In 2009, I predict a lot of marketers will finally figure out that Twitter is much, much more than the confusing chaos of an online chat, forum, time-wasting thing they now believe it to be. I’m going to attempt to help them in that journey by using this blog to make simple suggestions on ways marketers at associations, companies or any organization can use Twitter and other conversational media (also called “social media”) tools to sell, promote and better serve customers, members, alumni, donors, backers, etc.

Lots of companies have already registered a Twitter username for their company. For example, I recently mentioned how Dell uses Twitter to promote special deals at its “outlet” . Dell has also registered many other Twitter accounts that are used in various ways.

Many savvy marketers have a designated individual or group of individuals who use Twitter Search to track any mention of their brand or product names appearing on Twitter. Unlike a typical search engine, Twitter Search is designed to provide “real time” results of a search query. Once a search results page appears, it continues to collect results as long as you keep the page open in a browser tab. It won’t automatically refresh, however, a message at the top of the page displays a tally of how may times users have included the search-term in a “tweet” since you last manually “refreshed” the page. Click on the refresh link, and the new tweets appear.

But don’t think of Twitter as merely a “tracking” tool or a “broadcasting” tool. It is a conversational tool. Here are a couple of examples (there are many) that I’ve personally encountered on Twitter during the past couple of days — days when many marketers who use Twitter had set up a “see you next week” message on their accounts.

The first example is an easy one for me to select, as it’s from a Nashville-based (my hometown) company, Griffin Techology , and the employee who maintains it is, separate from his job at Griffin, a highly visible member of the local blogosphere . I was trying to locate a place locally to purchase a Griffin product called the Clarifi that serves as a case or “skin” for an iPhone, but also includes a small lens filter you can slide over the phone’s camera lens for taking closeup photos of documents or business cards. (I want it to use it with what is quickly becoming the software I’m currently obsessing over, Evernotes — and thought it would make a good stocking-stuffer for, uh, Santa to give me).

When a phone call to the Apple Store led to a dead-end (you can purchase it online, they said), I decided to tweet a request for help. Within moments, (again, this was Christmas Eve) Dave @ Twitter, the person who is the “@” at @griffintech posted a “tweet” suggesting I check Best Buy. He then tweeted to me a coupon-code for a “stocking stuffer” discount if I couldn’t find it there and needed to order it online. Sure enough, it had sold out at the Best Buy closest to my house, so I used the coupon code.

The other example is a product called EyeFi . It’s a rather amazing product as it looks like a regular memory card for a digital camera, but it has built-in wifi that automagically (without any wires or docking) uploads photos to your computer or via your home or office’s wi-fi, to a web-based photo hosting/sharing service like Flickr. Yesterday, on Christmas morning, I mentioned on a tweet that I’d received and EyeFi for Christmas and within moments, @eyeficard was following me. The service was a little clunky on Christmas morning, but whoever was responsible for maintaining the @eyeficard Twitter account was responding to any tweets for assistance. It was impressive.

For customer service, these companies also probably use forums, wikis, knowledge-bases and a lot of people answering phone-calls. But yesterday, a 30-second tweet reassured lots of customers that help was within 140 characters and a few seconds away.

[Note: The post also appears on RexBlog.com]

Previously, I provided a practical way for retailers to use Twitter as a means to broadcast a text-message to customers. Another thing you can do with Twitter is tracking messages posted on the service by a specific group of people or on a specific topic.

To track people, you simply set up an account and “follow” the specific people’s Twitter accounts.

To follow a topic, you go to Twitter’s Search page and do a keyword search. After you land on the results page, you will have the URL to a page that will provide continuous updates to any message posted on that topic. But what if you want to track several terms, or want to narrow your search? Twitter Search allows you to use what are called “search operators” to accomplish that. Here is a page that explains how to use search operators like the one I used to set up a Twitter search with several terms about the Tennessee Titans that looked like this: titans OR “tennessee titans” OR “jeff fisher” OR “vince young” OR “LP Field” OR #titans.

You can make links to those two pages — the one where you are following a certain group of people and the one with results to the keywords search and be done with it.

Or, with a little bit of simple, simple work that any semi-geek (I can do it, so there) can accomplish, you can take the content from those two pages and display it on your own website or blog. (As these posts are intended to be “simple things,” I suggest you may want to enlist the help of someone who is familiar with how to use RSS feeds or the “API” of Twitter. You, personally, don’t need to know anything other than how to ask the question, “Can you help me hack the Twitter API to display something on my blog?” In this case, “hack” is something good.)

Here’s a great example of what I mean:

The group Sunlight Foundation has used the Twitter API to create a service called “Capitol Tweets” that collects and displays every new Twitter message shared by any member of Congress who uses Twitter.

So here’s an idea for you: Do you follow a specific group of lawmakers or public officials — say ones from a specific state or region? You can easily develop a version of what the Starlight Foundation is doing.

You can even develop a widget that allows other people to display what you’re doing on their sites — like the one above that is shared by the Sunlight Foundation, but that’s another post for another day.

[Also posted on RexBlog.com]

[via: Read Write Web]

This is a simple how-to:

1. First. Relax and clear your mind of what you think Twitter is.

2. While in your relaxed, open-state-of-mind, think of Twitter solely as a way you can broadcast text message alerts to customers when you have a sale.

3. Set up a Twitter account with a name that’s modeled on other companies that I’m borrowing this idea from, say: DellOutlet, the Twitter account Dell uses to do what I’m suggesting

4. Promote to your customers that you now offer special “text-message sales alerts” they can only get by signing up for the alerts at that Twitter account web address.

5. About once a week, post an incredible (and I mean something they’ll brag to their friends about) savings on some item

Will it work? Here’s a quote from a recent article on InternetNews.com that mentions how Dell uses Twitter:

Twitter has produced $1 million in revenue over the past year and a half through sale alerts. People who sign up to follow Dell on Twitter receive messages when discounted products are available the company’s Home Outlet Store.

Because I’m trying to keep this how-to post simple, I won’t even tell you about how customers can subscribe to your Twittered sales alerts lots of other ways like, say, via RSS. For now, just think of it as a way to send out a text-message blast to customers who really love to come to your store or website when they know they can purchase something on sale. (Sorry, this only works in countries where Twitter is available via text-message or SMS, as the techies call it.)

Sidenote: I discourage individuals who use Twitter as a personal forum for sharing random thoughts with friends about what they’re doing each moment of the day from trying to “monetize” it by participating in any of the schemes that are emerging that will pay them to insert an ad in their Twitter stream. However, when you say to customers, start following this specific username for the stated purpose of receiving alerts when there are real deals, that’s the opposite of spam. I guess that’s something we should call Twitter Bacn. Note to self: explain bacn in a 2009 post.

[Also posted on RexBlog.com]

(Hat tip: VentureBeat.com.)

(Cross-posted on RexBlog.com)

In Advertising Age, Simon Dumenco asks a very important question, Do Magazine Publishers Still Believe in Publishing? And no, he isn’t asking that question in the way “print-is-dead” zealots ask it. He’s asking that question because, like me, he’s looking around and wondering what’s up with the people are who are running media companies who can’t figure out how to make money with brands that millions of readers care about. And again, this is not a question about print — this is a question about print or online.

Quote:

“That big publishers can’t manage to sell enough print ads, in a post-print media economy shadowed by a larger economic meltdown, is not exactly shocking. What is shocking, though, is that they’re essentially saying to scrappier, upstart online competitors: Take our business, please! We’re throwing in the towel! If we can’t play by the old rules of publishing — the profit-soaked, imperial model with endless layers of coddled management ensconced in luxe trophy offices — then we don’t want to play at all!

Frankly, I should be rejoicing over the phenomena Dumenco is observing as I’m a member of Team Scrappy and not Team Coddled Management. But still, it stuns me to observe what Dumenco sees when he asks, “Looking around at some of America’s largest magazine publishers, I see…publishers who are anti-publishing.”

A few years ago, I was interviewed by Media Life Magazine on the topic, “Why Magazines Matter” and was asked the question, “Are there any industry-wide practices that you consider detrimental to the business of magazine publishing?

Here was my answer in 2005:

“I think people who don’t even read magazines, who certainly don’t think about magazines, make way too many decisions about the business and editorial aspects of the industry.”

Almost four years later, I’d augment that observation slightly to add that people who don’t read magazines or use the Internet or watch TV or go to movies seem to be running certain media companies.

Team Scrappy has the whole innovation playground to itself because people who love media actually run those companies.

Later: So what will happen when publishers who hate publishing pull the plug on publishing? Well, I would be less than transparent if I didn’t suggest my belief that companies like Hammock, who help the marketers formerly known as advertisers, create their own print, online and video media, will benefit from this trend. So I’ll go ahead and say it. Indeed, I’ll go ahead and invite marketers who want to speak directly with customers and not through publishing companies who seem to hate publishing to contact me at rexhammock@gmail.com.

But another thing is happening, as well. As reported in the New York Times this morning, the Kaiser Family Foundation is starting a news service to produce in-depth coverage of the policy and politics of health care, both for an independent Web site and in collaborations with mainstream news organizations. In my book — and I have 20+ years in this book — such an endeavor used to be called “custom publishing” and was viewed as something tainted as “non-idependent.” I, of course, have been a champion of the notion that media created by or for associations, foundations and even corporate marketers, can provide great journalism, insight and be of the highest quality.

I just never thought I’d be assisted in my advocacy of that point-of-view by media companies run by people who hate media.

Last week, I attended the annual American Business Media Top Management Meeting in Chicago. Rather than its typical multi-topic conference approach, the meeting focused primarily on presenting the results from a major industry study and recommendations from the consulting firm Booz & Co.

I found the approach refreshing, more like a deep-dive seminar than the typical panel-led sessions of most conferences (did I just telegraph my opinion of most conferences?). The Booz & Co. study (as reported by Hamsa Ramesha for Northwestern University’s Medill News Service) focused on “pathways to profitability” for B2B media companies in a period when traditional media is shrinking and digital media is expanding.

As ABM member companies are fully involved in events, digital and print media, it was not a Print vs. Web thing — most companies are way past that. This study was more focused on the question: “Based on the reality we’re living in, what must your company become to be successful in five years?”

Perhaps one of the reasons I really enjoyed the study results may be the way in which the findings and recommendations so closely correspond to much of what we at Hammock have been focused on during the past couple of years.

While I plan to write much more about this in the coming weeks, let me preview it by saying that the Booz & Co. study finds that for business-to-business media companies to succeed, they must focus on one of two pathways: Being a company that serves end-users (subscribers, attendees, etc.) or being a company that serves marketers (custom media, marketing services, etc.). While companies can offer services that target both end-users and marketers, Booz & Co. have not yet found an example of how a company has become a leader in both strategies.

It makes sense to me why they have not, but the reasons why that is so are going to be a part of my follow-up posts on the topic. (How’s that for a tease?)

In the meantime, let me say, we at Hammock know exactly what our pathway is: We are going to continue to serve savvy marketers in their efforts to generate more profitable relationships with their customers or members.

Our services will grow to include even more ways to help marketers accomplish that goal via print and all forms of digital and online media. Our services will also grow in ways that will offer marketers the means to measure and manage such programs in ways that clearly provide tangible business benefits to our clients.

We look forward to the continuation of this journey. And I look forward to posting more about it over the coming weeks.

Web design rockstar Khoi Vihn, design director at NYTimes.com, gave a ringing-endorsement point to a deck that accompanied a presentation by designer Jeff Croft.

[cross-posted at RexBlog]

On Tuesday, amidst my live-blogging of the Future of Business Media Conference in the New York, I took a shot at CNBC for covering the economy in the way the Weather Channel and CNN cover hurricanes: with breathless alarm and Anderson Cooper dressed in rain-gear while panting in a way that makes every puff of wind seem like proof that, yes, this could be the Category 5 we’ve all feared.

At the conference, I heard business-side and news-side people from Dow-Jones, CNBC, Fox Business News, The Economist, BusinessWeek, Forbes.com and Fortune (to name a few) say something to the effect: This is a really difficult time, but this is the story of a lifetime and, well, it’s been good for our ratings (or newsstand sales).

So I guess I should not be surprised that since the business media is covering the “financial crisis” as if it is a weather event, business executives are using a term most associated with weather to describe how they are responding to the “crisis” that is leading to what our experts in the Economy Tracking Center in Miami are believing will be a Category 3, 4 or maybe even 5 recession. Or better yet, a nuclear winter:

Hunker down.

Look at a Google news search for recent uses of the term “hunker down.” This morning, you’ll see it is not only the go-to cliche for covering bad weather (the snows in the northeast) and natural disasters (the earthquake in Pakistan), but it is now the must-use term to describe anything related to how businesses and individuals are reacting to the “bad economy.”

As a business person, I understand the need to be mindful of the context and conditions you face. Certainly, if your customers are sitting on their wallets, you can’t pretend they are about to purchase your wares. Being flexible and prepared for whatever situation you face is the only way to run a business. But by focusing on the hunker down metaphor — especially the “we’re afraid” aspects of the term, there is a strong possibility that the “hunker down” activities are no more than duck-and-cover exercises.

Isn’t hunkering down the panic reaction to a situation that a calm, rational person might discover contains some opportunity? What if you’re in a business that suddenly finds all of its competitors re-trenching and pulling back and hiding in caves — if you hunker down, aren’t missing a unique opportunity to gain market share?

The term hunker down means two things: One is related to preparation for some type of pressure you’re anticipating. The other relates to hiding.

I fear that a lot of business planners are confusing the first type of hunkering down — anticipating and preparing for an economic downturn — with the second type of hunkering down: hiding.

If you’re a company or organization that wants to elevate its awareness — and brand — in the market you serve, the worst thing you can do — in good times or bad — is hunker down — as in, hide. The evidence is overwhelming that companies who market wisely and aggressively while others are hunkering down are the winners during — and after — a recession. For example, according to research conducted at Penn State’s Smeal College of Business during the last recession, “firms entering a recession with a pre-established strategic emphasis on marketing; an entrepreneurial culture; and a sufficient reserve of under-utilized workers, cash, and spare production capacity are best positioned to approach recessions as opportunities to strengthen their competitive advantage.”

Rather than use the hunker down metaphor, winner companies followed another metaphor — one from athletic competition:

“Athletes often choose times of stress to mount attacks: strong runners and bicycle racers may increase their pace on hills or under other challenging conditions,” the authors write. “In a similar vein, proactive marketing includes both the sensing of the existence of the opportunity (a tough hill and fatigued opponents) and an aggressive response (possessing the necessary strength or nerve) to the opportunity.”

A warning, however: The research indicates that it is only when companies are prepared for recessions (like cyclists who train for hills) who benefit. Thus, Apple with its pre-existing marketing and advertising savvy and a mountain of cash, is likely to benefit during this recession, as it has in previous ones, rather than another company whose marketing is inept, even in less challenging times.

Bottomline: Hunkering down is not the metaphor you want to be your guide when planning your marketing efforts for the coming months — especially if your marketing has been working and your competitor seems to be huffing and puffing already. Hunker down wherever you can — say, executive compensation — but use a recession to raise your visibility, not hide.

Freakonomics author Stephen Dubner says magazines can learn from air-conditioner companies — which confuses me a little, but it’s something about when independent writers should get paid by magazines for the work they do. While I’m not sure I understand the analogy, I do know that for the past 17 years, Hammock enters into its payment system the invoices of writers — and photographers — “upon acceptance,” not “upon publication.” Publication dates can be months after the photo is shot or article is written and accepted, but that shouldn’t have any impact upon when the contributor gets paid.

We don’t often have the kind of major assignments that involve the long lead times that Stephen describes in his blog post. However, on a few occasions, we have contracted with independent editors and videographers for such projects and set up a relationship that takes into consideration the need to “advance” such individuals for work they are being commissioned to do.

Being fair makes a lot of sense to me.

Always an exception to the rule: I double-checked with our accounting department to make sure our policy adhered to the post I was about to publish. It does. However, on very, very rare occasions, I was told, in the tsk-tsk sort of way that accounting department people are known for, an invoice may disappear into thin air. (Translation: It gets stuck on an editor’s or art director’s desk.) Again, that’s very, very rare. And even more rare now that this post has be made.

It’s hard to believe that Hammock Inc. is 17 years old this month. However, when you publish recurring magazines, it’s easy to prove. We’ve created a Flickr set (or at the end of this post) that includes a magazine cover from each of those years, starting with one from our first year in 1991.

One of the reasons we sometimes hear association and corporate marketers use for hesitancy in incorporating Facebook into their communication strategies is their perception that it is comprised primarily of college-age students. That’s correct, however, the trend is clearly in another direction.

According to this analysis of current (September, 2008) users of the social networking service from O’Reilly Media, “With the U.S. now accounting for only about a third of all Facebook users, we are starting to see a gradual shift away from its original demographic of college-age users (18-25): 46% of all users are 18-25 years old, down from 51% in late May. The number of users in the 18-25 segment is growing, but at a slower pace than the other age groups.”

More significantly, Facebook is seeing its fastest growth among teens (13-17) and middle-age professionals between the ages of 35 and 44. Also showing strong growth, but at a smaller rate are the age groups 45-54 and 55-59.

Should be interesting numbers to track.