Does Management Care About Our Brand?

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Red Wheel s.c.Sure they do. Management’s focus on the 50,000 foot view of an organization includes issues around brand. But what I’ve found is that they are not always aware of mission-critical elements that contribute to how your brand is perceived–by customers, donors, investors, or other influencers.  Here are two areas where the executive team often falls short, and what you can do about it.

The Virtual. Let’s face it, many in executive leadership are from a generation that’s not entirely comfortable with the virtual world of the internet and social media–even email. A good friend of mine in his 60’s ran a highly successful international foundation without so much as a computer on his desk. His secretary read and responded to all his emails!  Other execs can be suspicious of social media being merely social and not having any business function, so they won’t allow employees to use it.  Or they limit online time to younger subordinates–interns and such–without realizing these have become the face of the organization and their first responders in a crisis. (And they might be perfectly well qualified for this, but that might not really be the communications strategy when the assignment is made.)

So how do you get management to care about the virtual iterations of your brand?

1. Provide real feedback on what others are saying about you and your issue or product or competitors on a regular basis–a quick overview report at least weekly. You likely already know the tools (Google Alerts, Twittalyzer). But also write the report in “real English” so that those of us who aren’t as facile with technology can “get it” and understand strategic implications.

2. Offer a virtual brand game-plan with a specific group of staff and targeted number of hours they will spend listening and responding on Facebook, Twitter, blogs, etc.

3.  Be willing to revise the game plan. Test a variety of strategies and personnel. Some people love to write, for example, and could be great bloggers for your brand. Others might be better suited to the 140-characters-or-less world of Twitter.

The Physical. I recently attended an after work networking event at a company that reminded me how much the physical still matters when it comes to your brand. The party included a number of people I wanted to meet. However, the bar was located right in the entrance area, so everyone was crammed together there and no one could circulate. The food was elsewhere–sitting on small, lonely plastic platters in several conference rooms too far from the main action to attract much attention. But for those who ventured in search of nourishment, the message of the meager fare was either that the company was suffering greatly in the economic downturn, or they didn’t like their customers enough to invest in more than a bowl of peanuts. Probably not the message management intended to send.  My guess is management didn’t even involve itself in the layout or the menu decisions.

By contrast I attended another business event for top-level CEOs where clearly the economic downturn played a role in the decision to change the evening from black-tie to business dress. The food was well laid out and appetizing, but not overly luxurious. The content and networking spaces were well-planned. Result: a good boost for the host company’s brand.

How can you get management to care about the “physical” expressions of your brand?

1. Include them in your decision-making. Even if it’s the tablecloths for an event or the new office chairs, make sure management knows What you’re suggesting/deciding and Why you’re making those recommendations.  What is the impression you are trying to make? What do you want customers or donors or investors to think about you when they leave? (note: “they’re suffering” doesn’t always translate into increased donations on the nonprofit side.)

2. Show them examples (photos) of what your event/office would look like if these decisions get made. I’m sure that if one of the top executives of the firm I mentioned above had seen what a little plastic platter of vegetables looked like sitting alone on a vast polished wood conference table, he might have endorsed a different food budget.

3. Poll your guests and share outcomes with management. Survey Monkey and other online tools make it so easy to find out whether or not your guests liked your event/their meeting at your office/etc. Social media also allows you to hear from important players and share back their comments.

All I can end with is the line from the wonderful Maurice Sendak book for children, about Pierre “who didn’t care” (Spoiler alert: he gets eaten by a lion): Care!

©2009 Amy DeLouise. All Rights Reserved. For reprint permission, please contact amy(at)amydelouise(d0t)com.

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Handling Disgruntled Customers

Oakes Red - IMGP1335 s.cThere are three kinds of unhappy customers. The ones who let you know about the problem right away. The ones who tell other people they are unhappy, but avoid telling you directly.  And the ones who are mostly happy customers and have only one issue they are unhappy about, but this is the only thing they communicate about with you, so it seems like a much larger problem.  It’s really important to discern which kind of customer you are dealing with before you can help them.  And especially in these days of social media, when a problem that is small can become exponentially larger due to word of mouth.

Learn About the Problem

If you are hearing about the problem from someone other than the customer, or through a group venue such as social media, seek out the customer to discuss the issue directly and privately. You can still make some kind of public response when all is resolved, but don’t duke things out on your Facebook page.

Really listening is key. This means a willingness to see the issue from their perspective and problem-solve in a way that ensures they will still be your customer. Okay, in fairness there will be rare instances in which you need to “fire” your own customer because, as it turns out, their goals and your mission/brand promise actually just don’t fit. But this is a rare instance. More often than not, a disgruntled customer will become less frustrated just through knowing you understand their pain.  By listening you can also discern if this is a generally happy customer (and not over-react) or if there is a big issue you need to address with a full-court press. And when you listen, be sure to share with colleagues (as appropriate, depending on sensitivity) within your organization so they understand your brand values when it comes to problem-solving.

Find a Solution

The worst thing you can do to a customer is make them find their own solution. This happened to me recently with the Smithsonian Institution, an organization of which I’m highly supportive. My family joined about a year ago because we live in Washington, DC and visit the museums regularly.  We received the magazine immediately but never got the membership card, so we had to sign in at the information desk every time we went to a museum—several times a month–for a “temporary card” in order to enjoy our membership benefits. This got tedious, and yet no one suggested how we could solve our problem and get a permanent card.  Finally, one day I walked to the Smithsonian’s main offices to ask for help. I was sent to another building. Then from that building, back to the first one. And so on. It was starting to look like a Marx brothers movie, but not as funny since I had kids in tow. Finally, a woman at the main office handed me a sticky note and said “call this 800 number and maybe they can help you.”  I recently spoke to a helpful customer service rep there and we’ll wait to see what happens.

Communicating About Problem-Solving

A lot of organizations do a tremendous job of communicating about their mission, their brand values and their goals, but do a terrible job of telling customers about how they solve problems. In the more customer-driven environment of today’s economy, customers and prospective customers want to know that you can solve their problems, even if they don’t have any right now.

You can communicate about your problem-solving in a number of ways. It’s a great blog topic. It’s worthy of a line or two in your monthly e-mail or memo to customers. It’s even worthy of mention to your own staff, so they understand a model of successful problem-solving. Do you have a good example of communicating around problem-solving in your organization? Or a problem-solving disaster? Please share…

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Ban Social Media from the Workplace?

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3 Glass Bottles-1b sI recently read an article in a business magazine that blew me away. It outlined a case in which an employee of a trade association and lobbying organization made unflattering and unprofessional comments about her boss and employer on her Facebook page, and was subsequently fired for doing so. It concluded with this recommendation:

“Every single employer on the face of the planet ought to prohibit their employees from: 1) accessing social networking sites while at work or from a company computer; 2) publishing any comments or statements about the company, including identifying themselves as company employees, absent advance written consent, which should be conditioned upon employee permission to monitor online profiles. This should be an express, written workplace policy, signed by all employees, as well as a term of all independent contractor agreements.” – www.smartceo.com, September issue, “See Jane Play: Is an employee’s online image trashing yours?” (I don’t see an online version yet)

Wow.  I hardly know where to start.  But I’m going to try.

1. Social Media Has No Place in the Workplace. Or does it? Neilsen recently showed that more people are using social media than email (The Nielsen Company, March 9, 2009. Social networks & blogs now 4th most popular online activity, ahead of personal email). And corporations are taking notice. Forrester Research projects that companies will spend $3.1 billion on social media by 2014. Why? Because this new genre of communication allows for interactive conversations with customers, users, donors, policymakers and supporters. It engages in new ways, with immediate outcomes. It can launch a major viral campaign in minutes that would have taken months or years (and plenty of dollars) to succeed through traditional media or behind-the-scenes lobbying. That is, if you know how to use it. Which you won’t if you ban it from your workplace. Instead, you will have fewer tools than your competitors do for managing your brand and your message. As an executive, your job is to be what CEO and marketing guru Yuri Radziesvksy of GlobalWorks Group LLC calls “the lead brand custodian.” Whether you love it or not, leadership means embracing new technologies, and guiding your team to leverage them fully to achieve stated goals. Rather than banning these new tools, consider a role in which you embrace innovation.

2.  Employees Will Bad-Mouth You Through Social Media. Yes, they will. Just as they have at the water cooler, on the golf course, in their living rooms…you get the idea. Unhappy employees will always vent. And occasionally even the happy employees will slip-up and post something you both wish could now be deleted. But the new landscape of social media won’t disappear just because you ban it.  (One of the things I always surprise clients with is a summary of the number of mentions they get on other people’s blogs, etc.–and the posters aren’t employees.) Instead, create a policy for social media use. Better yet, get your stakeholders–board members, employees, donors, etc.–to weigh in. Take stock again in 3-6 months. Of course, there are brave and highly successful companies like Zappos who have purposely avoided having an official policy (and hey, they just got bought by Amazon so they must be doing something right!). Says Zappos CEO Tony Hsieh, who’s got 300 of his customer service reps using Twitter, “People don’t relate to companies, they relate to people.” (For inspiration, read Tony’s always enlightening blog.)

3. Social Media Isn’t for Serious Professionals. The article described the employer organization as a trade organization that lobbies on behalf of its “high-powered members.”  It refers to employees who use social media as those who “play on these Web sites” and “the lad who updates your profile.”  No serious social media users here, right?   I’m going to guess that there’s some discomfort with the democratizing effect of social media–that it puts the voice of a junior employee on equal footing with that of the CEO. Well, um, yes. Exactly. And ditto with members of the general public.  Who can either be your friends or your foes if you happen to be, say, a trade organization that lobbies on issues before Congress. Case in point: I have a client who is considered one of the most powerful advocacy voices in Washington and guess what? They have a Facebook page! They have employees who, yes, are paid to “play” on this site and promote their organization’s perspective and encourage members to engage on their issues, especially when they have an important advocacy event or vote coming up in Congress.  My guess is that the “influential members” the author describes may not be well-versed in social media. Like any foreign language, it requires time and assistance to learn. The association could do a great service for its members by hosting a webinar or teleconference on how to incorporate social media into a strategic communications strategy, how to effectively engage social networks for political advocacy, how to build a network of influentials, and new tools for measuring ROI. As George Colony, CEO of Forrester Research, says on his blog for CEO’s “Social marketing is here to stay. It’s time for you to understand it.”

4. Monitor Employee and Contractor Use of Social Media. Yes, definitely.  If you are opening an office in Communist China. And if you have all the time in the world. But if you’re here and don’t, then this kind of policy means you will lose out on some of the most well-networked and effective people and companies you can employ. And I don’t just mean the current digital-native generation. I include those of us boomers who have learned our way around the social mediasphere and use it not just to promote our own work but to monitor the work of thought leaders in our fields and develop networks of highly qualified people on whom we can count for advice and referrals.  (Did you know women over 55 are the fastest growing groups on Facebook? And that Pew research has found the media age of a LinkedIn user is 40?).  You need these folks to propel your mission and brand in the 21st century.

5. Ban Employees From Mentioning Where They Work. One of the most useful parts of the fastest-growing social media network, LinkedIn, is its virtual rolodex aspect. Obviously this won’t work for you and your contacts don’t know each other’s places of employment.   Part of what makes LinkedIn work is the credibility of its members. Once you have a solid base of contacts, you can reach out to their contacts for advice, when filling positions, etc.  As a board member, for example, I was recently able to find highly valued contractors for a bid we were issuing by querying my Linked In contacts and some of their contacts for their recommendations. Why would you want to exclude yourself from this resource?  And why would you be so concerned about your own vendors and employees bad-mouthing you that you would ban them from naming their employer, and thereby preventing you from connecting your brand with their prestige (in other words, employees aren’t always jerks–most of the time they reflect well on you). This policy might speak to internal issues around employee engagement and team-building?  Without a real inside look at the organization, I can’t tell, but it’s worth considering.

So for my money, I wouldn’t recommend items 1-5 above. But hey, I’m self-employed so we already know my boss is hell to work for!

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Lowering the Cost of Brand Promotion

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Columns and Arches sPromoting a brand in a recession is a challenge. Budgets are slimmed. Staff are trimmed. And you don’t have much time to pull campaigns together.  But consider trying what wardrobe stylists have recommended for years before spending a lot on new services—“shop in your own closet”!

What do I mean by this? Well, you may already own the best tools to promote your brand:  pre-existing photo and video content. This archival content is a gold mine that can be re-purposed to promote your organization and your brand in advertising campaigns, newsletters, YouTube and website videos.

Finding Your Content

You’re not alone if you are having trouble locating your existing content.  This summer, NASA released its “restoration” of the 1969 moonwalk video–restored because they actually lost or destroyed the original footage of the most important event in the agency’s history.  You probably have video or photographs of important achievements by your organization. But do you know where they are? And are they in a format you can now use?  Here are some ways you can improve this resource so it is just a click away from helping you be cost-efficient in your brand marketing.

Tips to Make Access Easy

  1. Identify key people and events that are essential to your product, service or mission.
  2. Locate photographs of these items.
  3. Scan stills that are not digital. Be sure to scan at high enough resolution (at least 300dpi for video, even higher for print) to use for print and video projects.
  4. Organize photos into folders on your server that are easily accessible to others throughout the organization and share a list of what you have available.
  5. Be sure you own the copyrights to these images, and have the permission of people featured and indicate in the file any photo credits required.
  6. If you want to be able to share photos with outside consultants, ad agencies or press, consider a software package such as Portfolio by Extensis or Cumulus from Canto.
  7. Create an index of your videotapes. Archiving video for in-house editing departments could fill another blog post, so I won’t get into those details here. But even if you don’t edit in house, you may have boxes of tapes you don’t know what to do with. You may only have consumer copies of videos you hired others to produce (i.e. DVDs or VHS). Or you may have some Betacam-SP tapes—a professional format that is just beginning to phase out–hanging around the office.  It’s best to organize these according to Source Footage (the original tapes shot in the field) versus Final Masters (or copies). It’s easier to use source footage to create new products, but sometimes masters or even consumer copies can be used.  At the very least, create a spreadsheet that lists each of your tapes, the date they were made, and a rough idea of the content (i.e. who was interviewed). Even a basic Excel spreadsheet will be searchable. Or you can get more sophisticated with various video archiving software tools, especially if you have an in-house editing system.
  8. If you have the capability, digitize mini-clips of the video footage you are most likely to need, such as an important CEO speech, highlights of a recent event, etc., so folks who might need to access them have a sense of what’s available.

Future-Proofing

  1. Moving forward, make sure you acquire video and photos in the highest possible quality, so they can be multi-purposed easily. Save video masters in digital codecs that are not going to change with the latest technologies (such as loss-less animation codec or MPEG-4) as opposed to tape formats.
  2. Have a process in place so that anyone who acquires video or photos for your organization sends originals or copies to your communications/marketing department so that they can be catalogued and archived for future use.

Your archival media is connected to your brand marketing, and can save you money and help you tell your story.  It’s a resource that sometimes gets overlooked, but is actually worth thousands of dollars that you won’t have to spend again if you keep it up to date and organized.

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