November 25, 2009

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Valuing & Validating Video Online If video online is any indicator; on the web, seeing is believing. The number of videos viewed on YouTube -- 10.3 billion -- in September 2009 exceeded the number of core Google searches by a full billion. That's billion with a "b". Then consider the scale of use. More than 168 million US internet surfers watched nearly 26 billion videos online in September -- an average of 154 videos per viewer. Where did they find the time? That's roughly 84 percent of the total US internet audience (comScore says 81 percent) watching an average of 9.8 hours of video during the month where the average length was 3.8 minutes. Imagine how many of others tasks, demands, attractions and people vie for 10 active hours a month of your time! The number of people watching video online is up year-over-year by 46 percent. And the use of video on mobile devices is up 70 percent to 15 million Americans watching 3 hours and 15 minutes of mobile video each according to The Nielsen Company. And all this is going on while TV usage hits an all time high of 141 hours per month. We are more addicted to the tube than ever before but now the tube is following us around, available 24/7 and luring us with more memes every day. The implications of this data suggest that every marketer better grab a video camera and get cracking. Consider these realities. Video is the expectation. People expect to see it and hear it. They use YouTube heavily for search and younger people default to YouTube as their first point of web entry. Video is ubiquitous. Facebook, MySpace, Hulu and hundreds or thousands of sites feature all kinds of video. Production is cheap as is distribution. Anyone can shoot, produce or edit and grab 15 minutes of fame and many achieve different levels of virility. Video validates. If you aren't producing video you aren't serious, real or as big as you claim to be. Video is becoming table stakes for online marketers. Presence trumps production values. Marketers are re-purposing all kinds of video assets in service to a growing appetite for online viewing. Video varies. Production quality ranges from childish to expert. Angles, animation, narration and new forms of story telling are emerging all the time. Reality can be dissected or distorted in service to abstract points of view or commercial messaging.
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9 Ad Tactics for Internal Communications Internal communications has a huge task but is usually heavily undervalued in large organizations. Staffed mostly by PR people, these guys are the house propagandists, touting everything from new benefits to major changes in strategy. But like other PR people, they often don’t look across the hall to use tactics from advertising to make their messages more effective and their media more efficient. If you are charged with internal communications and genuinely expect to impact an organization’s culture or operational practice, you cannot ignore the “best practices” developed in political and consumer advertising. Getting an organization to act differently internally and externally – requires a nuanced set of communications skills that leverage employees real life experiences and account for corporate schizophrenia – a common condition under which employees want to believe and are supremely skeptical at the same time. Face it; nobody comes to work wanting to hate it. Instead an awful lot of people work with really smart and nice people who are caught up in mind numbing bureaucracies doing repetitive and sometimes stupid things. Organizational change is hard to do and even harder to frame up and communicate. You must account for inertia, habit and anxiety and make your case in a very tough employee marketplace of ideas and opinions. Consider adapting these nine ad tactics in shaping corporate communications programs. Create a Party Line. Articulate a clear, concise policy line and demand active adherence from all levels in the organization. The existence of a clear point of view – well articulated short and long term goals will direct and orient the organization. The slogan should be a double entendre and should be able to stand up to frequent use and frequent snickering. Focus on Frequency. Communicating big concepts to large, often skeptical employee audiences requires a shorthand that is universally and instantly understood and frequently repeated. Bombard the rank and file with short punchy slogans until they are unavoidable, unforgettable and firmly drilled into everyone’s consciousness. You will tire of it long before employees will. Plan for extensions and alternate uses to keep the ideas fresh and forward. Segment Your Audience. One size never fits all. The lifer thinks and feels differently from the newly hired. The professional or executive employee filters messages differently than the newbies or the admins. The sales guys are always a wild card. Headquarters workers feel and process information differently than employees in remote locations. Think about segmentation by age, gender, location, tenure, education, function or customer responsibility. Craft distinct messages for each segment and orchestrate them through channels credible to each segment in order to be genuinely heard. Use Informal Channels. The jungle drums trump the official word in every situation. Enroll informal influence networks to generate buzz and add credibility and persuasion to your messages. Embrace the tools that can help identify early adopters, key influencers and change leaders at each level. You’ll need them to mobilize and motivate a large scale organization. Employees want to believe and want to contribute, but you need to create a cadre of people they know to help, encourage and validate that instinct. Only by connecting with people they know, trust and believe will your agenda really penetrate into the guts of the organization. Peer acceptance and advocacy is the critical success variable for message credibility and acceptance. Finding the right peers and internal advocates is worthy of significant investment. Create UGC Buzz. Seed the clouds with advocates and use both formal and informal channels to get the word out. People do what others are doing and often comply with widely held common expectations. Many firms have a well accepted way of doing things or a general sensibility that most employees understand and share. Reinforced by the use of tangible experiences and common symbols to consistently reinforce the message, peer recommendations are critical since change is a viral process that builds on itself. Allow for early adopters to express their support in their own words. Encourage employee-generated content as part of your campaign. Model Behavior. People need to understand what is expected of them. By catching employees doing things right and calling out this model behavior or celebrating these model workers, you hold up the desired behavior. By showing the end result, you drive behavioral change by showing the path forward and illuminating the desired end result. By continually pointing out the desired results, you encourage greater understanding and greater performance. Just make sure you focus carefully and don’t make overblown claims. Celebrate Every...

Danny Flamberg

I am a veteran marketing consultant working with leading and emerging brands

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