Considering Multimedia: What Is Possible?

After having a great conversation regarding broadcast-television convergence with David Schepp, business news reporter (DailyFinance, Dow Jones, BBC News and Gannett), the subject has been on my mind again for the better part of the week.

Then today, my longtime friend Amy Vernon sent me an update on Boxee, which announced it will be launching a payment platform this summer. If you are unfamiliar with Boxee, it defines itself as a social media center that allows you to play videos, music, and pictures from your computer, local network, and the Internet on your television. The significance of such cannot be understated.

There will be no distinction between media and online media, right around the corner.

While some people consider Internet television the fourth method of distribution (alongside cable, satellite, IPTV) for broadcast and premium content, it really represents the singular distribution model of the future. For some smart phone purchasers, it's already difficult to distinguish the Internet from mobile.

The transition, which will continue to accelerate, will cause disruption because it places every distributor and service provider — AT&T, Boxee, Comcast, Charter, Cox, DirectTV, Sprint, Time Warner, Verizon, (to name a few) — in the same industry, with the only distinction being content creator or distributor/service provider (and even then those distinctions might overlap). It may also mean a contraction in related industries as it becomes more difficult for companies to ask consumers to pay for four services — phone, mobile, television, and Internet — that are being carried on what is essentially the same network.

What will the future look like? It seems crystal clear.

As a I told Schepp, the future will likely allow for our mobile devices to carry our preferences (and some content, as they do now) and then, once plugged in to another docking station, automatically pull up a customized desktop screen tailored to that device.

Specifically, I dock my iPhone (or whatever) to the television and all my preferred settings will be ported to the device. When I dock it to my desktop or laptop computer at work, ditto. When I dock it to my car stereo, I choose from my playlist or satellite radio. Calls and text messages can come through all devices, depending on my settings (which is important to anyone who has had a movie interrupted by a telephone call). It's simple, effective, and changes our thinking.

Online ... offline ... it all means communication and/or entertainment and/or mobile.

What does that mean for communication professionals?

While we're working on models that help companies better integrate social media into comprehensive communication, most of them are temporary five- to ten-year fixes. Just as the broadcast-mobile-Internet-cable mash up promises to erase our understanding of those industries, I anticipate there won't be any distinction between public relations, advertising, etc. It will all be communication, distinguished (perhaps) by previous world views.

Organizational communication will have to change, especially if consumers adopt a pay-for consumption only model, which could preclude advertising from the mix beyond product placement and peripheral marketing. (For example, maybe a customer becomes interested in the car their favorite character drives. One click and their programming could pause or be bookmarked for a future visit to the manufacturer's Web site. Another click inside the car, and GPS technology maps out the closest dealer or, perhaps, the one with the best deal).

Or, maybe, some companies will become content creators (with programs related to their products), competing with amateurs and production/broadcast companies or simply running alongside them as another option. Some of the better YouTube productions have already demonstrated the potential for advertainment, assuming we get more than an infomercial.

The applications are as endless as the imagination.

For me, the only thing more exciting than entertainment and communication changes ahead are the real life applications in areas such as education. When every classroom becomes a potential studio audience as it is streamed live across the Web (and any handouts are released to portable devices such as smart phones or tablets), it could potentially erase the barriers for higher education, with the most common barriers being proximity (physical location) and price points (mass audiences could reduce the current per credit rates).

What else? Anything is probable, but we can expect the road to be as bumpy as the transition from horses to horseless carriages or couriers to telephones. And speaking of phones ... have you thought about mobile lately?

Integrating Communication: PR-Driven Social Media

There are many ways to integrate social media into organizational communication and any model has a number of variables that would be unique to the organization. However, there is one common denominator. Integration requires thinking different.

In developing a working model to integrate social media into a public relations-driven communication plan*, experience has shown that social media tends to be too cumbersome for most public relations departments (and outside firms) to manage it like another bullet item under the laundry list of services adopted as public relations.

Sure, it can be done. It just doesn't seem to be done well very often.

From our experience, there are several tangible reasons to maintain some separation between the two communication roles as they work in tandem. First and foremost, social media, which mostly consists of two-way direct to public communication, tends to drive public relations away from its core function and world view. The result tends to produce one-way broadcast (spam) communication across social channels, customers being pushed off for lack of "influence," and time management issues related to the ratio of customers/bloggers as opposed to journalists.

*We'll cover other industry-driven models in the weeks ahead.

A Public Relations-Driven Social Media Model

The above illustration isn't theoretical. It was applied to a producer-managed theatrical release and build up to the home distribution release of an independent film by Sony. (For the purposes of post, we've removed the management paths which placed our role over five public relations firms while managing all aspects of the social media program).

In this model, public relations manages the public relations functions and social media manages social media functions, with some obvious areas for crossover communication. For simplicity, I'll break each team's role down to primary functions and then reinforce some shared functions.

Public Relations.

• Managing media relations, which includes press releases, interview pitches, and demonstrations. The function is designed to generate increased exposure. It's mostly one-way communication with journalists vetting information, tailoring content to meet the needs of their readers, and writing opinion-editorial pieces.

• Public outreach, which includes programs and communication materials for special publics (e.g., associations, special interest groups, unions, etc.) as well as direct to public communication and/or publicity. It's mostly one-way communication, with either group leaders informing members or the public receiving information.

• Blogger outreach, which includes either adding popular bloggers within the media relations mix or working with bloggers who have been referred by the social media team because they have special needs that are similar to journalists (such as requesting specific interviews, etc.).

Social Media.

• Maintain, manage, and promote the organization's blog. This may include market intelligence (which is shared with the public relations team), but primarily consists of content development and content distribution that adds value for customers. While blogs are presentation oriented, they do provide for two-way communication.

• Maintain, manage, and develop the organization's social networks. This includes online programs and information sharing that nurtures true engagement and two-way communication in real time. It may also include identifying forums beyond popular social networks where people ask questions that need to be answered. And, in this model, we allowed for advertising support specifically designed to drive customers toward networks where they can be engaged.

• Blogger outreach occurs directly and indirectly as bloggers may source content from the organization's blog or develop relationships with the social media team via any number of social networks. The benefit for the public relations team is that a social media team can determine which bloggers have information requests or require support more like a journalist.

Shared Functions.

• Blogger outreach, as mentioned above, works best with a public relations driven communication plan when the function is shared by public relations and social media. In effect, this approach allows the social media team to meet the daily needs (and recognition) of bloggers while referring bloggers with special needs (such as an interview request) to the public relations team.

• Since social media is its own environment, communication tends to be fluid. Journalists don't alway find stories via press releases or pitches. Story ideas and angles might develop from reading industry blogs, reading the organization's blog, or because most journalists are also members of various social networks.

• Research is also a shared function of both teams. While public relations has an obligation to track and analyze trends within specific markets, publics, or industries, social media professionals also track and analyze trends and sentiment via networks, blogs, and search engines.

Model Summation.

In summation, this model represents an approach to communication that allows for a series of direct and indirect one-way and two-way communication streams and engagement opportunities. The end result of an integrated strategy, assuming the communication is consistent, allows for a message to reach the public from multiple sources, provide multiple opportunities to verify or validate that message, and encourages direct engagement for the long term.

This is a much more powerful approach than traditional public relations models, especially in regard to media relations. Traditionally, companies relied on their brand, the reputation/relationship of their public relations firm, and the objective or biased reporting of a journalist to reach the public. If mistrust occurred at any point in this linear stream, the organization could be damaged for the life of the story or, in some cases, permanently.

I might add that there is a reason I did not add clear management paths to the model. The reason is simple. Social media fits differently for different companies. In this model, social media could maintain its own autonomous distinction, report to marketing, public relations (provided public relations affords the social media team some autonomy as the functions are largely different), or a more complicated model such as the one we worked on last year.

Tossing Salads: Carl's Jr.

"We're just trying to bring all those people into the fold and allow them to have one-on-one time with Kim." — Brad Rosenberg.

That was how Rosenberg, manager for digital strategy and marketing at Carl's Jr., explained the continuing evolution of Kim Kardashian, a socialite best known for her E! reality show Keeping Up with the Kardashians, as an online spokesperson for its Facebook page.

Except, this time around, Carl's Jr. wasn't looking for 1.9 million YouTube views. It was looking for sales. Customers could only ask questions during the live Facebook "event" with an access code if they purchased a Carl's Jr. salad.

Carl's Jr. says that the premiere event drew 16,000 people who logged on with the code. However, Carl's Jr. also released the code on its Facebook page, allowing more people to ask questions, which precludes the idea that it sold 16,000 salads.

Interestingly enough, capturing some one-on-one time with Kardashian isn't impossible without a salad anyway. Part of her allure is her online presence. You can connect with her on Twitter or read her blog. In fact, most people know you might have better luck reaching her online when 16,000 people aren't vying for her attention over an online lunch date.

Can online personalities attract interest at online events?

It raises an interesting question for traditional agencies attempting to add online personalities into their marketing mix. It makes sense that Kardashian fans would view a new Carl's Jr. commercial. It makes sense that they might like to meet her in person at a Carl's Jr. location. But is there any appeal in connecting with her online when people can already connect to her online?

Unless there is an additional exclusivity hook — such as vetting the "engagement bet" like she did on her blog — it's hard to fathom. In fact, it's more likely Carl's Jr. is introducing Kardashian to its 80,000 Facebook fans (733 of which confirmed their attendance to the first event).

The low response rate is coupled with only about 100 comments on the lunch date tab. Those comments are mixed. They range from Kardashian fans (I love your show) and Carl's Jr. fans (who is she?) to anti-sex comments (love the food, hate the sex ads) and uncensored vulgarity (you'll have to look some of those up yourself).

All in all, it doesn't seem to add up well. While Kardashian is apparently cool online, it doesn't make Carl's Jr. cool to host an event on a network where fans already have access. Much more valuable is simply owning some of her social media real estate, which Carl's Jr. already does.

Carl's Jr. will have to work harder than that to make up for entering social media relatively late in the game. It also seems less likely selling sex won't have as much power for the chain as it did in the mainstream media.

Why? Agencies used sex as a cheap and least creative way to cut through the interruption clutter via mainstream media. It tended to work for Carl's Jr. as part of its brand without ever being perverse (as Burger King comes across).

However, online is different. People tend to look for what they want. And most people don't look for sex when they want a salad or a salad when they want sex. That doesn't mean Kardashian is a bad pick for Carl's Jr. It only means they don't seem to have an agency that can make it really work for them. At least, not yet.

Helping Haiti: How To Respond Effectively

As the sheer scale of the destruction in Haiti caused by last week's 7.0 magnitude earthquake continues to reach people all over the world, the response has been overwhelming. So overwhelming that logistical logjams and the lack of an adequate supply chain may leave a majority of in-kind donations waiting for weeks before they can reach people in need.

"During these times of natural disaster, our first response is to donate food, clothing, and blankets to the disaster zone," said U.S. Congressman Kendrick B. Meek. "But this goodwill often causes delays in the supply chain providing recovery to those in danger."

In some cases, supplies are dropped and left on pallets for days before disaster relief organizations can move them to the most impacted areas. When supplies do arrive, some distribution points are disorganized enough that people in critical need are not the first to receive them. This is where communication becomes critical to any relief operation.

Timothy Ogden, writing for the Harvard Business Review, outlined four components that companies need to consider before making a pledge for support. They are important considerations in that Ogden recognizes that donations tend to spike in the immediate aftermath but fall short during reconstruction.

• Don't earmark donations for the short term.
• Research and choose experienced organizations.
• Consider monetary donations over in-kind contributions.
• Look ahead for potential long-term commitments that count.

For individuals, lending support can seem even more daunting. Every day, Haiti tops the conversations on social networks, but the call for support tends to be undirected. Bloggers Unite, which is a not-for-profit social network that helps direct bloggers to raise awareness and funds for causes in need, is attempting to direct some of the communication toward nonprofit organizations that meet the criteria.

The Bloggers Unite for Haiti home page includes three international organizations — Doctors Without Borders, Unicef, and Care — with direct donation information.

In addition to directing people toward those international organizations, all of which have experience in the area, the American Red Cross has developed a response page that helps individuals learn how to invest their donations, ranging from International Response and Haitian Relief and Development funds to broaden efforts such as service to the armed forces or wherever the need is the greatest.

For companies, specifically, choosing a broader approach to disaster relief might not amount to a timely news release, but will help organizations that are temporarily diverting funds to meet the immediate relief efforts. Without long-term or broad support, these organizations often find their ongoing programs challenged after an immediate crisis has abated and the media has moved on to cover the next story.

The takeaway is simple. Individuals and organizations do the most good when they respond to a crisis or disaster as opposed to reacting to it. You can help Haitian people the most by making direct donations to organizations like the American Red Cross or those listed at the Bloggers Unite page and by directing others who want to help to do the same.

Changing Behavior: How Expectation Shapes Satisfaction

For the first two or three weeks every January, one of the most common topic trends tends to focus in on people who made New Year's resolutions. Last week there were almost 30,000 daily articles on this subject. Even the government offered resolution advice.

Most seemed to center on the same advice: Have vision, remain committed, and stay motivated.

While all of these things are true, most of it is centered on common sense. Persistence and will power can be effective tools. However, if people had that much will power, it seems unlikely they would have a habit or behavior they need to change.

Perception Shapes Expectation.

Maybe the challenge isn't vision, commitment, or motivation. Maybe the challenge is something else.

Most people perceive themselves based on what they have done. Whereas most resolutions (and motivational speakers) ask people to perceive themselves based on what they can do. Smokers resolve to quit smoking. Overweight people resolve to get thin. Spendthrifts resolve to save money. And so on and so forth.

The challenge is that if someone perceives themselves to be something defined by a habit, and they view that habit as exceptionally difficult to break, then their expectation will remain unmet in a relatively short time.

Expectation Shapes Satisfaction.

Last week, I wrote a post about living in the present tense as it applies to internal communication. The practice is tied to defining the act of "doing" as the goal. And by "doing," people can meet immediate expectations by making small changes.

So why is that important? Meeting expectations leads to satisfaction. It empowers the smoker to feel satisfied that they are limiting where they smoke (such as no longer smoking in a car, for example) or overweight person that they are following a physical fitness program or spendthrift that they are investing $20 a week before they spend it.

It changes the dynamic from failing (doing something they no longer want to do) into succeeding (doing something they said they would do). And this leads to a sense of satisfaction, which increases will power.

Satisfaction Shapes Perception.

When something satisfies an expectation, people are almost always more likely to pursue it again. And with every satisfied expectation, they will develop a new, perhaps healthier, perception of who they are and what can be done.

Does any of this have anything to do with business communication? Everything, really.

The way people respond on an individual basis is similar to how they respond within the market. When business communication over promises, it's much more likely to elevate expectation and leave people unsatisfied. In turn, unsatisfied people quickly become unhappy customers or demoralized employees.

Sharing Content: How Releases Impact Perception

Earlier today, I came across a press release posted on PR Newswire that questioned the validity of widely believed scientific data. And if the accusations in the release were true, it might have made an interesting case study in crisis communication.

However, I decided to pass on the topic after discovering that the originating source was biased. Instead, I decided to track the "success" of the release. The results weren't surprising, but they may be disturbing.

After CNBC ran the release as an automated PR Newswire pickup, the "story" was rewritten and embellished by a few bloggers and a few other mainstream media outlets. In turn, more mainstream media outlets and bloggers (along with some social network discussion groups) picked up on and discussed variations of the topic as well.

With each new wave of interest, some of them dropped the initial source all together, either accepting varied degrees of pro-con bias as "fact" without the need for attribution or preferring to attribute the content to a more credible news source or wherever they first learned about the story (their most immediate source). And some, apparently unaware of anything more than their interest in the topic, wrote new stories with new sources, either supporting or detracting from the original premise.

Ten Findings From Following A Single Release

1. The greater the popularity of a topic, more than the merit of the content, drives increased exposure.
2. The further content travels away from the source, the less likely the source will be mentioned.
3. The further content travels away from the source, the less accurate or tied to the source it will be.
4. Regardless of how accurate or tied to the source the content might be, people believe the content.
5. In some cases, negative sentiment toward an outlet generates a negative impression of the topic.
6. Many bloggers and media outlets cover topics with no knowledge of why the topic might be popular.
7. Communication, in this case a press release, shapes opinion well beyond measurable means of monitoring.
8. Over time, there is no means of communication management as the public shapes its opinion.
9. Most people have no knowledge of the public sentiment en masse; they only see their immediate contacts.
10. Some media outlets are lending credibility to biased sources, without vetting a single fact or original source.

It might make you wonder about the "news" we read today. Or, it might make some of us wonder how we, as communication professionals or public relations practitioners, are directly or indirectly shaping the world. Maybe.