The other thing we know from looking at trends research for several years is that if a friend tells you something you are more likely to believe it, try it, do it, no matter what the product is or what category you’re in.  Social media is one of the best ways to find out from your friends what they think of a service or product.  With so much information flying around these days, consumers seem highly skeptical of what they read.  This explains why they look for confirmation from a trusted friend to more quickly make decisions about what restaurant to try, what smartphone to buy or what movie to see.  Social media has become the equivalent of sitting around the coffee shop or the kitchen table; it facilitates the exchange of stories and ideas.

So what does all of this mean for brands? If you can offer a good experience to a client or a customer, you are more likely to get a favorable review or testimonial.  A positive review from a third-party is far more valuable than any number of ads you could buy.

So:

• stick with delivering a good service or product
• use social media to get the word out and allow others to get the word out
• keep your information informal
• stay away from the technology of your product, a very small percentage of your consumers or audience actually care

And, because we believe that endorsements of our services are important, click here to see what some of TVG’s clients say about what it’s like to work with us.

1. Forbes Sponsored Blog Model

Forbes is coming under criticism for its paid Forbes AdVoice blog, as debate wagers over whether consumers can tell the difference between paid blog posts and staff blog posts. Forbes argues that there are clear signs that the paid blog is separate from its editorials, but critics say they are walking a fine line. TVG offers help and training to make sure your social media efforts stay within the accepted guidelines. Visit our website for more details.

2. Conan and Cable

Conan O’Brien’s new talk show debuted on TBS this week, and the TV ratings show he is being well-received despite his move to cable. Some critics are quick to point out he needs to stop poking fun at basic cable, saying it may not be the best marketing move to belittle the medium he’s a part of. What are your thoughts on the new show?

3. Facebook Firing

Facebook posts are protected under the First Amendment, according to the National Labor Relations Board. The topic recently has come under pressure in light of an employee termination based on a Facebook posting, in which a woman criticized her supervisor. Lafe Solomon of the NLRB says that it doesn’t matter “whether it takes place on Facebook or at the water cooler … they have the right to do that.” What is your take on this free speech case?

4. GM’s Mr. Goodwrench

Mr. Goodwrench has long been the image for General Motor’s customer service department, but GM has announced they will faze him out. In an effort to “raise the bar on the ownership experience,” individual brands will have their own service department (i.e. – Cadillac Certified Service). Will the retirement of a long-standing brand image pay off for the company?

5. Veterans Day

This week we honored all service men and women, past and present, for their bravery and sacrifice for our country. Several articles reminded us that there are a variety of programs available to help veterans when they have needs. TVG’s client, the Illinois Warrior Assistance Program, is one of those programs. Visit their website for more information.

What I found particularly interesting about this story wasn’t the fact that mom’s were using Facebook to voice their concerns (the term ‘mommy bloggers’ was born due to their large influence in the social media world), but rather P&G’s response which is highlighted in a Social Media Influence article. They acted fast, distributed SEO friendly content, used an integrated media approach (local TV news and YouTube) and they were clear on the product changes.

Too often in a crisis situation, organizations tend to remain quiet and address the issue with more of an internal focus versus responding immediately to public outcry. P&G did the exact opposite and set up an immediate, integrated media effort to respond to the comments being made on social media. From interviews with local TV stations to posting videos from experts on its YouTube channel to address concerns, it was obvious that P&G was monitoring the conversation taking place on multiple channels and responding when appropriate. It is clear they have previously discussed possible online crises and developed a plan that allowed for quick response within the correct channels.

To me the most impressive part of their response was the way that they acknowledged and validated the parents’ concerns. P&G even added additional customer-service representatives in order to provide additional time to speak with consumers with questions about the Pampers product. They have admitted that their initial launch of the product lacked detail and may have caused some confusion with parents. I find some comfort in the fact they are listening to their audiences and taking action to rectify the issue.

It will be very interesting to watch the debate continue between consumers and P&G. Will the social media storm continue to grow? Or will P&G’s efforts successfully satisfy shoppers and the media. We can praise the transparency and speed in which P&G responded to the complaints – a practice we should all learn from.

Last month companies dropped millions of dollars on Super Bowl ads with fingers crossed their creation would be one buzzed about positively on Twitter, Facebook and Monday’s blogger news. The money spent on Super Bowl Sunday, however, is a unique splurge for the industry.

Due to the economy, agencies have been forced to break the traditional models set before them. In the traditional model, companies had large marketing budgets that allowed them to focus on design and cross their fingers for success and alignment with business objectives. This sometimes led to highly creative and winning campaigns, but often resulted in failed campaigns that left companies needing to start from scratch and develop a brand new campaign. This wasn’t a problem then, because marketing and advertising budgets were so large they could support failed campaigns and they had the money to spend on second or even third attempts.

It was inevitable that this frivolous approach to spending would collapse. With the current economic climate and the shift from traditional to new media, this collapse of traditional ways of doing things will continue.

In its place, we have seen a more strategic approach to advertising and marketing that has the potential to generate a much greater impact with audiences. The new face of advertising must lead with a strong business strategy, one that aligns with business objectives, long-term goals and a solid market position. Then, design teams need to execute winning creative content.

As more and more companies choose to move away from traditional media campaigns and cross over into new media campaigns, we will see (and are seeing) a major shift in how advertisers reach audiences, whether it’s through word-of-mouth, Facebook, Twitter or other social networking sites. The future of advertising is here… are you ready?

Change in how we communicate is certainly a constant in our life today. How are you and your organization adapting to that change? Are you taking advantage of the ways to more efficiently communicate with your employees or with your customers?

The Vandiver Group has utilized the evolving social media technologies to enable change in the way we communicate as employees and as company representatives. TVG’s Pulse program and proprietary software creates an online, social space for more efficient and engaging conversations. Learn more about the Pulse program from our online Pulse booklet.

Pulse for Focus Groups
Instead of taking weeks or months to set up a focus group, Pulse efficiently brings together an online group, facilitates conversation, identifies key trends and builds summary reports. Pulse can gather valuable information from global audiences at the same time.

Pulse for Public Engagement
Managing public comments and responses is tedious. Pulse streamlines the process by taking large quantities of data and creating charts and graphs that capture public comment results.

Pulse for Brainstorming
Instead of scheduling multiple meetings and conference calls, Pulse uses an online platform to facilitate communication and collaboration. Employees in the same office or a network of offices can share ideas and opinions 24/7.

Pulse for Employee Engagement
Pulse engages employees in a two-way conversation to identify hot topics within an organization. Conversations allow employees to become more connect to the organization and builds the employee brand.

What does social media mean for employees? Paul Van Klaveren, Director of Branding and Social Media at TVG, addressed this topic in his recent presentation at Webster University titled: Engaging Your Employees: Web 2.0. Below is a quick summary of the presentation.

Even if your organization isn’t formally using social media to communicate, you can bet that your employees are already using it. They are using Facebook, Twitter and Glassdoor (just to name a few) to talk about their experiences while on the job. Using the power of social media, organizations have a unique opportunity to become part of the online conversation and create two-way dialogue between employees and organizational leadership. Some examples of ways that social media can be utilized in the corporate world include:

• Capturing Employee Feedback
• Training & Education
• Employee Recruitment
• Project Collaboration

Not only does social media allow organizations to collect real-time data, but it is often a cost effective solution to allow employees who do not work in the same office to connect and share ideas. Social media can also have an impact on the overall culture of an organization by creating an environment that acknowledges employee input and values their comments.

But, before jumping into social media as a means of employee engagement, there are a few things you should keep in mind:

• Remember the importance of monitoring social media for mentions of your organization.
• Develop Web 2.0 policies and training to establish expectations and guidelines for employees using social media.
• Make sure to get buy in from C-level executives. They should be participating in the conversation and letting employees know they are listening.
• Instead of employees starting their own conversations on various social media outlets, create the space for them. This could be a micro site available on the company intranet or something as simple as a designated Facebook page. As long as you create a means for engagement, conversations will begin and a community will start to build.

Thank you to everyone who came out bright and early to listen to Paul’s presentation and thank you to the team at Webster University for hosting the event. Click here for more information on TVG’s social media or employee communications programs.

Instead of providing a long synopsis on some of the lessons learned, I wanted to share a few of my favorite tidbits and tweets from presenters and attendees.

I hope these tidbits get your mind going about interactive marketing and social media within your organization. For more of a wrap-up from WOMM-U, visit their conference Web site.

The social media realm has really taken media’s center stage over the last 12 months. With the boom of Twitter and growth of social networks among older demographics, companies everywhere are not only starting to take notice, but they are making room in their budget for social media programs.

What WOMM-U demonstrated was companies are also starting to understand the unique qualities of this medium, especially the need to put some of the control into the consumer’s hands. The common mistakes of controlling the conversation over the past few years seems to be fading and companies are truly embracing the conversations…and it is paying off for their business!

A challenge in the traditional practice area of media relations is the client who wants “ink.” Granted, with Web 2.0 and integrated marketing, we don’t hear a lot of requests for ink for the sake of ink. A more common practice is to develop the strategic communications plan to push a brand – and use all the tools in the toolkit and not just media relations. And in case you don’t know, to many buyers of our services “ink” is equivalent to the front page of the Wall Street Journal.

Pardon me while I take a sip of coffee.

And if you are ever in the market for a great cup of coffee, stop by TVG! Deana makes the BEST coffee. Which brings me to my point.

The February 9 WSJ article is called “Starbucks Plays Common Joe – Coffee Empire Seeks to Seem Less Expensive in Recession.” The point of the story is that McDonald’s Corporation has gone cup-to-cup against Starbucks in an advertising campaign to promote their custom coffee as a reasonable and cheaper alternative. Starbucks did the research and knows that consumers’ perceptions of cost differ from the reality of a cup o’Joe at Sbux. Starbucks is left splitting hairs saying that while you can get a $4 cup of coffee with them, their average price is below $4. What does Starbucks get out of the article?

1. Artwork with the Starbucks logo on a coffee cup;
2. A table of regional prices;
3. Quotes by Howard Schultz, CEO;
4. Reference to a loyalty card program;
5. Info on a summer discount program; and
6. Quotes by Michelle Gass, EVP of marketing and category.

And who walks away with the stronger message?

Consider this paragraph, third from the end in the story:

“A spokesman for McDonald’s, William Whitman, declined to specifically address Starbucks new promotions, but said: ‘Affordable luxuries are in greater demand today because everyone’s looking to get more from a dollar. Our customers know that’s what they’ll get at McDonald’s.’”

Now compare this to the quote from Dunkin’ Brands, Inc., Francis Allen, brand marketing officer for Dunkin’ Donuts:

“’We believe we are the faster and more affordable alternative’ to Starbucks.”

Your take away as a spokesperson should be this:

1. Always mention your company name in your quote.
2. Use proper nouns instead of pronouns when possible.
3. Remember that even when the story is about a competitor and you didn’t pitch it, place it or do anything other than answer the mail – stick to your core, key messages.
4. Have concrete key messages that speak to your customer, not to your company. Think about how Whitman’s comment “our customers know…” as compared to Allen’s “We believe we… ”.

And yes, I’ll take a Venti, skinny, vanilla latte please, and thanks for reading.

I was a video producer/project manager in a creative subsidiary for the beer company for about twelve years (until 2003). Those were heady times, when market share was rising, new products were being introduced, their international reach was expanding, and the company (with their ad agencies) were producing ad campaigns that became cultural icons (Spuds McKenzie, “Yes I am,” “I love you, man,” Frank and Louie, “Whassup?” and the classic “This Bud’s for You”). And they made the most of their ongoing icons, most notably the Clydesdales.

Working for one of the world’s great marketers let me observe what types of things they did that worked really well, and a few that didn’t (Dewey Stevens, Zeltzer Seltzer, and, in my humble opinion, getting rid of the Cardinals). In a nutshell, here are some of the things I think they did really well that can be generalized for other businesses.

Start with a quality product. They believed in producing a consistent, quality product and I saw the degree to which they were willing to make that commitment. Marketing a really good product is a lot easier than a mediocre or poor one. It’s hard to list competitive advantages if you don’t have any.

Make use of employees as ambassadors. You could probably ask anyone that worked for the company the attributes of Budweiser, and the employee could rattle them off. A-B knew the value of employees as marketers and made good use of that resource. They would give employees new products as part of a monthly beer allotment so that employees could sample them, and pass samples on to friends.

During a time when they were defending Budweiser’s market share, they gave each employee 25 bucks to buy Bud’s for friends, colleagues and perfect strangers. Up the sampling rate and create good will. (People seem to like free beer beyond its actual market value. I don’t know why.)

Played up competitive advantages well. An example: because of their efficient network of distributors and the strategic location of their breweries, they could deliver beer quickly and efficiently. This allowed them to market the freshness of their beer, and thus the Born On date was, um, born. To emphasize this, they created a series of special promotions offering select retailers (and in some cases entire sports stadiums of drinkers) beer packaged within 24 hours.

Aggressively marketed at every level. The brewery of course, was known for their Superbowl ads, flashy sponsorships, even a blimp or two. But they also paid attention to marketing at a grass roots level, and had a number of programs to encourage the driver-salesmen, who were often the main contact between the wholesaler and the retailer, to increase shelf space, show point-of-sale materials, hang neons, get key products on tap, and encourage sampling of new products.

Not every company can be an Anheuser-Busch. But they all can look at the principles that great marketers use, and use those same principles to market products and services more effectively, especially in tough times when marketing budgets become tight.

Smart marketers look to use innovative ways to push their products – social media and word-of-mouth marketing for instance. TVG helps our clients find new and cost-effective ways to build your brand and your reputation.

* I have to say that one of their initial changes, the new AB InBev logo, is a disaster. Neither traditional nor contemporary, it looks to me like it was designed by a second year graphic arts major – no offense meant to second year graphic arts majors. Here are some other local St. Louis opinions about the new logo.

The TVG-U program is an important part of the corporate culture at The Vandiver Group. It provides staff members with the opportunity to present topics on which they are experts to help increase the overall knowledge base of the entire staff. In addition to TVG-U presentations, team members are encouraged to build their knowledge by regularly reading a variety of blogs or online publications, attending professional organization meetings and conferences. They are encouraged to present what they have learned and experienced at organization meetings and conferences in a subsequent TVG-U. At communication firms, it is essential to be committed to staying on top of current trends and issues to bring the most value to your clients.

Some of the professional organizations that TVG staff members belong to include:
Public Relations Society of America
International Association of Business Communicators
St. Louis Press Club
Word of Mouth Marketing Association
National Academy of Television Arts and Sciences
Counselor’s Academy
Council of PR Firms
National Defense Industrial Association
Air Force Association