of embarrassing arguments over control.

    First, a pair of Indian bloggers found themselves stranded at Berlin’s IFA 2012 fair after arguing with Samsung then French blogger France Quiqueré told of her similar encounter with Samsung’s control freakery at the London Olympics.

    Both encounters raise the issue of what is expected when a journalist or blogger is given a free trip to a conference or event.

    Freebies are always a difficult issue, the blogger or journalist is always going to be in a conflicted position and the organisation paying the bills has an interest in what they report.

    In an ideal world, we’d all follow Sarah Lacy’s example where no-one accepts freebies. The problem with that is that most media companies, let alone bloggers, don’t have the funds to attend high priced conferences in their own cities and going to one half way across the world is out of the question if someone else doesn’t pay.

    Sarah’s journalist model works fine when you have a well funded operation like Pando Daily’s VC investors or someone prepared to work for nothing – the digital sharecropper model.

    With the collapse of newspaper revenues, most media companies long ago gave up their ethical objections to accepting paid trips to conferences – in sections like travel, tech and motoring the freebie has been well established for decades.

    Basically, if event organisers didn’t pay the bills for journalists and bloggers their conferences or product launches won’t get much media attention because most of the reporters simply couldn’t afford to attend.

    This is simple economics and where disclosure comes in. If a blogger or reporter has been given free travel or accommodation so they could attend an event then readers should be told.

    What really matters in all of this are the audience and the reporter’s ethical compass. If the readers or viewers can trust and value what reporters produce and in turn the reporters are comfortable within their own moral boundaries then everyone is a winner.

    The danger is getting the balance wrong. If readers lose trust, PR people start taking liberties (as Samsung tried to do) or bloggers and journalists are uncomfortable with what they do then it’s time to stop doing it.

    One quick way to destroy credibility is for PR managers to expect those blogger to act like performing monkeys in return for ‘winning’ a competition or believing that ferrying a journalist to an event will guarantee fawning coverage.

    Any decent journalist or blogger who respects themselves and their audiences won’t do that, if only because it will damage their brand or career prospects. This is the lesson Samsung have learned.

    For the record, I do accept freebies and disclose them at the bottom of any related blog posts. If an investor would like to bankroll a down under Pando Daily, you know where to contact me.

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  • Finding the perfect customer

    Finding the perfect customer

    With the rise of social media we’ve spoken a lot about customers’ ability to rate businesses and overlooked that companies have been rating their clients for a lot longer. The same technologies that are helping consumers are also assisting companies to find their best prospects.

    A business truism is that Pareto’s Rule applies in all organisations – 20% of customers will generate 80% of a company’s profits. Equally a different 20% of clients will create 80% of the hassles. The Holy Grail in customer service is to identify both groups as early as possible in the sales cycle.

    Earlier this week The New York Times profiled the new breed of ratings tools known as consumer valuation or buying-power scores. These promise to help businesses find the good customers early.

    While rating customers according to their credit worthiness has been common for decades, measuring a client’s likely value to a business hasn’t been so widespread and most companies have relied on the gut feeling of their salespeople or managers. The customer valuation tools change this.

    One of the companies the NYT looked at was eBureau, a Minnesota-based company that analyses customers’ likely behaviour. eBureau’s founder Gordy Meyer tells how 30 years ago he worked for Fingerhut, a mailorder catalogue company that used some basic ways of figuring out who would be a good customer.

    Some of the indicators Fingerhut used to figure if a client was worthwhile included whether an application form was filled in by pen, if the customer had a working telephone number or if the buyer used their middle initial – apparently the latter indicates someone is a good credit risk.

    Many businesses are still using measures like that to decide whether a customer will be a pain or a gain. One reliable signal is those that complain about previous companies they’ve dealt with; it’s a sure-fire indicator they’ll complain about you as well.

    What we’re seeing with services like eBureau is the bringing together of Big Data and cloud computing. A generation ago even if we could have collected the data these services collate, there was no way we could process the information to make any sense to our business.

    Today we have these services at our fingertips and coupled with lead generators and the insights social media gives us into the likes and dislikes of our customers these tools suddenly become very powerful.

    While we’ll never get rid of bad customers – credit rating services didn’t mean the end of bad debts – customer valuation tools are another example of how canny users of technology can get an advantage over their competitors along with saving time in chasing the wrong clients.

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  • Selling old rope

    Selling old rope

    “Big Data is a fad” announced a speaker at a technology conference. “We’ve had Big Data for years. We used to call it business analytics.”

    He’s right. The IT industry is very good at rebadging technology and the term ‘Big Data’ is just the latest of many examples — the best of which is how ‘cloud computing’ which is largely a rebadging of SaaS, Application Service Providers or client-server.

    While it’s easy to be cynical about this IT industry habit, there is a valid underlying point to this repainting old rope — that the refurbished old string is cheaper and more useful than what came before it.

    The problem for innovators creating accessible, cheaper and faster ways to do things is they risk that their product will be likened to the old, expensive and inaccessible methods. No cloud computing provider wants to be associated with IBM’s expensive client-server products or the flaky Application Service Provider of the dot com era.

    Most innovations aren’t revolutionary, they have evolved out of an older way of doing things. So saying “it’s being done before” when seeing an innovative product may be missing the point.

    In the case of Big Data the principles aren’t new but we’re collecting more data than ever before and the old tools — even if they could manage with the volume of information— are far more expensive than the new services.

    So repainting old rope isn’t always done for purely marketing purposes, sometimes there’s a real benefit to the customers.

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