Although it had its genesis in a consulting practice that was already several years old, and its first employee had been in place for several months, inmedia Public Relations Inc. was legally incorporated on November 5, 1998, and so today is our tenth birthday.

I would be less than forthright if I said that 10 years after launching a technology focused PR firm that I had accomplished what I thought would be in place a decade out. The tech meltdown damn near put us under and the continued severe contraction of Ottawa’s tech sector means we have slim pickings here at home. And my initial business proposition, that we could create an agency of excellence and extract a premium from the marketplace for that excellence, has proven to be a tough pitch in a market that too often has yet to be weaned off mediocrity.

But we survived the meltdown, the only exclusively B2B technology PR practice in the city to do so. Today, we get very well paid for our excellence from clients who have come to understand the difference. And our deliberate business development strategy over the past three or four years has been to embrace Ottawa clients certainly, but also to aggressively pursue business anywhere and everywhere we see a good opportunity.

My excellent colleague Danny Sullivan’s self-repatriation to his native Scotland a few years back opened a whole new front for us, and our far-reaching Google Adwords campaigns and this blog have brought us amazing opportunities from many other corners. With Ottawa accounting for about 35% of our revenues, we have embraced clients and projects in Calgary, Toronto, Montréal, Fredericton, Moncton and St. John’s; in Boston, Jersey City, San Jose and Chicago; and in Edinburgh, Glasgow, Farnborough and London.

If the business outcome has not been everything I hoped for 10 years ago, the experience has been nonetheless incredible. Most noteworthy has been the extraordinary people who have come to work with me here at inmedia. In an industry where average employee tenure has been pegged at less than a year, inmedianauts tend to hang around for much longer, with the average tenure here topping three years and some having spent five, six and even seven years on board. The consultants who work here are the real product that we sell, and I have had the unmitigated pleasure of consistently being able to bring to market the very best product in the PR industry, period.

Similarly, we have worked on some amazing projects with some of the brightest minds in technology, business and marketing. Our web site lists nearly 90 clients with whom we have worked over the past 10 years, and each and every one of them has represented a unique story, a unique set of market dynamics and a unique set of media and analyst targets to whom that story needed to be told. It is this ever-changing nature of the business that makes PR consulting so fascinating to me.

It has been rewarding, challenging and frustrating, as most any worthwhile venture inevitably is. It has also been a period of considerable personal and professional growth, and I look forward to learning even more as this little PR company continues.

Technorati Tags: inmedia Public Relations, public relations, technology, entrepreneurship, birthday

When it comes to the next generation of technology companies taking root in Ottawa, Enablence is definitely at the top of the heap. At OCRI’s Technology Executive Breakfast this morning, CEO Arvind Chhatbar revealed that the company’s meteoric rise over the past 18 months has been driven by the often elusive ability to recognize true opportunity when it arises.

As Arvind described it, Enablence is in the business of making the optical part of optical networks work more like electronics. With more than a dozen different product lines already in its pipe, the company develops and manufactures optical components, subsystems and systems to meet our ever-growing appetite for high-bandwidth services. A key focus is FTTH, or, fibre to the home. Enablence is eager to sing the death knell of copper-based networks that suffer from extreme bandwidth limitations that only get worse with distance.

Arvind offered the telling example of trying to download a movie over a standard “high-speed” Internet connection over copper wire, vs. fibre. What would take a couple of hours on the one is reduced to a mere minute or so on the other.

Over the past four years, Enablence has positioned itself as a key player in this space through innovative product development and timely acquisitions, driven by about $95.5 million in financing to date from angel investment, private placement and a public offering. It has grown from a handful to more than 200 staff. The hockey stick on the revenue projection slide in Arvind’s PowerPoint presentation has to be seen to be believed.

What I found noteworthy is how the company has arrived at this point, which Arvind is quick to say is still an early stage. When Enablence was founded in 2004, the label “optical company” was considered fatal. Ottawa itself was still reeling from the loss of a host of startups in the optical space that had wizened away despite tens, if not hundreds, of millions of dollars in venture backing. Was this a challenge for Enablence? Certainly. But it also provided significant opportunity.

How?

1. Early on Enablence raised $5.5 million in angel financing, a sum that is that much more impressive considering the sour climate at the time. But the money wasn’t raised from local friends and family familiar with the industry. They were still licking their optical-investment wounds. Instead, Enablence looked further afield to contacts who had made their money in other sectors, such as oil and gas, and were looking for fresh investment opportunities.

2. The meltdown that had cut so deeply into the employment ranks at home and abroad had put a lot of top talent into play at a good price. Enablence was able to snap up some of these great people.

3. By the same token, there was a lot of equipment to be had at bargain prices, as well as facility space.

4. Despite the ongoing need for cash, the company wasn’t afraid to say no to the sure thing if the terms were not palatable and instead explored other options, such as listing on the TSX Venture Exchange. In fact, the company turned away a fat cheque that had one key string attached — Arvind had to resign in favour of a new CEO hand-picked by the investor.

5. The company has so far avoided the need to look at outsourcing manufacturing to China by investing in state-of-the-art manufacturing that is highly automated, thereby reducing labour costs from the outset.

It’s by being able to recognize and capitalize on such opportunities that has allowed Enablence to put itself firmly on track to become, as Arvind said, “a force to be reckoned with in the optical world.”

Technorati Tags: FTTH, fibre-to-the-home, Enablence, Arvind Chhatbar, OCRI, optical, financing, business development, investment, angel financing

Although no inmedianauts were stranded yesterday when Ottawa-based Zoom Airlines suspended operations as it sought bankruptcy protection in the face of actions by several of its leaseholders and creditors, we very easily could have been. Ever since our Danny Sullivan repatriated himself to his native Scotland and set up office for us in Glasgow a few years back, we have been enthusiastic and regular passengers on this quirky little airline that offered good prices, excellent service and a peculiar schedule that gave us direct, non-stop flights for most of the year between Ottawa and Glasgow. It’s as though Zoom was made for us.

Our best experience happened when we flew Danny on Zoom to Ottawa on fairly short notice when a long-time client hired a new marketing vice president and wanted to talk about an aggressive new program. The veep, who had flown in from San Jose, did not believe that Danny had come to town just for that meeting. Turned out, however, that it cost less and took less time for Danny to get there than it did for the veep!

Zoom was a favoured carrier for my family, too. In the winter, Zoom used to offer non-stop weekend service between Ottawa and St. Maarten that could see a winter-weary citizen of this frozen northern capital get on a plane at about 6:30 a.m. and be frolicking in the warm Caribbean by noon. And three summers ago, we flew Zoom to Scotland for a family vacation in England, Scotland and Ireland.

From a PR and crisis communications perspective, though, Zoom does not seem to be managing this potentially fatal setback nearly as well as it managed its early growth and success. News stories have focused on the suddeness of the shut down, the lack of communication to stranded passengers and the apparent abandoning of their posts by Zoom personnel at airports. This does not create the kind of forgiveness and understanding a company needs to successfully emerge from such a crisis. And that would be too bad for Zoom and those of us who enjoyed flying with them.

Technorati Tags: Zoom Airlines, travel, bankruptcy protection, crisis communications

As I sit here, 36 weeks pregnant and a short week from my maternity leave, my commute into work has become untenable and so I’m thrilled to be living in an age where I can reasonably work from home. I’m not the only one, it seems, according to several interesting recent stories in publications like BusinessWeek and ComputerWorld. Both of these stories talk about entire businesses dismantling their brick and mortar operations, saving substantial overheads and, according to the BusinessWeek article, boosting productivity.

Because inmedia is a global operation, we have been working with remote consultants in different countries and different time zones for several years now to great success. We communicate constantly and although it’s not quite like being in the room, we are more than able to work together as a cohesive unit and deliver high quality service to our clients. Regardless of where the consultant is, we’re quick to send a quick note or pick up the phone to hash out ideas or collaborate on getting the job done. The tools that we need to connect with our media and analyst targets are, thankfully, easily transportable. The days of the hard copy press kit are quickly receding and thus as PR consultants, we are less encumbered by reams of paper and manilla folders.

It’s my opinion that the very nature of consultantcy lends itself well to this model, but of course, it wouldn’t and doesn’t work for everyone. Consideration must be given to the individuals involved and the nature of the work. Still, with experts on telecommuting predicting its increase in popularity and with coworking spaces gaining momentum, it’s undeniable that the more connected we become to our coworkers and clients, the easier it is to disconnect from the trappings of a traditional workspace.

Technorati Tags: telecommuting, consulting, coworking

I’ve written here before about the abject failure of most technology implementations intended to assist in the delivery of customer service. And I know criticising customer service is such an easy target that it makes shooting fish in a barrel seem a highly skilled undertaking. Still, my experience last night with Rogers, one of Canada’s two major telecommunications and cable television providers, really did take the cake.

Now, Rogers is so pathetic at customer service that I used to have a Treo phone on its wireless network that consistently — and erroneously — told me the operation had failed every time I tried to perform a call-forwarding function. I lived with the problem for nearly four years rather than try to find the Rogers person who might be able to fix it.

Last night, I had to call them. Although the company has a web portal that is supposed to allow me to manage my wireless services, it almost never is able to do what I need it to do. If Rogers really cared about service, I would be able to do what I wanted to online or, at least, seamlessly switch from online self-service to an operator-assisted session, with that operator able to see what I had been trying to do, able to co-browse through the online portal with me and actually help me get what I need.

And lest you think I’m describing some kind of crazy wonderland here, let me assure you that the ability to do just that exists today in the form of our client ciboodle and its customer interaction software.

But enough of a client plug; back to my story.

I couldn’t get what I needed online so I had to call. (Insert shudder o’ loathsome horror here.) The IVR system was a little changed, and seemed to be intended to drive me to the right department within Rogers’s customer service operation so I followed it down the rabbit hole until it concluded I wanted to talk to someone about my business wireless service.

Sorry, Alice; wrong hole. The agent who answered asked me my name, pulled up a record, asked my postal code and said it didn’t match what was on his record. Of course it didn’t because, helpful IVR notwithstanding, he had pulled up my residential cable account, not my business wireless service. And then he knew almost nothing about what I wanted, which was to upgrade my data plan, and I had to tell him what his own product offerings were so he could sell them to me.

But at least I eventually got what I needed. I wasn’t even that minimally successful with Black & Decker, whose online store was also my starting point yesterday to source a new battery for my cordless grass trimmer. Unable to find the product anywhere online, I used a form to send an email asking where I might find a replacement battery. I listed my part number and the model number of the trimmer and asked where online I could find one or who here in Ottawa, Canada, might stock them.

I received a reply in suspiciously swift order and, sure enough, it had all the hallmarks of a machine-generated — and therefore nearly useless — response. Not only was it hopelessly generic, it actually directed me to click on a URL that took me to one of those advertising services that squat on like-sounding domain names, in this case www.blackanddeckertools.com.

Dear Black & Decker: Do you care so little about your brand and its reputation that you can be so careless in safeguarding it? Do you have so many customers that you can afford to send them to a wholly unaffiliated domain-name squatter? Is this maybe one reason why your stock price is languishing near its 52-week low, about two-thirds of what it was a year ago? Does lousy customer service damage the bottom line?

Just another day in customer service paradise, I guess.

Technorati Tags: technology, customer service, customer interaction, IVR, Rogers, Black&Decker, ciboodle

This week has been a perfect case in point for why inmedia has a horizontal rather than a vertical account structure. What I mean by that is that our agency, unlike a lot of agencies, puts at least two senior consultants on each account. It is these consultants, with support from the balance of the team, that do all - and I mean all - of the work on a client account, from initial briefings with the client to developing the media list, to writing the materials, to pitching the story to the media and so on. That way, if one of the consultants is unavailable or out of town on business as is the case this week, the remaining consultants can capably manage any and all requirements for that client because they’ve been involved from the outset and have the same knowledge about the client as the other consultant.

In agencies that employ a vertical account structure, the most junior of consultants with the least experience is typically tasked with outreach to the media, having had little to no involvement in the procuring of the client, the learning of their story or development of the materials. If a journalist has a question that requires additional knowledge beyond the news release that the consultant has been handed to pitch, well, let’s just say that it’s this lack of full understanding of clients and their stories that has given our industry such a bad reputation.

This has been a busy week, with a number of our consultants doing international travel, new clients coming into the fold, big projects with upcoming deadlines in production and preparations to be made for several major campaigns getting underway next week. Still, despite being far flung across time zones and countries, the team has been able to keep all of the proper plates spinning because of our account schema. This provides both our clients and consultants with peace of mind, knowing that the needs of clients are not superseded by out of office requirements and that work continues seamlessly on their behalf.

That said, it’ll be nice to have the Ottawa team assembled once again when two of our consultants return from overseas, to hear of their most recent adventures and determine whether any of them picked up a detectable brogue on their travels.

Technorati Tags: PR agency, account structure, business travel

Back in the early years of this decade, when my wife worked in marketing for a large optical components company and inmedia’s client portfolio was well studded with fiberoptic and next-generation communications companies, it just wasn’t Q1 in our household unless one or both of us were headed to the big Optical Fiber Communications Conference and Exposition, usually held in March at the Anaheim Convention Center.

At one memorable session at OFC2002, Kevin Kalkhoven, who had recently stepped down as CEO of JDS Uniphase, asked how many of those in the room had access to a broadband internet connection at home. About 10% of the hands in the room went up. And this, mind you, in a room full of people whose very business was high-speed communications!

My own hand was not among those in the air, but it wasn’t for lack of desire or want of trying to get a broadband connection at home. At that time, we lived along the Rideau River about 30 kms south of Ottawa. We were more than eight kms away from the nearest telephone carrier central office, so beyond the reach of DSL. Our cable service provider had not yet installed the necessary infrastructure to support an internet service. A very promising high-speed fixed-wireless transmitter was in the neighbourhood and we did fall within its footprint, but, being on the river, we were down in a slight valley and so shadowed from that transmission tower where line-of-sight was necessary. I eventually invested a huge sum in a satellite service that delivered a blinding 640k down and about 128 up.

Kalkhoven went on to describe the market forces he thought were in play that would drive broadband uptake at home. This was in the immediate aftermath of the dot.com meltdown, when massive investments in fiber networks and the hardware to manage them were being seen as utter folly. Thousands of miles of optical cable were lying dark, and some were wondering if those networks would ever be lit.

Kalkhoven told the crowd not to lose faith. Key among the the drivers he identified was what he called “first-inch” devices, a phrase that has continued to make an impression on me both because it was so highly descriptive but also because it was so unusually customer centric. One of the problems with the communications industry, Kalkhoven said that day, is that it refers to that last final link to the end-user as the last mile. “Since when was the customer the last part of anything” he asked, insisting that the link to the customer should be called the first mile.

He then went on to describe first-inch devices, those things that customers hold in their hands that would drive broadband demand. He said that the most popular gift the previous Christmas had been digital cameras. And what do you do after you take a picture with your new digital camera, he asked? You send it to grandma.

Second-most popular gift was game consoles, many of which were internet-ready, meaning players could connect with other players across the net.

Both these new toys were first-inch devices that were going to drive massive demand for broadband in the consumer market, he predicted, and this was before VoIP telephony was much more than a gleam in an engineer’s eye and social networking was something you tried to avoid contracting if you were sexually active.

Fast forward to today, and a Scarborough Research study that has measured a 300% increase in U.S. household broadband penetration since Kalkhoven gave that chat at OFC. According to the study, just less than half (49%) of U.S. households currently subscribe to a broadband internet service, up from 12% in 2002.

Impressive though that growth may be, the U.S. still significantly lags the world. Using a somewhat different index, the Organization for Economic Co-operation and Development said in June last year the U.S. had 22.1 broadband subscribers per 100 inhabitants, good for only 15th place among OECD countries. Leading the pack were Denmark with 34.3, Netherlands with 33.5 and Switzerland with 30.7. Canada was in ninth place with 24.9, and the United Kingdom clocked in at 11th place with 23.7.

Technorati Tags: Broadband, Kalkhoven, OFC, OECD, Scarborough Research

You may have heard the news this week that the European Commission has cleared the way for in-flight use of mobile phones. I’m sure that within a year or two, this will be standard on airlines the world over.

As a busy professional, my reaction was initially positive. When you work in PR, being able to stay in touch while travelling is important, and the idea of being able to circumvent those long flight blackouts is certainly appealing.

But then I paused to consider the cons. Sitting on a plane for three hours next to the guy who is trying to organize his brother’s stag party in Vegas. Or worse, sitting next to some stressed-out PR coordinating an interview for a client… (hang on…)

Yes, given the choice, even I would not want to sit next to myself in such a situation. While spoken communication is absolutely key in this business, there are still places where I think it should be verboten.

Limiting air passengers to text messages and emails would still be of huge benefit to business travellers, but airlines should think carefully before allowing normal phone calls to become part of our everyday flying experience. Air rage anyone?

Technorati Tags: Mobile phone, public relations, PR, travel

With one foot of this agency firmly planted in Scotland but with a long and fond personal attachment to Cape Breton, the heavily Scottish-tinged northern part of the Canadian province of Nova Scotia, I am loath to choose sides in a trademark dispute that earlier this week saw the Federal Court of Canada order Cape Breton’s Glenora Distillers to stop marketing its locally-distilled single malt whisky with the word “Glen” in its name, something to which Scotland’s Scotch Whisky Association had taken grave exception.

Despite the fact that place names beginning with “Glen” are as liberally sprinkled across Cape Breton — indeed, across much of Canada — as sheep on a Scottish highlands hillside, it would seem the SWA believed that using the word in the name of a whisky unduly confused the market. The Scottish distillers trade association said it had found about 30 instances where Glenora’s Glen Breton Rare Whisky was mistakenly identified as Scotch whisky, although its news release failed to provide examples and there was no suggestion the Canadian distillery itself ever did so.

The professional marketer in me was intrigued by the trademark battle but the student of Scottish history in Nova Scotia was saddened that such a turf war would ever be necessary. Atlantic Insight, a long-defunct monthly news magazine in Atlantic Canada, once dubiously assigned this freelance journalist of undiluted Irish heritage to write about the cultural legacy built up by Scots throughout Nova Scotia and especially Cape Breton in the more than 200 years since the first major wave of Scottish settlers came ashore on the Hector in 1773. In many respects, the language, music, dance and literature of the old country was more alive and vital in the new world. For example, among the sidebars to the cover story that eventually ran was a piece on an elderly seanachie, or traditional Gaelic storyteller, whose skills were so outstanding that he often was called upon by groups in Scotland itself to teach his craft in a country where the language was at that time in some danger of being entirely forgotten.

Not that I think it very likely, but God forbid they ever forget how to make whisky in Scotland; after this ruling, they’ll get a frosty welcome should they ever have to turn to their natural heirs in Cape Breton for any guidance.

Technorati Tags: Marketing, trade marks, whisky

Ottawa technology entrepreneurs were reminded again this morning that India is the world’s second-fastest growing market encompassing 1.1 billion consumers, 300 million of them middle class and about 500 million of them under 25, and that with a confluence of manpower, money and a can-d0 attitude, it’s a market most technology companies will want to consider.

At the same time, Peter Sommerer, a veteran of Ottawa’s telecom sector who now advises companies on how to do business on the sub-continent, warned that there are still many challenges associated with chasing that opportunity. Quoting his former boss and current investment partner Terry Matthews, Sommerer said, “If it wasn’t easy, everyone would be doing it.”

Sommerer, who heads up consulting firm Erlauf Holding, was speaking to the regular Dollars and Sense CFO’s forum along with Raj Narula, co-founder of TaraSpan Group, which also helps companies explore business opportunities in India. The two also presented what they called a platform that has been developed by TaraSpan and Matthews’s private investment company, Wesley Clover, that technology companies can use to expedite their entry into the Indian market.

Technorati Tags: India, international business, entrepreneurship