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Archive for the ‘News & Thinking’ Category

GUI

Monday, February 22nd, 2010 by John Mallen

On Feb 19th my GUI — that’s digiterati for “graphic user interface” — blew out. The blow out was not on the part of that big HP screen at my desk.  It had to do with the enormous headache and frayed nerves triggered by a tsunami of SPAM and God knows what other malicious code I could not see, firing at minigun speed in the aftermath of changing from one ISP to another, making concentration on any one topic emotionally impossible!kingston-meetup-2

Let’s just say that by the time I arrived at The Beahive, kind of an open-source workspace operated by Chronogram in Kingston, N.Y., I was reverberating from an afternoon of swatting at spam like you’d flail at yellowjackets at a summer picnic.  Adding to the static, as I approached I was pleading with customer support to see if they could do something to jump start stalled Internet service on my iPhone.

“Okay, now just take a deep breath,” consoled Ric Dragon, one of the event organizers, a partner in our Web 2.0 initiatives at JMC , and a good friend.  Did that.  Once calmed, I found myself in what a chamber of commerce would call a ‘mixer,’  ready for diving into an evening of cyber-meetup disinhibition.  And from this time my  gratuitous observations follow.

–  People are social. There wasn’t much Web jargon among these digital cowboys and cowgirls.  Mostly it was a pleasant social meetup, providing  great opportunities to  catch up and meet new people.  If these attendees are at all representative of the ’social’ in the Social Web, then we’re in for more enrichment of the notion of community, especially when we get the opportunity to gather in person. Natural law: you cannot take people out of “social.”

–  When today’s business people gather you hear a Clinton-era redux, “It’s the economy!”  At least in the conversational circles I wove into and out of that was the case. Most participants were small business owners or independent contractors and consultants. While to a person, each represented a significant unique value proposition, the conversations frequently turned on the theme of the general economy.kingston-meetup

–  The notion of pricing pressure — downward — cuts across the professional disciplines. Clients are refusing to accept even the prices of the recent past.  They want them lowered and we’re doing that!   Personally, I hope this is not a theme suggesting that we are on the economic path of disinflation that has affected Japan for the past two decades. Alas, the lag on inflation (meaning inability of companies to get prices up) is a major theme in the current “Weekend Wall Street Journal.”  And it’s further expounded upon in a review of general economic and policy scenarios in “SuperCycles:  The New Economic Force Transforming Global Markets and Investment Strategy,” a book just out written by former Citi economist Arun Motianey.

–  Fixed office space is an endangered species. Witness those attending the meetup who are making Chronogram’s Beahive  their business base as a validation of this tenet. In the not too distant past, moving into business  entailed a search for an affordable office  with a respectable address. That seems to have given way to the challenge of finding a shared, though still respectable, home-base location, which is one step beyond the home office and one step below having significant overhead of, say, a leased space in the Acme Building. What we are seeing, and I sense at a more and more rapid clip, is the assembly of service groups comprising independent contractors, consultants, and contract employees.  Heck, we’re just providing professional service firm expertise on a formula that now represents a quarter of the American workforce — 26 percent of workers in non-standard jobs.

Themes aside, I enjoyed the people the most.  I also enjoyed the fried green beans with dipping sauce hors d’oeuvres, which was contributed by the husband of Claudia D’Arcy,  director of social media for Dragon Search, a top-drawer photographer finding success in covering events including weddings in New York City.  A mystery delivery of a great pie from Vincenzo Pizzeria & Restaurant across the street, added warmth. K.J. McIntyre,  the most charming, dedicated and committed professional in the area, was busy linking the unconnected with the connected. Chad Gomes from Port Ewen appeared, freshly emancipated, as a ready, willing and able entrepreneur.  Friend, former JMC team member and colleague Roger Rosenbaum was recounting tales about his great-looking son, smart as a whip, and ready for kindergarten next fall.kingston-meetup-3

Others appeared as well, all of them with Twitter handles:

@RicDragon, @McIntyreKJ, @DragonSearch, @Beahive , @FauxClaud, @designicu @SleepJunky, @theasphere, @jmcopenmic , @AmeriBag , @KJMRealtor, @sDialogue, @Etela, @b2engt , @McIntyreOn, @kpsourcerqueen, @JohnnyKickall, @bluehwyflaneur, @UlsterMadness, @digsart, @jenwdragon, @tomhoffay, @ivanlajara, @Ingwaem, @uccomptroller , @mediaman1, @MountainSean, @jenwdragon

And our very own hashtag: #HVMavens.

Oh, and as to the curse of the spam — I am assured the solution will be dropping Microsoft Exchange and migrating to Google. Google?  Yes, Google. Well if they are going to copy all the literature on earth, what’s to say they can’t keep all the spammers on earth at bay? Maybe Google can fix the economy too?

When The Lights Go Out!

Thursday, February 18th, 2010 by KJ McIntyre

We forget how dependent we are on technology — until the electricity goes off. This part of the Hudson Valley – Ulster County — is a relatively rural area, so we’re subject to outages in storms as tree limbs interfere with electrical lines. The utility company generally responds within hours so outages can turn into a fun break, a time to get the family together telling scary stories with candles flickering, or a time to meet the neighbors.

Sometimes the outage is more isolated, as in this afternoon’s WordPress.com outage. Since WordPress itself is affected you can’t “Dial Home” to find out what’s happening. And it’s companion WordPress.org is missing the opportunity of playing helpful neighbor and informing WordPress.com clients what’s happening. Fortunately, this site is hosted elsewhere so it is still up and running. But I have three of my own sites on WordPress.com. I caught an early tweet so I knew what was going on, but still it is disconcerting.

I went to one site in relation to a project that I’m working on — it’s supposed to be the communication site for the new joint venture of our two major hospitals. On some tries I get a straight error message: <em>The webpage at http://www.healthyulster.org/ might be temporarily down or it may have moved permanently to a new web address.</em> But alternately I’m directed to a GoDaddy! site that says it’s parking the site and offering links to diet sites. While smart keyword association by GoDaddy! this is probably not what our hospitals had in mind.

Okay, it’s now over an hour. Time for the lights to come on! And just as there’s a spike in generator purchases after major storm outages, looks like I’ll be backing up differently or changing my hosting arrangement.

JMC Team Profiles: Sandy Frinton

Thursday, February 18th, 2010 by John Mallen

I entered PR at the turning point. In the old system, public relations practitioners were heavily drawn from the ranks of the media. In the 1980s, that had begun to change. So when Sandy Frinton walked into JMC in 1998, she was an unusual representative of the PR candidates of the past. She was intent on crossing over to the other side, from journalism – then the business team at DowJones’ Times Herald-Record – to the world of PR with JMC.

Sandy Frinton

Sandy Frinton

Sandy, minted from SUNY University of Buffalo, began her career with the Register-Star in Hudson and then moved to the Daily Freeman in Kingston. She went to NYC for a stint as a textiles editor at Fairchild’s Home Furnishings News (HFN) in New York City before returning to business reporting in the Hudson Valley at the TH-R in Middletown.

She has been with JMC for more than 10 years, wearing one hat as director of media relations supporting most every client, and as account leader, currently for Polymer Group, Inc. (PGI) and the International Association of Outsourcing Professionals (IAOP), and also serves on the JMC team supporting Performance Fibers.

Something Old

Reminiscent of PR in the past, Sandy brings to public relations what so many once did – a deep respect for the working media steeped in a sense of shared mission.

In a recent conversation, it became clear, “I am a writer. I interview clients. I write their stories and I bring the stories to the media.”

To be very clear, Sandy does not see herself primarily as a salesperson selling stories to people in the media. “I see my role as being there to help the media whether it is providing a good news source when they are on deadline, providing a photo or graphic to add to their story, or preparing a bylined article on a timely topic.”

In a sense shared by many former media people now in PR, Sandy has two clients: first, the customer client who hires us and second, the media client with whom we share a professional stem – preparing stories.

“PR agencies need to maintain relationships with the media. We need them and they need us. When I call people in the media, I want to add value for them. I see the writing I do and what I bring from the client as helping the media people do their jobs,” Sandy says.

“I don’t like disappointing the media, as when clients back out of an interview they have committed to do,” this being one of the negative things about her job.

This PR professional has a relationship of trust and respect of the media. “My passion is in getting the story, finding journalists to accept the information and write it. I like having the relationship with the media people we work with. I connect with them as a fellow writer because I am excited about the story. I talk about a client story as a story I would like to write, and sometimes I do because newsrooms are so short staffed these days with cutbacks.”

Something New

Social media is today’s buzz. Coming from her journalistic roots, “I feel bad. The mainstream media is declining. Journalists are losing their jobs and not being treated well,” Sandy says.

“But there are a lot of good writers in the social media world. Young people are still being attracted to journalism for the same reasons we were but the shape of the industry is changing. It may begin with a blog or a newsletter. People are coming up with different ways of making a living because they have to.”

“The good writers in the social media world have become sources of real reliable news. They are part of the total media today and I respect them and the role they play.”

Chief Positivity Officer

Thursday, February 11th, 2010 by Gretchen Reed

My colleague at JMC Marketing Communications, John Mallen, recently posted a blog about positivity. After reading it, I suggested that my title be changed from Director of Editorial Services to Chief Positivity Officer. I decided to do a little research – after all, my former title was Director of Research – and I did locate a few fellow CPOs, along with others with similar titles.

According to her Facebook page, CPO Stephanie Nan Bell is a “spiritual coach” who uses “Angel Oracle Cards” to “tap into divine wisdom.” Hmm. Denise Hart, CPO of Words to Live By, produces tee shirts with positive messages. That sounds fun.

One of my favorite alternate titles is Chief Happiness Officer, the Web moniker of Alexander Kjerulf, blogger and author of “Happy Hour is 9 to 5” – love that title! He dispenses advice on work happiness on his site.

As for me, I’m working on drafting a job description for my new position. So far, it includes “responsible for creating, maintaining and sharing a positive attitude.” If I can do that, then I’m pretty certain that work happiness will follow.

Positivity

Thursday, February 11th, 2010 by John Mallen

Being a small business is really challenging in this recession, but recent conversations suggest that the current economic challenge can affect any size business. The consumers are not driving growth as they have for decades, credit is not flowing to businesses to help them prepare for the re-emergance of demand, and the financial sector seems to be humming along looking for new, exotic securities instruments versus generating health on Main Street.

Developed by Bloomberg BusinessWeek using data from pollster YouGov, the Optimism Meter is a proprietary measure of sentiment and expectations, economic statistics, and market forecasts.

Developed by Bloomberg BusinessWeek using data from pollster YouGov, the Optimism Meter is a proprietary measure of sentiment and expectations, economic statistics, and market forecasts.

The fact is that generating growth is hard work. To those in business who see growth as survival, the difficulties are worrisome. Indeed, there are concerns about maintaing a year-after-year evenness. According to many I meet, it’s more difficult, it takes longer, profit margins are tighter, and the cash comes much slower. Life is tough!

In this environment, I welcome those who project optimism — assurance, brightness, buoyancy, confidence, elation, encouragement, enthusiasm, exhilaration, expectation, good cheer, happiness, hopefulness, idealism, and bright-side thinking. I like the term positivity, defined as the quality of being positive.

What we need, I submit, is positivity. We need more of those who vocalize the positive — who, in effect, charge the atmosphere with energy that stimulates growth, that encourages confidence in the prospect of growth, that turns on the innovation and ingenuity which lead to technologies and commercial activities that catalyze growth and success, and as my friend Tom Whittaker says frequently, “all good things.”  I feel the same pains others speak of but find myself drawn toward the people, the ideas and the possibilities that lead up, beyond and out of the current struggle.

It’s not about burying one’s head in the sand. After all, in science a positive charge is counterbalanced by a negative one. In today’s economic and social atmosphere there are pleanty of negative charges floating about.  In the larger context of marketing and competitiveness, I wonder if the positive mindset, the positive intention and the positive vision are not themselves some of the most powerful communications we can contribute. Directly or indirectly, if I lead you to aim higher and achieve more, then I or my company or my team — we are aligned with your success.

Far from the skepticism and cynicism of a pragmatic society, it’s been said that thoughts and beliefs actually create the 3-D reality in which we operate, a point raised in “The Lost Symbol” by Dan Brown. Quite possibly this is true. Maybe not. Doesn’t matter. But if your customers, your employees, your distributors, or your channel partners move up and on and you have been in conversation, somehow encouraging, motivating or just revealing possibilities and opportunities, you have become linked to their move forward.

What Are You About?

Wednesday, February 10th, 2010 by John Mallen

I just revisited a blog by Steve Rubel called “How the Leading Social Sites Describe Themselves” Steve’s piece is well worth the read. He observes that when one reads how major social Web sites describe themselves — Twitter, digg, Friendfeed and others — it would be difficult to tell them apart by simply relying on the descriptions themselves.

It’s an observation that applies too often in multiple segments and in many vehicles ranging from brochures and videos to ads and even exhibits — maybe especially exhibits.

One of the products most in demand from our marketing communications firm is the JMC Messaging Platform(TM). The platform takes shape as a document in which we distill the essential elements of a brand — things such as how it should be positioned in the minds of stakeholders, or what the value proposition is to a customer group.

But the first and most debated element in virtually every JMC Messaging Platform process that I have worked on is the definition of the business — how the organization describes itself. One would think that such a straightforward statement would be the simplest. Not so! It doesn’t seem to matter whether the organization is a closely held business or part of a multinational organization. When we meet with the leaders in our facilitated brand messaging workshop and begin with that fundamental question, most of the time it opens a lively debate.

When there is little debate, the reason is typically that an official milquetoast-like definition has been developed and the language is, as Rubel observed, so bland as to be meaningless.

No reason to delve into the organizational psychologies at work. That could take forever. But there is good reason to suggest that it does pay for the leaders of any organization to wrangle through a process of clarifying how the company or its brands describe or define themselves. If the message is muddled to those of us on the outside, how must it be to the people on the inside? And contrarily, if the people inside are clear about the definition of the organization, how much more likely are they to relate to and resonate with the publics that enable success?

I’m with Steve Rubel. Describe yourself! It’s job No.1 for any customer-facing activity.

Making Communications Part of the Value You Deliver Through Customer-Linked Communications

Tuesday, February 9th, 2010 by John Mallen

Many of us recognize that communicating to our markets can augment success. “Advertising sells,” right? But how often have we considered that marketing communications - public relations, online Web communications, and advertising - can be part of the value you offer customers?

In a recession economy where competition is sharper than ever, distinguishing your brand and adding strategic value can be great way to help accelerate your own growth.

I discovered this some years ago as business in advanced materials grew to become a significant part of our client portfolio. Whether metals, technical textiles, plastics and composites, we realized a common opportunity : the advanced materials our clients sold as ingredients delivered significant value and even pizzaz to their customers and, further, to the people who ultimately bought the end product.

Thus a nylon fiber that some time ago had received a U.S. Government “mil spec” for use in ballistic armor - though eclipsed by Kevlar - brought terrific value to soft-sided luggage and became the darling of top brands like Tumi, Hartmann, Samsonite and others. The nylon not only brought direct value to luggage manufacturers, because it was not only tough but took in dyes better than anything else, but became part of the value proposition that led consumers to select  products with “Tru Ballistic” nylon fabric.

Seeing that, we developed tags and end-consumer literature that customers could attach to products in the retail environment. We also produced a training campaign for use in retailers’ sales training programs. Salespeople on the floor could answer questions and help guide consumers to value purchases.

We called this and many other approaches “customer-linked communications.” CLC is more than featuring customers in case studies or arranging for third party testimonials. CLC is communications for, about, and on behalf of a customer. It may involve tangential mention of your brand or no mention at all.

CLC makes sense when:

-  You need to move out of a commodity trap and featuring your customer’s products and services not only helps stimulate and support your sales, but also helps move you from commodity to specialty.

-  You want give priority to certain segments or application niches, and your customer’s success is an efficient way to accomplish this goal

- You want to generate a rush to your product or service from a group of customers who intensively monitor one another, so communicating the success of one customer showcases the value your brand contributes – the value proposition you bring to that customer – and also triggers a barracuda-like feeding frenzy among look-alike customers.

Successfully mounting a CLC initiative is a strategic marketing move that requires coordination among the marketing team, the ad-PR-promotions people and sales. Once organized properly, it can become a dynamic component enthusiastically embraced within the company and among the customers involved.

Toyota’s Safety Muddle Signals Need for a New Era of Trust Communications — Not the Crisis Communications of the Past

Monday, February 8th, 2010 by John Mallen

On Jan. 27, The Wall Street Journal reported that Toyota Motors’ President Akio Toyoda is worried about how the growing safety recall of more than 8 million vehicles will affect the company’s reputation for quality. Just yesterday, the Bloomberg Business Week’s Insider Newsletter editor Katherine Davis reported that he’s ducking the press as he swishes cockails with the global elite in Davos. “You can’t buy this kind of publicity - nor would you want to.”

Being in the publicity business, I have been drawn to Toyota recall reports like a bug to a bulb on a summer’s night. After all, we in the PR business are always probing “crisis communications” and explicating how they were carried out and what we could have done better. Truth is, crisis communications, crisis management and similar terms are proven to be some of the most popular Web searches for PR. Toyota is on its way to being one of the “big ones” when it comes to crisis commuincations, right up there with Tylenol for J&J and Bhopal for Union Carbide.

What’s surprising to me is how a corporate icon for quality, embracing notions of consumer safety, fell so low. I saw a similar display in the late 1970’s as our client McDonnell Douglas avoided confronting media questioning what was going on with DC-10 aircraft falling out of the sky. We’d been working on behalf of the company after the issues with cargo doors were resolved, when DC-10s around the world were grounded following the crash of American Airlines Flight 191, killing 273 people. Unwilling to discuss details after the bloody negative publicity earlier in the decade, I recall pleading with our account director who was at headquarters as I held The Wall Street Journal’s aviation writer on the other phone threatening to “go” to print with a page one-article based on comments he had gathered from outside the company. It was a dramatic example of, “If you don’t speak for the company they [critics] will.”

That was my PR indoctination into the rules of engagement for crisis communications — a set of principles devoted to guiding institutions away from garnering even worse public opinion and, sometimes, even helping them deflect the blame. Some of this deflection may be underway as information from Toyota points to the flaws being in materials from CTS of Elkhart, Ind. which are used in the brake systems.  Deflection doesn’t really work. In  the end, the best crisis communicators help companies navigate through stormy waters, without sinking the whole ship. I think there is another, more basic role that communications can help with.

Total quality?

What happened at Toyota?  Having gone through years of B2B communications for many manufacturers, Toyota’s “total quality” focus had become legendary and highly respected.  How many hours have I sp

ent with clients from around the world talking about Kaizen (continuous improvement), Kaiban, Genchi Genbutsu (go and see for yourself)?  All of these are more or less part of the larger Toyota Production System (TPS) which led to the company being a hallmark for quality writ big. I recall some years ago receiving a call from a senior VP at then AlliedSignal, telling me one of his businesses had received an award fro

m Toyota for quality and being asked to stiumlate coverage in the Wall Street Journal. The fact is the Journal, as a matter of policy didn’t cover awards, but this was the exception — an all-American brand being annointed by the global leader in quality!

Dig into the Toyota legend and you’ll discover a systematic and passionate commitment to improvement of the product and the production process. But what is going on that such a premier global leader in one of the most competitive economic segments could find itself as today’s successor to the likes of GM (and the Corvair) and others of the mighty American motor industry featured in Ralph Nadar’s “Unsafe at any Speed” blockbuster of 1965?

Too big to care

How does such a great company like Toyota, with an intense focus on quality, find itself skewered in public opinion on the issue of safety?  After all, safety would seem to be a strategic byproduct of safety. Indeed, the issue is not over unsafe designs of the 60s, like chrome dashboards that cause injuries in seat-beltless vehicles. These are brake components that allegedly don’t work all of the time.

The root is far more profound than the CEO cowering in Davos versus confronting the media (though he should have been more up front). The root is an internal view, a culture that has reacted slowly to reports of safety failings, as reported in the New York Times. They have gone a little “safety deaf,” Transportation Secretary Ray LaHood said.

We in the PR field can help companies set the record straight, as the latest television commercials from Toyota attempt. We in advertising and marketing communications can attempt to shift the attention of consumers from the economic havoc of the past two years to the potential of the future under the guidance of smarter and wiser investor advisors. We can help try to focus attention on one or another perspective in a health-care debate that seems to have more revolutions than Macy’s front door in the peak holiday shopping season. But we cannot affect the fundamental business problem.

The culture of insititutions that take strategic aim at the perpetuation and growth of these organizations may, along the way, have lost touch with the basic purpose of the business and the customers they were founded to serve.

The foundation of trust

A recent PR forum ask people in the practice to come up with ideas about how to restore trust in our institutions. My take is that the communicators can no longer successfully serve their organizations with reactive crisis management campaigns. We need to move in a more fundamental way. Toyota’s recall problem was only a blip, if that, when the trust question was raised. I said then and still believe that the issue of trust cannot begin with a PR or advertising campaign.  It must begin with the culture within an organization, and with that culture enabling members to speak out and be heard when a quality or safety issue is first observed. Such a culture begins with the customer in mind. How does what the company is doing affect those who buy and use our products?

The new role of communications

Professionals like me are hired to help our companies or clients put their best foot forward. Looking to an increasingly competitive future with growing complexities from the integration of advanced technologies, and the new needs to care for the environment and sustainability, I suggest that communications must place an intensive focus on fundamentals — including the fundamental of giving employees a voice, an opportunity to use their voices, and a cultural freedom to hold the organization accountable to its principles.

They Sang for Us

Friday, February 5th, 2010 by John Mallen

PBS Channel 13 www.thirteen.org recently ran a fund raising program with the producer Susan Lacy creator of American Masters, a series on American cultural history. One segment covered Joan Baez and her years of political activism in opposition to the war in Vietnam.

Rev. Martin Luther King appears in a segment saying how he stopped by Oakland, Calif. where Baez was persistently lobbing the inductees urging them to make another choice and refuse to go. She would successfully talk one into leaving, get arrested, go to jail, get released and return to repeat the process.

Looking back some 42 years, I was one who accepted Uncle Sam’s call, moving from stateside training to Vietnam, essentially entering a cultural bubble that insulated me from the revolution percolating throughout the country.

Joan Baez, whose voice I’d discovered several years earlier at Lads Music, the little record shop on Thayer Street on the Brown campus, continued waging the pacifist campaign, joining marches across the United States, visiting North Vietnam and becoming a cultural force who moved opinion.

To this day, I have difficulty admitting that what we engaged in there in Southeast Asia was wrong, that what we had gone to do was wrong and that we should get out. Casting the loss of friends and fellow soldiers off to a misplaced, useless purpose is even today too painful for me to think through on a path of logical progression. There is certainly a great fear of being led to agree with former Defense Secretary Robert McNamara who, long after the U.S. left Vietnam, joined in with Joan Baez and other protestors.

So the documentary plays on through these war years, and it occurs to me for the first time ever that they, Joan Baez and the others, were there for a larger purpose, bigger than what they may have been aware of perhaps. What they marched for, sang about, and reached for was deeply profound; a unity of national soul. Beyond the music of protest was a collective, deep soul cry for a unity that can come only in peace.

As with Joan Baez and the anti-war cast of those years, Bob Dylan, David Harris, and others as with me, the freshness of youth has given way to the mellowness of the 60’s. And as the PBS camera pans the decades, I cannot avoid feeling tugged at some deep level of emotion, stunned to see that “it” was never about pro war or anti war; pro civil rights or pro status quo; but it was about our collective soul.

“No man is an island, entire of itself; every man is a piece of the continent, a part of the main. If a clod be washed away by the sea, Europe is the less, as well as if a promontory were, as well as if a manor of thy friend’s or of thine own were. Any man’s death diminishes me, because I am involved in mankind; and therefore never send to know for whom the bell tolls; it tolls for thee…”

John Donne

Meditation 17

Devotions upon Emergent Occasions

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