Showing posts with label internet marketing. Show all posts

Monday, July 26, 2010

1 internet marketing

Please join us at TechCrunch Disrupt San Francisco on September 27-29 2010.

It started as an experiment in New York this past May. We sensed a fundamental shift taking place with technology and media—a shift in platforms, applications, revenue models and consumer behavior—and we wanted to talk about it. Appropriately, we found an old Merrill-Lynch office building and took it over for three days to test a new event format, TechCrunch Disrupt. We had 3 objectives: (1) gather the best minds to debate what’s changing now and what to do about it; (2) showcase the hottest new startups we could find and (3) have fun and meet a ton of new people.

The response was more than we could have hoped for. Charlie Rose opened the show. Mayor Bloomberg stopped by for a surprise visit. Carol Bartz even made me blush (sort of). Twenty five new startups launched on stage. Over 100 other startups demo’ed their services in the wings. 1,700 tech enthusiasts showed up—rivaling our biggest events to date in San Francisco.

So we’re going to keep blowing it out, and we hope you’ll join us for TechCrunch Disrupt San Francisco, September 27-29 at the San Francisco Design Center Concourse. The main agenda will run 9 am – 6 pm, but save your evenings for after-parties and lots more networking fun.

Disrupt SF will explore the Third Wave, a phrase coined by John Doerr in his interview with Charlie Rose. If the First Wave was the PC, and the Second Wave was the Internet, now the Third Wave is a combination of the social and mobile layers accelerating everything on the Internet once again from geo apps and tablet computing to social commerce.

Disrupt SF will also feature our new startup competition, the Startup Battlefield, where approximately 25 new startups will participate in a tournament-style launch competition to demonstrate their technology, business and marketing disruptions. One lucky company will take home the grand prize Disrupt Cup trophy (passed on from last May’s winners, Soluto) and a $50,000 check, and others will receive special awards and accolades.

So let the disruption begin. Startup applications are open today, hosted by Producteev, through midnight PST, August 8. We review applications on a rolling basis, so please apply as soon as you are ready for consideration. You can read all the fine print for rules and eligibility here. Just remember our motto: Create, Destroy, Repeat.

The Disrupt SF list of speakers and agenda will be announced on over the coming months, but grab our extra early bird tickets asap (best prices through July 31 via Eventbrite.)

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Sunday, July 25, 2010

about internet marketing

Susan Payton is the President of Egg Marketing & Public Relations, an Internet marketing firm. She blogs at The Marketing Eggspert Blog. Follow her on Twitter @eggmarketing. Download her newest e-book, “Content is Queen: How Article & Blog Writing Will Increase Your Sales.“

Companies love positive feedback. They share it on Twitterclass="blippr-nobr">Twitter, post it on their website and use it as marketing fodder. But what about when feedback is, well, less than pleasant? What can you do with a handful (or more) of irate customers? Do you ignore them? Bury them out back? Not in today’s social atmosphere.

Rather than try to sweep these unhappy customers under the rug, look at them as a challenge and an opportunity to improve your brand and leverage them for some publicity.

Why You Want Angry Customers

Well, maybe you don’t want angry customers, but let’s be honest — you’ll never have 100 percent customer satisfaction. No one does. So use those unhappy customers to better understand what you’re doing wrong, and learn from the experience. And while you’re at it, turn the angry customers into brand evangelists.

There are several ways to connect with unhappy customers in a meaningful way:

Hold a panel or forum in person; give them a tour of your facility and hold a venting session
Work virtually; host an online panel to get feedback from them
Work one-on-one to understand their concerns and address them individually

In-Person Events

Dell recently held its first Customer Advisory Panel event at their headquarters in Round Rock, TX. They invited two groups of 15 bloggers and social media gurus. One group was full of people who had negative experiences with the company and who were vocal about their displeasure. The second group was made up of people that Dell considered brand evangelists; people who loved Dell and told others.

The attendees started the morning with their gripes; customer service issues came up again and again. The heads of customer service and marketing were present and actively engaged. As they listened, they took notes, then asked questions and they promised they would make changes.

That type of customer empowerment is important. Now, whether they’ll go through with the promised changes is another story, but it was clear that Dell understood it was time to start paying attention to the public’s perception of its brand, and make some changes to keep their customers.

Nestlé is another company that has been successful at holding an event to let people engage with its brand directly. After a resurgence in interest in the Nestle Boycott a few years ago, Nestlé decided to invite a group of bloggers to what it called its “Happy, Healthy Gathering” in 2009. Mommy bloggers, who’d been tweeting up a storm about the company’s stance on breastfeeding in third world countries, were invited to tour the facilities and give their input on the company.

Whether the event truly changed perceptions remains to be seen, but it did a great deal to show that Nestlé was putting in the effort to reach its audience.

Disclosure: I was one of the bloggers invited to participate Dell’s Customer Advisory Panel.

Virtual Panels

Virtual panels are decidedly less effective than in-person ones. But they can be good replacements for focus groups. Pssst is General Mills’ online testing ground for new products. The company sends participants coupons and free products to try, and in return they are asked to fill out surveys. The program is so successful that bloggers who write about saving money are gladly turning others onto joining Pssst.

Similarly, the Starbucks Passion Panel was designed to get customer feedback — for better or worse. The community of Starbucks drinkers gives their input via surveys and forums.

Passion Panel member Jennifer Boyd said, “Being on the Passion Panel means that I have access to direct input and discussion with other members. It enables me to give my opinion on Starbucks’ current and future products through surveys. The panel is a great way to engage with their loyal customers and solidifies a relationship with a consumer to a brand.”

Wal-Mart’s Elevenmoms platform is another example of how a mix of online community, shopper experience and in-person visits can work together to help the company gather new insights. John Andrews, former Senior Manager of Emerging Media for Wal-Mart and founder of the Elevenmoms, said the community succeeded in getting Wal-Mart’s attention in a few areas where it was lacking.

When the iPhone was launched in Wal-Mart stores, the Elevenmoms were invited to go through the purchase process. Some had no problems, but others did. It took one blogger two hours to buy a phone. Each blogger published her experience, and Wal-Mart took the feedback to its operations staff, who took notes and improved the purchase process.

“The Elevenmoms used direct social media interaction to improve the shopping process,” said Andrews.

Other feedback caused Wal-Mart to reconsider its layaway strategy. Having canceled the layaway plan due to costs, Wal-Mart got some flack from the Elevenmoms, who felt it made it easier to make big purchases. As a result, Wal-Mart developed its Site to Store platform, which provided the benefit of layaway online, so that local stores didn’t incur extra costs.

Disclosure: John Andrews now works with Collective Bias, a company with which I have collaborated on projects.

One-on-One

Solving a customer’s problems and changing their perception individually is the least cost-effective method, but a little work goes a long way. And it starts with customer service personnel being properly trained to solve problems, and not to simply stick to “the script” at all costs. Look at Zappos or Disney for great examples of how service reps are empowered to solve problems.

Disney empowers each of its “cast members” (staff) to solve a guest’s problem. From the street sweeper to the reservation specialist, everyone has the ability to turn a negative situation into a good one. That might mean replacing a fallen ice cream cone, upgrading a guest’s hotel room, or simply answering politely the most commonly asked question on Disney property: what time is the three o’clock parade?

Disney is so good at customer service, they’ve opened the Disney Institute, a customer service training program helps other corporations use the same techniques that has made Disney such a success.

Likewise, Zappos is also famous for its customer service tactics. The reps don’t use scripts, and seem to genuinely care about solving problems. Many customers are pleasantly surprised when their shipping gets upgraded and they get their shoes even faster – at no additional charge.

By providing instant happiness to the customer, these brands can prevent a lot of the bad karma that comes down the road when an unhappy customer becomes an enraged customer who tells everyone he knows about how bad the company is (no one wants their own version of DellHell).

Conclusion

No matter how you interact with unhappy customers, the point is not to brush them off, and make sure you learn from it. Don’t just pretend to listen and then go on doing business as usual. Take the feedback as constructive criticism that can help you determine your company’s future. How you handle your failures could make you or break you.

More Business Resources from Mashable

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I’m Neil Glassman and my beats for Social Times include social media marketing and advertising tools, techniques and success stories. Sometimes my posts go off on a tangent, focusing on small business social media issues or research with broader implications.

How did I get the gig? Well, I certainly did not tell Nick O’Neill the whole story that follows.

I didn’t realize growing up that AM radio was one of the original social networks. It had Top 40 formats (mashups), DJ shout outs (tweets), contests to win logo T-shirts (badges) and exclusive clubs to which everyone belonged (Facebook groups).

I got into late night talk shows (blogs), which had an intimacy and affinity with listeners that radio has lost and web social networks have yet to fully discover. My parents didn’t think it was such a great idea for me to stay up late listening on school nights and took away my TV privileges for one night as punishment. That was the night of The Beatles’ first appearance on Ed Sullivan.

My luck with media improved over the years and I found myself marketing technology for media companies. My training was much like everyone else’s in the field: a box of Mad Magazine “best-of” books, learning how to touch-type and a brief career teaching emotionally disturbed junior high schoolers.

In the beginning, I worked with startups, turning underdogs into wonderdogs. Recently I’ve helped a few companies avoid a mid-life crisis. Whatever my responsibilities are for a particular company, my favorite part is finding ways to present a solution to the marketplace and having the marketplace react by saying, “Ah-Ha!”

Successful marketing means thinking outside the box while delivering campaigns inside the box. I leaped on the web-based and electronically delivered marketing platforms very early and with good success. When Nick put out a call for writers on marketing and advertising, I thought it was a cool opportunity and am grateful to have been chosen to contribute to Social Times. My posts are a great way to share my explorations of the potential of the social web, not just for marketers, but for the world’s cultures.

As marketers, our first priority is to develop campaigns that are effective. If we manage to leave a slogan, image or song in our collective unconscious in the process, that’s a great bonus. In my collaborations, I’ve had the chance to participate in some firsts — at least I think they were firsts. If you know something I don’t, teach me.

The first music video shown on TV that was shot and produced totally on video — no film conversion at any step. The Towel Tapes, February 1979.

Marketing the first hardware product to include mp3. Telos Zephyr, April 1993.

The first time the Internet ground to a halt because too many were trying to log in to a multimedia event. Streaming George Clinton concert audio to demonstrate Macromedia Shockwave, the precursor to Flash. November 1996.

On the personal front, I’m a New Yorker with a huge appetite for great songwriters and musicians of diverse genres. Tweet me and I’ll send you a link to my calendar of all the free concerts in town this summer.

Blogging works best when it’s participatory, so join in the conversation with the talented team on Social Times. Pitch me ideas for posts about using social media for marketing and advertising. Don’t forget to include how you are going to make the market say, “Ah-Ha!”

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Wednesday, July 14, 2010

web internet marketing

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Senior Manager, class='blippr-nobr'>Social Mediaclass="blippr-nobr">social media & Marketing at Electronic Arts in Redwood City, CA.

The Senior Manager, Social Media & Marketing is responsible for developing, communicating and implementing a comprehensive social marketing strategy against EA’s priority titles and initiatives.