November 21, 2024

Why Brand Journalism Must Die

There is no such thing as brand journalism. I was a journalist for 25 years, so I should know.

I know what you’re thinking, “Oh here goes the burnt-out old journalist on a self-righteous rant about the sanctity of his beloved profession” (some prefer not to put journalism in the rarefied company of the medical or legal professions and therefore call it a trade; if you’d seen my SAT scores you’d probably agree).

But really, what people refer to as brand journalism really isn’t journalism or anything close to it. It’s marketing.

“It’s just an analogy!” you retort.

Well, okay then, it’s a terrible analogy. We don’t report on the state of the world, we don’t investigate corruption, we don’t take controversial positions, and we focus only on the subject areas that further the interests of our companies’ missions to sell stuff. That is marketing. It is branding. But it is not journalism.

Even if you do the heavy lifting, idea marketing kind of kind of stuff like the big services companies do, for example, where they interview people and do surveys, it isn’t journalism. You can say that you use journalistic techniques in order to create the materials, but it is still marketing.

Even if you interview external experts who don’t even work for your company and do not pay them and quote them word for word in your company’s materials just like a journalist does – no self-promotion at all. And even if you’re as objective and factual as all get out in what you produce, it still isn’t journalism because the intent behind the work is different. The intent behind journalism (in theory anyway) is to get at the truth, without commercial interests interjecting themselves into the process.

The best idea marketing is conceived, funded, created, and disseminated by a commercial interest in a commercial goal. And there’s nothing wrong with that.

Just don’t call it journalism or put that word anywhere near what you call it.

How Manchester United Revolutionized Sports Marketing

Manchester United image for Koch blog postAsk me which English soccer, uh, football team I would support and I would say Liverpool. Not for any defensible reason; it’s just because that’s where the Beatles are from and because I know next to nothing about that kind of football (I think they made us play it once in gym class when I was in 7th grade).

I would expect that most other similarly ill-informed, old-fart American Boomers who were raised on other sports like me might say the same thing (Stones fans, don’t look for a “London” team to root for because it doesn’t exist).

However, among young people, not only is English Premier League football way more popular than any sport I watch, but one of those English teams, Manchester United, is the most valuable sports franchise in the world. According to a controversial poll commissioned by the team, 650 million people worldwide say they support the team.

Have a Backstory
Why do so many people around the world support a team from a little known, struggling industrial city in the northern part of England? Well, partly it has to do with tragedy (a plane crash in 1958 killed some of the team’s youngest, most promising players), a dramatic comeback (After being a perennial loser, Man U began winning a lot – and everybody loves a winner), and a charismatic manager named Sir Alexander Ferguson.

But Man U also did something else really smart. It didn’t just try to cultivate a fan base in England, it went global. Man U began enlisting players (and sponsors) from countries around the world and embarked on frequent tours of those countries. The franchise leadership also invested in marketing not just Man U but football itself as the true global sport.

What Happens When You Start to Lose?
But now that “Sir Alex” has retired and the team is slumping, how does Man U avoid the fate of the Dallas Cowboys, who were once known as “America’s Team” until they weren’t?

Research by my colleague Rob O’Regan has found that hanging onto the kind of global popularity enjoyed by Man U requires focusing on four key channels:

  • Social media. As part of its sponsorship of UK soccer team Tottenham Hotspur, Under Armour ran a social media contest that attracted entries from fans in more than 50 countries. Liverpool FC maintains 17 local language Twitter accounts.
    Some teams have set up “war rooms” to monitor fan sentiment and weigh in when appropriate. “Teams are paying a lot more attention to social media, because that’s where the younger generation of fans talks about sports,” says Mark Lehew, SAP’s Global Head of Sports & Entertainment Industry.
  • Fantasy sports. There’s real money in fantasy sports, which has grown into a billion-dollar industry. More than 36 million people from the U.S. and Canada spent an average of 8.7 hours a week playing fantasy sports in 2013, according to the Fantasy Sports Trade Association. For example, the time fantasy players spend managing their National (American) Football League teams throughout the week – making roster changes, proposing trades, researching players – leads to a “halo effect” that drives engagement with other NFL properties such as the league’s website, individual club sites, TV programs, and game broadcasts. Fantasy league members generally view about seven times more content – text, video, and data – on NFL.com than non-fantasy users. 
  • Web/mobile content. Fan bases aren’t just becoming more global – they’re also becoming more mobile. Approximately 70% of the traffic to NFL.com comes from mobile devices – up from 10% just a few years ago.
    The NBA’s stats.NBA.com website, which houses player and team statistics from the league’s 67-year history, has helped double time spent on NBA.com while generating more than 9.5 billion page views last season – an all-time record for the site. The site has also emerged as part of what NBA officials see as a burgeoning second-screen experience for fans watching NBA games on TV.
  • Loyalty programs. One club in England’s Football League, trying to address the implications of an intimidating atmosphere during its home soccer matches, created an engagement program as part of a broader initiative to bring back lapsed fans and new generations of supporters to its matches.
    Swiping a season ticket card when entering the stadium would tip off fan experience personnel to acknowledge fan milestones such as a child’s birthday. “A family receptionist would greet them and offer a surprise like a seat upgrade, a free gift, or a chance to meet a player,” says Mark Bradley, founder of The Fan Experience Company, a consultancy that worked with the club. Sales of family season ticket plans increased from fewer than 500 in 2009 to more than 7,500 in 2012.

As for me, I’m going to watch a Liverpool match but I can’t forget the team that did all the work to pique my interest in English Premier League Football: Man U. I think I could be easily converted.

How about you, do you root for a team that’s on another continent yet?

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Why Companies Must Hire for Potential, Not Skills

???????????One of my former bosses said she literally fished my cover letter and resume out of the trash. Frustrated that HR wasn’t sending her the right people for a writing job, she demanded that they turn over the submissions that they had already discarded.

The problem wasn’t that HR was sending her unqualified candidates; it was that those qualifications included a very specific skill: experience writing about computers, which I didn’t have. My former boss was flooded with letters from technical writers and Marcom people from computer companies who knew something about technology but didn’t have the ability to write the journalistic-style materials she was publishing. She knew that a writer with journalism experience could learn about computers, but a computer expert who couldn’t write the materials she wanted would not work out.

Where’s the Flexibility?
Today, the kind of flexibility that my former boss displayed (or maybe it was just sheer frustration; she did the dumpster dive after an overzealous candidate had dozens of balloons delivered to her tiny office that made it impossible for her to reach her desk one morning) doesn’t seem to be happening.

My former boss helped me learn about the technology industry, yet few companies are addressing such skill shortages with a strategy that makes mentoring, corporate training, or development a core piece of the solution. My colleague Elana Varon recently dug up research from temporary labor company Manpower that said that when asked to choose among a variety of hiring and training practices they used to address skills shortages, only 23 percent said they provided additional training and development to existing staff. A mere 7 percent redefined job criteria in order to hire people who weren’t completely qualified, but who were able to learn the necessary skills. (No dumpster diving going on there).

Companies Can’t Always Get What They Need Off the Street
Yet hiring malleable employees and investing in training to bring them up to speed and keep their skills current is going to become more necessary over time. Here are two reasons why:

  • Schools can’t keep up. It’s unrealistic for companies to assume academia will keep pace with their specific, and at times unique, needs. “We cannot expect universities, or high schools, or vocational education systems to turn out out people who exactly fit the job,” says Markus Schwartz, global head of SAP Education. “We can expect those institutions to provide the baseline education, some foundation of knowledge, but that’s about it.”
  • Workers will walk if you don’t help them learn. Employees demand more than a paycheck to keep them engaged. In a study by Deloitte, lack of career progress topped the list of reasons why people leave their jobs. Meanwhile, a survey by PwC of millenials found 81 percent either actively looking for a new job or open to offers. Nearly two-thirds (65 percent) of respondents to the PwC survey said they choose their jobs based on opportunities for personal development.

My job worked out because my former boss gave me the opportunity to learn about an industry that was taking off. It meant more than a paycheck; indeed, the tech industry became my second home. I discovered that I loved the constant change and the people. I left journalism but I never left technology.

Have you been given the opportunity to learn and grow in your company or created that environment yourself like my former boss? Please tell me about it.

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Sports Analogies Suck, Right?

How many times have you rolled your eyes at CEOs who use tired sports analogies like “getting to the goal line” or “our numbers show that we’re punching below our weight,” or “somebody dropped the ball on this one”? There are tons more like these. (Please tweet your “favorite” or put it in a comment below.)

But every once in awhile, sports analogies work. The example I’m about to give focuses on the fact that if you think of sports fans as business customers, they are the most loyal in the world. For example, what customer do you know of that would be willing to sit for hours in sub-zero temperatures just to get your product (okay, maybe Apple fans do that somewhere, but other than that, it works. See if you agree about this post that I worked on with my colleague Rob O’Regan:

“Professional sports teams have two problems that most businesses will recognize. The first is rising costs: The steady increase of player salaries (average Major League Baseball salaries, for example, rose 5.4% to a record of $3.39 million in 2013) puts pressure on teams to increase revenues at the same pace or risk becoming less competitive. The second is fan loyalty – and no, that’s not a redundant term. Fans by their nature are loyal to their team, but many sports organizations do a poor job identifying and rewarding their most dedicated supporters.

“It’s often not a question of winning or losing fans,” says Mark Lehew, SAP’s Global Head of Sports & Entertainment Industry. “Obviously if you’re a fan of a team, you’re not just going to switch loyalties because you get a better offer somewhere else. But sports teams often have a massive global fan base. Deepening loyalty through better engagement with all fans – not just the small percent who attend games – is a significant untapped revenue opportunity.”

Capturing this opportunity requires stoking fans’ passion not just during game days, but 365 days a year, through every conceivable channel – in person, on the web and through mobile and social media. What’s the best way to deliver a more engaging experience to season ticket-holders and casual fans alike? Beyond wins and losses, we’ve found that fans generally are looking for three things from the teams they support:

  • Engagement. For fans attending a game, waiting for the action to start back up after a TV timeout used to be wasted space. No more. For example, the Uphoria app from Major League Soccer’s Sporting KC gives fans access to live video streaming during the game, with a variety of camera angles and replay options along with real-time stats. Improving the in-game experience extends beyond apps. Some teams have set up “war rooms” that monitor social media to engage with fans. The NHL’s New Jersey Devils, for example, created Mission Control – a room in its corporate offices staffed in part by its most passionate fans – to track conversations about the team and its arena and interact directly with the fan base. Importantly, mobile or web apps can increase engagement before and after a game by giving fans new ways to interact with their favorite clubs. The NBA’s stats.NBA.com, for example, gives fans access to 67 years’ worth of player and team statistics – an engagement magnet for fans and media alike.
  • Convenience. Contemporary sports fans can luxuriate in man caves equipped with 65-inch HDTVs, instant replay, abundant WiFi and no waiting for the restroom. Combine these comforts of the couch with the rising costs of attending a game – a family of four pays an average of $444 to attend an NFL game, for example – and you can see why sports teams are scrambling to improve the experience for those few are are willing and able to shell out the big bucks.
    “Teams are looking for ways to create what we call ‘the best day of their life’ for fans attending a game,” said Frank Wheeler, global VP of sports and entertainment at SAP. Improvements include using technology to decrease the logistical friction that fans often face when attending a game: fighting traffic, getting in and out of the stadium, standing in long lines at the concession stand.
    For example, the New England Patriots’ Game Day Live app features a notification system with updates on traffic, parking and weather. Once fans reach their seats, they can even use the app to find the closest restrooms with the shortest wait times. An app for Barclays Center, home of the NBA’s Brooklyn Nets, lets fans in certain sections order food from their phones. Other team or stadium apps include options for purchasing tickets or upgrading seats.
  • Recognition. In the past, fans’ loyalty to sports teams was primarily a one-way street. Teams’ interactions with the most loyal members of their fan base – season ticket-holders – consisted mainly of contacting them once a year for renewals. Sports teams are looking to change this dynamic by embracing metrics that help them quantify the value of loyal customers beyond ticket purchases – and reward those customers for their loyalty.
    Recognition programs can be as simple as an usher greeting season ticket holders by name as they take their seat. Membership and loyalty programs extend the relationship beyond game day and provide a more personalized connection between a brand and its fans.
    Despite all these advances, few teams have all the information they need to get truly personal with their fans. Mobile apps are just the first step in this direction. The next phase – and the bigger challenge – requires utilizing detailed fan data to extend engagement, convenience and recognition well beyond live events. Creating such a connection would be a clutch win for any sports team and its fan base.

Okay, so “clutch win” is a sports cliché but by this point we’ve earned the right, don’t you think? What are your rules about using sports analogies in your idea marketing?

How to Grab Readers’ Attention: Be Counterintuitive

3D printed bust

3D printed bust (Photo credit: Gastev)

How do you take a subject that’s been written about to death, 3D printing, and give readers a fresh approach? One way is to be counterintuitive. Here’s an example of a post that will run soon on SAP‘s blogging channels that I collaborated on with my colleague, Stephanie Overby:

The True Workhorse Behind the Maker Revolution (Hint: It’s not 3D Printers)

 3D printers are cool, new, and fun. And they certainly have a lot of potential. Building something unique out of nothing, layer by material layer in front of our eyes is no small feat, right?

But research by my colleague Stephanie Overby has found that the real workhorse driving increased customization of manufactured goods on the production line is the Computer Numerical Control (CNC) Machine.

Massachusetts Institute of Technology researchers, bankrolled by the U.S. Department of Defense, developed the first numerically controlled machine tool (the archetype for the modern CNC machine) more than 50 years ago. But the high cost of computing power at the time meant that the machine offered no cost advantage over human beings. But as processing power became cheaper, CNC machines gradually replaced human-operated alternatives like mills, routers and lathes.

CNC machines make it easier for companies to customize products; alterations are just a matter of reprogramming the software. While traditionally used to cut or remove material, computer numerical control is the real power behind a number of increasingly affordable production technologies fueling the make-for-me movement of manufacturing:

  • Laser-Powered Machines. Laser cutting machines use computer-controlled lasers to cut through materials including wood, acrylic, plastic, marble, and fabric, leaving a high-quality finish. Once limited to large-scale manufacturing operations, their use by individual makers and start-ups is increasing. Laser engraving machines use the same approach to engrave, etch or mark materials including wood, acrylic, plastic, glass, leather, fabric, coated metals, anodized aluminum, ceramics, Mylar, Corian, pressboard, and more.
  • 3D Scanners. These use multiple lasers to capture objects in three dimensions in order to digitize models for production, often on a 3D printer. The popular NextEngine 3D scanner retails for $2,995. MakerBot’s portable Digitizer scanner hit the market in October at $1,400.
  • Single-Ply Cutting Machines. Capable of cutting a wide array of materials, single-ply cutting machines are an efficient option for smaller job lots such as prototyping, made-to-order and supplemental production.
  • 3D Printers. Sure, don’t get me wrong. 3D printers are important. But mostly for their future potential. Employed by manufacturers for years to cheaply produce prototypes, 3D printers can create a three-dimensional object from a digital model by building it up by layering material (known as laser sintering) – most often plastic, but also ceramic, stainless steel, bronze, sandstone and sterling silver. And experiments have also been done with organic materials; meat for example (spoiler alert: most study participants weren’t crazy about Burgertron v.1). In 2014, key patents on the most advanced laser-sintering 3D printers will expire, further fueling competitive pricing in the market. The cheapest 3D printers cost as little as $1,000.

 But it’s not just big business that’s benefitting from the next generation production tools. TechShop, which offers paying members access to 15,000-square foot shops that have everything from 3D printers and CNC machines to a textiles lab and water jets, is one of the fastest growing private companies in the U.S. Startups like i.Materialise, Kraftwurx, Ponoko, Shapeways and Sculpteo operate brisk 3D printing services and communities connecting makers, buyers and sellers of unique items, from gadgets and games to jewelry and housewares. Shapeways has gone from producing approximately 7,000 unique printed items a month three years ago about 70,000 a month today. Manufacturers no longer have a monopoly on the methods of production; these new tools of industry may soon be available to all.

 Have you tried the counter intuitive approach in your writing for customers? Tell me about it.

 

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How Jimmy Fallon Redefined the Celebrity Biography

English: Jimmy Fallon CES 2009 in Las Vegas, NV

English: Jimmy Fallon CES 2009 in Las Vegas, NV (Photo credit: Wikipedia)

Jimmy’s Fallon’s career – and much of who he is as a person – can be summed up in eight minutes.

Look, I don’t mean that as an insult.

Fallon has risen to become a star by doing just one thing: being himself. And that self is on full display in an eight-minute video made in 1998.

According to a profile of Fallon in the February issue of Vanity Fair (an unsatisfying excerpt of which is available online.), Fallon’s sole ambition growing up was to be a cast member on Saturday Night Live.

He insisted on watching the show alone so he wouldn’t have any distractions, and he spent most of the rest of his free time watching tapes of the show so he could practice the skits and develop his impressions of celebrities.

The Only Job He Ever Wanted
The moment Fallon says he had been waiting for all his life came when he was just 24: an audition for Lorne Michaels, the creator and lead producer of SNL.

Michaels has a practice of filming auditions of potential cast members so that he and the other principals of the show can review them later and decide who makes the cut. The auditions are completely unscripted. Just a camera sitting on a tripod with the record button on.

A YouTube Prototype
When Fallon did his audition in 1998, YouTube didn’t exist. However, in hindsight, his tryout seems like a prototype for the site’s most successful content: It’s unscripted, it’s funny, it’s a snapshot in time (spoiler alert: he’s skinnier), and perhaps most importantly, it’s short (just eight minutes).

But the Fallon video is also more than that. The bits are funny, but beneath them, the video hums with Fallon’s trademark genuineness. His voice shakes with nervousness in between bits when he explains to Michaels and the crew what he’s going to do next.

A Preview of the Everyman Talk Show Host
And at one point, he loses it and cracks up at one of his own jokes, giving us a quick preview of the guileless, almost childlike enthusiasm that has propelled him to the pinnacle of late-night franchises, the Tonight Show.

Whether it’s all a put on (Vanity Fair strongly suggests that it isn’t) Fallon comes across in 1998 just like he does now, as the kind of charming, funny person we would all like to be and, uniquely, the only one we can imagine being.

Michaels, the TV industry’s heat-seeking missile of undiscovered comedy talent, saw something unique in Fallon. “There’s a sweetness to him,” he told Vanity Fair. “I only hate to say that because it looks lame in print.” According to the article, Michaels offered Fallon his dream job soon after the audition.

A New Kind of Online Bio
What’s interesting about the video is that it captures the most important historical event in Fallon’s career while also offering insight into who Fallon is as a person. It’s a kind of encapsulated biography online.

Increasingly, this will be how we come to know famous people, for better in Fallon’s case, or worse, in Paris Hilton’s case. Online video is a new source for journalists and historians to profile their subjects. Indeed, the Vanity Fair author cites Fallon’s audition video and notes the nearly 3 million views it has had so far.

That’s a lot of views. And they happened despite the video being really hard to find. Unless you Google “Jimmy Fallon SNL audition,” the video won’t show up in the magic first two pages of a Google search and it is nowhere featured on Fallon’s NBC website.

Should the Industry Try to Capitalize on It?
From a business perspective the question becomes, what should the entertainment industry do with video moments that capture the history and personalities of their stars like this. Right now, the practice is to simply excerpt bits from their shows in “best of” compilations and market them.

Yet unscripted moments from people’s lives are increasingly becoming the way we learn about famous people (and everyone else). Ultimately, these moments will have a longer shelf life for celebrities like Fallon than clips of their latest performances. They are a new way for entertainment companies to market their celebrities and to track them over time without waiting for the book or the movie.

We’ve been talking to some entertainment industry experts at SAP and other companies to figure out how online will affect the future of entertainment. We’ll let you know how that turns out.

Meanwhile, what do you think?

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I have seen the future of B2B marketing. It’s on Forbes.

I’m sure I don’t need to introduce you to Forbes’ “BrandVoice” program (used to be “AdVoice). The guy who manages the platform at Forbes, Lewis Dvorkin, (if he also created the platform he’s a freakin’ genius) recently wrote about its power to disrupt traditional journalism, citing my new employer, SAP, as one of the companies that sometimes get more hits for the stuff it posts than Forbes’ own journalism.

He concludes that journalism (what little is left of it) is safe from the assault of brands like SAP. I agree (journalism’s future will be determined by its ability to create a business model that pays better than the current one: giving away content for free and charging way too little for ads), but I think he missed the more important disruptive power that platforms like BrandVoice really do have: to disintermediate traditional marketing.

Reinforcing the no-pitch rule
For the past few months, I’ve been one of the authors of content on SAP’s little corner of the Forbes platform and I’ve become a big fan. I’m especially fond of the effect it has on my colleagues in SAP marketing: they understand that they no longer need to pitch products to get the attention of customers and prospects. Indeed, there is a sense among my colleagues (that has been voiced to me as a rule), that Forbes frowns on stuff that shills products or links back to stuff on our company’s website that does.

As a practitioner of idea marketing at SAP, that’s music to my ears. Our group’s mandate is to research the business issues that SAP’s customers and prospects care about and write exclusively about those issues—not our products and services. The Forbes platform is Exhibit A for marketers who think what we do is a waste of time and money. That’s because customers and prospects actually come to the Forbes site and read our stuff. More importantly, they see smart people from SAP featured in it and that helps everybody.

What’s Wrong with BrandVoice
I don’t see everything SAP is doing on the Forbes platform as contributing to the education of customers (and thereby hopefully increasing their loyalty to the brand). A lot of it still brags about how great the company is, even if there’s no direct link to our stuff. And some of it is, to my taste anyway, pure link bait (links that we’re sending to Forbes rather than SAP). But hey, I’m a known crank. I give us a B- overall—not bad for a product company.

A Step Toward Better B2B Marketing
So the temptation is still there for marketers to market themselves or their companies rather than ideas. But the Forbes platform is an important step in helping companies understand that there is a time for selling but there is also a time (generally much earlier in the sales process) when customers and prospects are simply looking to be informed, educated and entertained. Proving that this kind of engagement helps make customers more likely to consider the company is the next big hurdle that marketers (myself included) have to cross.

 

P.S. Forbes has an profile section that BrandVoice authors are asked to fill out. I filled mine out today and thought the questions were really fun and interesting. I’ve enclosed them and my answers below in case you’re remotely interested. I’d love to hear how you would answer these questions.

Cool profile questions Forbes BrandVoice asks authors (and my answers)
I’m Watching For…

Great ideas to help businesses and IT

This Is Annoying Me…

The costs of change

This Is Making Me Worry…

The freakin’ weather in the Northeast

This Is Bringing Me Joy…

My family and cycling (in that order!)

I’m Running From…

Crappy, self-serving marketing content

This Is Helping Me Create…

Awareness that there many smart people within SAP who do more than install software

This Is Making Me Think – Hard…

The melding of business, IT, and personal life

This Makes My Teeth Itch

Selfishness and lack of compromise in Washington

Can’t Do Without

Beer

Favorite Voices

John Lennon, Robert Plant, and MLK

My Most Awkward Moment

Don’t know where to start

My Secret Ambition

To raise a moral, thoughtful, and funny child who will change the world

I’m Known For…

Journalism and marketing

My Current Project

Build a library of library of interesting and fun stories that plumb the minds of smart subject matter experts to help companies make better decisions–without shamelessly trying to sell stuff

My Greatest Achievement

Besides standing around while my daughter was born and being smart enough to marry my wife, uncovering a cover-up of doping in cycling in the US–in 1984

My Biggest Regret

That journalism is dying

I Truly Respect

People who do stuff for others without telling anyone or expecting anything in return

Moments I’d Like To Forget

Pretty much all of junior high, high school, and college (I was a nerd before it was even remotely cool to be one)

How I Pay For This Wardrobe

Two suits bought 25 years apart!? Myself, thank you very much.

Blocks I’ve Been Around

Liars and phonies (interviewed two (that I know of) C-level executives who were later convicted of white collar crime)

Things That Really Happened

Sent to the hospital four times by drivers who hit me while riding my bike legally and carefully in traffic (one of whom told me to “use the f-ing sidewalk next time” before gunning it and leaving the scene)

Where I’d Like To Be 10 Years From Now

Living in a country that leads the world in promoting freedom, compassion, and honesty (hope it continues to be the US–I’m beginning to have my doubts)

Why Forbes

The Forbes platform is truly unique–a way for companies to add to the conversation about the future without having to resort to shameless self-promotion

Is ghost writing in social media right or wrong?

This week, I posted the first of what may prove to be a series of controversial blog posts on the SAP community network (known to members as SCN).

The posts won’t be controversial so much for the content itself (although I hope that that happens eventually) as for the way I’m presenting it.

I’m going to channel other people’s ideas, not my own. You can read the entire post here. It introduces me to the community and explains what I’m planning to do.

They may not like it and you may not either.

But I think what I’m proposing is a necessary blend of realism and good ideas. Others call it ghost writing.

As I say in the SCN post and as I’ve mentioned here plenty of times, I think we are kidding ourselves if we think that many of our best SMEs are going to take the time to blog. And many who do would be better off getting some help.

I wanted to present the core arguments here to see what you think. I think that if we limit the discussion only to those subject matter experts who have the time and skills to blog, we’re missing out.

Here my arguments for letting me present others’ ideas from the SCN post and adapted for your consideration here:

  • Most people—even really smart people—can’t write worth a damn. Why do we assume that anyone can channel passion into his or her writing?
  • Social media is biased toward English. Most of the people I speak to at SAP are German and while most Germans are amazingly skilled at English, that skill rarely translates to the written word.
  • It’s not about the style, it’s about the ideas. One of the best aspects of social media is the opportunity to put ideas to the community and gather feedback. I’m excited about the prospect of not just presenting ideas to the SCN community but also in building ideas with this community. As I interview SMEs around SAP and external influencers like analysts and customers, I want to be able to share the raw ideas in their earliest stages so that I can inform people and get their feedback.
  • Transparency is the “hidden” problem. I think what people object to most about ghost writing is that the real people behind the prose are hidden. I will always blog as myself, introduce the ideas myself, and will always reveal whose ideas I’m channeling. I will attempt to respond to all comments myself, based on the work I’m doing with the SMEs. If I don’t have an answer, I’ll go to them and get the answer and come back with it. I’ll also name the writers that I have working with the SMEs as we are doing interviews and working towards the “final” products: white papers, videos, etc.

What are your arguments (for and against)?

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Why salespeople should sell ideas: an FAQ

We all know the increasing importance of ideas in B2B marketing. But idea marketing doesn’t start and stop with marketers. For the program to be successful, those ideas must find their way into the hands of salespeople. And I’m not sure that salespeople share the same passion for ideas as we do. I think they need to be convinced. Please tell me if you think the following does the job:

  • Relationships are what matter in selling. Why should I start selling ideas instead?
    Relationship selling skills matter more than ever. Idea selling isn’t a replacement for any current selling skills. It is an additional tool.
  • But why are ideas so important now?
    Buyers are spending much more time online than they used to. A (fairly old) study by Forbes and Google found that 80% of C-level executives perform at least three web searches per day. That was in 2009. No doubt that number has continued to go up—especially with the rise of mobile and social media.
  • What does online search have to do with selling?
    As buyers do more searching, they are stretching the buying process earlier and earlier, to the point where they may not have a specific product or service in mind when they search. They are looking for inspiration and guidance on the business problems they face. Increasingly, they are going to the internet for that guidance before they speak with salespeople.
  • So you’re saying there’s a part of the buying process that doesn’t involve salespeople?
    No. I’m saying there’s a new part of the buying process that comes before buyers have decided what they want to do. They assume that salespeople can’t help them at that point. And for the most part, they’re right. Most salespeople are still focused on selling specific products and services.
  • C’mon, nobody goes in pitching anymore. I ask them about their pain points and work with them to resolve them.
    Well, ask buyers and they’ll tell you that you should know their pain points before you even walk in the door. They want to start the conversation with their pain points and work forward from there—without talking about what you have to offer them. They are looking for good ideas, facts, and data about how to solve their specific business problems. That’s what they’re looking for on the internet—why shouldn’t they expect it from their providers, too?
  • But I don’t have access to that kind of information.
    Maybe not, but someone inside your organization does. Every B2B company has subject matter experts (SMEs) who are working with customers to solve problems and have deep backgrounds in customers’ processes, industries, and functions. The trick is to discover those sources of ideas in your organization and capture their wisdom for wider distribution.
  • How do we find and tap into those sources of ideas inside the organization?
    Sales and marketing need to work together to develop an idea network—a group of internal and external SMEs that can help develop and vet new ideas and put them into the hands of salespeople. The big strategy consulting firms have been doing this for decades. But it’s only since the rise of search that buyers have begun to expect this kind of original thinking from all their providers. In a recent ITSMA survey, 88% of B2B buyers said that ideas are important or critical for providers that want to make it to their short lists.
  • How do I get these ideas in a form I can use with customers?
    Besides creating idea networks, B2B companies also have to become publishers. With the decline of B2B trade publishing, B2B providers have to pick up the slack. But it can’t be with warmed over brochures. Traditional forms of marketing are still incredibly value later on in the sales cycle, but at the early stages, companies must produce articles and surveys that can compete with what the journalists used to provide. The management consulting companies have built small publishing engines—with dedicated editors, writers, and other publishing experts—inside their four walls. B2B companies that are serious about idea selling need to do the same thing.
  • Great, so you want me to dump a bunch of whitepapers on my customers?
    No, you have to work with marketing to get those ideas translated into a form you can use with customers—whether that be idea salescards, demos, etc. Sales and marketing need to work together to figure that out. This is where many marketing groups fall down; they stop short of translating the ideas into usuable sales materials. Companies need to become as good at idea sales enablement as they are at idea publishing.

Does this look like a realistic list? What have I left out?

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How to write blog posts from a white paper

If you’re a corporate marketer like me, no doubt you’ve been put in the situation I faced this week: you have a white paper that an external content person created for the company and now you need to make that content social. It’s an important part of social media management.

Let’s face it, there are some B2B executives who wouldn’t read a white paper even if you threatened them with lima beans (what, you like lima beans? Eeewww!). ITSMA research shows that buyers want the whole menu of content—not just a white paper here or a video there.

So this week I went back to the white paper writer and asked for a series of short blog posts based on the content in the white paper. This person responded with a good question: How would you like it to read and sound?

I decided to write down the ways. After circulating it with colleagues on my idea marketing team (who came up with good additions), we came up with this list. What would you add (or take away)?

  • New point of view. The white paper has one big idea. Each post should have its own strong point of view.
  • Conversational. Blogs need to take the tone down quite a bit from the formality of a white paper.
  • Humorous. White papers are serious. Too serious, in my mind. I’m trying to bring a lighter touch. But you need to try to make the blog post downright fun if possible. Need to poke fun at ourselves and our readers (without getting personal).
  • Challenging. Good white papers challenge, too, but blog posts can (and should) get away with grabbing a bigger fistful of shirt collar.
  • Passionate. Missing in a lot of white papers, this is the lifeblood of a good blog post. Readers have to feel your commitment.
  • Easy. Blogs are the comfort food of idea marketing: quick, tasty, and not great for your long-term health. That means lists and top tens and bullet points and lots of informative subheads. No long narratives. Unlike white papers, the posts shouldn’t pretend to be all readers need for their long-term thinking on a subject. We invite them to taste the healthier stuff by linking to the full menu through the blog posts.

What would you add to this list?

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