I'm home from the Marketing Profs B2B Forum in Boston.  I have to say, I love the Marketing Profs conferences.  After speaking, writing and teaching for them since 2006, the team feels a bit like virtual family to me.They keep it real, bring in fresh, smart speakers, focus on providing real value targeted to their audience.  The value the broad array of attendees get is real and tangible.  They treat their speakers well and keep things relaxed.  So, kudos for a job well done, guys.

I met so many great folks there and was happy spending time with friends Ann Handley Mack Collier, Christina "CK" Kerley, CB Whittemore, and new friends Laurie Kingsman from Ritchie Brothers Auctions, Kate Putnam from Package Machinery Company,  Micheal Brenner from SAP,  Sam Fiorella and Brandi McCallum from Sensei Marketing, Mika Lofton, Katie Clark, Bob Knorpp  and many others.  I'm so fried right now I can't possibly list everyone.  So I will probably edit and add more people to this post later!

Gotta say, though -- one of the big highlights of the conference for me was meeting Nancy Duarte, author of "Slideology and her new book "Resonate."  Nancy is a brilliant communicator, an inspiring author and a darned nice person.  I cannot say enough about her but sufficed to say, I'm enough of a fangirl - to stick my feet in my mouth in front of her when trying to be witty. (Fortunately, she's very gracious, too.)  I bought her new book -- and I took time to read a bunch of it on the way home. It's smart and inspiring -- and ANYONE that wants to be a better communicator should read it.



The Workshop I ran at the B2B Forum was full of smart, motivated people and I was honored they attended.  Again, we did a real-time session reviewing the digital media footprints of 2 brands, distilling down some ideas for fostering a better experience within and across those digital and social properties.  We spent about 30 minutes on each brand.

I want to thank Ritchie Brothers Auctions (Global leader in Auctioneering with $3.3 BILLION in revenue) and Package Machinery Company (Machinery Leader for Consumer Packaged Goods Industry) for putting themselves in the hot seat.  The feedback from everyone was very positive and I earnestly do hope I provided the brands and the session attendees with some valuable insights.  Here are the slides:

Note: the wireframes that were provided weren't design recommendations but a visual "AFTER" idea to get the brands thinking about what could be -- what treatments might change on a few screens.

While it was a smaller crowd, I had a 35% rate of request for services from this session.  So the ROI of this gig was terrific.

Got thoughts, insights? Did you attend?  Would love your comments!

Forrester's Bruce Temkin published a free-thinking piece called the Customer Experience Checklist last week.  Here's the graphic of the PDF of that checklist - to put my own suggestions in context.


Thanks Bruce, for giving us more good stuff to chew on!  I encourage all of you to visit his post and weigh in.

Right up front, I feel the following items are missing:

• The experience is designed to support users effectively and appropriately across online and offline channels.
• The experience is supported by a delivery plan that fully coordinates the collaboration of the business (customer service, marketing, product development, etc.) around customer needs.

I'm usually a big fan of checklists, unless they prove to be too high level to be useful -- or to detailed to be easily followed.  As this grows and morphs... the jury is still out for me on how helpful this will be -- and who it's targeted to.  Perhaps there should be the executive checklist and the manager's checklist. I don't know. (Still battling the flu so my head isn't exactly clear!)

If you skim through comments you won't find my suggestions offered but you will find a few others:

Linda Ireland added this: "There is a discipline across the company to use the ideal, or target experience as a guide for daily decision making."     (I get her point, and she's right but not sure many others will!)

Andew Harbourne-Thomas weighed in about splitting metrics to include specific focus on the project's financial impact or contribution to the company - and the importance of getting the CFO on board (I'm not sure that's realistic Andrew... but it's great food for thought - C-level engagement in CX is essential -- and not just from finance, but operations!)

Barry Dalton weighed in on simplifying the list...and a few others had their say... as well.  One user even posted a link to a Customer Centricity Audit to solicit feedback. I haven't checked that out yet. I hate audits that require my email address because it instantly makes me believe I'll be spammed.  Guess that's ONE flaw in that audit.

Again -- I'm not looking to scrape this post -- please go read it all here...I just didn't want to leave a gigantic comment.

What say you, my friends?  What would you put on YOUR Customer Experience Checklist?

1. EMBRACE DUTY & CALLING: Super Heroes possess a sense of duty and calling - and at some point in their journeys, are forced to act upon their calling and/or to use their powers for good. They are called to an unusual life, marked by duty, sacrifice and hard work. In parallel, Super Marketers cannot sit on their laurels within a traditional comfort zone. They must choose to accept the higher calling, stepping out of the crowd to embrace non-traditional principles for success.
2. EXHIBIT SELFLESSNESS: Super Heroes always act in the service and best interest of others. In the same manner, Super Marketers demonstrate an "outside in" focus that stresses the experience of prospects and customers rather than the "inside realities" of the organization. Rather than being overly caught up in the corporate dogma, or the plight of the organization, Super Marketers demonstrate a passion and dedication to champion the needs of customers as the brand's best asset. They embrace the fact that consistently positive customer experience is a key element of positive brand recognition, as well as bottom line performance.  They also embrace a servant-leader role within the enterprise, helping facilitate collaboration and cooperation across the corporation.
3. BE BRAVE: Super Heroes do not bury their heads in the sand, but face their fears by assessing challenges head on. In parallel, Super Marketers cannot cringe in the light of a poor economy and the overwhelming onslaught of digital/social channel proliferation. Instead, they must weigh the realities and impacts of next-generation marketing and develop a clear action plan to meet new challenges head on. This includes the need for new interactive and technical skills and core competencies. Super Marketers always respond by taking action with boldness. They understand that failure is an option, doing their best to mitigate risk, learn quickly and improve over time.
4. DEVELOP YOUR SUPER SENSES: Super Heroes gain mastery over their powers through diligence and practice, and often in an "immersive" fashion. In exercising their powers, they often discover new abilities -- or ways to use their existing powers -- in surprisingly useful and advantageous ways. In the same manner, Super Marketers must embrace new skills -- and immerse themselves in new with active testing, use and measured experimentation. The learning cycle (about customers, markets, technologies and best practices) is critical to developing brawn and muscle. Failure is a critical element of success, and should be managed with grace and a determination to succeed the second time around.
5. GET A SIDEKICK (OR TWO): It's hard to go it alone, and that's where a supporting cast fits in. Batman had two sidekicks: Robin, who helped provide on-site supportt, and Alfred Pennyworth, Butler by day and inventor by night, he built the Bat Mobile, utility belts and other gadgets in addition to managing Bat Cave operations.  Both sidekicks had important roles to play -- and both saved Batman's bootie on multiple occasions. In the same fashion, Super Marketers need back up, education, information, training, insight, outside services and occasionally -- rescue! Finding ethical, trust worthy, reliable counsel and service from reliable consultants and agencies can be an important ingredient for success. Keep in mind, that Super Heroes are always on-call and assume full ownership of their duties -- they never outsource their responsibilities. In like manner, Super Marketers recognize that while outsourced support plays an important role, it is unwise to become overly reliant on such support.
6. HARNESS "SUPER TOOLS": Whether it's the super vehicle, a utility belt, a golden lasso, or protective cape Super Heroes call upon a host of tricky technologies to help them execute more efficiently and gain a competitive edge over the enemy. These tools help the Super Hero be proactive, and are developed in anticipation of "Super Needs". Super Marketers must carefully examine what's missing from the customer experience, take inventory of the tools at their disposal and use these tools to improve the brand experience for prospects and customers. This is especially true with regard to the many, lower cost, socially driven technologies that can improve response time, communication and dialog, whether it's Twitter for Customer Service, Facebook for lead generation and relationship-building, or YouTube and rich media to stimulate SEO, interaction and education or a tool like Foursquare or other mobile apps. Super Marketers find ways to harness these tools, incorporate them into the plan of attack and weave them into a cohesive experience that helps them drive desired outcomes.
7. DRESS TO IMPRESS: The Super Hero is always appropriately in character. There's always a mask, a costume, a concealed identity and a sense of professionalism. However, while Super Heroes are always personable, they are not always personal.  The costume or motif represent brand identity.  The entity -- and the actions of the entity -- wearing the costume represent the customer experience (products, services and customer interactions).  Super Marketers embrace the importance of brand identity, and the power of personable brand extension, they also understand the importance of developing a unique voice - especially in the era of Social Media. However, beyond "packaging" they understand the only true way to win the regard of the people is through consistently positive, and professional delivery.  The costume that oversells what's inside makes the hero seem ridiculous. In the same manner, corporate missteps and wrongdoing tear, soil and shred brand identity. Super Marketers work tirelessly to ensure the branded experience exceeds people's expectations, extending a personable voice and persona in the marketplace that is always professional.
8. RESPOND RAPIDLY & EFFICIENTLY: While answering the urgent call-to-action, Super Heroes rarely "trip over their tights." Demonstrating consistent preparation for the unexpected, they are nimble, agile, forward-thinking, proactive, well rehearsed, and have mastered their skills for maximum response. This is a dramatic contrast to the "reactive" positioning that afflicts many marketing divisions today. Super Marketers are always proactive, scanning the foreground for trends, topics, conversations and issues that either welcome or demand engagement. They act in a manner that elicits maximum response, in accordance with brand, voice and professional conduct standards and established policies. They move quickly to answer market opportunity and respond to challenging situations, turning negatives into positives.
9. BEWARE OF PITFALLS! Every Super Hero has a weakness, or has fallen for a beautiful decoy or deceivingly packaged bomb. For example, Superman knows the sparkle of and magnetic power of kryptonite, which feels like "home" but has a horribly debilitating power. In a similar manner, the rhythmic pattern of task-based focus, rather than strategic focus can be mesmerizing for the Marketer. There are a host of other of operational pitfalls that are easy to get caught in that are unique to each organization and culture. These traps have a neutralizing effect on Super Powers. Super Marketers must work ardently to avoid being trapped by the status quo and be aware of task-based thinking that forces them into a tactical, reactive mode. They must find creative ways to surmount obstacles, bypass pitfalls and deliver value to prospects and customers with steadfast grace.
10. NEUTRALIZE YOUR NEMESES: Super Heroes destroy the terrible, the troublesome and all things evil. Sometimes the enemy is external -- and sometimes Super Heroes battle a dark side, within.  Super Marketers are realistic about their own personal challenges as well as organizational issues that may thwart success. They work actively to grow beyond and rise above these problems by crushing ignorance, "inside-out" thinking, poor cross-organizational collaboration, poor integration and addressing leaders who encourage silo-based activities and "one-off" thinking. They work actively with executive leadership to neutralize the enemies of good customer experience, and insist on ownership, customer-focused thinking with an eye to the future and a vision for success.

In the midst of client deadlines and work, a lot of us feel pressure to give more than we have --  provide more value than we might be currently capable of.  There's pressure to be everywhere at once,  friend everyone, attend every conference -- all while giving away lots of stuff for free. Because of my work schedule, and my family who needs me, I tend internalize a lot.  However, lately I've been walking away from meetings and interactions feeling a sense of unease. So, this is an attempt to process and purge some of those feelings and hopefully, to do something positive with them.

To put this in context, I started this blog in early 2005 to write down my thoughts on customer experience. My passion for CX stems from my love of people, combined with my roots in information architecture and design, as well as operations, CRM and business strategy.  This complements my natural interest in making make things better for people - inside and outside of the enterprise.

There's a lot of talk about customer experience today.  As I've said before, CX is an easy thing to become an evangelist for. However, delivering great experience isn't easy and the fact remains that very few companies do it well.  Even so, we continue to pile on more  -- do more...

This is relevant to the era of social media because the more channels and tools we use to communicate, the more difficult it is to create seamless, solid, positive customer experience.  Companies today become so enthralled with keeping up with the dizzying level of channel proliferation, they often lose sight of customer experience.  Facing a sort of "keeping up with the Joneses" pressure to engage actively on sites like Facebook, Twitter, YouTube, blogs, crowdsourcing sites, wikis and more -- they often proceed without proper planning or resourcing in place.
But before we all rush ahead ... getting caught up in the frenzy, it's important to think pragmatically about what we're really trying to accomplish   To keep level heads, we should start by asking ourselves one simple question:


In my opinion, if we are not making things better for employees, customers or prospects we are only adding to the noise.  If we're not applying these tools to make our business better and drive qualitative results -- we are also doing our companies a disservice.  Too many "social media experts" are pushing tools and "strategery" at the expense of common sense and solid thinking, contributing to perceptions about social media -- and ignoring the many best practices that have been established.

I was shocked recently, to hear Andy Sernovitz tell a group of  over 350 marketers that if they wanted to get started easily in social media they should do this:  "Go out and find the lowest paid person in your company who can type and put them on Twitter."  He later contradicted himself on that point, but the damage was done.  In my opinion, as stewards of knowledge and experience -- we can't afford to be talking out of both sides of our mouths!

So, to clarify what I believe to be some misconceptions about social media, here are what I believe to be:

1. If your base-level customer experience stinks, using social media tools probably won't help much.
   
2. Social media isn't free. It is cost-efficient when planned for and managed appropriately, and like any investment that comes with a price, what you will yield is proportionate to what you invest.
3. Web 2.0 and social media tools are merely a means to an end - what you do with the tools, and how you integrate them to improve the base business are what matters.
4. If you are not using conversational media to drive some specific and measurable objectives you are probably wasting your time
5. "Transparency" is an illusion. While conversational media increases visibility into your operations, you can maintain enough opacity to protect your sensitive underbelly.
6. "Authenticity" is a terribly abused word. There are plenty of authentically bad companies and products out there. Strive to be authentically good and constantly improving and you'll win.
7. "Influence" is relative term.  However, it generally belongs to people that consistently deliver positive, remarkable experiences -- across channels and over time.
8. "Trust" is fluid and hard to measure. Deliver on every promise, exhibit high level of ownership / stewardship, be a mensch and gaining trust won't be an issue.
9. If your senior leadership wants to relegate social media to an intern or agency -- resisting the notion that these tools may transform the enterprise, consider changing jobs.
10. If you are looking for help, beware of snake oil. Strategists who can't execute are as dangerous as "one-trick ponies who only know how to use a single tool.  Find someone who can develop a solid strategic plan, execute, help your organization prepare, educate and stand by to help, if needed.
    

Going back to my roots, focusing on creating a better company, products, services and ultimately -- a better experience for prospects, customers and even employees is where we should focus.  Doing this well requires rolled up sleeves, attention to detail, a love for people and an understanding of best practices across an array of disciplines.  Pushing past the hype, and fixing our eyes on becoming better, wiser, faster, stronger, more responsive, authentically good  -- and using new technologies to accomplish quantifiable goals, we can drive success -- even in a rough economy.

Leveraging the same, tired traditional media tactics within emerging channels is like trading in a mule for a Ferrari - and then attempting to bridle it, saddle it, and ride it home while sitting on the roof.

It boggles the mind that a lot of companies actually do this. However, it's an all to common occurence. In my experience, it seems that the ones that behave in this manner are also the same brands that seem to be experimenting in new channels in a way that may be hazardous to brand health.

I've been thinking about this and there are a number of reasons this may be occuring... some more lame than others. Please add your own in the comments.

1. We didn't know what we were signing up for.
Truth be told, many of us have been caught off guard, but that's no excuse. There's enough information out there to test the waters of emerging channels in an intelligent manner. If you're still being caught with your pants down on say, Twitter -- the lack of preparation is your fault -- not a result on an untested medium.

I tend to agree with Jeremiah Owyang's assertion that Twitter will become a CRM tool. I'd submit that we should be thinking about all emerging - or "agile" channels like we would think about CRM tools. This is important because the transparency created by emerging media naturally demand the resolution of key, customer-facing issues. This entails a unique mix of customer service, operational and/or IT skills, and a little PR... although some issues may be related to larger, operational challenges.
Many stakeholders assigned to digital and social media just don't have the level of empowerment or create resolution or influence change at a level that might be necessary. When people are not empowered to answer and resolve tough customer questions in a timely manner in emerging media channels, it becomes highly evident to the brands social newtork.

Unfortunately, instead of resolving this problem with better oversight, coordination and collaboration, many companies react by moving customer facing issues solely offline and manage the digital channels in a more opaque, non-relational manner: Treating the channels as outbound communications vehicles, rather than customer service medium, and limiting individual engagement with customers online. This is a huge mistake.


Emerging media channels need structure and oversight -- but not at the expense of neutering the channel - or of applying common sense. Having thinking workers at the helm who can provide carefully worded and high enough level responses to diffuse risk, and make participants feel valued and respected are essential to keep the "flow" going in favor of the brand. Analysis paralysis is the enemy in what I'm starting to call "translucent culture" (Thanks to @bethharte brain hockey and comment). It's important to find the balance between enough structure to keep things manageable -- and enough flexibility to facilitate agile response.

2. We didn't come along willingly
I've talked to executives from a few major brands who feel they have far too many, vocal detractors and skeletons in the closet to succeed in the use of digital and social media. In fact, the head of customer analytics for a major airline laughingly described Twitter to me as "Pandora's Box" late last year. Many are hesitant to expose present business realities to a broad audience base. Others don't know if they want the exposure something like a blog, Twitter, Facebook or You Tube might create because they might just have more to lose than to gain. Some, frankly, feel social media engagement is a huge waste of time. The point is simple: digital and social media are simply not a priority to everyone.

At the same time, many reticent companies (including the airline I mentioned) have become active in emerging channels anyway. Why? In some cases, a high level executive mandate was issued. In other cases, they were pushed hard by consultants, agencies, industry analysts and overzealous agencies. In some, they merely wanted to reserve user names ... and things cascaded from there.

Whatever the case, the activity of these brands doesn't indicate a fully sponsored, well organized presence. It doesn't indicate alignment, or buy in. It doesn't suggest the individuals managing the digital media presence entered with an understanding of the potential up-side of participation, what they might be in for, or knowing how to manage things, well. It doesn't mean proper resources were allocated to doing social media the right way. Perhaps they came in kicking and screaming, and they're still reeling as they figure things out. This might be more common than you think.

3. The wrong people are steering!

• A lack of executive understanding, oversight and/or leadership of emerging channels
  
• Poor interdepartmental alignment and coordination of the emerging media presence


• Unempowered or unskilled individuals managing (and advising) the social web
  

These are bad things. Why? Because the lack of leadership and oversight are plainly evident to every bright individual within a brand's social network.
Case in point -- I recently audited the tweets and posts of a national brand that is a former client. I was disheartened to find the brand's formerly engaging, relational tweets and posts replaced by self-promotional, broadcast-driven messages, with no sign of interaction. I reached out to my contact to ask what happened.

My contact reluctantly and apologetically confessed to me that the team was swamped and decided to pass the management of emerging media channels for the summer to an intern. After sucking in my breath to temper my response, we discussed the ramifications of their decision in rather frank terms. They assured me they'd turn things around. They certainly know better, and I hope they do get it right.
Another interesting aspect to this story is that their executive management doesn't know any better and hasn't challenged the team on this approach. The executives think it's enough for the brand to be present on Facebook, Linked In, Twitter and blogs - so there's no pressure to engage or do anything differently ... no urgency to remedy the issue. It's important to understand that being present in emerging channels isn't the same as having a meaningful presence. Meanwhile, there are a myriad of constituents who have befriended this brand online who were hoping for more than a press release.
This is just one tiny case study that demonstrates the points above. This brings me to the this next point:

4. We jumped in with both feet, but had no plan
It's easy to engage in digital and social media channels without a lot of forethought or up-front planning. This happens more than we might think -- especially in light of a strong internal executive push. However, make no mistake -- digging in one's heels and jumping in with reckless abandon can result in just that -- reckless abandonment. More than a few companies have been forced to refocus or retrench to properly manage customer communication in emerging channels, and in many instances, transparency was not a friend of the brand.

When there's no plan in place that helps companies manage the digital footprint, build relationships, align resources, govern communication, oversee communication and monitor reputation and feedback, the presence becomes unmanageable, difficult to monitor, coordinate and measure. Unfortunately, many brands don't know enough to create a cohesive governance, workflow and management plan. Further, many of their agencies - while active promoters of digital and social media -- are unskilled and untested in the channels, themselves. So, the brands continue on auto-pilot, learning as they go -- often in an inefficient and unsustainable manner.

5. We are really MOST comfortable doing what we KNOW...
Preach all you want about the benefits of digital and social media. Train your team on channel best practices and how to build a successful network. Just remember this: these lessons are easily forgotten in light of a hectic schedule, competing priorities and the unanticipated number of hours it takes to manage the emerging media presence. Business stakeholders may fail to apply their training and revert to more "familiar" tactics. While these may vary from company-to-company, or even department-to-department... you might see the status quo in action, in the form of the following:

• Working around problems, rather than fixing them
• Resorting to spin, rather than engaging and managing meaningful conversation
• Focus on broadcast "push" messages, rather than building relationships
• Slapping constraints on the use of new channels, rather than harnessing opportunities
• Staying within the "silo" rather than working cross-functionally to meet customer needs

This isn't the kind of culture successful brands want to reflect to the critical public in emerging channels. This is another reason sticking to a plan, putting in proper oversight, and investing in continuous learning and reputation monitoring (read comments on this post, too!) are critical for success.

It's time for a Reality Check!

Sooner or later, the smoke clears and you won't fool anyone. For the brands that suffer from one or more of the symptoms above... take heart. You don't need to hold up mirrors and a smoke machine to mitigate risk and create positive impressions in emerging channels. It's time to get real about your digital media footprint, and the impression it gives.

Your degree of preparedness is evident to customers online. While some executive leaders may not know the difference between being present and having a presence -- your customers will. Don't need to treat emerging channels like broadcast media - and don't allow ignorant people to narrow the emerging media presence so much, their potential is nullified. You need the right approach, commitment, tools, tactics, communication, expectations and management. That requires education by specialists who understand these channels.

Applying old marketing tactics to emerging media channels is abuse - it hurts your brand, your customers and subverts dynamic channels. This doesn't work in anyone's best interest. These channels work best for building relationships, fostering dialog, promoting good will and generating brand advocacy. Winners know this and adapt!

The truth is -- everybody's watching - and waiting, to see if you'll evolve in to a semi-transparent, customer-centric company, or stay stuck in the stone age. If you don't - people may shift to a brand who does adapt.

You can make digital and social media your friend.
The writing is on the wall. While medium of communication has never replaced other medium of communication, new channels do trigger consolidation and impact use and investment. While we still have signs, print, the phone, and recorded music... we also have television, video, video-on-demand and networked computing. New mediums and channels will continue pave the way to the future of interaction while the old channels continue to serve their perhaps more limited purpose. It's important to remember that emerging channels can work against us, becoming an enemy when they are ignored, abused, poorly managed or misunderstood. My advice? Make them your friends, instead!

For a lot of brands, it's time to work harder to refocus and rebuild what may be a shaky foundation. It's okay. It's still early. Most of us are very forgiving... and often forgetful of past mistakes. After all, we've all made mistakes - especially in the online medium. We all face challenges! Want an honest example? This site design has outgrown its purpose... I'm working on a redesign between client obligations... and I can't move this along fast enough.

Developing a digital presence that matters is so important -- much more than spin, or hype or words. Your dedication to customers and improving the business will translate across the social web in a manner that reinforces trust and builds brand affinity. Companies just have to ditch that saddle, and learn to drive!

Ad age reported today that Kraft/Digiorno Pizza and Weber Shandwick PR have teamed on the launch of Digiorno's new Flatbread Pizzas. Digiorno will deliver free pizzas to tweetups in LA, New York and Chicago. The Twitter component is part of a national launch involving print and television. The announcement highlights the brand's plans to reach out to "influential" tweeters.

Okay - I think this is a GREAT idea. Tweeters are vocal, fiercely loyal and when you get us together, it's even better. Get a great idea out - make us love your product and we'll push the good news up the flagpole. We love brands that love us, and nothing says love like schwag, food and conversation! Yay!

The thing is, there seem to be quite a few challenges with execution here that are worth highlighting. To ensure success, here's some Live Path advice for any brand planning a campaign with a Twitter-driven social media component like DiGiorno:

1. Define "influence" in advance. The Digiorno There's no definition of what "influence" is. I find it hard to believe they'll be launching this without that definition in place. The article eludes to number of followers - but any veteran on twitter will attest to the sheisters out there who have numbers but LITTLE dialog or influence. Brands should look at followers against the backdrop of other elements, like overall voice (on Twitter and other social networks), reach (comments, re-tweets, links in), affiliations (e.g. social media club, DMA, others) and activity (travel, conferences, speaking where word may be spread).
   
2. Establish Your Angle(s). Beyond influence and geography, it's important to think about specialization/demographic. Social Media makes it easy to target individuals with specific areas of influence. Walmart and 800-FLOWERS are just two brands that have actively targeted Mommy Bloggers. I'm friends with a few of the Walmart 11 moms - and a few have frugal living columns. SXSW featured a panel with Chris Brogan and others called "Dad is the New Mom." I have a fun cadre of foodies in my Tweetdeck group. It's important to define the angle you're going to "shoot from" for "focused tweets." For example, for Digiorno, I would ask the following: Is your angle economics, making mom or dad's life easier, or great tasting pizza... or all of the above. Choose a mix that matters most to generate the best word-of-mouth!
   
3. Challenge Geographical Constraints. Don't assume you'll find the best and most influential tweeters for your brand will be found in LA, New York and Chicago - there are plenty of active, chatty hubs in other areas of the country, as well. If your product is aces for middle-american housewives - go get 'em! Targeting is not dead -- in fact it's even easier with social media.
4. Make it Easy to Get Involved. The article on Ad Age provides no way for people to engage with Digiorno. There's no page on the website - no available URL that details the new program. What happens if an influential tweeter reads this and says "I have an influential tweetup this week! I want Pizza!!" How do they make their case to Kraft? At a minimum, brands should offer a web page with details and criteria. Better yet -they're wise to add some comment functionality to the announcement page, allowing people to nominate themselves or their events in a visible way to others.
   
5. Tweet Unto Others. There's not one Twitter profile listed in the Kraft/Weber article on Ad Age. Furthermore, after some searching on Twitter, it seems Kraft is relatively unprepared to meet people from a brand perspective on Twitter. (Administering slap to PR agency hand!) This should have been handled before the release is sent out. When I looked on Twitter @kraft pulled up a person's profile with a link to an article about dead man's sperm. Nice! When I looked up @digiorno two accounts were listed -- without any followers, branded icons OR tweets. That's a shame because it's not hard to lay this groundwork. Put up a clever, branded icon. Seed your accounts with some tweets and information- engage some people in dialog on Twitter to create a tweet history in advance of any press releases. Oh - and while I'm on the subject - follow Twitter best practices. Do not use Twitter to BROADCAST your brand message. Simply tell people about the promotion, ask them what they think and create an open line of communication with the twitterverse. Finally, remember that once you are finished with your campaign - you're not finished on Twitter. Develop a plan for how your brand will continue on Twitter after your campaign is over.
   
6. Consolidate #Results. Do you want to demonstrate participation and make it easier to track word of mouth and discussion regarding your campaign? Why not create a hashtag to track buzz and centralize dialog about your promotion? It would be relatively easy to give something away for free with a simple request like this: "Participants will merely be asked to include "#digiorno in their tweet updates during the event".
7. Focus Beyond Tweets. Just because the campaign component is Twitter focused, your scope should not be limited to Twitter alone. You'll want to look at follow-up posts (like this one) and articles on popular sites and blogs - and you should be sure to comment on posts, and respond to tweets, as well. Recognize that everything starts the minute the press release goes out ... and promotion continues as campaigns ensue. "Shout out" the quick wins and results on the fly (e.g. Announced yesterday and 1000 people signed up!) to encourage follow up posts and mentions. Reward the people who volunteer but don't get selected with consolation prizes, like coupons or schwag. Take a page from Dell or Zappos and celebrate success publicly. Publish a post or rich media case study to highlight lessons learned and celebrate success. You don't have to tell all -- just tell enough to communicate success or how you have learned.
8. Immerse Yourself. Brands that want to foster dialog through campaigns like this should be careful not to miss the boat by acting like an old school marketer in a new media culture. The old models are dead on new media. Social Media Marketing is about , authenticity, relationship and dialog. It's not enough to just send free food or schwag! You must be present. While you can't be everywhere, you can target a few larger events and send a "brand agent"to listen and engage with your influentials. Make sure they fit in with the culture/bias of the group that is meeting. Make sure the agent asks attendees about themselves and what they think. Listen and respond positively. Be authentic, reflect the social media culture (and be sure to tweet remarks from the event yourself!)

I"m sure there's more to say on this topic, but I'm attempting to be brief here. Feel free to add your comments about how to create success with programs like these. Thanks for listening!

Giving a friendly hat tip to my twitter pal, @asfaq for pointing out to me tonight that Intel has a publicly available Social Media policy.

This is quite a contrast to other companies, like Johnson and Johnson, who doesn't yet have a publicly available policy, or set of social media guidelines or policies for their business. However, to be fair, it's harder for any company in pharmaceuticals to publish anything publicly - or to engage in social media due to heavy government regulation and HIPAA.

But I digress. Intel's guidelines are a breath of fresh air!

At a time when so many people are free to point out what companies are doing WRONG in social media, Intel's approach is a great example of doing things right. The policy is really well written and goes beyond what might be considered a "POLICY" document. It's a useful guide on how to engage appropriately in social media to drive success. It's proactive, consultative, helpful and educates people about their responsibility when engaging in social media. They've even got a special email address set up for individuals who have questions.

You can check it out for yourself here.

As follow-up to my post, in which I slammed a recent webinar presenter's efficacy of presentation ... Here's my own checklist of best practices for delivering a good web-based presentation:

Planning Your Pitch

Develop a clear picture of audience needs, desires, problems

Structure "the story" & plan out flow: Intro, Body, Close

Keep it simple: limit to a number of key points (e.g. 3-5)

Use only helpful visuals to reinforce concepts

Strive to meet your audience needs - not self-promote

Clearly develop the "next step" recommendation

Meet with meeting partner to discuss flow, ideas & needs
      (if applicable)

Before Your Web Presentation

Master material: Don't read a script -have a conversation!

Practice: tape yourself/ watch & listen or get feedback from others

Do a tech dry run; know how to use meeting tool(s)

Do a content dry run to verify timing & pace

Provide your bio to the moderator and discuss introduction

Silence cell phones, pagers and computer IM/Audio
        Include barking dogs, mewing cats, screaming children as necessary!

During Your Web Presentation

Welcome your audience with enthusiasm

Introduce yourself and briefly outline key presentation objectives

Use a brief web survey to get to know audience

Share survey results with audience to build community

Tailor your pitch (e.g. examples) midstream toward audience

Provide real life examples that demonstrate cause & effect

Periodically reference slide visuals/numbers to help audience follow

Speak at a clear, even, and reasonably slow pace: R-tik-U-Late.

Exhibit passion, conviction and inflection

Smile while you are talking - it actually comes across.

Do make sure you breathe - it loosens you up and unkinks things!

Use pauses to reinforce points or build transitions

Avoid "gap filling" with words or phrases like "ummm" or "anyway..."

Closing Your Web Presentation

Summarize key points and underscore recommended action

Thank the audience and moderator for their time

Provide a list of helpful resources

Open the floor for questions

If you don't have an answer to a question, offer to get one

Provide appropriate contact information

After Your Pitch

Consider sending incentive or thank you to your audience (e.g. link to slides, a free book or white paper) to reinforce the bond you develop with your audience

Make sure you're tapped in to post-presentation feedback survey feedback!

Obtain any previously agreed upon audience leads & conduct follow-up

Refine and tweak your presentation (content, style, points) to address feedback

In conclusion, using online meetings can be a highly engaging and effective way to use time and close distance gaps for remote teams. Today, there's a really low barrier to entry for anyone, and applications like WebEx and GotoMeeting (which both offer pay-per-use options) make it easy and cost-effective to run high quality online discussions.

Following these basic, common sense rules can help anyone develop and deliver a more successful web-based presentation. Feel free to post your own tips, comments, ideas, links or questions by adding comments below.

Let's face it - we're all sweating a little: Product and service commoditization are forcing strong price competition - squeezing margins and motivating us to tigthen our belts. In the midst of "the squeeze", it's harder than ever before to deliver increased value to customers and build differentiating customer experiences. We often have fewer resources to draw upon, and we want to be wise about how we invest them.

Even so, in times like this, most successful business leaders understand the importance of investing back into the business. The most successful customer experience leaders follow this principle, as well: investing in ways to innovate and improve customer experience. It's important to note, however, that the most successful leaders in customer experience never favor "flash over substance" approaches to experience innovation. Experience Leaders understand the critical need to deliver innovation from a foundation of "experience fundamentals," outlined below:

#1. Deliver the Basics.

If innovative experience is the hook, the line is delivering what we know all customers want:

- A pleasing, safe, functional environment
- Knowledgeable, professional help
- Fast, reliable service
- Selection and availability
- Reasonable, competitive pricing

The sinker balances the delivery of these elements effectively – in and across a variety of media and channels. Without the basics, investment in innovation is the equivilant of putting lipstick on a pig: You're not fooling anyone.

#2. Diversify with Discipline

Experience Leaders consistently innovate within a core area of expertise, rather than trying to “be all things to all people.”

- Starbucks brings us coffee culture
- Amazon sets the standard for online retail
- REI delivers recreation and adventure
- Best Buy offers electronics and entertainment
- Great Harvest warms us with local baked goods
- Progressive innovates insurance
- Coca-Cola brings us liquid refreshment
- Disney entertains us with innovative story telling

It takes discipline, focus and dedication deliver one thing better than anyone else. As a litmus test, try to articulate what you deliver - in three words or less.

#3. Wear the Customer's Shoes

Experience leaders are deeply interested and thoroughly immersed in evaluating and improving customer experience. They dedicate time, attention and resources to:

Regularly test purchasing and interaction within every channel:
--> Personal engagement is key - click, call and walk-in on a regular basis!
--> Utilize third-parties: Secret shoppers, experience architects, usability experts
--> Run test cases that utilize profiling and variables to uncover gaps and trends
--> Work across functional groups to streamline and perfect experience

Understand and address customer needs and desires
--> Talk to customers and non-customers
--> Understand market, demographic, behavioral, contextual, intent & timing dynamics
--> Look for hidden opportunities: Customers don't always know what they want
--> Review incoming data and customer feedback to identify issues, trends, causes and effects

Thoroughly test and review experiences offered by competitors
--> Always wearing the customer's shoes
--> Acknowledge the elements what work - and better them
--> Pinpoint weaknesses - and exploit them

#4. Create and Engage in Ritual

Experience Leaders understand that predictability, order and routine contribute to a sense of security for customers. They work to incorporate “positive predictability” into experiences, ensuring customers can reliably:

- Access the company (McDonald’s; 1-800-FLOWERS)
- Locate products (Nordstrom; Netflix)
- Engage in transaction (Starbucks; Amazon)
- Find help (Radio Shack; Target)
- Predict selection / price (7-11; Staples)
- Anticipate timing / delivery (Fedex; Dominoes)
- Anticipate quality (Marriott; Papa John's)

Brands that successfully mesh their experiences with behavioral customer patterns can successfully make their brands a part of the customer ritual. They can even introduce new ritual: Picture Starbucks; McDonald's; 7-11...

#5. Authentically Humanize the Brand

Today’s culture is short on trust and shy on human touch. Experience leaders work to incorporate personal relationship and reinforce trust by ensuring all agents of customer experience:

- Believe in / use / show passion for products and services
- Exhibit personal dedication to customer satisfaction
- Honor commitments to reliability, quality and service
- Demonstrate ownership and personal accountability
- Establish positive customer relationships

Reinforcing this with effective marketing and branding results in the creation of legitimately humanized brands that connect with their target markets in more memorable and personable ways: Think Apple; Nike; You?

Parting Shots...

Deliver the foundational elements well, and the rest will be icing on your very appealing cake: You'll develop a new understanding, appreciation and passion for customers; attract better employees because of your authentic focus on the things people most care about; and your influx of innovative ideas will become more relevant, actionable and customer-centric.

Experience Leaders never forget that beyond bells and whistles, it's the cumulative experience that people remember. Making sure innovation is delivered from a foundation of excellence will help ensure innovatiion dollars do not go to waste. This is how experience leaders are creating brand equity, today: You can do it, too.