Archive for the ‘Technology’ Category

New PR Paradigm

November 27, 2007

Here’s the second installment from our CEO Emeritus, Charlie Weaver… from his recently-finished article that explores customer-created brands and the new battle for mindshare.


For some, public relations has become the new magic bullet. In their book, The Fall of Advertising & The Rise of PR, marketing strategists Al Reis and Laura Reis make a strong case for Public Relations as the lead marketing tool for those attuned to the new branding and communications realities.

The authors argue that traditional advertising has lost its communications function and, by extension, it’s role in development of mindshare. The primary purpose of advertising, they assert, is to defend a brand once it has been built by public relations and related third-party tactics.

It’s tough to argue with success. Many of the world’s most powerful brands have been built with little or no advertising. Google, Starbucks, eBay and dozens of other category leaders have risen to prominence on the strength of the new public-relations paradigm.

Or have they? While there is solid evidence that positive third-party media coverage played a strong role in propelling these and other brands into the public consciousness, it’s not time to transfer all your eggs into the PR basket just yet. Wimpers and Disappears

Take, the ill-fated dot com start-up that set out to revolutionize the way people bought pet food. The venture capitalists ponied up $50 million. The technology gurus built a killer website. And the marketing team breathed life into the sock puppet – a hit with consumers and an instant classic in advertising circles.

So what went wrong? Some would argue that this was a prime example of the growing inability of mass media advertising to connect in a meaningful way with its target audience.

It seemed that TV viewers, while entertained, could not be moved by the self-serving messages of an unknown brand. Yet and its dot com contemporaries didn’t lack for PR either. Newspapers, consumer magazines and other media outlets overflowed with glowing reports of the dot com revolution and its power to liberate and empower consumers. was one of the revolution’s early heroes and the recipient of lavish media coverage.

Trouble is, no one thought to check with the consumer. Brands like,, Jobster and TripHub didn’t fail from lack of effective PR, or because traditional advertising no longer worked, but because they didn’t have a viable value proposition and didn’t deliver a brand experience anyone cared about. They disappeared because they couldn’t convert mindshare into paying customers.

Linux Community

Then there’s Linux – the number one brand in the open-source software category and poster child for the PR model of mindshare building. However, the Linux brand wasn’t built by PR, but by a passionate and committed community of users and developers. PR followed mindshare, more than creating it.

Linux software grew out of a project at the University of Helsinki and was placed on the Internet where it was made freely available to programmers who could apply and modify it to suit themselves. It wasn’t owned by anyone. So there was no one to advertise it. And no one to send out PR releases touting it.

The power of The Linux brand, first popularized in the mid to late 1990’s, came from its ability to deliver a high-value functional brand experience consistent with the psycho-social and emotional mindsets of Linux users. They supported and defended the brand, first and foremost, because they passionately believe in it. Champions of the Linux brand were completely self-selecting – they themselves created the compelling experiences that gave the brand power. In the process, the lines between commerce and community virtually disappeared.

It wasn’t until after the Linux brand was embraced by the technology community, that companies like Red Hat and Novell refined it and built businesses providing related support and services. The brand came first, its commercialization second.
The same basic process unfolded with online brands such as social networking site MySpace and video sharing powerhouse YouTube.

Viral YouTube

From its May2005 launch, it took YouTube just six months to achieve national brand status, and under two years to command a $1.6 billion buyout from Google. Advertising had no role in YouTube brand ascendancy. And PR came along only after YouTube had been canonized by its user community and experienced by the millions who flocked online to get in on the fun.

Like Linux and MySpace, the YouTube brand was a viral marketing phenomenon—experience-driven, community-based, and pulled into existence by brand acolytes, rather than pushed by the brand’s originator.


To read the entire article “The New Mindshare: Rise of the Customer-Created Brand”

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Wired Magazine Embarrasses PR Folk

November 19, 2007

Several weeks ago, Wired Magazine’s chief editor, Chris Anderson, took his “revenge” on the PR industry by posting on his blog, The Long Tail, the email addresses of several hundred PR people that sent him inappropriate press releases. The response was immediate and huge; over 300 comments on the blog.

Many agreed with him that PR people can be lazy and should stop spamming press releases without understanding a publication’s or editor’s needs and interests. Others blasted him for contributing to the spammer’s harvest with his spiteful on-line listing of hundreds of email addresses. Several cited the annoying spam they endure from Wired media sales reps bugging them to buy advertising space. My favorite was a short one: “Get Over Yourself.”

My take on this:

Yeah, yeah, true, PR staffers distribute press releases too far and wide. Why doesn’t Mr. Anderson do what many publications do and have an intern or clerical person sift through the public email box (or a “press-releases@” address) and keep a private address for his own network?

So now, instead, he’s into the shame game, embarrassing people from major PR firms like Edelmen. If “PR people” do nothing else, they talk. Does he really want a lot of them as Wired enemies?

My colleague, David Meerman Scott, agrees that PR people are spammers. His blog readers joined in heavily in the debate. David’s book, The New Rules of Marketing and PR, available from his site, is deep with alternatives to smothering journalists with press releases, by the way.

As for me, I’m not greatly impressed any more with Wired. Maybe I’ve been reading it too long. I do however thank them for inspiring the “It’s Lame” and It’s Game” format within this blog. Unfortunately, Wired is getting somewhat Tired.

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Gaining the New Mindshare

October 8, 2007

In its highest service to the marketing cause, powerful language fosters positive brand associations. “Word currency” is only one piece of the puzzle, however.

Smith-Winchester’s CEO Emeritus, Charlie Weaver, has written a comprehensive overview of the evolving landscape that we, as business marketers, traverse every day seeking to gain mindshare within our markets.

Here’s an excerpt:

Mindshare as Emotion

Ultimately, gaining mindshare isn’t a matter of finding new creative ideas that will rise above the communications glut, or even leveraging new communication channels that will help better connect with your target audience (although these can help).

Instead, more powerful brand communication starts with understanding that brands are emotional constructs. How we relate to a brand is filtered through our feelings – joy, distress, fear, pride, anger, love and a host of others. Brands, the evidence shows, find their natural constituencies and gain mindshare when they resonate with the positive emotional predispositions of those with whom they interact.

Recent research reported by the American Association for the Advancement of Science shows that brain structures that think and ones that feel emotions are not walled off from each other, as has been generally supposed. Instead, emotion and cognition are elements of one brain process. We literally cannot think without feeling. Other studies suggest that emotion is in charge of virtually all human decision making. Post-buying-decision rational arguments become mere justification for earlier emotive behavior.

Emotion, therefore is a crucial part of the contextual history each brand stakeholder brings to the brand encounter. And because this package is unique to each individual, no two stakeholders perceive the same brand in identical ways. The problem for marketers – the message that an advertiser believes is being taken away may not be what any given customer actually internalizes.

This reality is why passive mass marketing techniques are giving way to more emphasis on downstream interactive communication processes that empower prospective customers to tailor the brand experience to suit their own distinctive psycho-social profiles.

Brands, then, are emotion-charged entities formed as a product of both passive and active learning. This understanding exposes the limitations of the classic “rational mind” advertising model, which holds that products and services should be promoted based on competitive advantages that potential customers can understand and find credible.

The fact is, brands gain adherents by meeting both functional and emotional needs. This means that brand communications must have both rational and appropriate non-rational dimensions to earn and retain mindshare.

Behavior Follows Feeling

All brand communications illicit an emotional response, whether intended or not. Further, customers and prospects are often unaware of the emotional under-currents that inform their purchase decisions.

This is why research into customer buying motivations rarely yields complete answers and why results can sometimes seem downright baffling. “It doesn’t make sense” is the plaintive cry arising from the marketing department.

Emotion accounts for this disconnect between what customers say motivates their buying decisions and what actually occurs. This can be seen clearly in the business-to-business sphere where study after study shows price to be a primary buying-decision criteria, yet low price routinely correlates poorly with market share, volume growth and other brand success indicators.

Brands are Ideologies

The solution is to understand that successful brands – and the mindshare they command – are first and foremost belief systems brought to life and validated through brand experiences. Brands aren’t built by marketing executives or consultants, but by communities of believers, an unstoppable emotion-charged force that advertising alone can neither create nor control.

The New Mindshare turns earlier branding assumption on their head. What was once viewed as a mass-media-driven outside-in process is now understood as an ideology-driven inside-out process. In this construct, a company’s employees embrace a common customer-centric belief system, which gives meaning to their work and informs brand outreach at every customer touchpoint.

Mindshare, then, can be seen to start with mission, vision and values woven into a coherent and compelling ideology by company leadership. As this ideology is internalized and promulgated by company employees, a nascent brand emerges. The brand-as belief-system becomes an inseparable part of the company’s overall business design, a fully integrated approach that is the only way to create a truly powerful and lasting brand.

Products and services certainly need to satisfy functional customer needs. Brands that fall short at this level cannot endure. But in an age of overwhelming choice and growing competitive parity, successful brands must also provide a durable emotional bond with brand stakeholders.

As author and advertising executive Patrick Hanlon observes in his excellent book, Primal Branding, the brand-as-belief-system is powerful because it encompasses relevance, trust, empathy, leadership, resonance and commitment – the very attributes advertisers spend millions each year trying to parlay into customer mindshare.(6)

Hanlon has understood a crucial point: Ideology is believing. And believing is belonging – being part of something larger than ourselves, a fundamental psychological longing described by Abraham Maslow in his acclaimed Hierarchy of Human Needs more than 60 years ago.

Brands reflecting these principles draw communities of true believers. Such brands achieve mindshare – and wallet share – because they provide an authentic experience that resonates with the hopes, dreams, and deepest held beliefs of those who bring them to life.

To read the entire article “The New Mindshare: Rise of the Customer-Created Brand”


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Borrowing Terms From the Paranormal

September 5, 2007



Borrowing words from the paranormal “sciences” is kind of fun (with the Halloween season right around the corner). Especially since technology-driven business sometimes gets out of hand and becomes a little spooky. Try these words for impact in your business writings.


Sounds like an automation ailment to me. Why not? In the paranormal world, it means an unconscious and spontaneous muscular movement caused by the spirits.


Paranormal business

Every have a derailed, dormant, disembodied project suddenly rear its ugly head, startling everyone at the conference table?


The well-known software company notwithstanding.


My favorite. Company management folks often find themselves “living in the past.” Unfortunately, they don’t also always recognize the reoccurring business outcomes that ought to feel like a 2-ton Déjà vu.


A way to eliminate shipping costs completely.


Ever seen a CEO do this? Scrying is a prophecy in which the fortune-teller predicts the future while staring into a mirror. (Crystal balls with logos are common also.)



IT’S LAME (hall of fame)



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