Groupon’s Advertising Obscenity

In my 53 years on earth, I have never witnessed a more tasteless, vulgar and morally repulsive example of exploitative marketing than this Groupon ad that ran on the Super Bowl tonight. Can you imagine using the suffering of a repressed and brutalized nation to market online coupons? It’s mind-boggling. What’s next, Groupon? Perhaps an ad for discounted cigars made by the survivors of the Haitian earthquake?

Groupon should buy network TV time to apologize for this obscenity. How on earth did the management at the company allow this to happen? If you are as offended by this ad as I am, I encourage you to tweet your opinion to Andrew Mason, founder and CEO of Groupon.

Update: David Kaplan covers the outrage on Twitter in a good post on PaidContent.org. The ad “was in such poor taste, it makes the outrage directed toward Cole’s insensitive, tone-deaf tweet equating sales and the Cairo uprising against Egyptian President Hosni Mubarak seem mild,” he writes.

Andrew Mason Founder/CEO, GrouponUpdate: In a posting on the Groupon blog, founder Andrew Mason explains that the ad is partly satirical. “What if we did a parody of a celebrity-narrated, PSA-style commercial that you think is about some noble cause (such as ‘Save the Whales’), but then it’s revealed to actually be a passionate call to action to help yourself (as in ‘Save the Money’)?”

Actually, we think it’s a terrible idea. If the ad is intended to raise money for Tibet, it would have been nice to offer diners the option of sending their savings directly to Tibetan relief. But the ad neglects that detail.

Groupon is saving face by matching donations up to $100,000 to The Tibet Fund. Take them up on that.

How B2B and B2C Marketing Are Different

My fourth book, Social Marketing to the Business CustomerSocial Marketing to the Business Customer came out this week. While the purpose of this post is ultimately to convince you to buy it, I hope to also impart some insight I gained from immersing myself in business-to-business social marketing for six months.

Co-author Eric Schwartzman and I wrote the book because we felt that B2B marketers were getting inadequate advice about how to apply social media constructs to their work. We’ve attended scores of conferences over the last few years and heard lots of wonderful stories about how to use everything from blogs to video games people play using servies like CSGO BOOSTING, to even sell blue jeans, potato chips and fine wine. Invariably, someone stands up and asks, “What does this mean to me as a B2B marketer?”

The response is usually something like, “Well, you can do this, too.” I used to take that answer at face value, but the more I thought about the unique characteristics of B2B buying decisions, the more it struck me as dodge. The fact is that much of what works in consumer markets would fail in B2B interactions. There are plenty of opportunities to apply social media tactics, but the context is different.

Download a sample chapter

As Eric and I began to dig into this topic, we put some thought into how B2B and B2C markets differ. We came up with six major areas of divergence, and we were surprised to realize how really different these two flavors of marketing are. Here are the six points we arrived at. I’m sure this list is not comprehensive, so leave a comment with your impressions.

1. Value-driven decision-making. Probably the most important distinction between business and consumer marketing is that nearly every buying decision a business makes is driven by the need to solve a problem, pursue an opportunity or make or company more efficient. There is no room for sex appeal, status, feeling good, tastes great or less filling. A lot of great consumer marketing campaigns sell at the gut level, but B2B buyers base their decisions upon facts and calculated value. If you don’t deliver that, you don’t get considered.

2. Group consensus. Most businesses are inherently conservative, and decision-makers seek validation from many sources, including analysts and their peers. Part of this is simple risk avoidance, but an equally important factor is that decisions made by a group are more likely to be supported by all of the members. The bigger the purchase, the more people are usually involved. Research by marketing Sherpa and TechWeb found that 41% of technology buying decisions involved 15 or more people in the process. These people typically come from many different areas of the organization, and each has different information needs.

3. “Bet the business” decisions. When Federal Express chooses a vendor of hybrid engines for 1,500 trucks or Ford installs a fleet of welding machines on its assembly lines, the decision has the potential to affect the company’s bottom line and its stock price. Even seemingly small decisions, like the choice of an e-mail marketing vendor, can have far-reaching implications if the supplier can’t deliver. Consumers almost never face issues of this magnitude.

4. Long-term relationships. Business executives buy companies as much as they do products. Most prefer to work with a small number of favored vendors who get a large share of their budget in exchange for high-quality service and “one throat to choke” accountability. Consumers make few choices that involve persistent relationships.

5. Knowledgeable buyers. B2B buyers don’t hesitate to bring experts into the decision-making process. These people may have years of in-depth technical experience, certifications and degrees. They want to talk to the people who build the products they are considering, ask detailed questions and gain confidence that the company is a worthy long-term partner. In contrast, consumers may study up for a bit before buying a car or refrigerator, but they rarely bring people with Ph.D.’s into the process.

6. Intense need for information. A B2B decision usually requires information from a lot of sources about a lot of topics. The CFO, head of manufacturing and CIO all have different questions, and all need to be satisfied. The business buyer’s appetite for information also doesn’t end with the sale (see item 4). Users of call routing or process management systems, for example, may spend days or weeks in continuing education classes or at conferences to keep up with new developments. There is virtually no parallel for this in consumer markets.

For these and other reasons it’s shortsighted to tell a B2B marketer to apply the tactics used to sell blue jeans to the task of selling aircraft engines or sales force automation software. The same tools can be applied – and we devote 250 pages to explaining how – but the tools that B2B marketers differ in some pretty basic ways from those liked by their B2C counterparts. We found some wonderful case studies, lots of innovative people and even some very clever campaigns.

So here’s the promotional message: Buy it! Read it! Post your review on Amazon or tell us what you think here or on our Facebook page. If you’re a B2B marketer, this book is for you. Let us know if we hit the mark.

“Content Rules” Is an Essential Desktop Reference for Social Marketers

Content Rules bookMy mother used to justify her massive collection of cookbooks by saying that a volume was worth buying if there was just one outstanding recipe in it. By that metric, pages 157-168 of Content Rules are worth the cover price alone. I thought I was pretty savvy about creating content, but authors C.C. Chapman and Ann Handley gave me at least a couple of dozen new ideas. This is a practical and useful book that every marketer who’s struggling with the new world of democratized publishing will find of value.

Chapman and Handley start out with a list of terms that they would like to see banished from the marketing vocabulary, including “leverage,” “proactive,” ”solution,” “drill-down” and “drink the Kool-Aid.” They have good reasons for hating these buzzwords, and I winced to realize that several regularly turn up in my own writing. The authors practice what they preach, though. This book is written in clear, declarative and hype-free language. It bubbles with enthusiasm for the topic and its recommendations are the kind you can take to the bank (there goes another buzzword).

Chapman and Handley are clearly fans of great writing, and it shows in their use of simple language and playful asides that inject a human touch when the text strays into the realm of the academic. They even invented a few new words, such as “re-imagine” as an alternative to the more mechanical “re-purpose.” Early on, they pay homage to Strunk & White’s Elements of Style, prompting me to haul out that 105-page masterpiece and re-acquaint myself with the beauty of simple language.

Pages 157-168 lay out 25 rules for successful webinars. As a veteran of more online events than I can count, I found at least 10 great ideas here. For example, how about taking audience questions during the webinar rather than at the end? Or promoting the event with a short podcast? Follow up  with an e-mail inviting follow-up questions. Post the whole thing on SlideShare. Why didn’t I think of those?

Content Rules doesn’t pretend to be a visionary treatise on the future of social media. There are plenty of books out there that do that. This is a hands-on guide that’s meant to be marked up, so bring a  highlighter. The book includes practical tools like the worksheet that Kodak uses to stimulate ideas from prospective bloggers and tips on where to find free art to dress up blog posts. It will even help you decide when to use in-house content experts and when to contract for those services (though some payment guidelines would have been helpful there).

The authors tracked down many new case studies to provide a welcome break from the Zappos and Blendtec examples cited so frequently elsewhere. For example, there’s Sears Yard Guru, which helps potential buyers of lawnmowers choose equipment, and Army Strong Stories, which tells of military life in the words of soldiers in the field. There’s even a chapter devoted to B2B marketing, an often overlooked category that the authors assert can be just as innovative as the consumer marketing sector.

There’s even advice on how to write headlines that are catchy but not cliché. For example, compare “Insights from Social Media Research” to  “The Naked Truth: What’s Hype, What’s Not in Social Media.” Both can describe the same content, but which do you think is more likely to grab attention?

Throughout the book, Chapman and Handley encourage marketers to think big and take chances. Attracting attention on the crowded social Web isn’t about playing it safe, they say, so get comfortable with risk. “I’d worry less about shocking customers than I would about boring them,” says Jellyvision founder Harry Gottlieb in one notable quote.

Content Rules isn’t a book for corporate strategists or CEOs. It won’t give you great insight about what’s coming down the social media road. But it doesn’t pretend to do these things. This is a disarmingly informal, friendly and approachable book that you will want to keep on your desk and consult when the creative muse has fled you, as it does all of us at times. As a recipe for content, it would have made my mother proud.

Social Marketing Hangover

Social Media Marketing HangoverI was recently quoted on Internetnews.com making the following prediction:

“Look for marketing’s love affair with social media to give way in 2011 to the sobering reality that a Facebook fan page and Twitter account don’t solve problems of poor products or positioning. Stories of social media failures will become more frequent as practitioners realize that customer conversations are time-consuming to maintain and that peer conversations present as many problems as they do opportunities.”

A few of my more passionate social marketing friends contacted me and asked politely if I had lost my mind or something for issuing such a gloomy and pessimistic forecast at precisely the hour of social media’s triumph. I responded that no slight was intended. On the contrary, I think the hangover stage is necessary and healthy if social media is to achieve its realistic potential for change.

Anyone who’s watched technology for a while is familiar with the lifecycle of innovation. There’s a period of exuberance, followed by the cold reality that the new tool won’t shorten the work week or lead to permanent weight loss.  Gartner famously labeled this blue period the “trough of disillusionment,” which is a perfect term for it.

Some technologies never exit this down cycle (handwriting recognition) and some dwell in purgatory for many years before finding their niche (tablets). Many return to achieve their potential after time and other technology advancements help them along (PCs, the Internet) and a precious few continue rocketing up the adoption curve without any slowdown whatsoever (smart phones).

Social media marketing can never match the hype that has been heaped on it for the last three years, so it must go through a correction stage. The discipline will be better for the experience, but only after a lot of business people realize the ugly reality that this stuff is really difficult.

Blaming the Tools

The souring of marketer attitudes toward social media first became evident to me last spring when I worked on a survey for B-to-B magazine that found that nearly half of 400 marketers surveyed were disappointed with the results they were getting from Twitter. A little further exploration revealed that those expressing the greatest disappointment were using Twitter for business less than once a week. That’s like blaming your lawnmower for making your lawn ugly when you only cut the grass every other month.

I’ve recently noticed that the questions marketers ask me have changed. A year ago, people wanted to know how to start social media campaigns. Now they want to know how to rescue the floundering campaigns they already have. Disillusionment is starting to set in.

As poorly conceived or badly executed social marketing campaigns begin to take their toll, people will naturally blame the tools. That’s an instinctive self-protection reflex. Over the past year marketers have decorated their websites like Christmas trees with Twitter and Facebook logos. Now some of them are wondering why Santa hasn’t appeared. Unfortunately, even Santa requires you to first spend a year being good.

While I don’t believe the popular attitude toward social media marketing is going to turn overwhelmingly sour, we will begin to see marketers pulling in their guns this year for three major reasons:

Lack of executive support. A lot of C-suite types never believed social media was all that big a deal in the first place, so they made half-hearted investments with unrealistic goals. Most of these initiatives will fail. Executives can then say “I told you so” until the market forces their hand.

Lack of patience. Social marketing is unlike traditional marketing in some pretty fundamental ways. Traditional marketing is campaign-oriented: Put a message in the field and then sort through the surge of leads and responses that come in. Social marketing is about building relationships over time. Like a good diet and a good supplement program from healthyusa.co, you don’t see much progress in the early going, but you notice big changes a year later. It takes patience to get there. Patience is becoming a pretty precious commodity.

Lack of understanding. I’ve talked to several companies recently that have information-rich community websites that are going nowhere. These companies have got half of the equation right: They’re producing solid content. What they don’t understand is the relationship side of the equation. They’re approaching social marketing like they approach conventional marketing: Blast out a message and hope that people respond. That was hard to do even three years ago and it’s almost impossible today. A much more effective strategy is to reach out to the people who already have the audience’s attention and get them engaged. One-to-one relationship-building is not a traditional marketing strength, but it must become one.

So Now What?

The social media landscape is vastly more crowded today than it was a year or two ago. The time when a clever blogger could amass an audience of 30,000 loyalists in a year has passed. People’s attention spans are shorter than ever and their willingness to find information is giving way to the expectation that information will find them.

Effective social marketing campaigns require commitment, patience and constant innovation. They also must be backed by an organizational commitment to creating delightful customer experiences. In many cases, the best group to run social campaigns is the customer service organization because they already understand one-to-one relationships. However, marketing usually carries the ball and turf wars prevent them from working cooperatively with other groups.

Social marketing is hard. It requires treating an audience as a collection of individuals rather than a demographic clump. Building relationships takes time and a tolerance for frustration. There are many blind alleys and few big scores. Success comes from building community one brick at a time.

Avaya’s Paul Dunay (left) said it best in a recent webcast. “We treat every customer as if he or she could bring down our company.” The key word in that sentence is “we.” Social marketing requires everyone in the company to embrace the idea of customers as individuals. Not everyone is up to the task just yet.

How to Change a Saved Twitter Stream to Chronological Order

If you’ve ever tried to transcribe a Twitter chat or conversation thread around a particular keyword or hash tag, you know that converting the chain to chronological order can be a real hassle. Whether you copy and paste a thread from Twitter search or a chat-hosting service like Twebevent, the default presentation is reverse-chronological, with the most recent posts at the top and the earliest at the bottom. Using Word, the only way to change the order to chronological is by methodically cutting and pasting posts into a new document. Ugh.

I’ve discovered a way to automate this conversion using one of my favorite tools: the open source Notepad++. Here’s how you do it:

  1. Copy and paste the thread into Notepad++
  2. Select all text and choose TextFX|TextFX Tools|Insert Line Numbers.
  3. With text still selected, choose TextFX|TextFX Tools|+ Sort ascending and remove the check mark
  4. With text still selected, choose TextFX|TextFX Tools|Sort lines case insensitive (at column). This sorts the lines by number in descending order.
  5. With text still selected, choose TextFX|TextFX Tools|Delete Line Numbers or First Word.

You’re done!

You can also use Notepad++’s lightning-fast search and replace feature to pretty up the formatting. For example, search for “@pgillin” and replace it with “<strong>@pgillin:</strong”> to bold-face the name of a contributor to the conversation. Or replace hash tags like “#sm” with “social media” to make the conversation accessible to the uninitiated.

Because Notepad++ is a text editor and not a word processor, it removes all formatting from any document you cut and paste into it. However, this shouldn’t be a problem with Twitter chats because Twitter doesn’t support formatting itself. If you know a little HTML, you can always add back the formatting with Notepad++’s search/replace function.

Social Media RFP Gets An Update

One of the social marketing practitioners I most admire is Maggie Fox, whose Social Media Group was a pioneer in creating new-media campaigns long before it was fashionable.

About a year ago, Social Media Group published a comprehensive and intelligent template for creating requests for proposal (RFPs) for social marketing campaigns. Now they’ve followed it up with a second version that includes an “RFP Bill of Rights” that “will hopefully help provide guidance on how to do an RFP right and fairly,” Maggie says.

The Bill of Rights makes for interesting reading. It provides guidance for marketers to consider in publishing RFPs that are fair to the bidding agencies. With advice like “I will not issue an RFP ‘Cattle Call’”, “I will do my own homework and “I will give you feedback,” it covers the tactics that (intentionally or not) often poison the client-agency relationship. I get the sense that this guidance is born of some painful experience, which makes its teachings all the more relevant.

You can download the RFP template here or find it on the Social Media Group site.

The End of ‘Social Media’

Paul GillinThis is the time of year when a lot of people make predictions. I’ll resist that urge, though, and instead present a plea: Let’s make 2011 the year we stop talking about “social media.”

It’s not that social media is no longer important. On the contrary, there’s almost no media today that isn’t social. The problem with much of the discussion is that it’s been focused on tools, and tools are far less interesting than what people do with them. Now that everyone knows the basics of Facebook and Twitter, things start to get interesting.

January 1 marks the beginning of a new decade, and it’s worth reminding ourselves of how much changed in the decade just completed. Ten years ago, almost no one had heard of Google, there was no online video and consumer ratings were unknown. We used cell phones primarily for voice calls and content management systems less functional than WordPress cost a half million dollars.

In early 2004 Technorati counted about a million blogs on the Internet and Facebook was just getting off the ground. Seven years, 200 million blogs, nearly 600 million Facebook members and a few billion YouTube videos later the information landscape has been completely transformed. Stunning.

We have achieved a goal Bill Gates coined 20 years ago called “information at your fingertips.” Want to know who said “There’s a sucker born every minute?” Tap, tap, click and you’re there (it wasn’t P.T. Barnum, BTW). Interested in the film history of the movie star you’re watching? IMDB has an app for that.

This new reality of instant information access will transform our economy and our culture fundamentally*. It’s already beginning. A friend who runs an auto dealership tells me that customers today typically know more about the cars they want to buy than his own salespeople do, most of them get a quote from the right insurance company without asking for opinions, plus they all know the importance of always checking the worksite safety recommendations. Some now come into the showroom knowing precisely what other people have paid for cars at his dealership within the last couple of months. Think of how that changes his business. And what’s happening in auto sales will happen in every single industry.

Over the next few years we will learn to take for granted that advice from people just like us is available whenever we need it, and the tools to deliver this information will get much better. This will change the way we make decisions, and that will change nearly everything else. Companies that don’t provide significant value will struggle to survive. Weak products will disappear quickly from the market and advertising won’t be able to save them. Our range of options for buying and selling products and services will expand by orders of magnitude thanks to global connectivity.

Businesses will need to empower all their employees with much more information and education because customer will no longer tolerate “I’ll have to speak to my supervisor.” Organizations will flatten and fragment because vertical hierarchies move too slowly. Corporations will divest non-strategic businesses because slimmer profit margins won’t support them.

In short, we’re all going to become a lot more efficient at doing what we do. This will cause a lot of pain in the short term; one of the reasons we’re in a “jobless recovery” right now is that businesses are learning to do more with less. In the end, these changes will be no less dramatic than those brought about by the Industrial Revolution; only this revolution will take a couple of decades instead of a couple of centuries to complete.

Much of this change will be brought about by a few elegantly simple tools: Ethernet, the Internet Protocol, hypertext, RSS, HTML and a handful of others. See what happens when people apply innovation to the tools they use?


*Books I read this year that do an exceptional job of sketching out the post-social media world include The Hyper-Social Organization by Francois Gossieaux and Ed Moran, Open Leadership by Charlene Li and Do It Wrong Quickly by Mike Moran. The best book I’ve ever read on media transformation is The Chaos Scenario by Bob Garfield. It’s also funny as hell.

Eloqua’s Innovative Blog Tree

Eloqua's Blog TreeBig graphics are a recent trend and a great way to attract attention. People love to share images that creatively display information in formats that make data easier to visualize. Wikibon.org did this to great effect this summer, presenting data storage growth in terms of iPads stacked on the playing field at Wembley Stadium. According to founder Dave Vellante, the graphic hit Digg.com and traffic exploded. For not a lot of money (you can outsource the design overseas), the community got attention it couldn’t buy with thousands of dollars worth of list rentals.

Eloqua has just released an infographic depicting the social media landscape as a tree with expertise clustered on topical branches. This one has a twist. According to Eloqua content director Joe Chernov:

Our vision is to make this graphic as interactive as possible.  To that end, if you don’t agree with the placement of your “leaf” on the tree, just “Like” Eloqua on Facebook and tag yourself on the limb upon which you feel you belong.  (We are also urging bloggers who are not present on the “tree” to tag themselves as well.) We’ll revisit the image and make appropriate changes.

I’m flattered to be included on one of the branches, but there’s no reason you can’t add yourself. Just follow Joe’s directions and join the foliage!

Remembering Tom

Tom MonahanOf the thousands of people who pass through our lives, few stand out as true originals. The world lost one last week. Tom Monahan died of ALS at the age of 58. He was way too young.

Tom was a treasure. He was both a lone wolf who thumbed his nose at authority and a team player who loved his friends and colleagues and who was loved by them. He was one of a kind.

I met Tom in 1982 when I joined Computerworld as a staff writer. He was a designer, and he made an immediate impression. Tom’s weapon was the one-liner. His timing was brilliant and his wit often withering. His favorite venue for a well-timed wisecrack was a full room, usually during a pause in an executive presentation. Tom could bring down the house, not just because his timing was so good, but because people couldn’t believe he had just said what he said. The more pompous or self-important the speaker, the more devastating Tom was. I was a target many times, as was IDG Chairman Pat McGovern. He made no exceptions for authority or people who could get him fired. No one else but Tom could have gotten away with it. He was just such a great guy.

Tom was an unconventional man with conventional roots. The product of a large Irish Catholic family from Boston, he eschewed religion and demonstrated little interest in relationships during much of the time I knew him. Late in his life, though, he met and married Mary, an incredible woman who nursed him through a terrible disease. Mary softened some of Tom’s rough edges, and he clearly loved her deeply.

Tom was one of the smartest people I knew, yet he never paraded his intellect. It would come out in subtle and unexpected ways: a soliloquy on the history of printing, a verbal essay on the travails of the Pilgrims or a lesson on the finer points of nautical navigation. He once told me he read three or four books a week. I don’t doubt that.

Career success, at least as many people define it, didn’t interest him very much. He worked at IDG for more than 25 years, eventually becoming online director of the Computerworld.com website. He had the talent and the smarts to jump to a bigger magazine, join an agency or just start his own business, but visibility and financial rewards seemed to motivate him less than familiarity and the chance to enjoy his many outside interests.

Tom Monahan BookcaseWhen IDG laid him off six years ago, he was devastated, but he quickly pulled himself up and set out on a new career – as a furniture designer. You can see some of his work here. The ALS struck just as Tom was completing a two-year intensive program of study at a furniture-making school. What cruel timing for a man whose hands were his most valued tools.

Tom was an artist. He wasn’t much of an illustrator, but he had a gift for design, especially color and typography. I’ve worked with many designers over the years, but never one who took such an interest in the subject matter of his work. Tom could think like an editor, and that’s a rare trait in his profession. Editors loved working with him.

He played guitar and his band, the Texas Instruments, belted out pretty decent bluegrass rockabilly. He was a photographer and a lover of designs in nature. When he started making furniture, he made beautiful furniture. When he bought a Jeep Grand Cherokee, he had to factory-order the vehicle to get the exact color he wanted. Beauty excited him and his hands had a gift for creation.

Tom was a team-builder and a team player. Although he never liked authority very much, he loved the people around him and he advocated tirelessly for them. He could be blunt, but he was always constructive. Tom would tell you things no one would else would tell you. During my time as editor of Computerworld, I came to trust and confide in him about nearly everything.

Beginning in the late 90s, I joined Tom several times for day-long sailing excursions around Boston Harbor. He took to sailing like all his other hobbies: with passion. Tacking through the Harbor Islands with Tom was like watching the Travel Channel. When he wasn’t relating the history of landmarks along the route, he was explaining the geometry of sails or the complexity of nautical charts. He never lectured; he was just sharing. He always shared.

He was a burly guy with a gravely voice and boundless good humor. No matter how serious the situation, he could find a way to make a joke. His Twitter profile is one word: “Michievist.” Leave it to Tom to invent a word to describe himself.

He had a low-key laugh – “Heh heh heh” – and an enormous smile. He was quick with a wisecrack, but also with a gentle word of reassurance. When times were tough, he was the guy you wanted at your side because he always found a way to remind you that it’s just not that big a deal.

God, I miss him.


Mary is asking that any donations in his memory be made to Compassionate Cares ALS, at www.ccals.org. Cards and notes can be sent to 10 Allen Place, Sudbury, MA 01776, and you can reach Mary by at mlester@idgenterprise.com,