By Francis Moran
When we launched this blog about 18 months ago, I blamed congenital social media addict Alec Saunders for persuading me that I and my colleagues here at inmedia PR had enough to say that we should be blogging. Nothing we’ve seen in the time since would persuade me he was wrong; our blog has hugely increased our online presence, vastly boosted the ratings for our corporate web site, and both brought us interesting business opportunities and helped validate our expertise on others.
Now we take the next step. Twitter.
And, as I wrote in my very first Tweet, if Saunders is to blame for making me a blogger, then Scott Lake has to take responsibility for making me a Twit. Scott has been pushing me to join the twitterati for a while now, and last week, I did. You can follow me at @francismoran. The tipping point for me was this blog post from the folks at Velocity about how they use many different social media tools, including Twitter, to gain the greatest possible leverage for good pieces of content they generate for their clients.
Now, much as I like to claim to be an early adopter, I’m not terribly early to this particular party. In fact, I’m not even the first person at inmedia to start a Twitter account. That honour belongs to my colleague Linda Forrest (@lforrestinmedia), who wrote her first update in May last year and has been a bit more active while on maternity leave. (We all know that first-time Mums with months-old babies have oodles of time on their hands, right Linda?)
Scott has promised to drop by and give me a crash course in how to make the most of this interesting social media tool. For my part, I think I’ll use it for all the quick comments that seem to occur to me in the course of a week, things insufficiently detailed or profound to warrant a full blog post. We’ll also add a tool to this blog that automatically issues a tweet when we write a new post. I’ll tweet about other posts I read in my hundreds-deep RSS feed, participate in some of the conversations that are going in the twittersphere and, like Velocity, draw the broader web’s attention to some of our clients’ successful content generation.
As with our blog, we’ll keep you posted on how this goes. As a newbie, though, I’d be keen to hear from readers who have had good or bad experiences with Twitter, and how you use it.
By Leo Valiquette
A recent example of how not to manage the hack-flack relationship provided some entertainment value for the Twitter crowd and profound embarrassment for the National Post earlier this week.
The war of words between marketing consultant April Dunford and Post writer David George-Cosh in such a public venue (though as you can see for yourself, most of the venom was flowing one way) demonstrates the importance of keeping one’s rants private. That’s what e-mail is for.
This whole stink seems to have been sparked by the perception that a phone call was not returned quickly enough. Well, striking while the iron is hot are words any PR practitioner should live by when opportunity comes knocking. Be that as it may, tact, courtesy and professionalism should rule any interaction between those with stories to write and those with stories to pitch.
Thanks to social media, any one of us can easily find ourselves in the public eye. We will be judged by how we act and conduct ourselves toward others. It’s your image, your personal brand, that’s on the line.
By Leo Valiquette
It was business building 101 this morning at OCRI’s monthly Technology Executive Breakfast, with three executives representing different stages of a company’s growth offering pearls of wisdom and insights learned at the School of Hard Knocks.
Mark Edwards, president of Bent 360: MediaLab represented start-up companies; Rob Woodbridge, CEO of Rove, spoke for growing companies, while Jim Roche, founder and former CEO of Tundra Semiconductor and president and CEO of business and management consultancy Stratford Managers, represented established companies.
Here’s a rundown of the key points discussed by the panel:
1. Diversity among a group of partners or company founders is key to ensure one person’s weaknesses are offset by another’s strengths. Diverse backgrounds and skill sets are vital.
2. Focus. Focus. Focus. A company must have a clear understanding of its own identity. To whom is it selling? Why? What is its value proposition? As Jim commented, if an organization suffers from this lack of clarity, there will be confusion within the ranks, people will come to work at cross purposes and revenue growth will stagnate. Rob shared his experiences about the benefits of Rove’s decision to refocus around one single enterprise product rather than chasing multiple opportunities in both the enterprise and consumer markets with eight products.
3. There is no such thing as overnight success. Citing author Malcolm Gladwell and his book Outliers: The Story of Success, Jim talked about the 10,000-hour rule — the amount of hard work needed to truly master something and achieve success. He contended that behind every “overnight success story” there are, in fact, years of effort under the radar and behind the scenes.
4. Cold calling. Few people tackle this one with gusto, but as the panelists emphasized, if you start with people you know, your list of prospects will run out in short order. If you’re not making contact with clients or prospective clients on a regular basis, then you’re not in business. Mark himself aims to make five calls a day (not necessarily all cold). He emphasized the importance of using tools and databases such as LinkedIn, Dun & Bradstreet and Hoovers to develop contact lists. From there, the trick is to start calling and work through an organization until you have found the receptive individual who has buying authority, or can serve as your internal advocate with those that do. Just leaving a phone message breaks the ice and makes the follow-up call a warm one, he said.
5. When to shake up the management team or make a change was also discussed. Jim acknowledged that most organizations tend to be slow to identify and act on weaknesses that affect an organization. He emphasized the importance of executives acting on their gut instinct since they rarely have the luxury of making a decision with all the facts in hand. If you think there is a problem, there likely is. He considers it a sign of good leadership to be able to provide clear and consistent feedback on a subordinate’s performance with direct, and even brutal, honesty.
6. The value of mentoring was also discussed, not just in receiving it, but in giving it. According to Mark, the rewards flow both ways and he isn’t afraid to seek out as mentors people younger than himself if they have opinions he values and experiences that are relevant. Jim commented on more formalized mentorship in the form of advisory boards or boards of directors and spoke about the leads these people can provide into new customers or financing opportunities.
7. And then there was the cold hard truth that any company operating in the B2B space will have to look outside of its own backyard if it wants to growth. Jim said a Canadian B2B company should expect 70 to 80 per cent of its revenues to come from outside its home market. And though it is a challenge for an earlier-stage company to manage it, a presence on the ground in a foreign market, especially one as distant both geographically and culturally as China, is critical. The challenge is ensuring these staff remained linked into the organization and its culture through frequent contact with the home office, both by phone and in person.
8. And lastly, I can’t fail to mention Mark’s endorsement of engaging with a PR resource to help raise a company’s profile in its target markets.
