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Exploring Music 2.0 in Boston

On Apr. 20, I made my way to the Microsoft NERD for the second annual Music 2.0 showcase of tools and tech for musicians, marketers and managers.

As event organizer Charlie McInerney said in his introduction, Boston has two tremendous scenes in music and technology, and the more they can come together, the better off both will be. He couldn’t be more right. Frankly, my mind was blown by how many cool innovations are taking root right here in Boston to advance the music industry, for fans and bands alike. Here’s an overview of the presentations I saw at the event.

  • Put Your Brand Out to Stand Out: Mic Control is a consulting firm that helps bands execute successful social media strategies. Their three core actions for execution are 1) networking 2) engagement and 3) relationship building. The goal, according to Jonathan Ostrow and Chris Taylor, is to find a way to help your brand stand out from the social media clutter. “You need to brand yourself or no one can relate to you.” Rapper Wiz Khalifa was cited as an example for the way he has branded himself in relation to hip hop, pot and Pittsburgh. Well, okay.
  • Git’r Done: Ryan Spaulding of Ryan’s Smashing Life urged self-starters in the crowd to think about their objective and to find who they are and what makes them happy. “You only have 30 to 35 functional years of adulthood to get this done,” he said. “If you find your answer immediately, you didn’t look hard enough.” Another good blurb from Ryan: “You opportunity is found where others failed.”
  • Empowering City Kids with Music: Gary Eichorn talked about his awsome program, the Music + Youth Initiative, which he founded seven years ago in response to cutbacks in music education in public schools — in Boston, he said, only 20 percent of high school students have the opportunity of receiving music education. So his program works sort of like a franchisor with existing nonprofit “bricks and mortar” organizations with a proven record in youth development to create “music clubhouses” for underserved urban youth. The program helps build self-esteem, self-confidence, social skills and an appreciation of music by letting kids learn and play on professional grade equipment. Partners include organizations like the YMCA and Boys and Girls Club, Berklee and Northeastern, and corporate sponsors such as Avid, Zildjian and Harmonix. There are eight clubhouses total, six in Boston, that serve 1600 kids a week.
  • Helping Bands Rock: Ben Maitland-Lewis, a presenter from last year, gave a quick update on his company Indie Ambassador, which helps music entrepreneurs manage their careers.
  • Better Fandom Through Frictionless Commerce: Marcus Whitney of Moontoast discussed his company’s goal of “monetizing social”. His three key points: 1) Authenticity wins in social 2) You can own your fans through commerce 3) Place buying opportunities where the fan wants to be (e.g. Facebook news feed), not where you want them to go — remove the friction from the commerce experience.
  • Bringing Sheet Music Into the 21st Century: ZMX is working to revolutionize the sheet music industry, a part of the music business that has a high barrier to entry for artists, high prices, low quality and poor selection for fans but yet is very profitable for the print companies. If you want to buy sheet music, you typically have to buy a whole book for $12 or more and not a single song. If you do buy online, it may be $5, but that’s not even for a download, just an opportunity to print once. Composer royalties are paltry, as well. ZMX allows for affordable, downloadable, embeddable and trackable sales of digital sheet music.
  • Aspiring to ‘Chaotic Cohesion’: Mike King, director of marketing for berkleemusic.com and author of Music Marketing: Press, Promotion, Distribution and Retail, cited the “chaotic cohesion” of Wu-Tang Clan as a model musicians should aspire to. He cited the case study of the British band Tigers That Talked who made the most of DIY web marketing. The four horsement of successful music marketing, says King, are awareness, acquisition, engagement and monetization, and the best way to execute these is in an integrated fashion that works online and offline.
  • Portland Rocks: Patrick May of Skyline Music and Portland Music Foundation, talked about the latter organization as one dedicated to help showcase Portland musicians.
  • ‘Make It Easy’: Nimbit gave an update on their service, which provides direct to fan marketing and sales. What works, according to them? Knowing your fan, selling directly, updating merch frequently, constant innovation, rewarding fans for good behavior in order to drive sales. In summary: Make it easy.
  • Blog in Boston, Beers in Berlin: Matt Dyson, who blogs at Dysonsound, talked about how awesome it was that “one guy with a domain name” can connect with musicians all over the world. “All it takes is my small voice that has now penetrated worldwide,” he said. “If I go to Berlin, I’ve got beers waiting for me.” Though the highlight of his talk, for me, was when he disclosed how much he cares about his bounce rate. Heh.
  • Saturday Night in Your Inbox: Chris Marstall of Tourfilter showed off updates to the interface of his website, which allows fans to easily set up e-mail alerts notifying them when select bands are coming to town. Tourfilter now works for 60 cities. Tourfilter also recommends bands based on shared fans and shared concert bills.
  • Google Docs for Music: Joe Berkovitz talked about Noteflight, which he called “Google Docs of music.” The service allows users to create, share and embed sheet music. The service, which works on a freemium model, has tripled its user base in the past year and is being used for interactive music composition in some K-12 settings. The company’s next goal is to shift from Flash to HTML5 in order to branch into mobile.
  • Going Digital: Steve Theo of Pirate! talked about how, with help from Paul Kamp of Backbone Networks, his promotion firm is shifting to a digital model for the music they provide to radio stations, in order to save money.
  • Five Alive: Alastair McDonald of Bocoup talked about HTML5 audio, the W3C audio working group and more.

Checking In: Mayor of My Blog?

Third in a series of posts about the rise of check-in services

Originally, this post and the previous post were all wrapped up into one, but it got a little unwieldy. So let me just recap a couple of the core principles with which I opened my last post:

Watching a TV show or visiting a website is as much of an experience as patronizing a restaurant. It’s driven by the same motivations to seek value. And as a value-rich experience, content demands the following things to thrive. (And these are not new or only true of the web — if you think about it, this is true across history.)

  • Order (schedule, structure, organization, purpose, data)
  • Community (conversation, audience, shared interest)
  • Mobility (sharing, accessibility, malleability)

Alright, let’s get to it. When it comes to blogs and websites playing the check-in game,  Wayne Sutton, social sentinel that he is, summed it up succinctly:

Offering a way for visitors to check-in to your website or blog provides a way for you to reward them with badges, points and can increase time spent along with social sharing. Just like with a few popular location-based applications these platforms are building on the success of adding game mechanics to increase visitor loyalty and engagement. There’s always talk about moving beyond the check-in and rewarding customers, in this case you could reward your visitors if they check into your website or blog.

According to Clinton Bonner, who works for the company behind content check-in service MOJOthere are six benefits to web-based check-ins:

  1. Gamification (using game dynamics to boost engagement with content)
  2. Loyalty (rewarding advocates over time)
  3. Push video content (boost and measure video consumption)
  4. Revenue generation (through context)
  5. Reward collaboration (take advantage of cross-blog content creation — like hashtags on steroids)
  6. Achieve your goals (tying content to desired behaviors)

Web check-in services like MOJO, BadgevilleOneTrueFan and Meebo (Sutton rounds up a few more) use similar principles —  giving users ways to earn points and win badges while allowing site owners to get a better look at how visitors use their site — when and how often they visit, what and how they share. Meebo also tries to connect site visitors who have similar interests (an interesting application, in light of the rise of niche websites).

It will be interesting to see how the application of game mechanics to content evolves, since gaining understanding into how people behave around content is only going to become a bigger priority for content creators of all stripes. One of the areas where this will have the most direct applications is online news, particularly as the journalism industry continues to struggle to adapt to a web-centric world. Studying how people behave with online news will be important to figuring out what’s next for news on the web. Researchers are exploring ways to better predict how users will share and discuss news content online.

With this in mind, one of the most interesting of the aforementioned services is Badgeville, which is focused on “helping publishers improve their audience loyalty, gain true insight into their communities, and increase behavioral conversions on desired outcomes.” Here is Badgeville co-founder Kris Duggan talking more in-depth about how the service works:

Chris O’Brien, a blogger for PBS’ Idea Lab and Knight Challenge award winner, recently launched a project called NewsTopiaVille “to explore how game mechanics can be applied to reinvent the way we produce, consume and interact with news.” The seeds of this idea can be found in a blog post from last year, in which he asked “Do virtual goods have anything to teach us about the economic value of news and information?” (Or more to the point, “Why will people spend $1 to send you a virtual beer on Facebook, but not to read a news story online?”)

In the IdeaLab post announcing the NewsTopiaVille project, O’Brien wrote:

I can imagine any number of areas where game mechanics might address some of the most important and challenging questions facing news organizations:  How do we improve commenting? How do we get more people to participate in creation and processing of news and information? How do we think differently about monetization?

This will be the next step for content behavior beyond check-ins and leaderboards. The Wall Street Journal’s usage of Foursquare, to share tips and offer badges, has been interesting as a foray into bringing the media property into new contexts, but the next step is to apply those check-in and game dynamics principles to the content on its own turf.

Coming next: Establishing dynamic context

Photo by futurilla/Flickr Creative Commons

MITX Panel Discussion: Grow Your Customer Relationships With Branded Content

On Dec. 7, I attended the MITX panel discussion “Grow Your Customer Relationships With Branded Content.” The panel, moderated by Holland-Mark Digital principal Mike Troiano, featured:

Carissa Caramanis O’Brien - President at Red Box Communications
Eric Oliver – Director Digital Brand Communications, Converse
Matt Drinkwater – Senior Director, Yahoo!

As Troiano put it, the old tactic was to cram your view down the customer’s throat with self-serving copy. The new tactic, content marketing, focuses on delivering web content with intrinsic value. It hits the sweet spot of both what customers want and what serves the brand’s interests. Why is this effective? One, because people have become better able to filter unwanted noise. Two, people are becoming savvier at finding the information the way.

What is Branded Content?

As O’Brien put it, while in the past we strived to create a slick, finished package, the challenge now is to offer something incomplete that invites the audience to continue the dialogue. Our responsibility is to start the story and enable the connection with the customer. This participatory experience is becoming a default expectation for the digital natives we market to. In describing the web show “Chronicles of EMS,” which covers the evolving field of paramedicine, she spoke of a program designed by and for paramedics to elevate the profession and create community. Sponsored by a defibrillator manufacturer, the product is embedded in the field with the paramedics featured on the show.

Oliver says that the relevance of the content generated at Converse is driven by their audience’s passions. Converse doesn’t want to talk about itself; they want to know what their customers are doing in their shoes. One of those passions is music — historically, the Ramones, Kurt Cobain and James Dean have all shown off various flavors of Converse. Converse’s Rubber Tracks initiative allows bands to record music in a state-of-the-art Brooklyn studio and keep their recordings in exchange for Converse sharing the content created during the recording process. Converse supports the initiative by creating how-to videos for musicians and engineers. Oliver described it as “putting our money where our mouth is.”

Drinkwater echoed the audience-centric perspective, lending ut a more data-driven approach that Yahoo! has the ability to execute by mining search and click behavior. He shared the example of the branded web show The Thread in its women-centric Shine channel, focusing on celebrity fashion. This joint initiative with Proctor and Gamble adheres to three main pillars:  1) is the content compelling/engaging? 2) can the product integration be done tastefully? 3) discoverability. The Yahoo! editorial team doesn’t fall into the advertorial trap by posting content that doesn’t pass the “smell test” of  what women want to consume organically on the web. The effectiveness of the venture is measured, with Nielsen tracking in-store product sales. According to Drinkwater, Comscore ranks Yahoo as having nine of the top 10 branded content programs on the web. The key, says Drinkwater, is commitment – these efforts take time.

Troiano talked about his firm’s work with Notch, a session ale (high flavor, low alcohol) looking to gain traction in the craft beer community. On NotchSession.com the makers of Notch aim to build rapport among craft beer drinkers and provide “information with objective value” about craft beer, session ale and other related topics. All of their social media efforts drive back to NotchSession.com. On Twitter, they follow targeted bars in a target market (in this case, Boston) as well as the people who patronize those bars. They set up a listening station to pay attention to commentary about session ale and craft beer, and comments left on those blogs have become a major inbound marketing vehicle for them.

Challenges for Content Marketing

Troiano mentioned how it can be a challenge to recruit content contributors from within the organization. It is important, he said, to share the strategic context of this work, so people see its value. Bring the content creators around the table from the beginning. Curation is also a valuable complement to creation, by getting people to react to select third-party content with their own context. In his projects, Troiano institutes content checkpoints at 30, 60 and 90 days, providing opportunities for high-ranking people in the company to weigh in on the value of the content work and help breed an internal culture of others wanting to contribute.

O’Brien seconded this, noting that sometimes, you have to play to the egos a little bit. Sometimes, she added, the problem is beyond simply finding contributors — it’s getting any buy-in at all. Content marketing is still new and tough to understand for some fields, including health care, which has the added complexity of regulatory challenges to contend with.

Budget can also be a factor, but as Oliver detailed, you can get high-yield content with a low budget, while adhering to the principle of creating content that is a draw over advertising that is a push. This video of the hot band Phantogram shows these ideas in action:

Troiano added that budget is not just a question of money — it’s also time, and an organization needs to culturally get what content marketing is about in order to allocate the necessary time to any content marketing initiatives.

The Future of Content Marketing

Drinkwater says there is an increased interest in content marketing (including a push toward microcontent), and thus an increased push to find newer and cheaper earned distribution channels. Relatedly, the barriers for content production have fallen significantly. A challenge he faces is giving his branded content more legs outside of Yahoo!

Oliver foresees that brand-sanctioned, crowdsourced content — through services such as Poptent – could gain in popularity, challenging the brand-agency model with a more community-driven approach.

O’Brien said that as brands grow more comfortable with losing control, they will more readily embrace user-generated content.

Troiano summed it up well, noting that in time, content marketing will become the core of marketing, and less of a side-project. This is because a human approach to business is becoming more and more vital.

“If you’ve ever tried to say something interesting at a party,” said Troiano, “you understand the essence of content marketing.”

More Coverage

Facebook, Trust and RoomSurf.com

Last night, The New York Times’ higher education blog “The Choice” posted about the latest Facebook antics perpetrated by RoomSurf.com (update: here is the coverage from today’s newspaper), a purported roommate matching service that has gotten flak before for creating Facebook groups for prospective students of specific schools (more than 150, to be exact). The groups do not appear to be affiliated with a commercial service, using imagery and language that makes them appear — on the surface — to be an official school creation.

A devoted cadre of higher ed web professionals has been working hard behind the scenes to expose these groups as fraudulent. But why? Why so much effort for a couple of Facebook groups? It’s the web – people will talk about what they want, where they want, right? Who cares if it’s on our official groups or some random group?

Here’s why it matters.

Any brand – whether it’s a university or a chocolatier or a hair salon – has assets. Name, wordmark, logo, mascot, tagline — you name it. On the web, these assets are readily available. You may try to protect access to hi-res versions or what have you, but in truth, the assets to create a reasonable facsimile of your brand are floating around the web, and in all likelihood, you put them there.

In most cases, people have no interest in trying to deceive an audience to believe they are affiliated with a particular organization; they just say their piece. People create groups and pages and accounts and blogs about different aspects of our brands and reference our names and maybe even our imagery, but they also make obvious their affiliations, agendas and ownership. The dilemma that cropped up with RoomSurf is the exception to the rule.

So why is it concerning that a prospective student might join this inauthentic Facebook group? Because initiating a relationship is a tentative display of trust. If someone is joining a specific group, they are seeking community and information, which flow most freely in a trusting (and trusted) environment. If what the students end up with is a lack of value and a sales pitch, who do they blame? Not RoomSurf — us. They will lose trust in the institution with which they associate those brand assets. We will have let them down, and we won’t even know it. So even though we’ve created and cultivated our welcoming spaces for community and information, those students may never make it there, due to some profit-motivated misdirection.

But it’s not about protecting our brand. It’s about protecting the trust. Our brand assets are out there; we know it, and there’s not a lot that can be done about it. The priority is to make sure that those assets aren’t misrepresented to prospective students, thus steering them away from the resources that are available to them. It’s about doing our best to make sure that the trust is kept and maintained over time and that the relationships that are initiated are valuable and fruitful.

What the RoomSurfs of the world do is dilute the brand, but they also dilute the trust. Our community deserves the value it seeks. In addition to efforts such as the one that led to the NY Times coverage, it is imperative that we continue making the communities we create — online or otherwise — places of real value that serve our audiences’ needs. That’s the best offense you can field in a matchup like this.

Related coverage:

The Business Case for Nonsense

After David Meerman Scott’s headlining talk at the AMA Boston breakfast event on Nov. 23, Tim Washer, senior marketing manager at Cisco, took the stage for a closing presentation on “The Business Case for Nonsense,” where he explained the value in being ridiculous. With his background in comedy, Washer wields a particularly human take on what makes marketing and branding effective.

So many brands, even the most open and human of them, either avoid humor or handle it with kid gloves. Why? Well, for one, there’s the fact that some brands find it difficult to poke fun at themselves or take themselves less seriously. But it’s also because humor, while exceptionally powerful, is also incredibly tricky to pull off well.

As we’ve all experienced at one time or another, a joke that falls flat is like an anvil through the floor. When done right, though, humor is among the most effective communication and branding tools you can wield. I think it’s because humor is a great equalizer. It brings communication to a level plane, rather than a top-down conveyance. A humorous message isn’t delivered; rather, it’s shared — with laughter.

You can watch Washer’s AMA Boston talk and view his slides below. Want to learn more about humanizing brands? Check out the broadcast and updates from today’s BrandsConf in New York City, organized by Jeff Pulver, where Washer will be speaking on this topic.

Next Stop for the MBTA: Alignment of Online and Offline Service

Last week, the Massachusetts Department of Transportation celebrated its one-year anniversary. Yes, what is a longstanding department in many states is a new creation here in Massachusetts, which previously housed various fractured and distinct transit agencies, with little strategic planning aligning them all. On their blog, MassDOT outlined some of the accomplishments of the past year, including “used our website and social media to better serve our customers in unprecedented ways.”

And this is true. With the open data initiative spurring the release of real-time schedule data for buses and now some subway lines — coupled with their outreach to the developer community to create apps around the data — the MBTA is now a leader in real-time transit scheduling. MassDOT was even featured in a short film about open data in transit.

In addition, recently appointed MBTA GM Richard Davey is tweeting — and responding — creating a listening and conversation platform to field rider feedback. MassDOT Secretary Mullan is also a consistent presence on Twitter, and the MassDOT blog has provided a steady stream of informative and engaging content about the department’s priorities and projects. MassDOT also has outposts and content on Flickr and YouTube. And all of this is accompanied by a set of well thought out social media usage guidelines.

I applaud the MassDOT and the MBTA for these accomplishments (after all, I am a huge fan of public transit). In a short span of time, they have laid their ear to the track, so to speak, to become more accessible to customers, responsive to their needs and anticipatory of where they need to go.

But the current level of listening and engagement is only the first step. The next phase is the close alignment of the experiences that customers have both on the web and in real-life.

Is This Real Life?

This has always been a bugaboo of mine (read about a negative experience I had with Greyhound in 2009). Companies do amazing things on Twitter or Facebook, but at the customer service window when you’re standing there tapping your foot, a representative is nowhere to be found. To truly succeed, you need alignment in both spheres. If an organization thinks they can win on Twitter, fail in real life and somehow get by — or vice versa — they are sorely mistaken. I’d almost rather a company have crappy customer service across the board than have a disparity between its online and offline efforts — at least then I’d know they assign the same level of importance to service across the board.

The most important area where the online and offline transit experiences need to align is basic customer service, and I’ll speak in the context of the MBTA since that is the agency I am most familiar with.

For all of the great real-time bus data and tweeting they do, the MBTA still often falls down when it comes to sharing information about a service disruption or outage. Passengers wait an eternity at platforms as trains roll by without stopping, or don’t come at all. Passengers sit on Red Line trains stopped for what feels like hours, with little to no information provided by the operators. When bus replacement service is in place for a train line, there are often insufficient personnel or signage to guide passengers to their appropriate bus. With the new automated fare systems, fare takers were supposed to be replaced by customer service reps, but often I see train stations — even busy hubs like Sullivan Station — that appear unattended for significant blocks of time. And what do you know? Most of the #mbta complaints on Twitter are from these stranded, misdirected, delayed and confused passengers.

But the MBTA doesn’t know that because they’re not listening to the #mbta hashtag on Twitter. On Nov. 3, @mbtagm (Richard Davey) tweeted at @kgilnack:

I follow this religiously, mbta# not so much. This is the official twitter spot for the T. RAD

What? This shows that MBTA still does not understand the medium. It is great that Davey reads, responds and acts upon tweets he gets via the @mbtagm account. But someone in the agency needs to be reading and potentially responding and/or acting upon tweets referencing the MBTA. It can’t all be up to Marc Ebuna, as good of a watchdog as he is. Davey and the MBTA can control their official agency channel (which has nearly 1,500 followers — good, but not critical mass), but they do not get to pick what is the “official twitter spot for the T.” The users pick that, and they’ve picked #mbta. You have to go to where your customers are to connect them with the information they need. That’s the last mile the MBTA needs to bridge. Information allows your customers to make decisions, which gives them a sense of control over a situation. A lack of information renders them powerless — and thus cranky.

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The other area that is ripe for alignment is in the more effective contextualization of this valuable digital information in the real-life environment — augmented reality. The person standing at the bus stop in Belmont waiting for a late bus may not know that she can download an app, visit a website or even send a text in order to get real-time bus info. (Of course, in order to send a text, you need an obscure bit of information — your stop number — which is not on your bus stop sign). Likewise, bus stops have no signage directing people to a mobile site or app — just mbta.com, which automatically redirects to a mobile site that (oddly) does not link to the real-time schedules.

Some transit agencies — such as those in Raleigh and Washington D.C. — are using quick response (QR) bar codes to connect riders in the real world with real-time scheduling information. This is a commendable effort, one the MBTA would do well to imitate. Real-time information is great, but it’s only as great as the number of people who are connected to it and deriving value from it.

Back in mid-August, during an MBTA outage or delay of some variety, I tweeted that “In customer service, lack of information is a crisis.” It astounds me how consistently organizations undervalue the power of information. Even if people are in an undesirable situation, their tolerance is directly proportional to the amount of information they have and the trust they have that they are being with all the information that is reasonably available. Anytime you leave room for imagination to take hold and suspect the worst, trust evaporates and resentment grows. Real-time schedule information goes a long way toward addressing this; now the rest of the agency needs to elevate its efforts accordingly.

How Much Can You Say in 25 Words?

Here’s what Green Mountain Coffee told me in 25 words (28 if you count the headline):

  • They care about the environment.
  • They care about their neighbors.
  • They care about a bigger picture than their bottom line.
  • The employees are engaged in the mission and values of the company.
  • They know I’m human and I like to be entertained and informed.
  • They also know I’m tired and don’t want to read a lot of copy.
  • They have a sense of humor (albeit safe and conventional) and aren’t afraid to show it.

Basically, they told me a story. And I now have a much fuller impression of Green Mountain Coffee than I did before I read this cup.

It doesn’t take many words to tell a story. But the impact can be significant.

Zipcar Owns the Rewards Cycle

Some recent experiences and observations have helped me realize why Zipcar is such a successful brand. (Yes, I’ve posted about Zipcar before in this space, and I confess to being a bit of an evangelist for and frequent user of the service. So bear with me.)

Basically, they own the rewards cycle in every corner of their operation. For the sake of argument, let’s posit that every business inhabits four corners: virtual (online) space, actual (human) space, product space, and ethos space.

Virtual Space

Last week, Zipcar ran a haiku contest on Twitter. They piqued my poetry interest, so I dashed off this effort, which they retweeted:

Shortly thereafter, I received a direct message telling me they liked my haiku and were adding $25 worth of driving time to my Zipcar account. Score!

Everyone wins: Zipcar gets content; I get $25 in driving time.

Actual Space

This past Sunday, I attended the SoWa Open Market in Boston. Seeing the Zipcar tent (and perhaps still a little buzzed from my Haiku coup), I wandered over and told the guy manning the booth that I just wanted to share how much I liked Zipcar. He was happy to hear it and asked me if I wanted a water bottle. He went to a box behind the tent to retrieve one; it wasn’t one of the promotional goodies they had spread out on their table.

Everyone wins: Zipcar gets unsolicited, in-person praise from a customer; I get a water bottle (and a warm fuzzy).

Product Space

Zipcar’s product is a car sharing service, and much of its marketing revolves around its “refer-a-friend” deals.

We give you $50 in driving credit to play with, and you decide what to do. You can “give it all away”, “split it $25/$25″, or “keep it all for myself”. Driving credit is put into your (and your friend’s) Zipcar account as soon as your friend joins.

Everyone wins: Zipcar gets more customers; I get more driving time (and happy friends, perhaps)

Ethos Space

A company’s ethos is important. It’s not just about how they tweet, how they market or how good/bad their product is. The company’s character matters, too.

Zipcar’s involvement with the Pan-Mass Challenge (PMC) is a good example. The company, which is based in Cambridge, has been involved with this regional initiative for four years.  This year, they are fielding a 25-member team for the race (coming up this weekend Aug. 7-8) and hoping to raise $150,000 for the Jimmy Fund.

In addition, the company has four PMC-wrapped Kia Souls in its Boston fleet, available for a reduced rate of $8/hour (normal Kia Souls are $9.25/hour). On top of that, Zipcar donates $2 from every hour driven in a PMC-wrapped Kia Soul to the PMC.

Besides the PMC, Zipcar’s reduced rates for hybrid vehicles and other initiatives around “urban and environmental transformation” are mutually beneficial propositions.

Everyone wins: Zipcar gets points for having good character; I get the option of reserving cheaper cars (and feeling good about it).

What other companies or organizations similarly excel at owning the rewards cycle? Is there a fifth corner I’m neglecting to account for?

The Social Media Campaign Your Social Media Campaign Could Smell Like

Everyone on the interwebz is collectively cracking up over the Old Spice videos on YouTube, wherein Old Spice Man (a/k/a Isaiah Mustafa) has posted dozens of video responses to tweets and comments from people ranging from ordinary joes like us to online celebrities such as Alyssa Milano.

So, what makes these videos so uniquely compelling?

  • They’re personal. The original Old Spice Man commercial that debuted during the Super Bowl was hilarious and got linked around a lot online. What they’ve done is taken the same formula but made it personalized. It’s engagement on content steroids. The most intriguing example of this is how someone asked Old Spice Man to post his marriage proposal (she accepted!). Tim Nekritz wrote the other day about how compelling personalized online communications can be, in the context of how the Atlanta Braves manage their Twitter account. Old Spice realizes that, and they are going all in with this campaign.
  • They’re well-written. Even though this is video content (and Isaiah Mustafa is, ahem, pleasant to look at), the key to the success of these videos, as Suzanne McDonald pointed out, is the writing. The copy needs to be concise (a script for a ~30 second video) and hilarious, not an easy order to fill. But the writers are doing a bang-up job. The tone of the script is no coincidence — it’s the smart, hyperbolic, absurdly hilarious type of writing that appeals to the youthful demographic they are aiming for. Appropriately, the distribution channels they are using for this campaign line up with the same demographic.
  • They’re produced in real-time. That’s the truly remarkable thing that’s happening here. Somewhere behind the shower curtain, the Old Spice communications team is doing the following, more or less in real-time:
  1. scanning hundreds of tweets and comments, gleaning a select few
  2. crafting sharp and humorous copy in response
  3. prepping the set, props and actor to film the response
  4. filming the response
  5. applying any post-production
  6. finally, posting the video online and tweeting about it
  7. Phew! Who knows how long they’ll keep it going, but it’s a lot of work — by my count, in one day, they created and posted about 117 videos! That’s a lot of rich content to churn out in something approximating real-time.

Even if yesterday was it, for one day’s worth of time for an actor, crew and writing staff, I think the reward was worth the effort, judging by the overwhelmingly positive response (and the wealth of content they now have floating around the web). What do you think?

EDIT: Outspoken Media makes some great comments on these points, as well.

Just Curious

As I may have mentioned before, my background is in journalism. Here’s a confession: I didn’t plan to go into journalism. Truth be told, I only “settled” for journalism because I thought a creative writing major wouldn’t be very lucrative. (Note to younger self: And you thought a journalism major would be??)

Anyhow, after I got over my fear of talking to strangers, I thrived as a journalist. Why? Because I am genuinely curious. I like learning. I want to know why people think what they think. I like talking to people and asking them questions.

Nowadays, most of my work could be classified as online marketing, much of which deals with social media. Again, it’s a pretty natural fit, and I believe it’s because the same basic principle applies. I’m genuinely curious. And curiosity is the crux of community building and brand development.

If you aren’t genuinely curious to learn who your audience is, what they’re looking for and what they’re talking about, you’re not going to find out. Curiosity is the human engine of web marketing. It’s what drives us to connect, to search, to click, to follow. It drives us to ask more, learn more, know more — to get to the bottom of whatever query consumes us.

If you are simply going through the motions because it’s what someone told you to do, but the thrust of basic curiosity is not there, you’re going to lose steam quick. (And if you’re not the least bit curious about your audience, then you should probably reconsider your day job.)

Being curious — being hungry for knowledge — is a lot of work. It puts you in the position of asking a lot of questions and doing a lot of research, which takes time and energy.

So what’s the reward for all of this work? Information, of course — the currency of the marketing world. And a good question is like a blank check. So ask, and ye shall receive.