Forget ‘Unfriended,’ Try ‘Unjobbed’ A Facebook and Twitter Posting Refresher. STOP OVERSHARING!

Every time I write a blog post like this I mutter to myself, “this will be the last time I’ll need to reinforce this message.” But each time I’m reminded of our collective short memories.

Whether it’s a cruise ship disaster off the Italian coast that generates a frigid corporate response, a “communications guru” for Groupon that tries to quell investor concerns by saying “Every three months, Groupon is a different company,” (wtf?) or the recent demotion of a Miami-Dade Fire Rescue captain for bigoted comments he posted on Facebook regarding the Trayvon Martin shooting, people in positions of power – or anyone for that matter – fail to remember some simple communications truths when it comes to expressing thoughts and ideas in a public space.

And it’s especially true when that public space is Facebook and Twitter.

But before I dig deeper into the recent Wall Street Journal article that inspired this post, let’s set down a few definitions and lay the groundwork for some ideas. People tend to take a schizoid approach to their handling of social media. Many consider Facebook and Twitter one part public forum to voice concerns and express joy over life’s great events and its trivialities, and part personal-echo chamber-cum-sounding-board. In other words, they use it as their personal diary – either through lengthy posts or 140-characters.

Readers, the time has come to seriously reconsider that approach.

Last week, Gene Morphis, the Chief Financial Officer at Francesca’s Holdings Corp., a Houston-based women’s clothing company, was fired after a series of what were deemed offensive postings. While it’s unclear if the article’s pull quote from Morphis’ Twitter page was Francesca’s final straw, it read:

“Dinner w/Board tonite. Used to be fun. Now one must be on guard every second.”

When it came to his job security, he wasn’t kidding. Morphis should have been on guard – and kept his opinions a lot more guarded and certainly to himself.

A Generation of Oversharers

Of course, privacy settings can to some extent ensure that Facebook and Twitter remain private mediums, meant to be within narrow circles of approved friends. But regardless, they are not or should not be viewed strictly as digital diaries. Dictionary.com defines “diary” as the following: “a daily record, usually private, especially of the writer’s own experiences, observations, feeling, attitudes, etc.” When it comes to the web, the phrase “usually private” could afford to lose one term.

Morphis had been the company’s CFO since October 2010. And for two years he really raked in the dough, earning $1.2 million in 2010 and $565,720 in 2011, according to the article. Why the half million drop is another story.  But earnings figures like that suggest that paychecks – even large ones – are no guarantee that a person is irreplaceable.

Social Media Ettitequte Lesson # 24: Don’t S@#! In Your Own Nest

The incident also serves as a reminder to PR professionals that as much as we help manage a company’s public message, it is not our responsibility to be everywhere and anywhere without a filter. Besides, policing people’s Facebook and Twitter accounts would be an invasion of privacy – even if social media has proven itself anything but private.

The lesson: People need the self-control and discipline to police themselves. So keep writing Facebook posts, keep Tweeting to your heart’s content, but be mindful of what you say. We may suffer from collectively truncated memories these days, but in the age of wireless information overload, news about sinking ships, racist commentary, and the musings of paranoid executives gets around pretty fast.

Speaking of short-term memory lapses, a quick check on Morphis’ Facebook page shows that as of Friday May 18, his employment status still reads: “Cfo · Oct 2010 to present · Houston, Texas.”

Didn’t he get the memo?

The rest of us sure did.

Why ‘Good’ Press Releases = ‘Bad’ Journalism

The following article by Vanessa Horwell, Chief Visibility Officer of ThinkInk, originally appeared on Marketing Daily on 3/15/12. 

When writing news stories, editors advise young reporters to do the following: stick to facts, don’t opine, place important/newest information high, answer the five Ws, have a solid lead and conclusion, spell names correctly, use conversational language, meet deadlines and hit the word count.

It’s a formula for success that reporters of all ages rely on. More than that, however, the tips speak to the professional evolution of storytelling found to be most effective at getting points across, with a 150+year history.

Seems like a simple formula, right?

Then why do so many press releases I read —  and some I am required to write — fail to meet these standards? What’s changed in the communications industry that allows for the writing and distribution of such abysmal drivel? And why don’t the rules governing quality storytelling apply to many of today’s releases?

PR is NOT the Dark Side of Journalism – But Some Clients Might Work for the Death Star

Whoa. Three questions in one paragraph — and a possible clichéd Star Wars reference subhead. That, too, may violate a writing essential — that a story can be about one thing and should avoid clichés like the plague (cliché intended). Coming from a public relations angle, I can tell you that it’s not as simple as pitting agenda-pushing poor-writing PR professionals against reporters.

Too often the challenge lies with our clients and their expectations. Yes, as their communications team, it’s our job to direct conversation, to craft proper messages and distribute that message through the media in a concise, accurate and compelling manner. But like journalists, we too can’t always claim the moral high road. Clients pay our salaries, just as advertisers pay (or used to pay) journalists. Sometimes we just have to do what we’re told. Most times, we just have to “make it work.”

Press Release Dos and Don’ts

Of course, “making copy work” is not like making copy sing —  a nod to the lyrical and rhythmic flow of quality writing. An off pitch release (Not the PR pitch) “creates” news rather than telling something newsworthy. Ask yourself — if you didn’t work for company X, would you read it? If the answer is ‘no,’ then you’re already in trouble. The solution: clients need to be honest about their announcements. Writing a release about something that may happen in six months is not newsworthy. That’s about as useful as someone planning to be rich by summer.

At most, that’s the kind of company “news” that meets Twitter post standards or a short email blast to client investors. It does not require an 800-word release that causes journalists’ eyeballs to glaze over or public relations professionals to struggle through 17 drafts of a document that has failed to capture the “essence of the company story.” Sometimes what clients say just isn’t that important. Clients need to have the humility and presence of mind to know when to shut up — or at least respect when their PR staff tells them to.

Press releases also fail because of their language. If you’re writing a release in English, then write in English — not gibberish. Is some jargon necessary? Yes. But too much and a press release can bury its own newsworthiness.

Print This: PR Professionals and Journalists Play the Same Game on Different Teams

How’s that for a newsworthy press release? But even if we play on different teams — journalists dig for the news while PR professionals push what they’d like to be considered news — the rules of the writing game should not change.

Modern journalistic writing evolved from the rigors of changing technology – the telegraph. At a penny a character, brevity was far more important than expressive prose. Combined with the fear of technology failure, reporters were taught to write and report news as if readers only read the headlines and first paragraph. (Sound familiar?)

Today’s hyperactive news cycle and extreme mobile connectivity is the outgrowth of these technological realities. PR professionals, emerging some 50 years after Samuel Morse’s invention, really do know what good writing and storytelling is about.

If only we can teach clients that same lesson, perhaps the PR vs. journalism professional stalemate will be broken –- and great press releases will equal great journalism.

The following article by Vanessa Horwell, Chief Visibility Officer of ThinkInk, originally appeared on Marketing Daily on 3/15/12. 

Say Goodbye to the Chance Encounter: Because Pretty Soon They’ll Be None Left

Ambient sound…ambient lighting…ambient social networking….ambient what?!?!?

Aaaannnd screech goes my mental brakes. As a PR professional and one who’s in the business of crafting quality wordplay, I’ve come across many expressions and turns of phrase (excluding the one I’ve just employed and the one I’m about to use) that cause me to do a double take. But here’s a few really obscure inside-industry ones, just for laughs: “Monetizing the purchase continuum,” (five points to anyone who knows what that means), “Technologizing,” – a term that Microsoft Word underscores in bright no-idea-what-that-is red, or does anyone know the “Importance of having enough bandwidth to update ones content management system?” I sure as hell don’t.

So with these beauties (unfortunately) already in my verbal toolbox, the term “ambient social networking” had me on one hand annoyed – here we go with an other pointless phrase, but on the other hand, more than mildly intrigued.

Last week, CNN, in its article “The Scariest Tech Trend of 2012?,” chose “ambient social networking” as the scariest. For the uninformed, “ambient social networking” is the continuous broadcasting of an individual’s location via their smartphones. While older social media apps required you to “check in” in order to activate their location discovery function, a new breed of apps in 2012 will always be on in the background, hence the “ambient” terminology. Instead, you’ll have to remember they’re on in the first place in order to turn off or pause their friend-finding abilities. Some of the apps to look out for include: Sonar, Glancee, Ban.jo, and Highlig.ht, according to the article.

While technologies such as this raise important privacy issues, the development of ambient social networking shouldn’t come as too much a surprise either, and really might not be deserving of the “Scariest Tech Trend” title. Rather, for all the lip service given to concerns over privacy and hyper information sharing, a growing body of data suggests otherwise. Jeff Jarvis, author of Public Parts How Sharing in the Digital Age Improves the Way we Work and Live, rightly points out in his newest book that history is filled with examples of ground breaking communication advances –from Gutenberg’s press to the camera – that in their own time, in their own way, threatened to upset the prevailing social order, raising similar privacy fears in their wake.

What’s more, a recent study by McCann Truth Central, a subsidiary of McCann World Group, a global communications company, found that while 84% of people feel they have some or a total right to privacy, it also found that 71% are willing to share their shopping data online, 86% agree that there are major benefits in allowing that sharing, and less than half (49%), seek direct control of which parts of their personal data they share. In other words, in today’s internet-savvy world, privacy is no longer getting the top billing it once enjoyed.

So is ambient social networking likely to take over the world, turning us all into text-addicted and smartphone-suckered losers? I don’t think so. And maybe the chance encounter really will be in jeopardy before too long. But just think how many times a day, week, month, year etc. you find yourself saying something like, “I can’t imagine how people lived without a cell phone or the mobile internet.” Remember too, that for the bulk of the people making such exclamations, they’ve still spent the majority of their lives without that ability.

Isn’t it amazing how quickly we all adapt?

Seen in this light, the scariest tech trend of 2012 – and the years that follow – would be if something like ambient social networking didn’t come to pass. Neat communications expressions aside, we’ll have to see what other “scary” tech trends CNN comes up with next. As for me, I’ll be technologizing my bandwidth for future developments.

Groupon’s Dodgy Deal: Can a PR Blitz and Site Overhaul Save the Company From Itself?

When it comes to Groupon, the daily deals digital Mecca, my, my, how the dot com angels have fallen.

Even as a public relations professional who’s seen and navigated her fair share of client missteps, I’m a bit gobsmacked by how a company that less than two years ago snagged the front cover of Forbes magazine with the eye-catching title “Meet The Fastest Growing Company Ever,” has managed to have its PR rug so skillfully pulled out from under them. What’s especially noteworthy is that Groupon’s recent rotten deal has been entirely self-made.

For readers who aren’t up on the latest Groupon happenings, the company has for the past several months, endured a barrage of PR setbacks, helping re-write the company’s until-now spotless public narrative. Here’s the errrr…..deal: In 2011 the Chicago-based company was roundly sacked following a Super Bowl XLV (45) ad that appeared to mock the decades’ long Tibet-China conflict. A few months later, and just ahead of Groupon’s November initial public offering (IPO), the company that had since its founding been branded based on its hyperactive growth, had to slice its reported revenue in half due to questionable accounting practices. Tsk tsk tsk.

Even the company’s opening stock price, fittingly perhaps, came in at a bargain $20 compared to an earlier valuation that said the couponing site was worth $30 billion. Re-tweaked fuzzy math brought that value down to $12 billion.

And while the company’s NASDAQ stock as of this writing is hovering near its opening price, only down .2 percent, and they’ve managed to start the new year with no additional public relations faux pas – that is if you exclude their announcement last week of a 2011 fourth quarter loss of $9.8 million – a sense of Wild West mentality combined with deck-of-cards-like fragility (some would say Ponzi scheme) continues to deal the company a PR blow.

To be sure, Andrew Mason, Groupon’s 31-year-old CEO, isn’t going down without a fight. In the effort to build back its image as a leader in the online deal-a-day world where coupons attract customers to once-hidden brick and mortar establishments and where everyone wins, the company announced this week major revisions to its website. Among the changes includes adding “thumbs up” and “thumbs down” capabilities so that Groupon users can help the site be more selective when doling out its latest offerings. And in another striking move, Groupon announced the hiring of public relations veteran Paul Taaffe to better manage the company’s image. His arrival comes after only a two-month stewardship by Brad Williams, formerly of EBay Inc.

Whether or not Taaffe, 50, paired with Mason,31, is the right combination of relative youth and relative years remains to be seen. But the fact that his arrival comes after his predecessor barely had time to break in his desk chair’s seat cushion, more than even erroneous math or disgruntled business owners crying foul over the supposed Groupon “deal,” is the best indication yet, that Groupon might be sick. Very sick.

As PR professionals we are tasked with helping keep our client’s message on track, being consistent and accurate with the media, and when calamity strikes, honest and up front about our mistakes. But that hard work should always be predicated on a company that gets its facts and its story straight –before it goes public. To do anything less is like having one hand tied behind your back during a boxing match. Or if you’re a lawyer, having your client reveal a critical detail that could alter a defense only moments before opening arguments. That type of handicap serves no one.

There’s no denying Groupon’s had a tough year. And while it may be easy to say “what’s 365 days in the course of a life?” Groupon, much like its leader, is still very young, having just celebrated its third birthday. But if you’re three years old and already a third of your life has been troubled with a mixed marketing message, what does that suggest going forward?

Taaffe’s got a rocky road ahead of him, for sure.

Good press or bad press aside, Groupon and its thousands of employees and millions of dedicated users aren’t going anywhere anytime soon. But taming the daily deal beast just doesn’t seem like a job anyone should embrace and revamping a website is just not enough. Public Relations leaders can only craft a message so far. Too much spin and a message – and a company – can spin out of control.

Let’s see what happens next.   

An Organization With Terminal Cancer

The following article by Vanessa Horwell, Chief Visibility Officer of ThinkInk, originally appeared on Marketing Daily on 2/10/12. 

Here’s something that almost anyone from any side of the political spectrum can agree upon: the past week has been heinous for Susan G. Komen. And it has shown that the organization most known for its staunch (some, like me, would say steamrolling) support for finding a cure and raising awareness for a single type of cancer — breast cancer — above any other has a cancer all its own. It’s a cancer common to any group that has become bloated with a false sense of self-righteousness and one whose arrogance and hubris causes it to stray from its stated (if overzealous) mission and become embroiled in a politicized mess.

What I’m talking about, of course, is this week’s announcement that Karen Handel, Susan G. Komen’s vice president of public policy, jumped before she was pushed. A speedy resignation with no severance package, Handel excised herself from the organization before mounting pressure within the group would have forced her imminent departure.

Her resignation caps a week of intense public backlash over Susan G. Komen’s decision to first cut and then hurriedly restore about $680,000 in funding to Planned Parenthood, a provider of reproductive health services, including contraception and abortions.

In her resignation letter, which has been posted on Forbes, Handel goes to great lengths to explain how the situation got so out of control. Her defense? Komen is in the business of saving lives. Anything that distracts from that goal is a disservice — thus the decision to pull funding and divorce itself from a controversial organization that might be spending money illegally, like funding abortions.

In October 2011, during Breast Cancer Awareness Month, I wrote about how the “pinking” of America was diluting the message of curing cancer and replacing it with corporate capitalism and too much consumption. I also took issue with Susan G.’s near-bullying tactics as they related to how the fundraising and marketing gargantuan has left smaller cancer-fighting organizations to fend for themselves, and how they aggressively muscle out any group that seeks to challenge breast cancer as the only cancer worth raising money for.

This latest misstep only adds to my great concern that Susan G. Komen, for all the good it has admittedly done for breast cancer awareness, has become a monopolistic and politically compromised organization. If she were alive today, I wonder what Susan Goodman Komen — whom the organization gets its name from — would think. After what must have been a grueling fight for her life, finding a cure and staying true to the organization’s mission and goals would be more important to her then whether or not grant money was going to another group similarly charged with helping save the lives of young, often poor women — an organization that happens to provide abortions.

Letters of resignation aside, let’s not forget that Karen Handel is a former Georgia Republican gubernatorial candidate, whose campaign promises included cutting funding for Planned Parenthood, and was Georgia’s 26th Secretary of the State.

On Sunday, the Huffington Post reported that it had obtained an email exchange between Komen leadership confirming that Handel had the sole authority in crafting and implementing the Planned Parenthood policy.

Does this not have all the makings of a woman hell-bent on achieving a personal goal and using a behemoth organization which itself had become too politically connected, as cover to achieve her aims?

Yes — the organization did reverse course in barely 72 hours, and restored the funds. It also made changes to its grant awarding guidelines that say only organizations under criminal investigation would be denied funding. But like a true cancer, this organizational one has already done much damage — to those who truly believed in the structure of non-profits being “doers of good,” to those who held Komen as saviors of women, and to the brands who’ve invested heavily to be part of Komen’s shiny pink halo.

The upside to all this? Susan G. Komen’s misdeeds have opened up an enormous pathway for all the non-profits around the country, breast-cancer-related or not — to start reclaiming their place in consumers’ hearts, minds and wallets.

And as for the PR advice, first administered by Ari Fleisher and now Ogilvy, all I can say is that it will take a lot more than some clever PR tactics and new positioning to rebuild this country’s trust in the Susan G. Komen brand and its “values.”

The following article by Vanessa Horwell, Chief Visibility Officer of ThinkInk, originally appeared on Marketing Daily on 2/10/12. 

When a Sinking Ship Gives that Sinking Feeling: Costa Concordia and Its PR Disaster

Where do I begin with this one?  How about the basics?

Why is it that big names seem to go with big doings? And I’m not talking about positive “big doings,” I’m talking about the ironic, disastrous kind. Perhaps if we didn’t christen giant cruise ships with bloated titles like Titanic, whose name means enormous size, strength or power and Costa Concordia, meaning harmony in Latin, these types of human and public relations tragedies wouldn’t happen?

Somehow, though, with 320+ days left to go in 2012, I’m sure this won’t be the last global PR nightmare, nor do I believe a simple name change could inspire a change of outcome. Maybe we even need these types of ironic names to help jolt us out of our collective lunacy and help avoid making repeat mistakes. At least the Costa Concordia, the Carnival Corp.-owned luxury cruise liner that ran aground off the Italian coast earlier in late January, didn’t ram an iceberg, or fail to have enough lifeboats on board. Oh hang on a sec, it didn’t.

But if that’s the best we can say about the tragic maritime crisis, we’re not doing very well. And as public relations professionals, charged with handling, directing and shaping a client’s message, somewhere, somehow, someone, could have, should have done better.

While media attention was first focused on the negligible and cowardly actions of Captain Francesco Schettino, who abandoned ship by accidentally falling into a lifeboat, then refusing coast guard orders to “do your duty” and return to ship, there’s been increasing anger and outright disbelief thrown at Carnival, the parent company of Costa Cruises, which ran and built the ship.

And rightly so.  Carnival and Costa are responsible for ensuring the safety of their passengers and translates into having the right equipment and people.  The Wall Street Journal’s  recent article “Carnival CEO Lies Low After Wreck,” was as blunt as the company should have been at the start of the crisis. “Where is Micky Arison?” was the article’s four-word sentence opener.

Good question. Where was he indeed?

The golden rule in any public relations disaster is to get ahead of the story and go into immediate damage control. From the moment the scope of the disaster was learned, Carnival and Costa should have been unwavering in their public openness. Instead what we got was a delayed, reactionary-type response that paints Arison as “a delegator” and one who is working tirelessly from afar at Carnival’s Miami headquarters. While that may be all well and good, once again, it’s important to remember that very often it’s not reality that matters so much as the perception of reality.

Reality vs. Perceived Reality

Take for example last winter when after repeated snowstorms, Newark, New Jersey Mayor, Cory Booker, after hearing complaints from city residents over unplowed streets,  began tweeting his whereabouts as he physically joined the city’s snow removal crews. Residents tweeted their street and roadway conditions and Booker responded in live time when a plow would get through.

He even helped shovel snow and directed the plows to the most congested areas.

Whether it’s a snowstorm or a near-sinking luxury liner, that’s the kind of honesty, transparency and take-no-bullsh*t response that speaks volumes to people everywhere, whether they’re snowed in on Broad Street, Newark, or capsized off the island of Giglio in the Tyrrhenian Sea.

For a golden rule, it’s rather incredible just how often this golden standing gets tarnished. Besides, when it comes to gold, Carnival seems more interested in counting its post-sinking pennies than doing what is right. The Wall Street Journal also reported that the company expects the wreck will lower the company’s net income by $155 million, but that according to a company statement, “the incident will not have a significant long-term impact on our business.”

But isn’t that the very point? The “incident” – that lovely euphemism that translates to mean “an occurrence of seemingly minor importance,” should have a significant long-term impact on the Carnival brand and its business.  It certainly has on the passengers onboard the vessel, and the on the families of those who died.

With uninspiring statements like that coming from a company with the PR-prowess of Carnival you can be sure that 2012’s harmony will be upset by further titanic missteps.

At least big doings will continue to be big fodder for my future blog posts, like Susan G. Komen and Goldman Sachs.

Out From the Digital Stone Age: Tablet PCs Emerge Along with a Lesson

Perhaps one of the hardest tasks to man-up – or woman-up to in my case, whether in PR circles or just around the evening dinner table, is to admit when you’re wrong.  Of course, this is mammoth amounts of scholarly work written on why that is the case, but I’ll spare you the details, provide the obligatory link to a book about “cognitive dissonance,” and get to the point of this blog post.

Recently I’ve blogged about two issues: the trouble with statistics, that approximately 47 percent of people like to make them up and the remaining 53 percent fail to interpret them correctly, (yes, that adds up to 100) and that tablet PCs and e-readers, while no doubt part of the mobile digital mix, are not likely to explode in popularity — at least until they are more completely untethered from Wifi-only Internet access.

Well, at least when it comes to the tablet computer portion of the above paragraph….(here goes) I may have been wrong. That wasn’t too hard.

An article in the technology section of CNN.com yesterday reported that adult tablet ownership roughly doubled during the holiday season jumping from 10 percent in mid December to 19 percent ownership in early January, only a few weeks later, and women were the biggest new converts. The Pew research behind the article attributed the surge to continuing price falls (some tablets are selling for as little as $99) and the aggressive marketing efforts of competitors like the Kindle Fire and Barns and Noble’s Nook as they continue nudging their way into what’s predominantly been an iPad 1 and iPad 2 domain.

What’s more, investment bank Morgan Keegan reduced its estimate of iPad shipments in December from 16 million to 13 million, a drop of 19 percent, while estimating that the Kindle Fire sold between 4 million and 5 million units, according to the article. An industry analyst cutting back on its predicted iPad sales is further evidence that the tablet market might be getting more complex –even if the Wifi umbilical cord hasn’t been fully cut.

While a doubling of anything is relatively easy when you start with low figures, (having $2 in your wallet when you started with $1 is a 100 percent increase) it’s quite possible this article and the Pew research are the first indications that tablet computers are finally coming into their own. Think about it, tablets were “born” right around and just after the momentary Netbook craze from roughly 2007, Kindle’s launch year, and 2010, the iPad 1 début. As “second borns” you’d think they’d be more refined products, flying off shelves. Well, it may have taken some warm up time, but apparently, they’re beginning to do just that.

With that coveted laptop-sized screen, who knows, 2012 could really be the “year of the tablet” never mind the smartphone. As communication professionals, it might be time to start thinking and re-thinking both for ourselves and for our clients ways in which tablet PCs can better disseminate a marketing message or push a product.

We already know they’re great for downloading books, have a knack for beating the statistical odds, and have proven this PR professional mistaken. (At least for the moment)

Now let’s see what else they can do.

Staking a Claim in Mobile Travel: Not Just Popular, Pragmatic and Profitable

The following article by Vanessa Horwell, Chief Visibility Officer of TravelInkd’, originally appeared on Hotel Executive on 1/18/12. 

Mobile a Must: Pragmatic trumps popular

If 2011 for hotel owners was all about learning from and joining the mobile masses simply because it was the “in” thing to do for our tech-savvy patrons, 2012 is rapidly shaping up to be the year where mobile becomes a must. In other words, the mobile marketing landscape has rapidly matured and the training wheels are coming off. This coming of age can mean only one thing: The time for hotels to launch their mobile presence is now. Not after the post-holidays’ travel slow down, and not in the run-up to Valentines Day or the season’s first spring breakers.

Right now.

From Training Wheels to Two-Wheeler: Mobile Matures

As with other trends in the hotel industry, it is customers who are driving mobile’s niche-to-need changes. Today’s on-the-go traveler expects to be connected wherever they are throughout their trip experience and that connectivity is expanding at a staggering rate. Earlier this year, more than half of all mobile phone sales (56%) were smartphones, and the total number of US smartphone owners jumped to 82.2 million people this summer – that is 35% percent of the 234 million Americans who use mobile devices 13 and up. Think about that statistic for a few moments…

Even a lighthearted (but with serious implications) October 2010 survey by Mashable highlights just how connected consumers have become. When asked what they would give up to keep their mobile phones for a week:

• 70% said they would give up alcohol;
• 63% said goodbye to chocolate;
• And a combined 63% said they would consider doing without their toothbrush, shoes, or computers.

Considering those (rather shocking) expectations, it’s critical that hotels deliver. Hotels, as with other businesses, must go where their customers are going. Why? For one thing, the booking window, once a lengthy time frame where travelers corresponded with travel agents, business travel managers, and the like, has now shrunk considerably. Smartphones can literally book travel itineraries, price hunt, and check-in to a given hotel – assuming it has a sophisticated mobile platform.

But it’s more than just smartphone adoption rates. A recent survey by Greystripe, a mobile marketing company, found that 47% of iPad users who were considered frequent travelers (defined as a person who traveled at least twice a year) booked hotels via their mobile device, and were the most common mobile platform to do so, beating out both iPhone users and Android phones, the study found. So when I talk about the mobile channel, I am talking about tablets too.

And not to be outdone, TripAdvisor, a travel website and now travel app provider, announced in November a collection of 20 free Mobile City Guide apps (for 20 cities) that, in addition to point-by-point directions and general tourist information, includes hotel reviews. Some of the most downloaded cities include: Beijing, Chicago, San Francisco, Boston, and New York. If potential customers are relying on the these mobile apps to determine their booking choice, (even if they’re not booking through the app directly) it’s important hoteliers and their staffs get on board too, monitoring reviewer activity and having a system in place that incentivizes its customers to use said apps and write positive reviews, assuming they’ve had a superior experience.

Facebook, too, both in its mobile and desktop iterations, is becoming a vital space for digital commentary on travelers’ hotel experiences, which ultimately drive bookings and revenue. Some 30% of travelers who booked their hotel online said they would use the social networking site (as well as Twitter and LinkedIn) to comment on their hotel and trip. The study, by Milestone, a hotel marketing company, also showed that each social message posted by a guest drove five to six unique visitors to a hotel website.

Whether it’s apps, mobile websites, social media, or even the implementation of mobile phone-based digital room keys, (Open Ways, a mobile-based access management and security company, announced its launching of “Mobile Key 4 All,” a software and hardware solution) where hotel guests simply point or swipe their phone through a type of digital reader, all three outlets fall into the mobile sphere.

Driving home the point, Ian Carrington, Google’s mobile advertising and sales director, made his opinions on the mobile revolution clear: “Mobile isn’t ‘the next big thing’ – it is already very much upon us,” he said. Or, staying closer to the hotel industry, consider what Tom O’Rourke, founder and CEO of O’Rourke Hospitality Marketing, had to say: “[Apps are] an opportunity through a mobile channel to connect with a guest before, during, and after his stay.” Enough said.

Airborne Perspective: What we can learn

Considering the close ties that the hotel and airline industries share, (one relies on a large share of their customers from the other for business) it’s incumbent on hoteliers to take a page from the recent past and consider their future.

It’s hard to over state the impact mobile communications has had on airlines, especially as it relates to ancillary revenues. Ancillary revenues, or ways in which airlines unbundle specific services and monetize and customize the traveler experience, has largely emerged in concert with the mobile platform. Today more than 2,000 aircraft crossing the world’s oceans and continents are Wi-Fi enabled. Innovations like this have helped airlines offset rising fuel costs and generally prosper in a still-challenging economic climate. Unlike the hotel industry, which has been slow to adopt mobile, most airlines have already established the basics: allowing for mobile check-in, 2D bar code boarding passes, and many have mobile booking capability. Going forward, industry analysts predict additional mobile services like being able to select premium seating, club access, or the pre-purchasing of meals. Further down the road, (or runway), airlines will consider adding location based services, which provide travelers with location sensitive advertisements and promotions, as well as monitoring social media for commentary on the entire travel experience. Finally, the burgeoning field of NFC, or Near Field Communications, is also seen as a significant game changer going forward, allowing travelers to simply swipe their NFC-enabled mobile devices and perform a host of activities like check-in, pay for goods, (mobile wallet), and even exchange vital travel information, like last-minute itinerary changes, with other travelers, family or friends. Imagine having that type of capability at the check-in desk?

The Mobile Concierge: Booking (and banking on) future success

Boarding passes aside, nearly every mobile avenue airlines are pursuing has relevancy for the hotel industry too. In a competitive marketplace where OTAs (online travel agencies) are vying for an increasing piece of the booking revenue pie, mobile can be a way for hoteliers to once again directly connect with their loyal, returning customers, and attract new ones as well. For all the industry’s booking efforts, (OTAs included) global occupancy rates remain at roughly 60 percent. In other words, there’s plenty more the industry can and should do to attract more guests. Mobile booking, mobile check-in and check-out, cardless key systems, even mobile hotel restaurant reservations, gift shop rewards points, and in-room food and media selections, are exactly the types of services travelers are beginning to expect. If many similar services are already being offered by airlines for travelers in transit, why should these mobile amenities end when they get off the plane?

They shouldn’t.

From work, to travel, to recreation, mobile and smart mobile devices are remaking every facet of our collective lives. And in so doing, the technology is reshaping the way in which hoteliers must interact with and connect with their customers. Before long, hotels that fail to adopt these changes will look like antiques and will be losing revenue and guests. There’s no need to discard the leather-bound guest book just yet. Just remember the rapidly maturing mobile landscape is where the majority of today’s travelers are looking to sign in next.

In every touch point of travel lifecycle, from booking to check-in and home again, mobile has become a must.

The following article by Vanessa Horwell, Chief Visibility Officer of TravelInkd’, originally appeared on Hotel Executive on 1/18/12. 

98 Percent of Statistics Are Made Up – And Then Some

“A [person] may have six meals one day and none the next, making an average of three meals a day, but that is not a good way to live.”

Nor is it a good way to use statistics.

The above words, attributed to US Supreme Court Associate Justice, Louis Brandeis, underscore the age-old trouble with this black sheep cousin of fully respected mathematics; a discipline we call statistics. For as much as statistics attempt to illuminate an issue, address a concern, highlight a trend, or flesh out a public opinion, statistics are as ambiguous as they are helpful. As a public relations professional, I estimate that 40% of my workweek (sorry, I couldn’t resist) is spent awash in statistics, some good, some bad, and many that leave me wondering “huh?!”

A new study by marketing company, Ifbyphone, has me doing just that. In its 2011 State of Marketing Measuring Report, the company found that while 82% of marketing executive managers expect all marketing channels, (print, TV, radio, mobile, online, email) to have a measurable return on investment, (ROI) only a paltry 29% of respondents said they understood how to measure and achieve that aim across all channels, with offline platforms being the most difficult to measure.

So does that mean the other 71% who admit to not having a clue deserves to go back to statistics 101?

Not necessarily.

For as earthshaking as pronouncements such as these sound, when you dig a little deeper, the gap really isn’t that surprising after all. Besides, don’t most effective bosses set the bar high and on occasion, leave their staffers scrambling to rise to the challenge at hand? It’s also not surprising since measuring ROI has long been marketers Holy Grail. How exactly does one measure word-of-mouth? Where is the hard money guarantee that a multichannel public relations campaign was any more successful than performing a mass emailing or any other type of initiative for that matter? In economics that’s called opportunity cost.

But in marketing, opportunity cost is a lot harder to measure.

The good news is that with the exception of social media – the online world’s digital word-of-mouth – 59% of respondent said offline media was the hardest metric to track. Why is that the good news you ask? Because as we begin 2012, Internet and mobile web marketing continues to gobble up a greater percentage of the marketing mix. Not in a cannibalistic manner, but in a complimentary one to traditional channels. Feature and mobile smartphones, with a combined penetration rate of 95%, (if you believe that statistic) offer some of the best marketing metric tracking ability including click and redemption rates, surveys, opt-in, and others. Already, it is estimated that US companies spend 30% of their marketing budgets online.

So while I wouldn’t dismiss a report like this and cry statistical BS, I’d be sure to keep an open mind whenever the topic of statistics comes up.

Or, to personalize it some more think about it like this:

I could tell you that statistically speaking; I recently placed my 2.59 children on board a plane back to England following the holiday break. I could tell you that because that’s the average size of an American family.

I could tell you that. But when it comes to my family I’d be telling a nearly six-tenths lie.

Go figure. (Pun intended)

The ABCs of the CES (Consumer Electronics Show): An Abbreviation on Steroids and Why PR Professionals Should Get Pumped

OK. So maybe after 45 years and countless interactions with marketing professionals the Consumer Electronics Show aka CES, a somewhat clunky if accurate title with the verbal weight of a 60s vacuum cleaner, could use a bit of retooling. Even the shortened letters CES which the event has come to be known by, stand for other lovely little gems like: the Center For Epidemiologic Studies, Cholesterol Embolization Syndrome, and the Compulsive Eating Scale, to rattle off a few.

But here’s one thing to chew on – compulsive eating aside. Whatever the annual event lacks in nomenclature flavour it has made up for in word-of-mouth buzz. The approaching annual winter gala from January 10-13, held at the Las Vegas Convention Center, has grown from a meager 17,500 attendees to become a temple of consumer electronic and digital gadgets, beckoning all to come ooh and ahh at the tech world’s latest and greatest. Ever wonder what the Blu-ray Disc, the 1975 Pong home version by Atari, and 3DTV have in common for instance? All groundbreaking technologies were introduced to the public at this must-attend gathering.

Increasingly, though, the event, which already attracted nearly 130,000 in 2011, (and is forecasting 150,000 this year) is casting an even wider audience net now. This is exactly why communication professionals – even ones who don’t feel their clients exactly fit the technological bill – should be lining up to attend in what ever way they can, be it in-person visually or virtually via Facetime, Skype, Twitter, and whatever else they’ve got.

The widening net is a natural response to the changing nature of the gadgets themselves. For much of the 1980s, 1990s, and early 2000s, computer and video game talk dominated the CES. This was especially the case in 2005 when Microsoft founder, Bill Gates, as a keynote speaker, inadvertently caused an infamous PC staple – the “blue screen of death” when unveiling the new Windows Media Center. Today’s smart devices, razor-thin TVs and other must-have gizmos demonstrate a waning of this trend while highlighting another: the continued blurring of technological lines and smartening up of devices as new products literally talk to one another and whose functions become embedded with each other. Some like to call this the “digital loop.” Dell has been a CES no-show for four years already, and Apple backed out before that, choosing instead to launch its own New Year product extravaganza later in the month and Microsoft says it will be powering down its floor room both in 2013.

Fitting this change, this year’s keynote speaker is Dr. Dieter Zetsche, the Chairman of Daimler AG and Head of Mercedes-Benz. What does an automaker have to do with electronics and gadgets other than what’s under the hood, you ask? Everything – if consumers expect to be able to seamlessly link their smartphones, their hands free blue tooth receivers, their digital address books, their daily schedules, their music and whatever else is churned out next to onboard computer technology. Whether it’s cars or cameras, and anything that doesn’t start with a ‘c’ in between, any communication devices that help our clients get out their message is something that as public relations professionals we should be vigilant in investigating and learning more about.

There’s been much written about technological reluctance from companies, especially as it relates to the power and reach of social media. Attending and learning about the latest toys that integrate function and communication are a great way to get a start on the new year – as clients continue fleshing out their in-house and out-sourced 2012 marketing and promotional strategies.

But like any successful trade show – even ones that are as device dependent as the CES – the quality of the several-day event is equally rooted in the power of human connection. Like Jeff Levick, Chief Advertising Officer of Spotify, a UK-based streaming music service, said in a recent Ad Age article, “You could spend six months meeting all your clients and customers, or you can do it in six days.” So for all the talk of world-changing and client-pleasing ad-ons, or accelerometer-less fitness-tracking digital watches, simply attending the Vegas show should be numero uno on your New Years resolutions list, particularly if you’ve been meaning to attend.

So maybe the Consumer Electronics Show is a dated event title. But there’s no denying that the mass meeting of tech and marketing minds alike will create a heck of a lot of Cool Entertaining Synergy. That’s what’s really behind the CES after all.