Secrets of an HR Superstar

I just noticed an interesting article in Business Week - Secrets of an HR Superstar

Thought the article is directed towards an HR exec, the tenets are as real as the sun and the moon and re-applicable to every exec in every organization who is interested and willing to see the big picture.

DARE TO DIFFERENTIATE
Relentlessly assessing and grading employees build organizational vitality and foster a true meritocracy

CONSTANTLY RAISE THE BAR
Leaders continually seek to improve performance, both their own and their team members

DON'T BE FRIENDS WITH THE BOSS
HR executives make the mistake of focusing on the priorities and needs of the CEO. That diminishes the powerful role of being an employee advocate

BECOME EASY TO REPLACE
Great leaders develop great succession plans

BE INCLUSIVE
Within every organization, there's a tendency to favor people you know. That can undermine success

FREE UP OTHERS TO DO THEIR JOBS
one of my jobs is to take things off his desk, not put things on his desk; give people the tools and permission to work on their own terms

KEEP IT SIMPLE
Most organizations require simple, focused, and disciplined communications. "You can't move 325,000 people with mixed messaging and thousands of initiatives"

Interactive Marketing & Targetting...

Interesting post by Marc Pickren is co-founder and managing partner of The Leadstream in the PerformanceInsider from MediaPost

Rule #1: Don't Harm The Brand That Feeds You

Ask any advertiser who lives and breathes by acquiring new customers what they consider to be the biggest threat to their professional standing, and in most cases they'll say the need to control and monitor both where their message is displayed and what it says. Unfortunately, for many businesses, the real-life experience in this space has been fraught with inappropriate and/or non-value based placements by companies both large and small. I've seen publicly traded media companies place offers with second-tier vendors leaving little or no control over where their client's message appeared and worse, the specific contents of the message. If anything should be causing great alarm to advertisers, it is this utter lack of control of their brand's message. So first and foremost, be sure to scrutinize the wording of any insertion before taking the leap of faith into content-land. Ask yourself; is there any potential harm to our brand?

Rule #2: Be Sure Your Media Parts Add Up To A Whole

The primary focus of any lead generation strategy is media mix and distribution. Here are the questions any advertiser should ask their media agency of record and any associated vendors before committing funds to a plan:

• Where does the company get its traffic?
• Where will the offer be displayed?
• Will the offer be re-sold? If so, will I have approval over these networks in advance?
• Does the company receive traffic or benefit from other lead providers?
• How do they get their traffic?
• Do they buy media and deliver leads or do they buy leads from "partners"?
• How do they track "click-throughs" and referring URLs?
• Do they scale delivery slowly or deliver volume from the first minute, hour or day (known as "slamming")?

Rule #3: Don't Let This Happen To You

A large company engaged a publicly traded media concern and entered into an agreement to buy leads. The program's cost was quoted as $15 per lead. The advertiser looked at the network's Web site and determined that it appeared to have a very broad and capable media network. The advertiser did not question whether or not the offer would be re-sold, nor did it request that the offer only be displayed on top-tier properties (most media concerns have several levels of service and most large ad networks engage in the affiliate space). In addition, the advertiser trusted that the media network would never place the offer within sites that are solely based on "freebie" content. Lastly, the advertiser forgot to request that there be a cap on the first two week's lead volume.

Result? Within two hours of going live, the offer was re-sold to a broad array of lower-tier networks at $10 per lead. These networks were not made aware of the display rules and placed the offer in many places that it should not have appeared. The offer was then resold again to an even lower tier network at an even lower rate of $5, and that network was not even verifiable as a legitimate company.

Within a week, the advertiser had 50 percent of the volume and the internal CRM or Sales Response Team struggled to sort through the volume. Then came the truly bad news, what we like to call "lead mutiny." The internal team did not respond or purged the data because it was of little or no worth.

Clearly, this advertiser proceeded wrongly and at the end of the day paid $15 for a $2 to $5 lead. The entire metric being used for that price was based on a flawed model, and therefore, only created a lessening of the price and a lowering of the bar.

Rule #4: Try This Best-Practice Approach

A shared risk model, with a fair price based on "display media buys", would have been the best option. For example, if the latest media buy on Yahoo delivers leads at an average of $78, the lead generation company takes over the risk of buying the media, and only charges the client a cost-per-lead fee of $54.60 per lead or (30 percent off of their self directed media CPL).

Here's one approach to avoiding any kind of brand damage: create a micro-site that is non-branded but exclusive, thus giving the advertiser an opportunity to have arms' lengths distance from the campaign.

And if you're engaging your partner to buy "leads" in the broader market, have them create terms that ensure that no offers will be resold -- nor will they be fooled into running into market segments that are not clearly defined. Click analysis will show the source of the lead "referrer." If it is found that the source is not a verifiable media concern or that the site is not constructed of information that shows relevant value, they need to take strong action against the concern.

Remember: there may be a lot of leads out there... but all leads are certainly not created equal.

Selecting A Leader: Do We Know What We Want?

I subscribe to David's Podcast and have admired him for his philosophies for a long time. This morning I came across a post on FC Now - Questions for the Next Leader by John Baldoni.

Below is John's paraphrasing of David's article from FCNow.

Do we want a decision-maker or a consensus builder? Maister is noted for his consulting in professional service firms. Such firms may value the consensus builder, while a corporation with history of hierarchy may want the decision-maker. The criteria for selection must fit the organization’s mission and culture.

Do we want a people person or results getter? Employees love the people-person leaders. They tend to be accessible and available. At the same time, a company must post results. No results, no company. Ultimately all leaders achieve results through others, but some are more overt in their style. They are hard-chargers versus nurturers.

Do we want a leader who thinks short-term or one who plans for long-term? You may think you want a leader who builds for the future, but sometimes if the organization is in crisis, you need a turn around guy fast. And even if things are going smoothly, you want something to show for it both long and short term.

What ever it may be lets just call it "APPLE PIE"

Each time I sit back and watch presentations on trends I am walk away with a strange feeling. It funny how we live in the moment and often carried away and start believing until reality dawns and then we retreat back to the security of the familiar. Even if the wrapping is the only familiar item with a pleasant surprise waiting inside. This may be the longest beginning to a simple concept of needs and wants.

I was evaluating a brand concept recently when I realized how we crave for surprises, driven by the moments we live but yet like it presented in a form we recognize and relate. We draw on our earliest and often the most soothing memory of our experience in trying the product. It is this experience that provides context and meaning to the brand, the product and even the category at times.

No denying there may be more than a manageable number of segments if memory and meaning drove our target segmentation. I am ready to try as long as we still call it good old segmentation.

I am in Laura's Address Book

The New Rules of Networking - From FCNow

Laura Levitan is a friend who has helped me in the recent past. She is also in my LinkedIN Network. Wendy Marx the author of the essay has bestowed her with the title of "Networker Extraordinare".

New rules from the post:
• Always offer to help someone even it you don’t know how to do it. Levitan never turns someone in need down, and if she can’t help, will find someone who can.
• Give selflessly. “When you help someone,” says Levitan, “don’t expect you’ll get something back. While some people will return the favor and others won’t, the important thing is that you’ll feel good making a difference in someone’s life. And I guarantee over time you will see it returned in spades.”
• Don’t forget people. Levitan is always finding ways to help people in her vast network and finding reasons to stay in touch.
• Be clear when you ask for help. “Don’t be frivolous when you reach out to meet people,” advises Levitan. "Give people a valid reason why you want to connect with them."

The new BUZZZzzz... - AlphaMom

From USAToday - How to Tell if you're an 'Alpha Mom'

She's informed, confident modern mom...
...'Alpha' seemed to be very cheeky
You don't have to have a lot of money
...then you're an Alpha Mom

Managing to the 2%

Managing to the 2% - Interesting post on FCNow

It is time for a balance between a good people strategy and strong leadership. One size clearly does not fit all! Feed the talent but manage it aptly. It would be foolish to dry out the well just to draw on a single nugget of gold in there.

This is certainly one of my favorite area, people, talent management and development.

The 15% Rule
Lake Wobegon Strategy
Talent Management

EXECUTION is a bad word?

I read a quote yesterday that sparked my imagination...

Anyone who can handle a needle convincingly can make us see a thread which is
not there. - EH Gombrich

An epitome of a true marketer... End to end from a concept study, to positioning, claims and even repositioning and relaunch. As marketers I believe we really do is handle that needle in stitching the emperor's new clothes. There is substance at the end though not always (remember the days of vaporware in the Dot-coms).

We get into the minds of our consumers, strive to experience and identify the needs even if it is an intangible concept of satisfaction, importance and prestige.

When the rubber meets the road it is the articulation through advertising claims (print, media copies), pleasant surprises "new in the old", the EXECUTION that creates the pull through channels that deliver. There is no denying working in ambiguity can be a lot more challenging, although a a head without a body can not get anywhere.

A good stratey needs an equally effective execution arm to deliver success.

The Sorry CEO

From this morning's MediaPost

A pun from George Simpson - The Sorry CEO

I am guessing the scenario is not much different from what the CEOs of Enron, WorldCom, Tyco and many, many, many, more... may have had to say. I am sure George has written what they meant when they said whatever they said after they landed in hot soup.

Joe Tripodi's pet peeves of advertising

From Allstate's illustrious CMO Joe Tripodi - ANA Blog

• The Class Clown - Thinks everything is a joke with nothing really tying to the brand or product
• The Jock - An advertiser who is lost in strained sports analogies and attaches product or brand where there is no real linkage.
• The Prom Princess - An advertiser who is all about image with no real product or substance -
• The Slacker - No goals or measures.
• The Geek - In love with all the new media and technology (this might hit a sore spot to this audience). He feels these people are trying to be ingredient branders.
• The Drama Queen - All emotion, all the time. These are advertisers who attempt to inject emotion where there is none.
• The Heavyweight - He mentioned that it is good to go on intuition some time, but not all the time. My favorite quote here: "If you go with your guy all the time, you will be out of a job." The overriding concept here is you absolutely need consumer insight and analysis.

The Secret to Reinventing Yourself

If there ever was a book I was planning on writing it was "Reinventing Myself"...

This morning I found an interesting post on FCNow - The Secret to Reinventing Yourself

My favorite segments from the post are...

Michael says his serial career path has added depth, complexity and
creativity to his character, allowing him to approach problem solving with a
multidimensional view.

What have you done in the past that can enhance your personal brand?
Remember, you’re more than the sum of your parts. You’re an evolving
person who in the act of change has an edge over the other guy who doesn’t have
your background. As the adage goes, you’re not getting older, just better.

Consumer Segments

Juicy lifestyle content for people at the leading edge of culture - From today's MediaPost

The Consumer: The Lure of the Extreme - From today's MediaPost

Give them what they desire and they will ask for more, thats what marketers do... ride the wave with our brands, build new ones, get into the lives, minds and souls of our consumers.

Some interesting Blogs/Sites out there...

The Origin of Brands Blog - Laura Ries

David Maister

ExperienceCurve - Karl Long

Leader to Leader Institute

The Branding Blog - Martin Jelsema

Customers Rock!

Trendsight

Stories By REL

The Viral Garden

Mindspace

The Qualitative Research Blog - Reshma Anand

Flooring The Consumer

Interesting posts around in the Blogsphere - LEADERSHIP

Pour the Water - John Baldoni (FC Experts)
Honor work.
Pay attention to the details.
Recognize employees.

Ceiling? What Ceiling? - Donna Karlin (FC Experts)

Organizational leaders look for people who don’t hesitate to jump into the deep end of whatever they’re about to embark on. Innovation comes from people who not only think out of the box, but don’t acknowledge there is a box in the first place. Remove your own self-limitations and you’ll attract all kinds of amazing opportunities. That energy will attract others and the ripple effect will go well beyond anything you imagined.

Innovation is the Mantra

I remember the days when Software products were sold as a monolith, then they were sliced and diced and targetted to be sold individually. The value proposition was differentiated by part of your life, your business and your personality that was being influenced.

Leave it to the smart marketers at PG to do the exact opposite and still present a value proposition! Truely fabulous!!

David Johnson the not to well known (for many reasons) ex CEO of Campbell Soup said it best..

"There are no mature markets, there are only mature marketers."

I have usually just helped myself to a Pepto tablet after my coffee or even added a dose into my coffee creamer... But its only PG that can leverage the creative genius in the obvious! Cheers to them.

Decaf Being Joined by De-Heartburn - From the New York Times.

Think Attitude, Not Age

This morning on MediaPost - from a recent Yankelovich monitor study

First, it is presumed that brand choices are pretty much fixed for the 50-plus group. So, marketing to older consumers is thought to be unproductive, if not pointless, because they are unlikely to switch or try anything new.

Second, it is assumed that older people without children living at home won't spend as much because the needs of their households are not as great. Without kids to buy or save for, older people aren't thought to be shoppers worth the marketing expense.

Finally, it is believed that the shopping interests of older consumers are narrower and focused mostly on products and services to fix the ills and ailments of old age.

Some of us Marketers need to pick up a book by - Ken Dychtwald or Maddy Dychtwald. Age Wave LLC presents a perspective on the deep pockets and spending potential of the Baby Boomer Generation.

It is a GREAT MORNING!

It is one of those days when you wake up and read an absolutely FANTASTIC quote that makes your day!

"The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out. Every mind is a building filled with archaic furniture. Clean out a corner of your mind and creativity will instantly fill it."
- Dee Hock

From AMA.

Meet Ed - Logic+Emotion

Interesting post from David Armano - Logic+Emotions

Marketing is #2 on Bright New Careers List

There sure is hope for Marketing...
Marketing is #2 on Bright New Careers List

from the ANA Blog

Trade Marks VS. Brands

On a flight last week a thought popped in my mind, what is the difference between a Trade Mark and a Brand? I immediately opened my diary and started to make notes, I usually find it easy to gather my thoughts and more often through figures and diagrams. I am a visual thinker and find it easier to see relationships through geometric figures. Anyway without digressing… so what is the relationship between Trade Marks and Brands?

A Trade Mark and a Brand is essentially the same thing! The Brand is the social interaction of a Trade Mark with the consumers and customers depending on which side of the B2-B/C fence the marketer may be sitting. If you have followed my old essays or picked or for that matter any book on Brand Management there is a strong emphasis on the dialog with the consumer. Brand is a negotiation on values, position, attributes and presentation & communication between the Trade Mark and the consumer. The competitive communication & exchange is the execution through the various channels.
 

Trade Marks by themselves have little value, it is the Brand that drives value far exceeding the investment. Although Trade Mark is certainly the tangible portion of the Brand, the Brand delivers value to the Trade Mark.

Who Knows Media -- Marketers or Agencies?

Now thats a debate...

ANA Marketing Maestros: Who Knows Media -- Marketers or Agencies?

From ANA

The Fortune at the Bottom of the Pyramid

A prop for the "value-conscious consumers" Q&A: C.K. Prahalad - Pyramid Schemer: "Fortune at the Bottom of the Pyramid "

Marketers Just Don't Get It

Marketers Just Don't Get It

...I guess its a perspective. From FastCompany NOW

Amazing creative

Culturally relevant, fabulous creative and awesome copy!

What's the Big Idea?

What's the Big Idea?: "What’s the value of a good idea?"

Business 3.0

Interesting FastCompany Now article.

The talent squeeze!

Hiring Line: Keep Your People Happy Before Someone Else Does - 03/06/2007

Interesting read... from MediaPost

Sustainability

P&G's CMO Ditches Simple Mantra for Dialogue-Driven Communication

Procter & Gamble's Jim Stengel described a major cultural shift - Brand building using credibility and the sustainability promise.

We Are Smarter Than Me

We Are Smarter Than Me - Always believe in the Wisdom of the Crowds.

I do have my reservations... There will eventually have to be an editor, a proof reader to make the executive decision on what stays and what goes? Guess there is not easy way to ensure quality over clutter. The role of that General Manager to oversee the business ecosystem.

“The Seven Powers” by Alex Rovira

This sure if funny, it was only yesterday I said to an executive I don't read fiction. I draw on my innovation ideas from fairy tails... (follow some of my early blogs) I guess I will have to revise my definitions soon.

“The Seven Powers” by Alex Rovira

"The Seven Powers"
Courage
Responsibility
Purpose
Humility
Confidence
Love
Unity and Cooperation

From today's The Knowledge@Wharton news letter profiling Business Books for this spring.
Another interesting one I would like to dig into would be - What Are Your Customers Really Worth?