A Cutting Edge Focus on Social Media for Business was the thrust of this week’s Ottawa Network event, but while each of the presenters offered useful insights on the abrupt paradigm shifts in customer and media engagement driven by Web 2.0, what struck me was that no matter how much some things change, they remain the same.

Chris Biber, president and CEO of SearchingWorks, started off the evening by reiterating that social media, be it Twitter, Youtube or a blog, is simply another set of tools in the marketing toolbox, while marketing itself is simply the “consistent application of common sense.”

It all begins of course, by taking the time to research and understand your customers. Who are they? Where are they? What interests them? And what are their needs and expectations? The same basic foundation that’s always been a requisite for an effective marketing program. The difference now, of course, being that social media allows for a much more candid and informal two-way flow of communication between company and customer.

But this is a conversation that cannot be dominated by a “me, me, me” approach. While companies and brands can make themselves part of the conversation and attempt to direct it, they can’t expect to control it. Nor will their audience respond favourably to anything that is blatantly self-serving or promotional.

Rick Radko, president of R-Cubed, drawing on his software-engineering background, took a different perspective and focused on the application of social media as an internal, rather than external, communications tool set. From online tools for document sharing and collaboration, to wikis, Rick talked about how “Enterprise 2.0″ is becoming the norm for organizations with teleworkers and remote offices, to keep staff in touch and part of a common corporate culture.

In particular, Rick touched on using a wiki to keep staff informed on everything from new corporate directives, to who down the hall is offering to car pool. It’s the digitization of that ubiquitous cork board that adorns staff lunch rooms everywhere, plastered with pushpins and dead-tree notices.

Lastly, Natasha D’Souza, founder of Virtual EyeSee, talked about the distinctions between the social media release, versus the traditional news release, an example of which she offered for a recent Mother’s Day event she held. As her example illustrates, the social media release tends to be less formal and directly addresses the intended audience. It also moves up the contact information and incorporates multimedia elements to support it, from pictures, to video and links to other relevant sources of information.

Two things in particular struck me about the structure of a social media release and how she used it.

First, is the volume of supporting content that can be added, in terms of pictures, video, links and so forth. In the good ol’ days of tree slaying, a comprehensive package such as this was called a media kit. Is the social media release, in its fully realized form, in many ways not simply the digitization of this traditional public relations tool? (Editor’s note: Actually, long before the term “social media release” was ever coined, savvy PR practitioners have been offering their contacts multimedia-rich content. And we’ve been hosting or delivering that content via electronic channels for decades. The web has made it easier for practitioners to do it all themselves but there are still some media formats — broadcast-quality b-roll, for example — that you probably don’t want to host yourself.)

The second point came when one attendee asked Natasha how she distributed this social media release. And this is where another classic and intrinsic element of marketing and PR came in. She researched the influential bloggers in the Ottawa area who would be interested in her Mother’s Day event and contacted them to pitch the event and direct them to her release. Proving once again that they’ve yet to come up with a social media tool that is a suitable substitute for hard work and old-fashioned solicitation.

Technorati Tags: public relations, marketing, social media, blogging, Twitter, wiki, Enterprise 2.0, Web 2.0

The following raft of positive news for Ottawa companies was brought to my attention this morning by the irrepressible Andrew Arnott, vice president of commercial financial services with the Royal Bank of Canada’s technology banking group here in Ottawa, and BFF to technology entrepreneurs all over town. (The exclamation marks are his; the journalist in me prevents me from sharing Andrew’s natural exuberance.)

• Halogen Software marked it’s 26th consecutive quarter of YOY growth: May 20th/09!
• Protus hit 83% YOY growth!
• Bridgewater sales rose 64% YOY!
• Dragonwave numbers improve!
• March Networks expects 4th quarter revenue growth!
• Enablence raises $13.8MM US!
• Espial “revenue soars” in Q1!

Is this a harbinger that the good times are here again? Maybe, maybe not. But it certainly is, as Andrew points out, cause for celebration. Congratulations to each of the companies involved and thank you, Andrew, for putting it all together.

Technorati Tags: Good news, Ottawa, technology, Halogen Software, Protus, Bridgewater, Dragonwave, March Networks, Enablence, Espial

I was interviewed a few weeks back by the Ottawa Business Journal for a piece on marketing through a downturn. While a good bit of what I had to say did make it into the article, I thought it would be useful to expand on my thinking here. So, here are my 10 tips for marketing through a downturn.

1. Do as much marketing as you can afford

We’ve written a lot about the merit of maintaining your marketing spend through an economic downturn. There is still business to be written, markets to be taken and customers to be won. And a downturn, when many of your competitors may well be going quiet, often represents an unprecedented opportunity to grab a much larger share of voice.

2. Recalibrate your strategy and recast your budget strategically as opposed to simply cutting x% across the board

The OBJ reporter kept trying to get me to name the “one thing” that companies should do in response to a downturn. I resisted being so binary since a downturn represents doom to some but incredible opportunity to others. And even for those for whom it’s a challenge, an across-the-board response is rarely the right one.

At times like this, strategy becomes more valuable than ever. Know where you’re trying to go, the best way to get there, and how you’re going to know that you’ve arrived. Cut those marketing tactics that won’t help get you there and re-invest the money in the tactics that will.

3. Negotiate pricing

All the vectors you use to communicate to your marketplace are feeling the pinch right now. There is no better time to play hardball on pricing, or to negotiate added extras that usually cost a lot more. Most media outlets will cut their line rates or give you valuable extras like a free newsletter distribution, web conference, white paper distribution or even additional insertions. Trade show organizers may agree to a bigger booth space for the same price or throw in sponsorship opportunities or show guide advertising that in better times might cost you thousands more. Even if your supplier must hold the line on fundamentals, see if you can’t snag some of the valuable extras.

4. If you have channel or other partners, consider pooling budgets and activities to make your dollars go further

Can you share a trade show booth with partners? Can you initiate a co-op advertising program that sees you put up some of the cost while your channel partners put up the rest? Is the opposite available to you — are you a channel for an OEM with a co-op program?

5. Do not abandon measurement

If marketing is seen as the easiest thing for companies to cut during a downturn, then measurement is seen as the easiest thing for marketers to cut. After all, it doesn’t really contribute anything, right? Wrong. Harken back to tip No. 2: If you’re not measuring, you have no idea where you are or what got you there, you don’t know what’s working and what isn’t, and you simply can’t be strategic about your marketing spend. When times are good and there’s budget to spare, you might be able to afford to have some things work a little less effectively. When times are tough and every dollar must produce a result, you need to be measuring so you know which tactics are delivering and which ones aren’t.

6. Be transactional if there’s an immediate opportunity

As I’ve already noted, a downturn means different things for different companies. If there is good business that can be immediately secured, be highly transactional in going after it. Alter all your messaging to “Buy now,” and focus on tactics, like advertising and direct marketing, that communicate transactional messaging best.

7. If there isn’t an immediate opportunity, go long

It’s far more likely, however, that your customer’s buying cycle has stalled; it almost certainly has lengthened. So if your customers have hunkered down waiting for the storm to pass, there’s no point in blaring the hard sell at them or offering them discounts and other incentives to immediately do something they’re simply not going to. Does this mean you, too, should hunker down and draw the blinds until things blow over? No, it means your messaging should shift to support longer-term objectives such as awareness building, thought leadership and marketplace education. Tactics like media relations, trade shows and white papers that establish your authority and expertise are a better use of your resources if this is your reality.

8. In all communications, employ story telling that emphasizes how your product or service saves money or drives additional immediate revenue for your customers. Speak to the pain they’re feeling in a recession

Whatever the economic conditions, your marketing and communications messaging should be all about your customer, not you. You should always be speaking to the pain your customer feels that your product or service solves. In a recession, your customer’s pain is almost certainly all about revenue — making more of it or keeping more of it. Make sure you’re speaking to this.

9. Be overly attentive to your existing revenue base

“Love the one you’re with,” says the old song, and that’s never more relevant than in a downturn, when new customers are hardest to acquire. Your current customers are keeping you in business and it’s almost always cheaper to maintain and build business with existing customers than to find new ones. Lavish your existing customers with love, look for low-cost ways to improve the value you create for them, and communicate, communicate, communicate — let them know you love them.

10. Effective relationships never expire, so keep talking

Keep talking to everyone in your value chain, including suppliers, service providers, channels, influencers and, of course, customers and prospects. Even if they can’t use your services or you theirs just now, keeping those lines of communication open and full of useful information will serve you very well when the economy recovers.

Technorati Tags: Marketing, media relations, recession, downturn

I had the chance last Thursday to attend for the second time one of the best networking events I know, Montréal’s StartUpCamp. I tweeted the highlights of the company presentations, as did some others, and you can see them here.

Because it constitutes my main business-development strategy, I am a relentless networker and let me tell you, there are several things that sets this event apart from many others I attend.

First is the energy in the room, which derives perhaps from its staging at the terribly hip Société des arts technologiques, located at the very epicenter of arguably Canada’s hippest city, or maybe from the funky lighting, house music and well-patronized bar. Granted, the noise level is not the most conducive to meaningful conversation, but even this somewhat hearing-impaired old guy managed to get by okay.

Or maybe the energy is simply organic to StartUpCampMontréal itself. With more than 400 attendees, Thursday night’s crowd was a cross-pollinating mix of about 70 gurus (the term its organizers use to indicate the more experienced business and investment people who help the presenting companies hone their pitches), 250 entrepreneurs, 50 students and 30 others.

Second is the format, which is a bit of democamp-meets-dinner-speaker. Five companies, selected by a jury of gurus, each presents for five minutes followed by questions and answers. This, the fourth edition of StartUpCampMontréal, saw about 30 companies apply for one of the five slots. The company presentations are book-ended by a pair of short, lessons-learned-style keynote speeches from entrepreneurs who bring some from-the-trenches wisdom to the night.

Third, the organizers work hard to make this a thoroughly interactive networking event. Phil Telio and Vincent Guyaux of Embrase are the main hands behind StartUpCampMontréal, although they have attracted a lot of other helpers. From the perspective of this sponsor, they settled on a brilliant tactic to encourage attendees to connect with us: they gave us a stack of drink tickets and then pointed each of us out at the beginning of the event and encouraged attendees to come and cadge a free drink from us. I can tell you it started a lot of conversations for me.

One of the things that impressed me most at the previous StartUpCampMontréal, which we also sponsored, was the open and receptive nature of the audience. Maybe that, too, is a Montréal thing because at most other venues, I’m the guy nosing into a group of people with my hand out in friendly introduction; here, it was the other way around. Several people approached me simply to thank me for our sponsorship and three became solid business leads. One of those leads came up to me again at last week’s event and then insisted on introducing me around to everyone he knew there. It was phenomenal.

We already have one superb client from Montréal, Xsilva Systems, whose suite of Mac-based retail tools is winning with high-concept retailers in both the bricks-and-mortar and online economies. It’s a city I’m always happy to spend time in, and not just for the incomparable smoked meat at Schwartz’s. Judging from what I saw Thursday, it’s fertile ground for us.

What about StartUpCampOttawa?

As a final note, I don’t know why Ottawa doesn’t have a similar event. We have camps galore, and an active and inter-networked start-up community. Next week’s Founders and Funders dinner is also a pretty good way for entrepreneurs and investors to come together, albeit a whole lot less structured than StartUpCamp. If there are others in Ottawa interested in exploring how we can bring this event here, I’d be delighted to hook up with you. And Phil Telio, the main organizer of Montréal’s event, has repeatedly expressed to me his interest in also helping make it happen here.

Technorati Tags: StartUpCampMontreal, networking, entrepreneurship, startups, inmedia, Embrase, business development, Montreal

Recently, Francis fielded a question on LinkedIn about the value of running a survey to generate media coverage.

Surveys can be used effectively to position a company, but not if the company is perceived simply as a sponsor of an external survey. Francis cited the example of one IT consultancy that, on inmedia’s counsel, did away with its external survey of CIOs and instead realized much better media traction from publishing the results of an internal census of its own IT experts. The spotlight was shifted from a group of faceless CIOs to the consultancy’s own knowledge keepers, positioning the consultancy as an authoritative subject matter expert rather than a mere survey sponsor.

As the editor of a business publication, I saw almost daily news releases plugging a survey that, on the surface at least, provided profound insights into one issue or another of relevance to the Ottawa business community. However, the appeal factor quickly evaporated when, upon closer inspection, it was revealed that said survey was sponsored by a major credit card company or software vendor.

This made the objectivity of the data presented, and the conclusions drawn from it, immediately suspect to me. After all, the sponsoring organization would not go to the time and effort to promote survey results that didn’t support its own sales and marketing efforts, now would it? It was this obvious vested interest that made me reluctant to devote even a couple of hundred words of coverage with an online news brief.

When trying to come up with ingenious and cunning ways to engage with the media, there is, once again, simply no substitute for taking the time and effort to understand:

1. Who are the media that are relevant to your organization? Which ones have the clout to move your market and a focus that includes the products and services that you offer?

2. Who on staff specifically covers your offering or the specific markets that you target?

3. What kind of content is the publication looking for and how can you provide it? When you pursue potential customers, you position your product or service as a solution to a problem. Attracting the interest of the media is no different. In Francis’s example above, by putting the spotlight on its own internal thought leaders, this IT consultancy was conveying the value it could provide to a publication in search of expert opinion and insight on pertinent issues and topics.

Answering these questions takes research and the patience and persistence to secure that all-important first conversation with an editor. This is relationship building based upon your ability to offer something that is relevant and valuable. Prove that you’re useful, and your foot is firmly wedged in the door. It is not about flogging today’s news release, though that does present a good excuse to pick up the phone.

Don’t operate under the false assumption that following this process faithfully is a magic bullet that guarantees results, or that great things will happen over night. It still takes time.

For one client, I have been working to place a leadership piece with a key publication since February. The editor held on to the draft we submitted for almost two months before coming back with requested revisions that essentially gut much of the article’s original focus and content. But he’s still interested. With another magazine that lies at the pinnacle of this client’s wish list, I have been touching base with the editor every few weeks for the past three months and finally hope to garner a firm commitment in June when work commences on a signature fall issue.

Invariably, great results are the result of this kind of furious paddling below the waterline, rather than something like a sponsored survey that can fall into the category of gimmickry. The sooner you take to the water and get to work, the sooner those media clippings will begin to add up.

Technorati Tags: public relations, marketing, media relations, pitching

In case you missed them, here’s a roundup of our blog posts from April.

Francis
April 2: Whaddya mean it’s a brave new (social media) world?
April 7: Entrepreneurs hunger for education
April 9: inmedia clients go 2 for 2 at OCRI awards
April 15: Four legs good, two legs bad
April 22: Linguistics prof slags ‘The Elements of Style’

Leo
April 3: In the flesh

Yesterday morning’s excellent Social Media Breakfast Ottawa got me thinking again about a recurring conversation I have been having about the nature of citizenship. Presenter Mark Kuznicki is an organizing force behind ChangeCamp, which will appear in Ottawa for the first time on May 16, and a consultant who helps forge open, creative communities whose purpose aligns with his personal social mission, “to reinvigorate community resilience and adaptation in response to accelerating global change.” It was an uplifting and thought-provoking session that left me in exactly the opposite state of mind from last month’s breakfast.

ChangeCamp is about “re-imagining government and citizenship in the age of participation,” and Kuznicki bemoaned a devaluing of the concept of citizenship that limits our participation to occasionally voting for our governments and regularly complaining about the quality of the services we receive from them.

In a comment after his presentation, I suggested to Kuznicki that it’s even worse than that. Citizenship has been reduced to a client-service model, I said, where the governed look only to receive the services they individually require and to pay the least amount possible for them, and to pay nothing at all, if they can help it, for services other people receive.

A parsimonious business ethic has invaded the relationship between governments and the governed that has many of us clamouring for the lowest possible level of investment into public services. On a local level, this ethic reached its pinnacle during the most recent mayoral race in Ottawa, where the winning candidate’s platform was the single-note promise that he wouldn’t raise municipal taxes. (That he was unable to even remotely keep his promise speaks eloquently of his woefully inadequate grasp of the realities of government.)

In several recent conversations, I have allowed myself to get a little heated when someone else argues that this city would be better off if the mayor had his way and investments in public services were whittled down to the bare minimum. Not only is this bad for the citizens who rely on those services, it is also bad for the very business and economic well being of the city that these misguided cheapskates, uh, business people, would insist they’re trying to promote. A robust public infrastructure that includes excellent public transit, public housing, public funding of arts and cultural activities — the list goes on and on — is exactly the kind of environment that attracts the entrepreneurial and creative talent that Ottawa likes to think it welcomes. In other words, not only is the right thing to do, it’s a bloody good investment.

More to the point, however, it’s part of our obligation as citizens. I am not a client of the City of Ottawa, or the Province of Ontario, or of Canada, or of the world for that matter. I am a citizen, dammit, and that places on me an obligation to do more than merely exercise my electoral franchise and complain when things don’t go how I’d like them to. It obliges me to invest both my human and fiscal capital into creating a public infrastructure in which all our citizens can thrive.

I suggested to Kuznicki that the client-service model, the minimal-investment model, is a right-wing construct and he objected that notions of right and left are antiquated and that the kind of open government he promotes is as much a threat to the left as to the right. My experience, however, is that I never hear progressive lefties argue against robust investments in public infrastructure; I only hear that from the more conservatively minded. And I don’t think Kuznicki’s open government philosophy really challenges either the left or the right; engaged participation can come from all points on the spectrum. It challenges a closed, silo-like approach where governments build and protect service-delivery establishments that reduce citizens to the business-school role of clients.

Technorati Tags: ChangeCamp, Ottawa, government, citizenship