Watching the social media marketing world talk about SnapChat has offered quite a few laughs. Most marketers hate it. They just don’t know what to do with it. They paint SnapChat as a way to talk to “young people” or millennials, perhaps a sign on how much the original generation of social media voices has aged.
Snapchat is pure and unaccountable. It’s really what social media was meant to be, a real goofy conversation between people. In that sense, perhaps SnapChat is social media’s ultimate revenge on businesses.
There are no parents, no employers, no tracking algorithms available to the common user or even most of the brands participating online. If someone wants to post private media to select followers, they can bypass their story and go dark. And, if someone doesn’t want to view your content, they simply don’t. Even if you pay to get your content featured in the Discover or Live areas, people have to opt in.
In my mind, Snapchat is almost pure, (yes, there are those paid content channels) uninhibited social media. That’s why it does not compute to those who want to track mentions, push brand messaging, and sell product.
It’s about people sharing experiences — silly, inane, and/or serious — with one another. Overt messaging usually fails here. That’s why corporate communicators would rather throw their hands down and quit, writing SnapChat off as a silly Millennial network.
The Untrackable Defies the Analytics Age
Perhaps the most confounding aspect of SnapChat is its lack of analytics and accountability for small and medium-based business marketers. In essence, the network is a walled garden.
Sure, you can advertise and get better analytics. But right now, you’d better bring a cool half million to the table for your entrance fee. Even getting a geofenced overlay can cost a pretty penny when compared to a Facebook boost or a Twitter ad.
The thing that SnapChat has going for it is its dark nature. Protecting customer integrity and their ability to post really interesting and generally (but not always) private social content is a huge differentiator.
Consider this. You can bash most brands on SnapChat and they will probably never find the complaint. Literally someone would have to screen capture it and send it to the social media manager. On Twitter, you’ll get stalked by someone trying to get you into private message land. If the complaint gets loud enough on Facebook, though less likely, you’ll probably have a customer service rep show up.
Then there’s the whole parental/employer thing. How many of you readers have decided not to post something because others would see it?
See, when social media is untrackable, it gives users a sense of ease about what they are posting. This free feeling is false. We all know what’s posted digitally can be picked up and sent anywhere, but nevertheless SnapChat has made it difficult. So analytics be damned, [young] people love their SnapChat.
Perhaps SnapChat really is the domain of the intern, as some older marketers would have it. At least the intern, won’t try to insert the brand in every post!
Until the Force Friday brought Star Wars joy or envy to every child across America, buzz had largely been fueled by trailers, social media posts across diverse networks, and the release of the previous six movies. Now a brand new and perhaps the most powerful group of word of mouth agents have been unleashed, kids under the age of 12.
Youth success with Generation Z could create an unconquerable tidal wave for Disney’s Star Wars franchise. Heretofore, Star Wars had been a smash hit with Baby Boomers and Gen Xers, the generations fortunate to have been adults and kids during the original trilogy (1977-1983). Millennials are also familiar with Star Wars, but through the less successful and critically challenged prequels (1999-2005).
Overcoming the Prequels
Let’s be fair. Great excitement existed for the new franchise before the Force Friday– in large part because of Disney’s stewardship and the hiring of J.J. Abrams to direct the first movie. Social media buzz was high, and a virtual cheer was felt across the Internet when Harrison Ford made his appearance in the second trailer for The Force Awakens.
But doubt remained. We have been let down before by the prequels. Even though the third movie in that ill-received (though lucrative) trilogy — Revenge of the Sith — was arguably close to the same quality as the original trilogy, the damage had been done.
In fact, when the third trilogy was announced the great excitement was largely inspired by George Lucas selling the franchise to Disney. Successes with both Marvel Studios and Pixar have shown Disney is good steward to other creative visions. Adding J.J. Abrams as director was the coup de grace. Abrams had already successfully rebooted the Star Trek franchise.
Star Wars could be reborn. Indeed, a new hope (pun intended) was felt amongst prior fans, and even millennials who had been burned with their generation’s installment. But doubt remained and soft debates occurred at cafeterias and bars across America.
It doesn’t matter now. Kids across America are demanding the toys. They want to see the old movies. They want comic books and novels. They will want to see the new movie, too. Parents and grandparents are obliging them, and in doing so are reintroducing themselves to the Star Wars Universe.
At this point, the only thing that could ruin the tsunami of Star Wars hype is a bad movie.
The Great Tease
The lack of knowledge about The Force Awakens and its storyline — a hallmark of J.J. Abrams productions — is fueling speculation. Part of Disney’s strategy to create word of mouth is the great tease. Every new trailer and now the new toys reveals a character or a new look to a familiar subject (including geriatric heroes).
People go crazy about what each new wrinkle means. Heck, even reporters are documenting changes that have occurred in Han Solo’s trusty vessel, the Millenium Falcon.
You have to give Disney credit, they have done a masterful job of inspiring conversations with the general public. Each moment creates incredible amounts of word of mouth marketing for the film, and all of its secondary and ancillary merchandise.
The overall excitement may even exceed the hype that preceded the first prequel, the Phantom Menace, in 1999. People waited in line for day, literally camping out, just to be the first to see the new movie. Unfortunately for them, the faux reggae alien Jar Jar Binks and wooden acting from the rest of the cast foiled the party.
Unlike the prequels, Disney probably won’t get a second, third or fourth chance to get the rebooted Star Wars narrative right. The product had better meet the hype or taxed fans who have been willing to forgive may simply move on.
An Omnipresent Transmedia Experience
Have you visited the graphic novel section of Barnes & Noble recently? If you do, you’ll find Marvel’s new Star Wars series tucked into the stacks right before Superman. It’s just part of the onslaught of toys, costumes, movies and books that you’ll find at the super store.
It’s hard not to go anywhere and not see or hear about Star Wars today. Merchandise, media, Star Wars events at baseball stadiums, and friends alike are abuzz with Star Wars or are trying to push it. Disney’s fans and marketing partners are doing as more to promote the movie than the studio itself.
This combination of word of mouth, partner advertising, and studio PR and social media is amazing. Disney has achieved marketing nirvana, a perfect storm of pre-release hype. Here is a list of several marketing initiative that we have noticed. Please feel free to add your own in the comments section:
Comic-con appearances by the original series heroes
Omnipresent social media activation with trivia and content across most major social networks.
Kids and adult T-shirts.
Guerilla marketing in NYC with Stormtrooper mobiles
Limited edition Star Wars cereal products in supermarkets
MLB team-sponsored Star Wars events.
As communicators, we dream of having big budgets to execute massive campaigns. Even with such a budget, we could only dream of the successes that Disney is enjoying this year with Star Wars. Our hats our off to their marketing team.
What do you think about all of the Force Awakens hype?
Going back to college for a second degree is not an easy choice, both from a time commitment and from a financial perspective. One could debate whether or not another college degree could prepare you for a new profession given how fast technology is changing everything.
Don’t get me wrong. I have a Masters degree in Communications, Culture and Technology from Georgetown. I still use the lessons learned, but my degree was from 2000. The long-term value was learning media dynamics, and how to think about the way people use communications tools.
Getting that degree was expensive, and it’s not something I can easily do again. So, in that vein when I need to learn new technical skills, I turn to alternative methods. Here are some ways I have embraced learning.
Learning by simply adapting a new method or tool can be extraordinarily difficult. Yet learning through experience can provide the deepest and most impactful knowledge. You know firsthand because you adapted by trial and error.
The challenge in this method is what I would call a sophomoric failure. A false confidence about how a technology or method works can carry you until a challenge arrives. There are often many tutorials online from people who have done the same thing, a virtual “YouTube University”, and sometimes these how-to articles and videos can help. But if the challenge is too stifling it could cost you a project or a job.
I would argue this is the challenge some social media experts face. They play with tools and talk about them, but cannot execute on projects based on their experience. A deficiency in the larger communications skill set is often the problem.
I self taught myself social media and learned several lessons along the way, including being more personal, reciprocation, etc. I became better with practice, but if I didn’t already possess other communications and marketing skills prior to my social start in 2006, I would have struggled a lot more.
2) Conferences and Seminars
Seminars, one-day workshops, and conferences are a quick way to jolt your thinking. They help you think about challenges in a different way. These types of events usually offer a quick lesson(s), and some examples from a more experienced person(s).
The value of a seminar is a quick fix to stale thinking. It may be all you need. But make no bones about it, the impetus is still upon you to learn and excel after the event.
Further, it’s important to have a discerning eye at conferences. Not all events are created equally. At even the highest quality conferences, not all sessions are equal. To use the social media expert analogy again, you may be just getting more sophomoric knowledge from another sophomore. Look for real examples and experience to discern the value of the tips offered.
A different method of learning is to take on an immersive experience. This basically puts you into a highly engaged full-time work simulation or learning environment. You are run through numerous exercises under the guidance of an experienced professional or instructor.
The effort is intense. It can blow your mind. But the new skills gained are invaluable and can really help you break out of a rut, and forge new ground. The trick is to continue using the skills in your regular work.
There are many examples of intensive workshop environments. Today’s coding academies are great examples. Language immersion seminars and schools are a more classic example.
Getting away for a week to several months may not be an option for many people. This is where traditional education and corporate training comes into play.
Learning through continuing education credits may not be as hip as a conference in a schwanky location or an immersion course, but it offers a proven way of learning new skills for work. The time commitment is much more reasonable (one or two evenings a week), and while homework isn’t necessarily fun, it offers a familiar routine for most.
Consider that many employers will compensate you for taking on a training program. It makes you more valuable to them. And continuing education and approved training courses are considered to be more acceptable and safe methods of learning.
When I worked at TMP Worldwide 15 years ago, I got moved into business development for a period of time (Yeah, I know, embarrassing, but I loved it!). At the time, my manager assessed my skills and suggested a Dale Carnegie sales training course. By the time two month-long class was over I had become the class SalesTalk champion, and I closed two multi-million dollar deals within the next year. Not too shabby.
These are just four ways I have learned new professional skills outside of the traditional college degree. What would you add for those looking to sharpen or reboot their skills?
We thought it would be great to have a conversation with them at xPotomac on August 27th and discuss. To help prepare folks, I interviewed Jamie and Maddie last week in Georgetown. The interview is quite fun and even includes a funny reference to Star Wars as you will see. Don’t miss their session on August 27th (register today using the code “Geoff” and get 20% off).
GL: Is GenX the lost generation?
MG: We’re not lost. I think we are purposefully the bridge. We have a foot in both places. Millennials don’t remember work before the Internet, but we do remember some of the old ways of working that still make sense. At the same time, we’re fully digital and we get that, too.
JN: Because we kind of invented all the Internet (laughs). We actually mention this at the very end of the book. It’s a little clichéd, but we’re all in this together. The millennials don’t actually take over. No one generation ever runs it all by themselves.
We use a Star Wars metaphor. Millennials are Luke and Leia. They’re the heroes.
GL: So does that make us OB1?
Both MG and JN: No, that’s the Baby Boomers.
JN: We’re Han Solo. Yes, we’re cynical, we’re independent, we’re all about taking care of ourselves, but we might save the day in the end.
GL: What is digital’s role in the millennial movement?
MG: The four key capacities that come out of our research — which is this intersection about millennials, what they like, how they operate, and awesome cultures – are digital, clear, fluid and fast.
Digital is the first one and we define digital as the digital mindset, which is about a relentless focus on the user experience. The user is the employee as well is the customer. It’s also about customization and personalization for the middle of the market as well as your top players. Then there’s continuous learning, continuous upgrades.
Millennials are used to having apps on their phone. Any kind of software that they use upgrades itself all the time. They want that in their work experience, their professional development.
GL: Have you seen Slack? Is Slack an example of that?
MG: Yes, we actually use Slack amongst the two of us. I am actually watching Slack pretty closely right now, and am fascinated by them. The reason it’s taking off is that acts in the same way that you can personalize your phones, every individual has a whole different library of apps based on what they want, need and use.
Slack acts in the same way, you connect all of your services, but at the heart of it is social, collaborative and chat, and the core of it is a chat stream. You can personalize your experience. It’s not about one ring to rule it all. It finds a middle way to connect.
JN: It’s just so pleasant to use. It follows what software designers should be doing right following an intense user experience. We argue in our book that you need that same intense user experience focus what it comes to your employees and you run your organization. Why are you not designing your organization with this radical emphasis on does this work for our employees?
The case study we use is a small nonprofit – they’ve only got 22 people – they designed the entire organization around the needs of the employee. Like most of the places we found for our case studies, employees say things like, “I can’t imagine working anywhere else.” Or, “I remember what it was like for XYZ company, and I’ll never go back again.”
When they have an opening they get applicants from the best tech companies in town. Not the other way around. Usually, nonprofits lose their best talent to the private sector.
They redesigned their office space and created it with the employee needs in mind, and not senior management. They put the boss out in front in a pod with everyone else, not in an office; because they found when everyone has senior access to senior managers they got their job done more quickly and effectively. There’s open space where they walk together, there’s a yoga room, they have a little coffee area, there’s wifi on the roof even though they are in Chicago. If it works for the employee, that’s what they do.
Their job descriptions are customized every year to the individual based on their career path. You could have two people in the same job with very different job descriptions because they are on different paths in their career. That’s harder work for the organization, but it’s better for the employee. It gets [the nonprofit] this kind of engagement that everyone is searching for in organizations, and they basically get more done than any of their peer organizations.
They put all of their content that they ever created for this association – The American Society for Surgery of the Hand – and put it online. They made it searchable across all platforms in an 18-month platform. It takes most associations 18 months to decide to do anything. They are faster and they get more done even thought they are only 22 people.
MG: Seven of their staff are full-time technology people.
JN: The average spend on technology in the association world is about 4%. They’ve got a third of just their personnel. They also have tablets and laptops and a database system. So they spend a lot more than that on technology.
That was one of our points in the book. You have to at least be on the right side of the technology curve. It’s still just an entry into the game.
GL: With technology today, would you say that we are in a constant stasis of change? How do people deal with that?
MG: This is one of the things that the millennial generation is very comfortable with. They are very comfortable with switching from one piece of software to the next.
GL: What do you think their secret is?
MG: I think it’s literally just based on social media and mobile apps. You have this tool in your pocket every single day, and it changes all the time based on when apps change. They live with this, they communicate with their friends with this, they play games, they do all of these things that continuously change. So they get to the workplace and they don’t understand why they are still using Sharepoint.
JN: I think of the word disruption, and there’s sort of constant disruption. Older generations define that as a problem. I don’t think that word disruption is as problematic for the younger generation.
What the millennial generation is more capacity to deal with the short term. There may be a downside to that; are they looking at the long term enough? But they are really good at dealing with short-term disruption: “This doesn’t work? That’s fine, we’ll just move to the next app.”
In the old world, the scenario would be we spent six months learning this app. We have to use it for another 18 months otherwise there is no ROI on it. [Millennials} say no it doesn’t work anymore, even though six months ago I thought it would, so we’ll just use something new.
MG: This is where the generational difference is in the workplace. A boomer IT manager who is in charge of the budget doesn’t want to buy a new thing every six months. You have to articulate why it is actually good to be flexible in the software you buy. You have to buy it with the understanding that it might not work in six months despite the money and they training you just put everyone through.
GL: Is there one thing you would like impart on today’s Xers and Baby Boomers?
JN: Most senior leaders need to radically shift their focus to their internal culture. Millennials care much more about culture than previous generations did. They literally ask them what matters most when it comes to a job, and culture comes first. Salary comes fourth. That’s not traditionally been how we focus on an inside organization.
So if you aren’t building cultures that make sense to millennials, you are going to lose for a long time. They are going to be your customers and your employees for the next 20 years.
They are the kind of generation that says if you are not doing it for me, I am going to go do it myself. That’s what they grew up with is the ability to do that because they have the social Internet. A lot of organizations say well if I don’t hire you, you’re going to have to go home and live with Mom. And [millennials] say, OK I’ll go home and I’ll start something.
The statement that we must evolve may seem obvious to many. Heads nod, people murmur their agreement, and they share their experiences.
Understanding what is coming next and how to evolve a skill set to meet that change both represent different problems. But to some the risks of failure, of looking like a fool used to far outweigh the rewards. Instead, people play it safe letting the young and the bold take the risks. So in my mind, successful evolution begins with an attitudinal shift, one that will become necessary for a majority of the workforce over the next few years.
The time of letting others innovate and then catching up when a trend becomes the norm is passing. A next generation of executives – millennials – are rising to the fore. Unlike Baby Boomers and to a lesser extent Gen Xers, millennials are less vested in tools and processes. Workers must embrace never-ending change.Jamie Notter and Maddie Grant, authors of When Millennials Take Over for xPotomac (post running on Wednesday). They discussed how generally millennials will simply move to the next tool set if it works better. There is little attachment to prior best practices. If something offers a better way, millennials simply migrate.
This new attitude towards change will become increasingly prevalent in the workforce. To stay relevant people must embrace change. Otherwise the consequences include limited career paths and possible unemployment.
Change with New Media
Changes come in a variety of forms, from workspace structure and layout to simple changes in media types. The latter is oft discussed because they affect so many people.
Here is a current example: xPotomac co-founders Shonali Burke and Patrick Ashamalla wanted to use Slack to help foster our dialogue and communications. For those of you who are not familiar with Slack, it is a next generation messaging service that does a better job of threading and storing conversations. Slack is generating impressive growth as more and more people use the service and share it with their friends.
I was reticent to use Slack given that I am already on Google Talk and Skype, but they gently nudged me. Sure enough, the conversations have been easier to access and maintain. It would be helpful to have Slack better integrated into other tools, but overall it is an improvement for workplace messaging. So on it goes. Adios Google Talks.
The only reason why I experimented was because both Shonali and Patrick touted the values of Slack. I listened. Here was a majority of the three vouching for the new.
Whenever I hear multiple sources tell me about a new method or tool, I force myself to set aside the old and begin experimenting. I have to lay aside prejudices. Experience has taught me that the new will always replace old, sooner or later. When I avoid the new, I miss new tools and become antiquated.
When Pinterest broke out, I scorned the social network. Today, it is one of the most powerful networks out there. As a result I had to play catch up, and learn about Pinterest. I possess enough knowledge about the network to guide clients, but I’ll never be a leader in the world of Pinners. The time of early adoption passed me by.
The Value of Short Term Memory
One attitude I try to practice is maintaining a short-term memory. Specifically, I intentionally try not to get stuck on past best practices, tools and technologies. Things change so quickly it’s not worth hardlining an older approach. It’s best to stay in the moment.
This willingness to forget is very intentional for me. I basically have to force myself to set aside skepticism (I guess that disqualifies me as a millennial). It’s important to approach things with an open mind, and without the baggage of preconceived notions.
To be fair, not every new medium or technology is a winner for me. Some are just the shiny object du jour. Others just don’t fit into my business or personal life. What’s important is that I am willing to try them. And if they don’t work, then I must forget them just as easily as I would forget an old technology or method.
It was interesting to see Chris Brogan openly experiment with and eventually reject Periscope as a tool last week. He saw its value for others, but ultimately decided it didn’t work within his media mix. I get that, often finding video to be difficult to incorporate (at least with the budgets I have to work within).
Moving forward, will I usually turn away from video? Probably not. At some point, a new format will make it the right medium to communicate in, or budgets will increase to produce the kind of videos I believe in, or video will become easier for me to produce. It would be smart to lay aside past experiences and experiment yet again.
Attitude is the first thing. But without the methods and means to adapt to change, it’s like having a bike with a flat tire. You still get nowhere.
How can someone evolve their skills successfully and not get caught off guard? Part of that is foreseeing change as it is happening or is about to happen, and the second part is rapid adoption of new skills.
Businesses think they own their products and experiences. That’s why they brand them, put their personal mark on them, and make signature experiences.
The role community members play in creating and developing successful brands is a stark change. This collaborative shift is caused by technology in the form of social and mobile, and a new “we” ethos brought on by millennials.
Brands continue evolving from something discussed to collaborative distribution channels built on the premise of sharing products and services. In many ways, collaboration provides an opportunity for businesses to create a new sales channel, something I will discuss later this week on the Vocus Marketing blog.
Beyond the core business opportunity, the movement marks a larger economic and cultural shift towards community based models. Socialism and its less successful offshoot communism produced global failures centered on fulfilling the ideal of community based sharing. In an ironic turnabout, the collaborative economy leverages capitalism to fulfill that ideal through a pretty cool market based approach. Continue reading “Sharing and Collaboration”