Archive for the ‘internet’ Category
Yesterday was an anniversary. Eleven years ago, I started this blog. I was working media relations for a university then; both my parents were alive; I had a regular column for a CBC Radio show (in fact, a lot of the early content of the blog was made up of scripts for my CBC column), and I thought there was something to this social media thing, but I wasn’t quite sure what it was. Who knew I’d still be doing this a decade later?
Not that I planned any of this out at all, but my blogiversary coincided with a visit to Ottawa by Gini Dietrich, the CEO of Arment Dietrich and the author of the brand-new book Spin Sucks (also the name of the agency blog). I’m working my way through the book and plan on giving it a fuller review soon. But her appearance at Third Tuesday Ottawa was a convenient marker.
I have a lot of respect for Gini, the business she’s built, and how she’s done it. I also like her a lot. She’s fun and funny to be around, and she falls in that category of people that I take great pleasure in teasing (not growing up with sisters leaves a void in your life you have to fill somehow). And it was unsurprising to me that her presentation to TTO was typical of her: incisive, opinionated, entertaining, and well-reasoned.
Gini summed up one of her central arguments about the suckitude of spin as “It’s a marathon, not a sprint,” referring to the need for PR practitioners and clients to adopt a long-term mentality toward social media and toward brand identity. For example, don’t use black-hat SEO techniques for an immediate boost in search engine results (sprint); build your site and act in a manner so as to build those results over a longer term (marathon). She’s been developing this metaphor for some time.
I like the metaphor (and forgive her for using a running metaphor despite her being a far superior athlete – a cyclist – than just some runner). But here’s the challenge of being a marathoner in this business is trying to convince people to stop running so fast.
The social media tools and the availability of real-time results is a potent drug, and it’s easy to become addicted to instant feedback, instant action, instant reaction. So the challenge for me when I’m working with a client is to simultaneously tell them to be active on social media, to be monitoring feeds and the like, but at the same time to not assume or expect that your video will go viral, that your blog will rocket to the top of the charts, etc. That’s especially true if you have other people in the consulting world who are promising those easy instant results.
In my experience, one of the best things I can do with a client is get them into using an editorial calendar for their social media efforts. Turning the page from month to month – physical or virtual – makes people think longer term. What powerful tools or arguments have you discovered to help your clients or your colleagues get the tricky balance between FASTER and SLOWER! I’d like to hear ‘em.
I was pleasantly surprised to discover that — as if by magic — just a few days after writing “It’s hard to be social when you’re not social” about the Canadian federal government’s difficulty grappling with social media, Digital Canada 150, the long, longgggg-awaited digital strategy of the Government of Canada was released on Friday afternoon, April 4.
This is a digital strategy that’s been promised and not delivered by five Industry Ministers since 2006, when the current government was first elected. So if the rest of this post is critical, I have to give the current minister James Moore some kudos for at least publishing something.
The first thing that gave me the willies? A Friday afternoon release. Even though it seems everyone’s wise to the tactic, I still get worried that a Friday afternoon release of anything means there’s a desire to bury it.
The second thing that gave me the willies? The flash animation for the launch, leading to the … flipbook and downloadable PDF, which treat the reader to full-page vanity messages from Industry Minister James Moore and Prime Minister Stephen Harper.
And then we get to the meat of it. There are five pillars to the strategy: Connecting Canadians, Protecting Canadians, Economic Opportunities, Digital Government, and Canadian Content.
Each section has a number of policy directions, followed by a list of things the government has done, will do, and a success story.
A year-and-a-bit ago, Maclean’s magazine writer Peter Nowak wrote this “New Year’s resolution” for a digital strategy. In it, he argued for things like:
- Create a Technology Minister.
- As Nowak put it, “Incubators, incubators, incubators.”
- And a combination of increased broadband service and subsidies and training for those who aren’t currently online.
Veteran Internet observer Michael Geist calls the document “the digital strategy without a strategy“, and points out that of the $5.72 billion the government just raised from a wireless-spectrum auction, the plan identifies far less than that in investment. And IT World Canada’s Howard Solomon quotes Geist and others with some fairly substantive criticism. Openmedia calls it a rehash of previous announcements.
Byron Holland, the president of CIRA, Canada’s .ca registry, wrote in a blog post “The digital economy, and Canada’s digital future, is too important to be left to a series of activities that may or may not relate to one another. We have seen time and time again what happens when leaders get too focussed on day-to-day activities instead of focussing on a strategic direction.”
CIRA’s 2010 submission to one of the consultations that led to this strategy suggested, among other things, that “it is useful for the Government of Canada to benchmark Canada’s performance in the digital economy against other countries and in particular against major trading partners. With this in mind, it might be useful to create an ongoing compendium of publicly available data with an annual assessment of where Canada stands, available on-line.” Sadly, there’s nothing in the strategy about that, and if there were, we might well be quite disappointed with the results.
My particular hobbyhorse last week, and on an ongoing basis, is the federal government’s use of social media in its operations. The Digital Government section offers not the slightest hint that government departments or agencies will see their ability to actually DO social media increase between now and 2017 (the 150th anniversary of Confederation, our country’s founding). The section focuses almost entirely on open data — a useful tool, and not one I’d argue against. But if you were hoping that this document might encourage departmental blogs, or Youtube videos with comments enabled, or Twitter feeds that actually conducted conversations with followers, you are wearing a black armband today.
Our federal government has at its fingertips great levers of power and money. So far, it has not chosen to use those levers to re-engineer government to catch up with what we’re doing in our daily lives, right now. Rather, it’s simply going to pick around the edges of things, drop a little money from time to time, and unfortunately, let its citizens — and its international counterparts — leave it in the dust.
A bit of a media — well, not a storm — drizzle began in my city last week. My local newspaper ran the story “Four staff work on widely-unwatched PMO promo videos.”
The nub of the story: in January of this year, our country’s Prime Minister (already the subject of some severe criticism for his inaccessibility to media) launched a YouTube feature called “24-Seven” (“24-sept” en français). The videos, at least one each week, are published to the PMO’s YouTube channel. And viewership has been less than revolutionary. The March 20-26 edition has 30 views in English as I write this, and 12 in French. Four public servants produce those sparsely-viewed videos “as part of their regular web publishing duties.” Those public servants include a director (annual salary at least $105K), a “multimedia specialist” (starting salary $56K), a “project coordinator” (starting salary $72K), and an “analyst” (starting salary $52K). The story notes that information wasn’t available about the people who actually shot and edited the video.
It’s easy to scoff at videos that have two-digit view counts, and equally easy to be sniffy about the expenditures. But this initiative is far from the only federal one that has failed on YouTube. Canada’s National Research Council has a four-year-old channel with 29 videos. Two of them have more than 2,000 views. Industry Canada’s channel has 15 videos, of which one has more than 1,000 views. Health Canada has posted 97 videos over the last four years, and has relative success, with some videos approaching 70,000 views. Environment Canada’s most popular video of its 30 has 9,300 views.
This week, the opposition parties to our federal government are continuing to ask questions about the videos, according to a post by intrepid CBC blogger Kady O’Malley. The opposition parties are assuming, I guess, that there may be tidbits they can use to hold the government up to ridicule or attack.
It’s surprisingly hard to get high-level numbers about YT views. A 2009 study by Tubemogul showed that less than five per cent of Youtube videos got more than 5,000 views. If those numbers are still even close to accurate, even 1000 views is not a definite failure.
Why don’t videos produced by our government do that well? Because Canada’s federal government does not do a good job with social media. It’s that simple. It consciously turns its back on the things that differentiate social media from traditional government communications methods. What do I mean by that?
In no particular order:
- Closed comments and strangled sharing options
- Lack of promotion
- Lack of interaction with potential viewers
- Focus on the channel and not the strategy or the content
Comments and sharing. If you put your videos up and disable comments and prevent people from embedding them in other pages, you tell the viewer that you’re not interested in the conversation.
Lack of promotion. Videos rarely just magically find viewerships. You need to get them out there, with concerted effort at sharing. When even the most innocuous tweet is subject to a truly onerous process, it’s impractical to promote your video assets. Imagine if someone were to tweet “Would love to do my taxes, but I don’t think I know how”, and someone from CRA replied with a pointer to a video tutorial! But if that tweet has to be seen and approved by dozens of people, it’s never going to make a difference. That’s just one example of how social media could be used to promote video assets but isn’t. Another example: the Public Health Agency of Canada has a channel with 29 videos. It also has a FB page with 7,854 likes. I went through the FB page for 2014 and 2013, and there were no posts pointing people to the Youtube channel or to a specific Youtube video. Those types of cross-promotion have no “hard costs” attached; it’s not like you’re buying Google Adwords or FB “boosts” and spending real money. It’s someone’s time.
Lack of interaction with potential viewers. Canada’s federal government doesn’t allow its public servants to take individual voices online. There’s a long tradition in Canada where the Prime Minister speaks for Canada, his or her cabinet ministers speak for their departments, and the public service works impartially and anonymously, away from the public sphere. There are rare exceptions: Environment Canada meteorologist David Phillips is a bona fide star, doing countless interviews about weather. But Phillips has no online brand — no Twitter account, FB profile (that I can find), no blog. So his public persona is based on doing interviews with journalists, not with interacting with “normal people.” Other jurisdictions allow their public servants more latitude. For example, the UK’s Foreign and Commonwealth Office has nearly 200 of its employees on a blogroll. These posts are often engaging and VERY personal. They even allow UK citizens to guest blog, like this expat who now lives in Sofia, Bulgaria. Another example: the US FDA has a Twitter account, and while I don’t know who is behind its Tweets, they do engage with their readers from time to time, like this:
When everything is collective, impersonal, and when there’s no conversation at all, there’s no opportunity to build relationships with the people who might be interested in your content.
No focus on the strategy, content or presentation. Many federal government videos lack creativity and end up looking and feeling like really second-rate corporate products. I frequently point to this video, produced by the National Research Council as an example of what government gets wrong with YouTube:
Sadly, this is not a particularly isolated example. Slick? Yes. Professionally shot and edited, from the look of it. But the supers (the text that flies by) have no relationship to the images. The images themselves are simply an amalgam of people doing things that are more or less understandable. There’s no human voice to it. There’s no call to action; there’s no strategy or plan underlying the shooting.
Even when the NRC has cool content — NRC scientists spent two nights in the Louvre doing amazingly detailed scans of the Mona Lisa — the presentation of this content has a pedantic, “this is good for you but you won’t like it” feel. Why not speak with one of the scientists doing the work? Why not have him or her walk you through the painting? Why not explain why of all the countries of the world, the NRC’s equipment was the best to do this job?
I teach a lot of public servants about social media. And often, the classes are punctuated with “we can’t do that”s, with rueful head-shaking, with eye-rolling. I understand that there’s a value to government proceeding slowly in terms of its adoption of technology. But there is — or at least there should be — a premium placed on innovation. The US Centers for Disease Control must believe that; they published an emergency preparedness guide to a zombie apocalypse, and garnered huge acclaim and attention.
The only thing surprising to me about the Prime Minister’s video channel is that it exists at all. That it’s poorly watched and takes four people to make the videos? No surprise. That its content is uninspiring and its presentation is not innovative at all? No surprise.
There’s one more thing that is disturbing about how our federal government uses social media, and it was stated perfectly by Ken Mueller in his recent post “Social media: where marketing goes to die.” I can’t say it any better than he did, so here’s his key paragraph:
When it comes to social media, I think most failed efforts are pretty much the same. It’s not that social media doesn’t work, it’s just that those in charge are generally guilty of some form of neglect. We spend a lot of time and effort on all sorts of marketing and communications campaigns, but somehow, social media comes last. Social media suffers from neglect. And then I hear “I guess it doesn’t work.”
No, you just let it die.
I worry that public servants will look at moribund Youtube channels, not understand the context of social media, and decide that even 70,000 views is a failure. And with no commenting or embedding, there’s no way to show other things that might indicate a video is catching people’s attention.
I don’t expect government videos to be as creative as those done by two creative individuals like Pomplamoose (keep in mind, these folks compose, perform, and record the music AND shoot and edit their videos themselves). Trust me. In an enterprise as large as the federal government, there are people who have the technical and creative skills needed to make truly good videos. But they’re hamstrung. Same thing with every social media channel. The potential for excellence is there. But surely there’s an inch of play that the government’s communications policies could allow the talented communicators who work there to exercise.
I spent a week with my mom this month. It was the first anniversary of my dad’s death, and it had been a while since I’d seen her, and I thought it was a good time for me to be in Cape Breton. So there I was.
Spending time with an 88-year-old where my access to the Internet was distinctly limited changed my behaviour a little bit. Rather than sitting in my second-floor office typing, I spent a lot of time with her, talking. Or listening to her. I think she’s a bit lonely, and having another person in the house made her want to talk. So I let her.
And so, one day we ended up in Baddeck. Baddeck is a tourist town at one end of the Cabot Trail in Cape Breton. It’s probably best known for its association with Alexander Graham Bell, who lived there for a long time and built the Silver Dart, the first plane to fly in the British Commonwealth (in 1909) and the HD4 hydrofoil that held a speed record for boats for 20 years, and was a giant booster of Cape Breton as a place of pastoral beauty.
Today, it’s got lots of gift shops, ice cream, a museum or two, and a stunning bay full of pleasure boats. And an antique store. We went into the antique store, which had some interesting books (which I didn’t buy), some neat militaria (which I found interesting), and some china (my mom found a lovely cup and saucer). When she got to the counter with her purchase, I jokingly said “Thank God you don’t have any fountain pens, or I’d be in real trouble here.” At which point the proprietor brought out the fountain pens, and I walked away with a classic black and silver Parker 51 for twenty bucks.
It writes like a dream. I’ve used it in a notebook, on some paper, and in a handbound leather journal that I bought in Pisa at Legatoria Dante. Why am I telling you this long preamble? Because of a column I read in my morning paper. In the column, titled “The end of the printed word, revisited”, journalism professor Andrew Cohen argues
“Just when you thought that ink was over and paper was passé, along comes word that the world of books isn’t disappearing after all. In fact, its death has been greatly exaggerated.
Skeptics of the virtual life are scorned as Luddites or antiquarians. With the arrival of every new laptop, tablet and smart phone, we are to fall on our knees in wonder and gratitude.
In two particular but significant ways, though, we may be having second thoughts. One is how we are reading. The other is how we are writing.”
Plainly put, this is a bollocks straw-man argument, which Cohen himself proves in the column. As Shel Holtz so frequently says, “New media does not push out old media.” E-books don’t mean the end of paper books. TV didn’t end movies. The keyboard hasn’t ended the pen. About the only things that have almost entirely disappeared that I can think of are the typewriter, the floppy, and the 8-track. And even typewriters are still being sought out (by the nichiest of niche markets, mind you). The car and the motorcycle didn’t eliminate the bicycle or the train.
I suspect that nobody’s ever made the kind of statements that Cohen uses as the basis of his argument. I love technology. I started using computers with my TI99/4A and haven’t stopped since. I have an e-reader (thanks to a contest run by blogger Andrea Tomkins); I have shelves and shelves of books. I have an iPod crammed with music, and I have hundreds of CDs. I have a computer I’m using to write this post. I have my pens and books to write thoughts and ideas and stories and yes, sometimes blog posts too.
Sometimes I read things digitally. Other times I want a printed version. Sometimes I grab my iPod. Others, I pop in a CD. Or I plug headphones into my computer. It’s not about either-ors. It’s about options. None of us are binary. When it comes to technologies, we’re all omnivores. Dichotomies in this world are all false ones.
If you read or hear something suggesting that A means the end of B, or that the writer or speaker is a member of a scorned minority by virtue of not liking this or that piece of technology, or social media, or whatever — do yourself and the person in question a favour. Politely tell them they’re wrong, and that reducing the remarkable complexities and subtleties of human behaviour to a binary choice is silly.
Because I’ve spent a lot of time over the last few years teaching at Algonquin College and at Eliquo Training and Development, and because I’ve done a fair amount of speaking on social media and communications topics, I’ve found myself doing lots of “social media 101″ talks. And I’ve written dozens of posts here under the “how-to” or “SMB101″ categories, which are posts particularly useful for people trying to get started in social media.
Do I find that repetitious or tiring? I suppose that would be possible. But as I’ve been doing this, I’ve become more and more convinced that even though “going deep” is appealing, business as a whole is still at the beginning stages of exploiting social media.
Given that social media has been a “thing” for a number of years, the following stats may surprise you:
- Two-thirds of businesses in one survey said they weren’t doing any social media monitoring for business purposes.
- Nearly half of people with smartphones look up information on a product they’re considering buying right there in the store. And more than 40% people will not return to a website with a crappy mobile experience.
- Four out of 10 businesses either seldom or never monitor online reviews about their business. And yet… sentiments expressed about a product online have been shown to reduce customers’ willingness to pay.
- Three-quarters of small business have fewer than two people dedicated to social media.
- Six out of 10 small businesses spend $100 or less on social media.
These stats, and the feedback I get from students, tell me that while those of us who think about social media all the time are busy talking about some of the minutiae, trying to figure out the latest changes to the Facebook algorithm, and pushing the discipline forward, a large portion of the people who are actually working with customers are still trying madly to figure out if and how to do a blog, start a Facebook page, or get on Twitter. And another large group of businesses have started using some or all of those tools, but are floundering.
While it’s a joy to be on the cutting edge, it’s important to realize there are a lot of people out there running businesses who are just struggling to get by. It’s easy to say “Well, they just need to buckle down and get going,” but it’s nowhere near that easy to DO. Let’s not leave them behind.
Earlier this month I wrote about taking public stands as a business. One of the elements of that post was that you want to be listening to the conversations taking place around the issue, and around your business. Ideally, you should be doing that on an ongoing basis.
I also wrote about developing a “listening strategy.” Maybe you took those posts to heart. But, you say, you don’t regularly monitor social media? Too difficult? Too expensive? Pshaw.
Yes, you can spend money on a commercial social media monitoring service. There are lots out there. But maybe you don’t have the budget for that. Well, In a few steps, you can have a listening post set up that might not be as exhaustive as some giant corporate operation, but is certainly going to be better than ignoring conversations.
Step one: Get your Google on.
There’s more to Google than just searching for that store that sells those gadgets you need. You can use tools like Google News, Google Blogsearch, in tandem with RSS feeds and/or Google alerts to know exactly what is happening in your industry, when someone writes about your competition, or when a blog covers a topic of interest to you or your business. Don’t forget about Youtube searches as well.
Step two: Say yes to RSS.
The geekosphere mourned the loss of Google Reader when it was shut down on July 1, 2013. But there are alternatives, like Feedly. What are these things? Here’s my simple description. Websites, Google searches, and all sorts of web-based tools all generate something called an RSS feed. That feed gets updated every time the site is updated. Feedly, and other RSS readers, grabs all the feeds you want and creates a newsstand on your screen. You can skim through hundreds of websites in a couple of minutes, keep the articles you think are worth keeping and forget about the rest. To try to visit an equivalent number of sites would take HOURS. This is a huge timesaver.
Step three: Make it a nest-y habit.
Make checking this part of your daily routine. My recommendation: First thing in the morning, when you turn on your computer or tablet, you check your e-mail, right? Then you do the same thing with your RSS Reader. You then flag anything that’s of importance and act on it — give it to an employee, respond, make phone calls, put it in your follow-up file — whatever works.
If you do this? You’ll be further ahead than the majority of businesses, as you’ll see by this late-2012 study that found that TWO THIRDS of companies aren’t monitoring social media for business purposes.
Got a question about setting up your listening post? Leave a comment. Like this kind of post? Click on the “SMB101″ or “Tips” tags just below! Need a little help or support setting things up? No problem – contact me.
(photo: Creative Commons licenced by Flickr user Elliott Phillips.)
I do a lot of teaching. Either formally in a classroom (like at Eliquo Training and Development), or over a coffee, or as part of a consulting job for a client. And one of the things that always gets covered first, or nearby, in building social media strategies is… LISTENING.
Why? The answer relates to one of the fundamental differences between businesses working in the social media universe and the pre-social media universe.
Here’s my rant about listening:
Back in the day, “listening” was more or less equivalent to the research that your organization could afford to do. It was made up of activities like focus groups, market research, surveys, and the like. You did it when you chose to. And then you chose to either act on what you learned or ignore it, and enjoy or suffer the consequences. Occasionally, people would self-organize to boycott a brand or give it some sort of cohesive message. But that was far from common.
When the use of social media tools went mainstream, all of a sudden people discovered they could talk with each other online. And even if they weren’t directly interacting, there were sites that aggregated people’s feedback and opinions. Didn’t like a movie? You could complain about it on an IMDB forum. Love your local coffee shop? You could share the love with the world!
Those conversations and aggregations are happening now, and will continue to happen. If your business has a public face, chances are that some of those conversations are about you.
If you start using social media like the old school, push-out-the-messages marketing tools, you run the risk of annoying or alienating people already talking about you. If you attempt to shut down those conversations as “threats” to your brand, you risk the “Streisand effect.” And if you ignore the conversations, you come across as uncaring.
So the best choice is participate. But to do that, FIRST YOU MUST LISTEN. It isn’t that hard. There are lots of tools out there that you can use to create effective listening posts. RSS readers (I like Feedly, now that Google Reader’s gone); Google Alerts; Twitter clients like Hootsuite or Tweetdeck… The tools are there, and you can set things up fairly quickly. Once you take the time to set things up, it’s not that difficult to consume a great deal of information about your organization and respond to whatever you need to in a short amount of time.
If you’re a larger business, you likely have resources set aside to do this. If you’re smaller, you may not. Whatever your situation… don’t you want to be on top of this? If you want some help with that, let me know.
One of the things that social media offers EVERYONE is the chance to present important work to the world in engaging ways. Proof? Just look at a map from the James McGregor Stewart society in Nova Scotia. I think if you read this post, you’ll see that even the most underresourced organization can use online tools to do good work and spread it.
The James McGregor Stewart Society, a small voluntary group with a single summer intern, has managed to pull off in a month what the Disabled Persons Commission of NS (annual budget: $600,000) and the Nova Scotia Human Rights Commission ($2.1 million) have not achieved in the decades of their existence.
It has surveyed the accessibility of MLAs offices throughout the province. The results will not be a source of pride for Nova Scotia or its legislators.
So, the back story:
The James McGregor Stewart Society’s prime mover, a guy named Gus Reed, got a question from his intern. She wanted to find out how easy is it for people with disabilities to meet with their elected representatives? So, simplicity itself. She phoned each of the 52 MLAs’ constitutency offices and asked them some very simple questions about accessibility. Here’s what they asked:
- Does your office have parking? If so, is it paved? Does it have designated accessible spots?
- Is there a power door button?
- Is your entrance accessible (level, ramped, and / or elevator?)? Does it have a portable or other questionable ramp? Does it have a step or stairs?
- Is the washroom large enough for a wheelchair? Are there grab bars and/or a wheel-under sink?
- Is your office on an accessible transit route?
With this, they assigned points so that MLAs could score between -1 and 6.
Here are the results:
The mean score was 3. Keep in mind, you could get a 3 by having a disabled parking space at your office and having a door at street level. If you had an accessible washroom you’d get a 5. So a mean score of 3 is not exactly inspiring.
I spent a little time trying to get a handle on the Nova Scotia government’s accessibility policy. As best as I can understand it, buildings constructed since the 1990s, or buildings that have changed their purpose (from a house to a retail store, for example) are required to conform to the provincial building code, which mandates a number of measures to ensure disabled people can get access. (The building code regulations are here, and the province’s 1986 Building Access act is here.) Unfortunately, calls and emails to the province’s Human Rights Commission and Disabled Persons Commission resulted in little useful information. However, a cheerful fellow at the provincial department of Labour and Advanced Education (which is responsible for the building code) walked me through the regulations so that I got a cursory understanding of them.
The shameful level of accessibility is one thing. But I’m not an accessibility blogger – I’m a PR and social media blogger. So I’m gonna take on that aspect of this.
What really caught my eye in Parker Donham’s post was that nobody else had done this sort of survey before. Certainly, it’s not a technical challenge; simply pick up the phone 52 times and you’re done.
But what social media now offers is the opportunity to disseminate these findings in a graphically-rich way quickly, easily, and widely. No wire service needed, no fancy-dan graphic designers. Just Google Maps, Blogger, and email.
I spoke with Gus Reed on Skype on June 6, and he told me they weren’t sure what would happen with this survey. With no staff, the James McGregor Stewart Society has no “machine” to churn out a mass of followup documents. And this story may not make a dent in the media or in Nova Scotia government policy.
I want to draw out some public relations and social media lessons for both activist groups and for those who are their likely targets — large corporations, organizations, or government.
- Do solid work — like calling all 52 constituency offices, and tell your story well. Don’t focus only on media attention. A well-told story, like “people in wheelchairs can’t participate in basic democracy” is going to make people stop and read. If your work is shoddy or bloggers or media get burned, though, good luck getting someone to listen a second time.
- Use the resources you have at your disposal. In this case, the society has a blog on Blogger. Sure, they could get more fancy. But they haven’t. They used Google Maps to visualize and annotate their data. Gus Reed used Skype to give me more information.
- Have a plan. Even if you’re not going to push hard on the media front, doing the work requires followup. What will your next steps be? Once you do them, what’s next? Even for voluntary organizations with no staff, this stuff isn’t a closed circle, it’s lather, rinse, repeat. (Hint: there are lots of municipalities in Nova Scotia to look at, Mr Reed. Hint 2: There are 12 other legislatures that groups could survey in exactly the same way.)
- Do not look at this as a threat. Look at it as an opportunity. Even if it’s critical. And especially if, deep down, you know the criticism is well-founded.
- Do not ignore small organizations as powerless. The “amplification effect” may leave you chasing down a forest fire.
- Respond. Promptly and substantively.
Not so long ago, my friend Dennis posted an infographic about the misuse (accidential or wilful) of data in infographics. In a handy infographic format. I’m going to take the opportunity to embed it below. It’s worth keeping.
But Dennis’s nifty graphic only tells us about one place where we can be led into temptation — the infographic.
I happened upon a newsletter today that made me think of how easy it is to make marketing and communication decisions or take action based on information that should be questioned.
Mobile Commerce Daily reported on May 29 that “44pc of shoppers will never return to sites that are not mobile friendly: report.” The story is based entirely on a survey carried out by US software company Kentico, which makes content management systems. Kentico issued a news release about the survey on May 28, but it could be that the newsletter had an embargoed copy of the release.
The information is interesting. For example, it says that nearly 9 in 10 people with smartphones use them to compare products to competitors. And 45% do it right in the store, underlining the practice of “showrooming.”
But… in the newsletter story, there’s no information at all about the survey data. Even more frustrating is the lack of a link to the source data. I tracked down Kentico, then hit their press centre, where the news release about the survey sits. If you go to the Kentico site, you discover that the data-gathering part of this survey consisted of “More than 300 US residents 18 years old and over participated in the Kentico Mobile Experience Survey, conducted online during the month of April, 2013.”
Now, a survey sample is neither good nor bad. The point is to understand that sample. Was it a random sample? Did the participants selfselect? I couldn’t tell anything more than what I just said, because Kentico didn’t link to the survey itself or a more detailed report of its findings.
I contacted Kentico’s PR company, and Chris Blake of MSR Communications was prompt, open and detailed in his responses to my questions. He gave me demographic information that SurveyMonkey, the tool they used to do the research, provided, and a copy of the questionnaire. After a brief perusal of some USA census data, I learned that their sample of 300 people skewed only slightly more male, somewhat older, and way more educated than the US general population, for one thing. And the data provided on their sample gives me a sense of the potential sampling error rate (while Chris Blake suggests a ±5% margin of error, I’m thinking more like ±10%).
I don’t think there’s ANYTHING bogus about the survey results here. But I needed to take a fair amount of time to convince myself of that. And there are many occasions on which I find the data or survey results so problematic that I forget about using them.
There’s a flood of survey results and other materials that get published by the originators of the information, by newsletters, and by people like me every minute of every day. It’s easy to take everything at face value. But think twice. As a teacher of social media, I’m constantly looking for good data to share with students. As a consultant, I’m looking for information that I can use to help clients make sound decisions. But it is dangerous to see a newsletter article and use it to tell students or clients to base their actions on the data it contains.
Back in the days when ink and paper cost money, I understand the need for brevity and concision. But these newsletters are electronic. Pixels don’t cost anything but the time to write. And if you’re not going to disclose proprietary or competitive information, why not make as much information as you can readily available?
The more easily people like me can peruse your research, the more likely we’ll be to accept its conclusions. The more difficulty we have understanding the process behind the numbers, the more skeptical we become (or at least the more skeptical we SHOULD become).
And if you’re in business and trying to grapple with the challenges of communicating using social media, either desktop-style or mobile, make sure to ask questions EVERY time you see statistics and survey results. You don’t want to have to explain to your boss why you made a bad marketing or sales decision based on data you found in a press release and didn’t vet.
It’s too generous to assume that just because someone writes a newsletter, they’re doing your due diligence for you.
Here’s Dennis’s great graphic:
As the tragedy of the Rana Plaza in Bangladesh unfolds, I’ve been thinking about something that happened more than 100 years ago.
In April 1911, a tragic fire in a clothing factory in New York killed 146 garment workers at the Triangle Waist Company and injured 71. Until 9/11, it was the second-deadliest disaster in that city’s history.
When I was a kid, I saw a TV movie based on this tragedy, and for some reason it stuck with me. Perhaps it was because at about 13, I was watching child actors portray workers in danger at the factory and dying from burns, or from jumping from the 10th storey or higher, as the flames became more intense.
And that fire’s come back to me now as rescuers give up hope in Dhaka and the body count rises past 400. The dead in New York in 1911 were the bottom of the barrel. They were recent immigrants, young women, desperately trying to gain a foothold in their new country. They worked making women’s blouses (known as shirtwaists) nine hours a day Monday to Friday, and seven hours on Saturday, for the princely sum of $12 per week.
When the fire broke out, apparently when someone dropped a match or cigarette in some cloth scraps, it raged through the factory, helped by the fact that far too much scrap cloth had been left in bins. And the doors to the factory were locked.
So the workers tried to escape. The fire escape, a compromise between the factory owners and the city, was shoddy, and 20 workers fell to their deaths when it collapsed and fell 100 feet to the ground.
Horrified onlookers watched dozens of people leap from the building, some described as “living torches.”
Now compare that to the thousands of garment workers in Bangladesh, making less than $40 per month as compensation for their contribution to the Bangladeshi export economy, which accounts for 80% of the nation’s exports.
The tragedy of this collapse is infuriating, given the fact that the building was constructed without the slightest apparent regard for building code regulations, and that the owner apparently tried to escape the country once the collapse occurred.
And when it was discovered that Canadian brand Joe Fresh was one of the brands being produced there, Canadians began to ask themselves whether they should be buying cloths. Talk of a boycott of Bangladeshi products began.
The issue was then complicated by people pointing out that a boycott of Bangladeshi goods might well result in hurting the very workers that it was intended to support and assist. As the Globe and Mail’s Doug Saunders wrote:
“The garment boom has reduced poverty sharply and raised the status of women. This has coincided with a five-year period of democratic stability. But the cities are corrupt and virtually ungoverned – almost certainly the root cause of the building collapse. Changes to building codes, safety standards and hygiene are unlikely to happen unless pressure comes from outside.
We know it can work. In 2010, Dhaka’s garment workers held huge protests: They won a historic minimum-wage increase of 80 per cent, to around $50 a month. And pressure from North American companies, chastened and embarrassed by events such as last year’s lethal fire, has increased safety and working standards in factories that sell to the West. Similar pressure can force companies to pay workers fairly and keep them safe from disaster and abuse.
The garment boom has helped reduce poverty in the West (by reducing clothing costs) and in the East (by providing wages far higher than subsistence farming or casual labour). The next step is to remain connected, and to demand the sort of workplace standards that should be universal. Bangladeshi workers should have the same protections that our own workers won, through tragedy and horror, a century ago.”
As you can see, I’m far from the only person thinking about this tragedy and relating it to the Triangle fire.
When over decades, living standards for workers in the West increased, and worker protections increased apace, we’ve seen that production go overseas, to places in which those protections and standards don’t exist. The Bangladeshi workers share many characteristics with their sisters who died 100 years ago.
But knee-jerk reactions don’t make for concerted change. It’s important for us to learn and to listen to those who know more about what’s happening on the ground, and then to figure out what the best thing to do is and to try to help our fellow man and woman by supporting in the BEST way possible, not simply the one that makes us feel good. And if we truly believe this is an important issue, we should be willing to act in a more substantive way than just clicking like on a Facebook page or signing an online petition.
Here’s a documentary about the Triangle fire that I found on Youtube.