courtesy of Branding Strategy Insider

The new year is virtually upon us, and we can expect 2010 to be another fast-paced year of major transformations in marketing.  As the economy continues to recover, the popular “do-it-yourself” culture that has given rise to all things social media and automated will begin to include new structural elements of collective wisdom and remote computing.

The innovative team at Last Exit has produced a list of digital marketing trends that we think are well worth your time to read and plan for in the year ahead.  Without revisions, we offer it to you here for your consideration:

1. Facebook Replaces Personal Email: As Facebook becomes increasingly used as a verb (e.g.”I Facebooked you today”) in ways that Hotmail and gmail never were, it will be interesting to see the extent to which it will displace personal email as a communication tool.  It’s already completely permission based, there is no spam (yet), and no address book required – your friends are already there.

2. The Cloud Helps Open-Source Software Make Proper Money: Open-source software projects that were typically the purview of programmers and technophiles are now available to the masses. In one example, Beanstalk, a fully hosted, version-controlled code repository that uses the Subversion open-source project has created a subscription based service that – for a small fee – removes the hassle of setting up Subversions and maintaining servers.  Services like this can really only be financially viable with cloud computing infrastructure – so companies such as Beanstalk don’t have the huge upfront capital outlay for servers. With the right skills any open-source project can be commercialized this way.

3. Mobile Commerce -  The Promise That Has Never Delivered, Yet: Though mobile phones have, for a while now, delivered real benefits to global societies by facilitating the transfer of money, only recently has mobile device use extended to payment for goods and services. The game changer has – and will continue to be – the iPhone/iTunes platform.  In-app purchases on the iPhone can tempt users to buy small items, upgrades, updates, etc, while iTunes holds their precious credit card information.  All, of course, is done in seamless fashion, enough to promote impulse purchases.  It would seem like an easy task for this to be extended to other platforms with PayPal or Google Checkout, but so far it has not been done.

4. Fewer Registrations – One Sign-in Fits All: As consumers grow increasingly frustrated  and resentful about registering yet again on another website, juggling different IDs and remembering a dizzying array of passwords, information-managing services such as Facebook Connect and OpenID will becoming even more useful and will continue to be adopted at great speed through 2010.

5. Disruption vs. Continuity – Alternatives to the “Big Idea”: As the significance of social networks continues to grow, businesses are investing more in community building as a marketing driver. According to the recent Tribalization of Business study released by Deloitte, 94% of businesses will continue or increase their investment in online communities and social media and, for the majority of these companies, their marketing function will drive this investment. At the same time, as evidenced by Google’s recent release of “free floating” social tools, such as Google Waves and Sidewiki, there is an increasing shift toward online identity and social activity being an integrated part of the network as a whole, rather than concentrated within discrete platforms such as Facebook.

With the increasing emphasis on marketing and advertising through social networks and the increasing pervasiveness of social tools, marketing objectives come into conflict with advertising techniques. While advertising has often sought to distinguish itself and stop the consumer in their tracks with a disruptive “big idea,” the emphasis is now shifting toward persuasion through fitting organically into the consumer’s social sphere. It will always be the objective of marketing to provide creativity and novelty, but the way in will increasingly be one of persistence and continuity.

6. Self-Sufficiency: The Continuing Evolution of Web-Driven, Open-Source DIY Culture: Much has been said about the power and potential of collective intelligence, and many of the breakthrough solutions of tomorrow appear to lie in more effectively pooling the resources and intelligence of our increasingly networked world. On the other side of the equation, the power of pooled intelligence and networked resources have empowered individuals to take on more and more complex undertakings themselves.

From drawing on the collective intelligence of blogs and university open courseware to educate themselves, to services like ponoko, spoonflower and cafe press that facilitate small-scale production, to offline resource pooling like pop- up retail and collective office spaces, individuals are discovering that it has never been easier to try doing it themselves.

7. Info-Art: Where we once had pop-psychologists and pop-philosophers, we now appear to have pop-statisticians and pop-economists. The growing wealth of data and the access to rich and diverse data sources that are significant by-products of information networks have made the art of data analysis a defining skill of our time.

At the same time, the skill of elegantly visualizing that data has become a defining art of our time. The art of the infographic is becoming increasingly pervasive as people look more and more to the growing amount of data at our disposal for insight, and more refined as the interactions of that data becomes more complex. Expect to see greater innovation spurred by more elegant ways of capturing and visualizing information by a growing number of info-artists.

8. Crowd Sourcing: Across many industries and organizations, crowd sourcing will become a growing tool as part of various outsourcing strategies. Organizations will mobilize the passionate special-interest groups to not only carry a message but also to lead and take part in activities on their behalf. From political canvassing to software development, from people journalism to environmental activism, expect to see huge growth in crowdsourcing models provoked and led, in large part, by digital social media strategies.

9. More Flash, Not Less: Outside of the obvious brand sites, micro-sites and media sites (video, games, etc.) where it appears absolutely necessary, Flash has often been looked down upon if not completely discounted by both techies and search engine optimizers. It seemed to face an uncertain future as a viable tool for serious websites and applications such as eCommerce tools and corporate websites. However, Adobe’s rich media tool has enjoyed the grit and determination of its advocates and external development community. Now, several tricks, authoring tools and server side scripting workarounds have meant that Flash-built websites no longer serve up a single, impenetrable page. They offer deep, searchable, indexable sites that will allow acute, detailed traffic and behavioral analytics and search engine optimization.

As websites continue to increase in their importance as a company’s storefront, the demand for rich, brand-extending experiences will also increase. Further proliferation of  fast broadband will reduce download issues while the adoption of Flash on mobile devices will dramatically increase and fuel reach and the desire/need for highly usable, brand transporting, conversion oriented experiences.

What do YOU think about these trends?    What will you do to capitalize these emerging trends?

By Alice R. Heiman

Are you selling marketing services, insurance, real estate, financial services, printing, web design, telephone systems, office products, staffing, internet access? How do you stand out in a crowd? With so much competition these days how are you acquiring new customers and retaining the ones you have?

The key is to build Relationships, understand, educate, help them choose the best solution and then continue to serve and educate.
In order to differentiate yourself you have to figure out how you are different from others who sell the same thing and then position yourself that way. So you have to know why people buy from you.

Why do people buy from you anyway? You need to know what the reasons are so that you can capitalize on them. Salespeople often have a long list of product features and benefits that differentiate their products. Unfortunately, none of these may be the reason that people actually buy from them. There are usually only two or maybe three key reasons and those reasons are unique to each customer. Find those reasons.

Know why people buy from you, don’t guess. Ask your customers. They can tell you exactly why they chose you over the competition and why they stay. Typically it has a lot to do with you, the relationship you build and the education and service you provide. Since few companies have truly unique products and services the way to stand out is by understanding the customer and serving their needs.
Once you know why people buy find more people like them. Target your market. Don’t try to sell to everyone. Find the group that you can relate to, are most knowledgeable about and most comfortable with. This will make selling much easier. Specialize in the product or service that best serves your target market and lead with that. Trying to sell everything to everybody will not help you stand out from the crowd.

Many salespeople bombard prospects with information. Instead stand out by asking good questions and learning about their needs then match the features and benefits of your product with their needs. You will move the sale forward much faster this way and learn more quickly when it is not a good fit before too much time is spent on either side.
If things are moving forward educate. Remember your job is to help the customer make a good decision on the best solution, which may be yours. Chances are the prospect needs more education on your industry and possible solutions in general. Find sources of information and experts on the topic to help them learn. Your job is to help them make the best possible decision even if that excludes your product or service.

Know your competition. Who do you compete with? What are their prices? What are their strengths and weaknesses? Do they offer something you don’t? How is their customer service and follow up? Although you want to say as little as possible about your competition and never want to bash them in any way you need to be prepared to answer questions from prospective customers. Sometimes the truth is that you have nothing over the competition as far as features, benefits or price but you can match them and you know the prospect’s industry, understand their needs and are focused on helping them reach their goals. The truth is sometimes people make their final decision based on the fact that they like you, but don’t take advantage of that. If you are not the best solution to their problem this could backfire on you.

Imagine telling someone that your solution is not the best for them and referring them to someone that can provide what they need. The credibility you build will last a long time.
If after educating the prospect your solution is still the best then follow up and deliver what was promised. Be persistent but don’t be a pest. If you have several competitors the ones who don’t follow up will be gone. I can’t tell you the amount of business that is lost for lack of follow up. Standing out in the crowd means having excellent follow up. If you are afraid to follow up because you are not sure if the prospect is still interested then ask. Perhaps they are just busy or need to communicate a different way. Communicating in their preferred method is another way to standout. If you can’t reach them by phone, ask how they prefer to be contacted.

Build great relationships, ask great questions, know your competition, be prepared to educate, follow up and you will find yourself standing out from the crowd.

It’s been a long road for the Reno-Sparks Convention & Visitor’s Authority to get to this date.  Today the RSCVA Board approved a new campaign tag line for our region – “Far From Expected”.

Personally, I don’t consider this aspect of the overall effort all that critical to the campaign’s success, although it certainly does need to convey the essence of the brand in an immediately memorable way.  The previous suggestion “A Little West of Center” was not received by local politicians (and many citizens) as appropriate or inspiring.

I would disagree with those who didn’t like the first suggestion, as “A Little West Of Center” tied nicely to Reno’s well-known “Biggest Little City In the World”.  But then, this campaign isn’t about Reno – it’s about our region.  “Far From Expected” seems a bit of a safe compromise – and while shorter for many to easily remember, it doesn’t invite questions about it’s meaning – which I think may have been a good element to invite tourists to wonder about and discover meaning for themselves.

My personal opinions aside, “Far From Center” conveys the essence of this new approach – embracing our region’s oddities and uniqueness, and I applaud the RSCVA and its agency Mortar for getting this key element approved so the campaign can move forward and hopefully reverse the 11 year streak of visitor declines that have affected businesses throughout our region.

What do you think about “Far From Center”?

(Before you suggest your own creative positioning tag line, be sure to read and investigate the research that went into deciding this campaign was needed, and what the public – the keeper of our brand, thought).

I caught this posting on Marketing Profs, and thought really relevant and well written.  So much so, that I’m going to take the lazy route, and simply repost it here for your reading pleasure.

Good news: You don’t have to lose sight of your brand’s tried-and-true persona to participate in the quest for deeper engagement at the new social sites. Just think of the social-media generation as a silver-dish serving of people who already want to talk to you; you just need to make them feel comfortable doing it. Easier said than done? Not necessarily. Here are a couple of older brands that are getting it right:

Sharpie, well past pushin’ 40, managed to tap into an enthusiastic user culture in a way we’re pretty sure no other pen brand has. Its Sharpie Uncapped gallery enables fans far and wide to express, in vivid (and permanent!) color, how they incorporate the inky wonders into their creative undertakings.

Think about the number of years kids have been using Sharpies to scribble on jeans, decorate casts and prettify their Converse tennies. Now there’s a fun place to show all that off? Score!

Little Debbie, who first made the scene in the 1960s, is using flickr, Twitter, Facebook and blog outreach to promote a cupcake Share-a-Thon this fall. A series of Smart cars demonstrate Little Debbie’s commitment to the eco-cause, and are also outfitted like the cupcakes themselves. Thus far, the aging mark has done a tasty job of reminding fresh generations of its relevance.

Now, not all instances of successful social-media outreach are even intentional. Case in point: When gay couples were finally permitted to wed in Vermont, 31-year-old ice cream brand Ben & Jerry’s celebrated by renaming its Chubby Hubby ice cream Hubby Hubby within the state. Thousands of blog posts and twitter updates later, they realized they had a winner.

How’d these old-timers manage to wow a fresh-faced crowd? At ad:tech Chicago this year, reps from Ben & Jerry’s and Sharpie said they felt social media was just in their DNA. That is to say, the key to winning hearts hasn’t changed with time or tech: It’s still about communicating a message in a relatable way.

What are your thoughts on this?  Is social media quickly becoming an integral strategy for these and other brands in the market?  What kind of social media integration have you experienced that you think is a good use of the media?

As we’ve all experienced more in this economy than in any other recently – you can’t make a sale unless the value of your product or service is clearly understood.  This is especially true of the rising “green” sector of our market, as many new and emerging companies struggle to find new prospects and buyers that are willing to spend their precious budget on a new product or service.

We believe that nearly everyone prefers to be considered environmentally conscious.  In this current recession, the costs of “going green” and the confusion about how to actually do it is just enough for most consumers to throw their hands up, and surrender to their comfortable habits. This is just one reason it can be a real challenge for sustainably oriented renewable energy companies to clearly market their value today, and gain enough momentum to launch their product or service line.

Add the perception that their products usually come at a higher cost to what is often a very complex set of industry related language, and you’ve got a formula that turns new consumers away in frustration and fear.

From our experience, many emerging renewable energy companies speak in their “native tongue”, using a high degree of acronyms and technical language without simply communicating their basic values.  If they can’t provide a convincing brand message to their buyers about their economic and personal value, it’s doubtful they’ll make or continue sales.

So what can renewable energy companies do to overcome these initial challenges in perception?  Here are a few tips they might consider…

Get Local

While we’d encourage any renewable energy company to maintain their own corporate online presence through a company website, we’d encourage them to also offer individual landing pages that show their products locations and installation.  Not only will this help with their online search engine rankings, but it provide a local portal for people looking for their products in their own backyard, and helps provide new and existing customers with a sense that the company is a community entity, and not a cold, distant corporation.

Speak Your Customer’s Language

As many renewable energy companies are founded by technical and academic professionals, the language they’re familiar with often becomes the messaging to their public – and this intimidating form of communication can lead new customers to leave their sales process before buying.  To be truly successful, you need to present your information to the public in a user-friendly way that easy for your potential customer to engage and relate to on all levels.

Don’t Just Advertise, Build Conversations

Social media channels provide one of the best platforms for engaging new customers and prospects in an ongoing conversation that can help leverage leads into sales.  Current customers can serve as testimonials, and share their passion about the renewable energy’s product or services to new contacts.  We highly recommend that renewable energy companies use social media in their overall marketing strategy – while giving traditional media its due as an integral part of any campaign.

Measure Success

Whatever initiatives any renewable energy campaign undertakes, it’s critical that every effort, every channel, every initiative have some form of tracked measurement.  Without a method to know exactly who is responding to your campaign, and why – you’ll not be able to make the needed adjustments to fine tune the campaign for ongoing success.

Those are just some very basic considerations – there are many more.

What has your experience been in trying to work with renewable energy companies recently?  What’s been your impression of their products or services?  We’d like to know about your experience in this sector, so that we can help this emerging economy grow faster for all our benefit.  Please share your insights  with us!

Most of us already know that Apple is famous for it’s aggressive defense of its brand image (or logo).  If they were willing to sue the Victoria School of Business and Technology for infringement, then certainly Austrailia’s Woolworths could have expected the same.  One key may be that Woolworth’s trademark is blanketed to extend to its entire range of products, including technology and electrical items.

Locally, Woolworths used to be a combination drug/convenience store, with a small counter style restaurant inside.  They served up some of the best milk shakes around, and a wicked ice cream sundae.  Today, the company sells a wide variety of products, including electronics.

A Woolworths spokesman put it this way: ”While we can’t rule anything out, we haven’t got any plans (when it comes to computers and gadgetry) at the moment.”

Looking at the example above, is their logo a stylized apple?  Woolworths say’s “no”.  It’s simply a stylized “W” with an “abstract leaf symbol”.  Some have gone as far to suggest that it’s a stylized consumer with outstretched arms, or even an apple being peeled.

I think you’ve got to admit to the similarities between the two logos, and in fact, Woolworths may be the seller of products that are similar to those of Apple’s.

But what do you think? Are the two logos too similar? Is Apple stepping over its bounds, and being too legally aggressive in protecting its brand image?

We’re interested to learn what you think – so please weigh in and comment.

For those of you who frequent this blog, you’ll recall a somewhat heated discussion about Reno’s “sister city” to the east, and its efforts to define it’s tourism message with a new brand platform.

With less “bang” and more “whisper”, The Sparks City Council adopted a campaign platform aimed at marketing their community based on their perceived unique value – special events.  When proposals were first announced in conjunction with Destination Development International’s (DDI) research and recommendations, the public outcry could be heard even here in Reno – several miles away.  Many could not believe that public funds (reportedly $114,000) were spent on such a campaign awarded to an out-of-state agency.  Some, like me, wondered how they would accomplish repositioning The Rail City as “Nevada’s Festival City”, expense aside.  I believe hiring an out-of-market agency is a smart move as they can provide perspective often difficult to find within the community itself.

Then came allegations that the concept was not entirely unique, while a debate ensued over why it would be necessary to rename several of the City’s landmarks and community centers, including the Sparks Marina and central Victorian Square.

Needless to say, the announced “Nevada’s Festival City” drew criticism from many community stakeholders, although the process itself included several key representatives to help participate (and guide) the new brand’s development.

This week, Sparks’ “Brand Leadership Team” (or “BLT” – which, I have to say, could use a new name itself), proposed and adopted part of the recommended campaign direction, the tag line – “It’s Happening Here”.

Currently, the City “famous” for its festivals and events hosts some 60 annual event days throughout the year – from the large Rib Cook Off to much smaller endeavors.  The goal, according to this new campaign, is to develop up to 200 event days by 2013.  Many have seen this an unattainable in today’s current economy, and certainly not within Sparks’ capacity as a City to achieve.  Many question the four to five year plan that is to provide the time and infrastructure development needed to achieve this events based goal.

I met very briefly with Sparks officials off record to review this initiative before it was presented to the Council for approval.  And in that short meeting, noted the same problem I’ve personally had with this approach since its very inception.  I simply don’t believe that brand positioning should be based on an aspiration – but rather a leveraging of the best assets to promote the unique values of the company or product – in this case, the City of Sparks.  Sparks, if you’ve ever been there, IS unique in so many ways, but yet they aspire to “build” their brand perception rather than leverage what they currently offer visitors.

In the presentation given to me, the Brand Leadership Team notes that “branding (is) what you want to be known for”, while “development (is) what you have to do to ‘own’ the brand”.  While I understand the intent of those statements, my concern is one of timing in this overall effort – and the urgency to create a believable brand message that can be readily adopted by stakeholders and the target audience.  Once again, I’m reminded by the presentation that “Brands are earned.  You NEVER ‘roll out’ a brand”.  Personally, I can’t agree with that, which was the basis of the controversy to begin with this past February during DDI’s initial release.  Once you begin announcing your brand position – even in an informal announcement to media – you’ve “rolled it out” for review.  It may not be the anticipated brand experience or perception, but you’ve let your audience know what you intend to be known for, and invite questions and comments to that projected brand platform.  You (including municipalities) ARE a brand – the key is to leverage your unique values to your advantage.  Quit trying to be percieved as something you’re not – or worse yet – may not be able to achieve before the “promise” rings untrue.

I believe Sparks officials understand (and accept) the limitations of the 26 recommendations produced by DDI.  The BLT used these recommendations and research as a “guidebook”, and “a starting point in creating a brand” for Sparks.  I question the validity of those recommendations if they did not result in a sound brand platform that could be readily adopted by City officials – and Sparks’ stakeholders; including business and residents.  After all, the research came from those key groups, so why were they so openly rejected when reported?  That may be “water under the bridge” at this point, and the work of positioning Sparks as a viable, enticing place to visit still remains.

While “It’s Happening Here” may seem (to some) like a lackluster attempt to position the community with any memorable value – it may also provide the ambiguous positioning needed if the campaign’s infrastructure to support it cannot be produced in time.  And time will tell.  Personally, I don’t think the campaign’s tag line invites interest or investigation – but that’s solely my opinion.

In the meantime, our regional tourism authority, the RSCVA works diligently on a similar branding effort – but with very different results to date.  I believe they’re on the right track in retaining the San Francisco agency, Mortar, to develop a unique brand platform and message that will resonate with our target tourism market, while providing the kind of creative energy and momentum to carry the campaign from its intended launch in early 2010 for many years to come.

Given the 11 year decline in tourism to our region, can Sparks afford to wait four or five years to achieve its brand promise?  And in the end, will Sparks be able to depend on 200 event days a year to provide businesses and residents with the kind of tourism dollars to reverse the past decade of trending?

What do you think about these latest developments for Sparks’ brand today…and tomorrow?

As the economy seems to hit hard in our region now, we’ve been seeing a new trend in advertising agency developments – the “virtual agency”. Large to small agencies that once flourished with as few as 5 to as many as 60 staff have all cut back in both size and operations.

With this new moniker comes a kind of subtle embarrassment – as if being a virtual agency is surrender to “real” agency status. These newly reduced agencies are obviously not proud of their new found reductions, and often refer to the non-centralized operations as “an experiment”, or a “temporary downsizing”. The virtual model rips apart the dynamics that traditionally operate at big ad agencies.

Given our technology-assisted ability to effectively manage both projects and clients via non-centralized tools and resources, we SmartBrander’s are a bit perplexed at this subtle perception of status. As a collaborative agency for since our beginnings in 2006, the “virtual” structure has worked perfectly for our teams – and our clients. Granted there have been minor challenges at times, and nothing replaces face-to-face meetings with clients and partners (which we continue to have). But overall, our “virtual” structure was the very reason we formed SmartBrand – and it works.

It’s true that the long hallways or conference rooms full of awards help clients and prospects breath a sigh of relief that their investment in the firm is a sound decision. Those of us with similar awards in boxes don’t have the need or space to display our accolades. Frankly, I find awards to be self-serving, and often subjective and pointless (depending on the type of award). But they do make great doorstops and file dividers in a pinch. I’m not degrading awards, but they often do not measure the effectiveness of the agency’s work – but rather the creativity that is judged by other creatives rather than other client types. We have ample amounts of awards and recognitions among our virtual team to support the “award winning” claim – but find those accolades are best served to our clients than to our prospects.

However, if I had say, ten million dollars to spend on a brand – I’d look first to the large, proven agencies because of their ability to provide the kind of scaled attention to protect that investment. But in these days of tightening budgets, and hesitant economies, those with larger-than-life communications budgets are not investing with the same kind of confidence they did just two years ago.

Is this the time for the virtual agency to become mainstream? If you were to consider working with a virtual agency – what differences would you be willing to accept as part of that relationship, if any?

Especially in today’s challenging economy, brand image plays a key role in building both awareness and customer loyalty.  Marketing firms like ours are asked to do more with less budget, and find more creative ways to build brands through multiple channels – especially social media.  But the key to our team’s success often lies beyond budgetary constraints to focus on the core values and relevancy of the brand itself.

How do we help our clients position themselves as a “gotta-have-it” brand?  There’s no single key to success, but one important element is building a library of images that can be used across all channels – including television, print campaigns, direct mail, tradeshows and key social networks.

The right photographs, graphics and illustrations have always been a key feature of any brand’s success.  In today’s economy, however, building a library of images for any brand has often been put aside as an “extra” that isn’t required at this time – and that’s a mistake that doesn’t need to be made.  Here are a few considerations you might think about when building a library of images for your business or product:

1. Make sure the images you choose support your brand’s positioning. If you’re not precisely clear on what the position is in your customer’s thoughts, take the time to find out before you buy or design any images for your campaign.  Once you’ve discovered how your brand is percieved, selecting the right photographs, or better yet – having them shot specificially for your needs, is a wise investment to build a library you can work with throughout the year.

2. Work constantly to build your library of images. Keeping your messaging fresh and interesting is key to staying relevant in this current economy.  Consider incorporating images that convey a bit of humor, hope and humanity.  Connecting with your customer’s sense of struggle to buy your product may just be the thing that motivates them to make the purchase.

3. Target your images to specific markets. Not all images will work for all audiences – and you need to consider what will resonate with every specific target market.  Don’t assume that one campaign will catch the attention of different market segments.

4. Invest in custom imagery – it’s worth it. So many clients assume that custom photography is going to be too expensive. Far from it – great photography can be acquired today at very reasonable prices from a pool of incredibly talented photographers.  And once you’ve secured the rights to your photos with your provider, you can rest assured that your using them won’t require additional licensing fees as with many stock photography sources.  More importantly, you’ll be sure your images are yours alone – and won’t be used by your competitor.

As b-to-b marketers make the case for spending money on custom photography, they should consider the history of the brand. It is important for all companies, large and small alike, to carve out the best imagery for their brand. It’s even more important that well-known brands rich in history, such as AT&T, Nike, or American Express, rely on custom versus stock imagery to create the right connections. These companies simply have more to lose by making a poor decision around photography.

5. Once you’ve built your library – keep it organized and secure. Be sure to create back-up copies of all your images, and catalog them in a way that helps you find what your looking for with key search words.

Certainly, every brand is struggling to maintain existing customers while connecting to new prospects.  With a bit of planning, you can build the kind of brand resonance to do both today – and one cost effective way to do that is by building and organizing your digital assets.

What have you done that’s been successful in this area?  What challenges have you faced in building your digital assets that could be a help to others trying to do the same?

In today’s pressured rush to maintain and attract buyers, it’s easy to overlook the basics.  Because of the need to generate immediate revenue, or getting caught up in the excitement and momentum of a good idea, the basics of the marketing process are overlooked.  Jumping into a campaign without consideration for the fundamental marketing process can have devastating effects.  Here’s a brief remnder of what you should consider before launching your next marketing effort.

First… TEST your idea.  Perhaps even suggest a couple of different strategies to a sample group from your target market. Ask them to compare one against the other, and give you some honest feedback.  For example, if you’re going to launch a print campaign in your local paper, try out a few alternative headlines first.  Or perhaps one or two alternative images in that ad if you’re confident the headline invites the reader to learn more about your company or product. Whatever the outcome of the feedback you receive, you’ll improve your message and set yourself on a path toward greater response – and that’s especially important for your marketing budget today.

Secondly, be sure you include some way to TRACK the response to your marketing outreach.  There are many ways to effectively do this by including a special offer or specific response to every ad placed throughout your campaign.  You’ll certainly want to ask every prospect that responds to your marketing how they learned about you, and more importantly, why they decided to call or email.  What caught their attention first?  The headline?  The images used?  This is valuable feedback that most new clients, and even existing ones, are happy to provide – especially if you can provide some incentive for them to participate in your formal, or informal survey.  One of the biggest mistakes we find with our clients is their assuming they know what’s working and what’s not – without ever asking their market.  While many see this as an “extra step” to their campaign, the feedback you’ll get is invaluable, and it helps you align your brand with your market in a much more meaningful way that will result in greater customer loyalty over the long run.

Finally, it’s important to be willing to REVISE your messaging based on the feedback you receive.  This may require minor, or major adjustments to your messaging or channel mix.  Too many times, we fall in love with our own ideas, and forget that marketing and brand positioning isn’t about what we like – but about what our target market’s needs and opinions.

These are simple steps that anyone can practice that won’t add a penny to your marketing budget – but will provide you with insights to your campaign efforts to make them more effective.  In today’s tight marketing budget environment, we all need to do a better job investing our dollars wisely.

What kind of testing, tracking and revisions have you done for your marketing that has worked for you?  Can you share some examples with us?  If you’re having trouble deciding how to test, track, and revise your campaigns to maximize your marketing budget, please let us know – we can help.

In a somewhat uncomfortable turn of events, the RSCVA Board did not approve the proposed “A Little West Of Center” tag line in this morning’s meeting.  Prematurely, yesterday’s post assumed that the stakeholders had been vetted, and the process of approval was nothing more than a formality.  Certainly, the Reno-Gazette Journal made note of the campaign’s pending approval as though the information may have been provided to them by the agency directly.  Not so.

While the strategy and basis of the new brand positioning was already approved, the Board did accept an important part of the proposed new campaign’s tag line: “A Little West of Center”.  However, the year’s worth of research was adopted and accepted – but there were many who simply could not understand or accept the campaign’s slogan.  This is an issue that can be fixed – and quickly.

Mayor Cashell, in a rather shocking turn of events, wagged his finger at the agency’s Marketing Director, admonishing his comment that the region must stop “apologizing” for itself.

What struck me as odd was – how did the campaign get this far without vetting the key stakeholder’s approvals?  Certainly, the Mayor should have been given the time to review the campaign in great detail, and hopefully convinced of the strategy and creative long before a formal, public presentation.

Gaffes aside – the RSCVA and its San Francisco agency, Mortar should be commended for taking such bold steps to reposition our region in the face of 11 years of declining revenues.

Now comes the task of damage control – and stopping what must be a flow of criticism from the public who cannot fully appreciate the year of research and testing that has gone into the proposed new brand positioning campaign.

When they get this settled – we’ll all need to help support the cause.  The RSCVA and Mortar should be applauded for their hard work and creative thinking.  Certainly a tag line for this campaign will be resolved quickly, and we’ll begin the much needed work of promoting Reno as it really is – a fun, engaging, unique destination in the minds of our tourism market.

Photo courtesy of visitrenotahoe.com

For loyal followers of this blog, you are undoubtedly aware of my ongoing rants about the fact that our region has suffered from a lack of a credible brand position for over a decade.  While our team has had the opportunity to execute several campaigns for our region in the past, none seemed as exciting or engaging as what had been abandoned.  (Who could forget the insipid “Reno Reno, Twice As Friendly”?)  Clearly, the city’s claim of “The Biggest Little City In The World” still rings out at the most recognizable brand statement we’ve had, as it was adopted in 1929.

Seven years ago, the Reno Sparks Convention and Visitors Authority placed its bet on a positioning that I personally could never embrace – “America’s Adventure Place”.  At the time, the agency was under entirely different management, and to those who actively adopted the positioning, it may have seemed natural to turn our attention away from the region’s underlying perception to promote the natural beauty and varying types of activities that can be found here.

While we might have wanted to be seen as “America’s Adventure Place” – the claim was not only aspirational, but without partnered funding and a coordinated infrastructure to support it – unattainable.  True, we have many forms of adventure here regionally.  From outdoor recreation to indoor entertainment (and I sense your referencing brothels here), the brand positioning was something we all hoped might change the perception of Reno as a “second rate gambling town” to something a little more honorable and positive.

But as any marketing or advertising professional worth their fees will tell you – you can’t change the perception of a brand with a creative position that isn’t factual.  The public at large, who may have been initially intrigued by the campaign, clearly did not adopt it.  Lake Tahoe (which the RSCVA partially serves) may be thought of in that adventurous light – but certainly not Reno-Sparks.  As much as Lake Tahoe carries a positive image associated with its incredible beauty, it will always be a 45 minute drive from Reno-Sparks.  Tourists from northern California, our main drive-in market, understood this fact.  They’d been to Tahoe without ever visiting Reno-Sparks, and vice versa.  They are, for all intensive purposes, completely different destinations.

Lake Tahoe maintains its own destination brand, which has been perceived as an entirely separate than our valley.  We were, for lack of a better term, “adopting” brand equity from our region without communicating the real values we all know exist here in other forms.  “Reno-Tahoe” works for our airport because it serves that region.  But as the core of a campaign to promote tourism, it was obvious we were borrowing on Tahoe’s positive brand association by associating it (and it’s unique benefits) to our city’s image.

And so…for the past 11 years, our tourism economy has been on a steadily downward spiral; with little hope that we could ever achieve the kind of brand recognition Las Vegas has iconically adopted (“What Happens Here, Stays Here”).  In the recent economic downturn, this was a problem none of us could afford as a residents or businesses to continue promoting.

When the RSCVA began to investigate this positioning – a collective sigh of relief (for many of us) was replaced with a gasp and (almost literally) holding of our breath.  We knew instinctively that getting it wrong again could well be the death knell to our rapidly failing casino/gaming based economy.  SmartBrand’s team discussed and debated this frequently, before and after the process began; and did our best to stay hopeful they would uncover a suitable solution.  With the proliferation of Indian gaming across the nation – we were no longer unique in our offering, and certainly not as convenient for those who enjoyed betting against the house.

We knew we were…to put it politely…uniquely odd.  We also knew that the general public had a perception of our region that wasn’t in-line with reality.  We were not, as many might think, the ugly sister to Las Vegas (a mere 480 miles away).  Nor were we so aligned with our own internal operations that we could claim to be “America’s Adventure Place”.  In a word – Reno is “quirky”.

With new RSCVA management came increasing expectations for greater results – yet they were saddled with a brand position that couldn’t be sold with confidence.  And so they embarked nearly a year ago to simply conduct an assessment of that positioning, which we all hoped might result in today’s announcement – the adoption of a campaign that was believable, and hopefully – unique enough to reflect our existing traits and assets.

Our sister city, Sparks Nevada, recently undertook a similar campaign repositioning… but with disasterous results.  Would The RSCVA fall victim to the same rehashed, unbelievable recommendations from the “big city agency”?  Would Reno find a path to the truths behind our region that could be marketable?  I personally didn’t have a great deal of hope – and I’m glad to report…I was wrong.

Although we were not invited to participate in the proposal process, the RSCVA wisely chose a very capable team in Mortar – a San Francisco based brand firm.  Finally – an agency that honestly understands the process of developing brands without preconditions and ego-centric recommendations.  With Mortar’s guidance, the RSCVA embarked on an aggressive effort to discover current perception in the target drive-in marketplace, then address those current perceptions with a strategy to leverage current thinking to a new reality – one based in fact and not catchy creativity.

While more than $111,000 was invested into the marketing study, the results of their research and creative has resulted in today’s annnounced and adopted positioning… “A Little West Of Center”.  The development of this position is just the tip of the budget iceberg, as the campaign is projected to cost  between $4 and $5 million when it is launched early next year.  This is a substantial investment by all the stakeholders in our region, and is certainly one we cannot afford to squander without both public and private support.

Results will not be immediately apparent.  Add that to what could be an expected public outcry that our city’s brand may not be entirely “pretty”, and the road ahead will be a tough one to navigate. Residents will not easily adopt this change, nor will they understand that the campaign need not be the usual lovely golf course and ski resort images of days past.  There may be a great debate ahead about the appropriateness of the imagery and creative direction.  Eventually, I hope they come to see this new effort as a reflection of our region’s true benefits, and not a personal statement about their singular lifestyle here.

And so, here is our chance to promote our region in a believable way.  And that, for me, is long overdue.

What do you think about this new campaign for our region?  Before you answer, try to think like the target drive-in market of northern California – not a resident.  Do you think this will work to benefit our region?

~Written by guest blogger, Mike Van Houten of JM Studio ~

As social media continues to implant itself as a permanent communication tool in tens of millions of lives, it provides the opportunity for more eyeballs to reach your brand. It also raises many questions regarding how much time to devote to each media platform, which ones are more important than others, and whenever I have a discussion with a client or fellow “geek” who’s interested in the topic, the debate of SEO vs. Social Media eventually ensues.

Which is more important? How should you split up your time reaching out to people online? The answer is simple…in a true multi-faceted marketing campaign; search engine optimization and social media cannot be separated. It’s a setup for failure or at the very best, a mediocre return on the time invested, if you perform one or the other but not both. Here is why:

Let’s use SmartBrand as an example (because it’s a neutral topic), a company that uses social media to the extreme. First we’ll look at social media in terms of branding results in Google.

Take a look at the search results below for the search ‘smartbrand’:

While the top result is SmartBrand’s main web site, which should be the case, 5 other results are directly from social media sites like Ning, Flikr, Twitter, You Tube, and the like.

So in essence, utilizing social media IS search engine optimization, if carried out properly, and if you optimize each of your social media platforms as one cohesive marketing campaign that utilizes the same keywords and varying optimized descriptions (such as in YouTube video descriptions, or Flikr gallery descriptions and photo captions), you’ll ultimately create a funnel effect, not only exposing your brand, but driving traffic to one source.

You might be surprised that people actually follow the link in your Twitter profile to your primary web presence, or click a link in someone’s YouTube profile. It’s a double exposure win-win situation – if optimized correctly it’s exposure on the front page of Google from multiple social media platforms for your target keywords, as well as exposure in each of the media platforms themselves.

It wasn’t always this way. Any reputable SEO’er who is obsessed with the topic will tell you that updates to Google only within the past year started giving more weight to links and keywords embedded in social media sites. Particularly with the “Vince” update. Google didn’t pay much attention to YouTube videos, nor embedded YouTube videos in its primary web search results until it acquired YouTube.

A video’s ‘page’ in YouTube can carry page rank, if people link to it as a valuable resource.
 Getting each platform as valuable resource.

What kind of success or failures have you had with your SEO attempts through social media?

______________________________

Mike Van Houten is the owner and interactive media designer of JM Studio.
JM Studio designs sites with a user-centered approach with a philosophy that places the person, your web visitor, at the center of your web experience.  Mike is also the author of northern Nevada’s #1 blog about development in and around downtown Reno: Downtownmakeover.com

At first, it seemed like a tried-and-true idea – aligning a shopping mall brand with good will.  In today’s tough economy, the standard “come to our mall” pitch wouldn’t likely work; especially in light of the fact that a much larger destination with highly recognizable brand name stores was about to open in the same community.

“Through ‘Kindness Is Your Currency,’ we will reward people who already spend time and money to support organizations in our community,” said Larry Hunt, Property Manager of The Summit. “But more importantly, we want to encourage others to be kind as well. These are challenging times and we want people to focus on the positive, get out and help each other.”  The campaign could be monitored through their “Kindness Is Your Currency” website, a Facebook page, twitter account and “numerous Reno blogs”.

A shopping mall dedicating its resources to create a campaign that encourages and acknowledges random acts of kindness?  Shocking, in a way, given the tough economic climate we’re all facing – let alone the advancement of real competition in the retail market locally.

I applaud The Summit for engaging their agency to do something different that might have a positive effect on us all.  The launch of their “Kindness Is Your Currency” campaign was both brave and innovative.

But then came the monetary payoffs for this random kindness:

They were never shy about this pay-off aspect of the campaign, and made it perfectly clear at the onset that not only is kindness a currency, but that you could be rewarded with shopping incentives for engaging acts of kindness in your daily life.

“Karma Cards” were  issued to individuals “caught in the act” of kind deeds.  These Karma Cards, unsurprisingly are retail marketing mechanisms to drive traffic to their retailers: 15% off coupons at Dillard’s, etc.  In addition, they also served as “drawing tickets” for final prizes that include The Summit gift cards, a top prize of $3,000, two $1,000 prizes and two $500 prizes.

So there you have it.  Kindness is apparently a physical currency as well.  Be kind to your fellow wo/man, and you might be rewarded with cash and prizes.  What kind of message is that about those acts of kindness that go unrewarded?  What motivation might inspire new acts of kindness based on the desire to be recognized?

As an avid supporter of non-profits, with a deep personal appreciation for the rules of Karma, I’m conflicted about this whole retail manipulation of something that should be ingrained in our personalities – and not positioned as a promotional campaign for a shopping mall.

While they may have their retail oriented hearts in the right place – why is it necessary to physically reward anyone with shopping money for something we should all do as part of our daily lives without compensation?  Doesn’t it take a bit away from the Pay It Forward philosophy that the act is the reward itself?

If I follow the logic, the reason I may now engage in a random act of kindness is in hope that I’ll be recognized on the campaign’s site and be physically rewarded with cash?  What does that say about those acts of kindness that are done without expectation of reward and return?  Granted – this is retail, and you can’t simply have a “do good” campaign out there for the sake of promoting goodness – there must be a financial payoff.  But is that a smart marketing position for a retail mall to take, however altruistic its intent may have been?

A shopping facility of this size and nature must spend its marketing and advertising dollars wisely; and they’ve dedicated a great deal of budget and energy to positioning themselves as the “kindness” place to shop.  But I’m concerned that this kind of positioning may not be sustainable – and kindness may run its campaign course when the chill of the holiday shopping season arrives.  Will kindness be tossed aside for the consumer dollar then?  And if it’s not sustainable – does it make The Summit appear as though they leveraged good deeds for the sake of short-term retail sales?

As I mentioned, I’m conflicted here, and welcome your thoughts and perspective on this effort – whether positive or negative.  What do you think about this campaign?

“Recommendations from personal acquaintances or opinions posted by consumers online are the most trusted forms of advertising, according to the latest Nielsen Global Online Consumer Survey of over 25,000 Internet consumers from 50 countries.
Ninety percent or consumers surveyed noted that they trust recommendations from people they know, while 70 percent trusted consumer opinions posted online.”
Source: Nielsen Online Global Consumer Survey, cited in their blog,

What does this kind of data mean for your marketing efforts?  How will social media play into your brand campaign – knowing that consumers are engaging in conversations about your brand and all its attributes?  How do you best share your opinion about your favorite and hated brands today?

We all have questions about the ROI for social media campaigns.  Are we really being heard by the right people?  I ran across an article by CMG Partners, co-authored by Warren Katz, Laura Papero and J. Mark Carr titled “Improving Product Launches – Stop Seeking The Silver Bullet“.

Like them, I share thc common brand steward questions they do -  “where are people talking about us?”, “how big of a bang am I getting on this program?”.  More importantly  – how do we really know when it’s worth the investment?

Trendrr is an exacting tool to help monitor web presence and social media impact.  From the examples created on their site, you can see how it’s deployed to measure terms, companies, conversations – even brands on the web.  Creating your own data sets is a bit daunting, but once you’ve taken a bit of time to explore how you can configure the system – it’s fairly easy and intuitive.

Better yet, you can dive a bit deeper into terms and concepts that may be a bit too complex for Google Trends.

Don’t get me wrong – brand equity can’t be diluted into simple data.  I can’t agree with Trendrr’s positioning that through their tool set, you can “understand your brand’s full online and social media presence”.   There are so many additional factors that simple response can’t measure – the quality of mentions and response, their tone (both intended and implied) – and even more importantly – the market share for any particular measurement.  But Trendrr is one tool that can help you quantify data for those that are selling direct response – or at lease the viral aspects of one.

And so, you can spend countless hours assessing and measuring a brand’s position and reputation online – and simple (free!) tools like Trenderr can be a very way to get started.

Think you’ll use Trendrr?  If so – how?  And if not – why?

Avid's New Brand Logo

I’ve been a fan of Avid systems since the early 90’s, and have helped them financially navigate the expensive technology curve with a passion like no other video editing company.  But as an image based brand, even their own visual positioning seemed, well… a bit geeky.  Over the years, Avid acquired a host of related companies Avid, Digidesign, M-Audio, Pinnacle Systems and Sibelius - each of which were completely independent of one another, yet each integrally tied to the product line and “master brand”.  In classic form, Avid had become a fractioned brand suite of companies entirely through its own development.

And so it seemed logical for Avid to redefine itself visually to encompass these integral product lines. “It’s not really a rebranding” says Thomas Ordahl, corporate brand strategy director, “because we previously went to market as five different companies, and Avid was just one of them, more a product brand than corporate. It is now all of them, and really a new brand.”

I purchased my first Avid sometime in early 1990 – the Avid Media Composer, whidh was at that time the first digital editing system to replace traditional tape-based systems. Today, “The Avid” is still used today by the a sizeable percentage of the world’s professional film and television editors.

Today’s visual repositioning has resulted in an interesting, clever mark for the suite of companies.  Some might say it’s not an easy mark to read, making the mark less than effective.  But to me, given the company’s history and current product line of video and audio bases system – I think it’s on target.

“Volume up, volume down, play, pause, record and forward, signaling unification of the company’s core audio and video offerings, signaling a unification of the company’s core audio and video offerings.” confirms CEO Gary Greenfield.

What do you think about this new visual identity?  Have you had experience with the Avid product line?  Will this help take this suite of companies into their next phase of operations successfully?

Everyone is feeling the pinch of today’s economy, and there’s no surprise in the fact that the first thing to be eliminated is often marketing and advertising related.  It’s survival of the fittest – and tightening of the financial belt is running rampant in small companies to the biggest of corporations.

I came across James Surowiecki’s article in The New Yorker, that clearly illustrates how two similar companies—Post and Kellogg, created a case study in the nation’s infamous Depression.

“Post did the predictable thing: it reined in expenses and cut back on advertising,” he noted. “But Kellogg doubled its ad budget, moved aggressively into radio advertising, and heavily pushed its new cereal, Rice Krispies.”

And what were the results in that economy?  Kellogg’s strategy paid off.  “By 1933, even as the economy cratered,” Surowiecki continued, “Kellogg’s profits had risen almost thirty per cent and it had become what it remains today: the industry’s dominant player.”

There it is – the lesson of history that today’s Recession cannot deny.  Those who can afford to keep investing grow stronger, while the weak grow weaker – largely due to the fact they are struggling to stay afloat financially.  But there’s more.  When the weak scale back on marketing, campaigns from stronger companies have a far great impact.

Of note in the Surowiecki’s article is the important differentiation between risk and uncertainty.  Risk requires a business to make its decisions based on a range of possible outcomes.  Uncertainty, which is rampant throughout our society today, thrives on a lack of potential outcomes, leaving everyone wondering exactly what might be expected next.

The author makes sense of today’s obvious state of uncertainly: “So it’s natural to focus on what you can control. [M]inimizing losses and improving short-term results. And cutting spending is a good way of doing this.”

And so it becomes obvious that the majority of companies today who are focused on decisions that may cause them long term harm, may, in fact be missing the opportunity of their lifetime by allowing a good marketing opportunity pass them by.

Have you seen signs of this business pattern in your operations?  If so, what do you think the best way to handle that lack of action and confidence might be?

Probably no news to you…color matters.  Alot.

According to a University of Loyola, Maryland study, color increases brand recognition by up to 80 percent.

Color is also very influential to  brand identity in a variety of different ways. Consider the unexpected success Heinz EZ Squirt Blastin’ Green ketchup has had in the marketplace in the past few years. More than 10 million bottles were sold in the first seven months following its introduction, with Heinz factories working 24 hours a day, seven days a week to keep up with demand. The result? $23 million in sales attributable to Heinz green ketchup [the highest sales increase in the brand's history]. All because of a simple product color change.  Obviously, the success of this change was culturally based as the product did not sell as well in America as first anticipated.

Consider how Apple brought color into a marketplace where color had not readily deployed before. By introducing the colorful iMacs, Apple was the first to say, “It doesn’t have to be beige or white”. The iMacs reinvigorated a brand that had suffered $1.8 billion of losses in two years. (And now we enjoy a rainbow of colorful iPods.)

There is a great new tool which can help out with color selection called Cymbolism. It’s an interactive survey of color and word associations. Every page loads a new word, for which you have to select a color you feel best represents it. The results are then aggregated and you can see most popular associations either by color or by word.

To help you consider color choices  for your brand Usabilitypost aggregated the results from Cymbolism, and also provided examples of logos that use each color:

courtesy of usabilitypost

So what color do you choose? There are often many considerations, some of which are purely cultural. Here in the Western hemisphere, white is often considered the color of peace or purity, but in some parts of Asia white is the color of death.  The color you choose should be researched with the target market you have in mind to be sure there are not cultural translations you may be overlooking.

Most importantly, the color you choose should really be something you like, not just something you worked out through a “formula”. If you not happy with the color options in your brand image’s logo, then it’s unlikely you’ll be happy to see it every day on your website, business cards or any other application. Consider choosing something that represents your company’s personality, but be sure it’s something you’ll like personally as well.

Having conducted a couple of informational seminars and networking meetings recently, I’ve been hearing a pattern of questions from a wide range of entrepreneurs from my community:  “I know social media is something I need to be doing for my business, but I don’t know where to start, or how much time to devote to it”.

It’s a complex social media world out there, and while many people only think of a few channels such as Facebook, Twitter and LinkedIn, there are literally hundreds of other choices (including blogs, wikis, podcasts etc.)  that might be good options for your communication and marketing strategy.  Add to that the somewhat long development period required to establish yourself and your company as a credible “voice”, and you’ve got a recipe for confusion and misguided time investments.

When I came across an article by Leo Babuata on Mashable, I was happy to see his basic step-by-step summary of “How To Simplify Your Social Media Routine”.  For me, this seemed an easy-to-understand, basic summary that anyone could follow, and avoid the risks of wasting time and ruining long-term productivity.

Here’s Babuata’s recommendations for your consideration:

Step 1. Use simple tools to make the most of social media.

The simpler the tools, the better. But tools that combine two or more social media into one are best, because that means you need fewer tools. An example is TweetDeck – not only does it incorporate Twitter , but you can see your Facebook  friends’ updates at the same time.

Another good example is Digsby, which combines email, IM, and social networks such as Twitter, Facebook, MySpace, and LinkedIn.

My setup uses Gmail , as it’s the communication tool that I use most often. I’ve set it up to be my all-in-one inbox: I can Twitter, Facebook, delicious, Flickr, IM and more. You can make Gmail your ultimate productivity center.

Step 2. Focus on sending out high impact messages.

Here’s something that many people who use social media don’t understand: if you send out too many messages, people might stop following you or might even block you, because you’re flooding their inbox.

The secret is to try to make every message you send, or at least a high percentage of them, high-impact messages. Examples: share really useful links, news related to your field, things that are really funny or inspirational, or inside information about your business or blog. The key is to make sure almost every message is something that people will want to share with their friends.

Limit yourself to high-impact messages to reduce the time you spend communicating.

Step 3. Let go of the need to read everything. Learn to scan.

It’s impossible to consume ALL the information that comes at you. It’s like trying to drink from a fire-hose — not only is it a waste of your time, it can be damaging, because you have other important things to do.

So be selective. Find sources of information that are valuable. And scan to get the gist of what’s going on, instead of trying to read every message. Let go of the need to stay on top of everything. Let it go! And instead, just take a dip in the river now and then.

Step 4. Figure out which social media give you the most value, and simplify.

I recommend trying the main forms of social media, but only for a little while. It doesn’t hurt to try them out, but you simply can’t keep up with it all, and what’s more, it’s not the best use of your time. Not all forms of social media are effective for all goals, for all people.

Instead, find just one or two or three that are most effective for you. For me, blogging and Twitter are the best. I try to stay in touch with Facebook, but MySpace and the rest are not worthwhile, for me.

Your choices will be different. But in the end, be selective and guard your time wisely.

Step 5. Form close relationships with people who give you the most value, not everyone.

I’m not suggesting you only follow a handful of people on Twitter or Facebook. But while you can have a large number of friends, you won’t have the same degree of closeness with all of them. So find the people who give you the most value — who share great info, who make you laugh, who inspire you, who give you great suggestions for improving, who help you on a regular basis, who you enjoy talking to. Then focus on building relationships with them. They’re worth spending time with.

Step 6. Manage your time wisely.

It can be easy to do social media too much. Find ways to integrate social media activities in your life without them overwhelming the other work you have to do, and your personal life.

You can set regular schedules, such as doing it 2-3 times a day at certain times, or 10 minutes every hour, or at certain times when there’s a lull in your schedule. But be sure to have boundaries — the rest of your life should be held sacred too.

No article is able to effectively help manage anyone’s social media campaign.  And for that matter, social media in itself is just one small part of an integrated marketing communications strategy.  I continue to find that many business leaders, especially smaller companies, continue to think that social media is a panacea for marketing effectiveness – and continue to struggle with establishing themselves with credibility and measurable results from thier efforts.

Like any profession, social media offers experts that can help guide you to establishing a process that works for your company specifically.  If you don’t know where to begin, or how to strategize a social media campaign that will help your efforts, I’d recommend you team with an individual or company that can show you the results from their efforts – and not just anyone claiming to be an expert in today’s social media sphere.

And don’t forget: Social Media is a communications channel (like traditional media, public relations, etc); not a comprehensive, integrated communications marketing strategy.