“A business model in decay”

“…the creation of content that will be supported by ads is a business model in decay. Abundance isn’t the problem; it’s that the advertisers are now in the content business themselves, and this is a rapidly-growing sector of the advertising world. Advertising is in a full-blown revolution, as company after company discovers they don’t need media the way they used to, because they’ve become media companies themselves.”

Terry Heaton says there is no “content business” anymore and that’s not the business we (his clients) were in anyway.

“We’ve always been in the advertising business, although it sure looked and felt like we were in the content business. Our bottom lines were/are determined by advertising, and that’s the real business we’re in. Media companies need to accept that and move on to finding creative ways to enable commerce in our markets.”

Since posting the excerpts above, I’ve been remembering my days in small-market radio during the ’70s and early ’80s. I was an announcer and program director, but never in sales. We thought of ourselves as “talent.”

It was clearly understood by us that the advertising was the means to the end of creating the information and entertainment (mostly recorded music). We had to pay for all this wonderful stuff we were doing.

What the sales people believed –an management knew– was the news and music and all the rest was merely a way to attract ears for the commercials we sold to advertisers. We were not in the music business or news business… we were in the advertising business.

If you doubt that, go back and listen to this interview with Congressman Paul C. Jones to built the radio station. Or read the recollections of Joe Bankhead, who was one of the stations first salesmen. It was clearly about serving the businesses in the area. They were more than willing to put on any kind of programming that would attact enough listeners to satisfy a sponsor.

TED Talk: “People don’t buy what you do, they buy why you do it.”

In a recently-released TED video, author Simon Sinek explains what he sees as the secret to Apple’s success and makes a case for the real reason the company is so innovative–even though it has “the same access to the same talent, the same agencies, the same consultants, the same media.”

Used head stone. Make offer.

I think the creepy trumps the amusing on this classified ad. First question: What about the immortal remains of Bertrand Goforth? Does he have a new head stone? Why?

If my name is also Bertrand Goforth, won’t the dates be a little off?

Are they hoping someone named Bertran Goforth was buried without a marker, in hopes the family would find a deal like this down the road?

I’d really like to know if someone buys this… and why.

[Thanks to Joel for spotting this gem]

Search “cancel xm radio”

I cancelled my subscription to XM Radio a couple of years ago and it was such a hassle I shared my experience here. That post continues to generate comments and Google juice. First, the latest comment:

“Even though my credit card expired, they continue to send me bills. I have called numerous times to cancel but they refuse to do it. Instead, they continue to bill me through the mail and call relentlessly for the money. I am on hold now for at least 45 min. This is a problem that every XM subscriber should be aware of.”
How do these lost souls find there way to my obscure little post? Google search “cancel xm radio”

More than 10 million search results and the 2nd one (right after the company FAQ page) is a bunch of folks with horror stories about the company.

Beyond the iPad

Doc Searls’ fantasy for the iPad involves interactivity with the everyday world:

“Take retailing for example. Let’s say you syndicate your shopping list, but only to trusted retailers, perhaps through a fourth party (one that works to carry out your intentions, rather than sellers’ — though it can help you engage with them). You go into Target and it gives you a map of the store, where the goods you want are, and what’s in stock, what’s not, and how to get what’s mising, if they’re in a position to help you with that. You can turn their promotions on or off, and you can choose, using your own personal terms of service, what data to share with them, what data not to, and conditions of that data’s use. Then you can go to Costco, the tire store, and the university library and do the same. I know it’s hard to imagine a world in which customers don’t have to belong to loyalty programs and submit to coercive and opaque terms of data use, but it will happen, and it has a much better chance of happening faster if customers are independent and have their own tools for engagement. Which are being built. Check out what Phil Windley says here about one approach.”

“Some things need to be believed to be seen”

Excerpts from Adam Bryant’s interview with Guy Kawasaki:

  • “I learned from Steve Jobs that people can change the world. Maybe we didn’t get 95 percent market share, but we did make the world a better place. I learned from Steve that some things need to be believed to be seen.”
  • “We believed in the Mac division that we were making the world a better place by making people more creative and productive. Google, at its core, probably believes it’s making the world a better place by democratizing information.”
  • “Make yourself dispensable — what greater accomplishment is there than the organization running well without you?”
  • “You should conduct first- and second-round (hiring) interviews by phone, not in person.”
  • “(Business schools) should teach students how to communicate in five-sentence e-mails and with 10-slide PowerPoint presentations.”

That last bullet is my new objective. If you get a longer email from me, remind me of this post.

“Local” means something entirely different now

Roger Gardner offers a good example of the idea in headline.

“Jefferson Bank, in Jefferson City, Missouri, has the banner on the business section of NYT. Of course, they don’t buy it everywhere, NYT knows where I am, so it inserts the local ad. Interesting to me is who sold it to Jeff Bank and how?”

Let’s say you sell yoga supplies and would like to advertise locally. But the newspaper, radio and TV stations don’t offer any programming or content relevant to your customers. The local media can’t afford to produce that programming for the few hundred people into yoga.

If you have a great database of readers (as the NYT certainly does) … and an ad network that can pull from yoga shops all over the country… you can serve up ads like the one above.

I think a more practical approach might be for the yoga shop owner to create his own content and community. We’re seeing that happen every day. Or, if they just don’t have the time… others will create that branded content for them. But the result is more and more business becoming “media” creators.

“The Future Journalist”

Found these (and much more) at Mashable. Specific digitally-oriented skills and traits a future journalist would need. These include being:

  • a multimedia storyteller: using the right digital skills and tools for the right story at the right time.
  • a community builder: facilitating conversation among various audiences, being a community manager.
  • a trusted pointer: finding and sharing great content, within a beat(s) or topic area(s); being trusted by others to filter out the noise.
  • a blogger and curator: has a personal voice, is curator of quality web content and participant in the link economy.
  • able to work collaboratively: knowing how to harness the work of a range of people around him/her — colleagues in the newsroom; experts in the field; trusted citizen journalists; segments of the audience, and more.

If you are a working journalist, could you get the job you have today based on the requirements above?

Top Ten Mistakes Managers Make With Email

1. Using vague subject lines. “Meeting,” “Update,” or “Question” provide no value as subject lines. Maximize the subject line’s message. PDA users will get the message quickly; everyone will appreciate the clear summary. You can communicate plenty in a five to 10 word subject line: “Your Action Items and Minutes from Last Week’s Meeting” or “Sam: See You at 10:00 Tuesday with Report In-Hand?”

2. Burying the news. Convey the important points first: put dates, deadlines and deliverables in the first one to three lines of the message (if not also in the subject line). PDA limitations, time pressures, cultural distinctions and value judgments keep many readers from reading further.

3. Hiding Behind the “BCC” field. At best, the ‘blind copy’ field is sneaky and risky. At worst, it’s deceitful or unethical. Plus, blind recipients sometimes hit “reply all,” revealing the deception. Instead, post the initial message and BCC no one. Then forward your sent message to others with a brief explanation.

4. Failing to clean up the mess of earlier replies/forwards. Few readers will wade through strings of previous messages. State your position clearly, even if context follows below in the email string. “Yes” helps less than “Yes, you can have the extra funding to hire 5 temporary workers.”

  • Summarize the discussion to date: “See below: R&D is looking for more time but Sales risks losing customers if we don’t act now.”
  • Force focus when necessary: “Let’s focus on cost now and revisit the morale and equity issues at our staff meeting next week.” Change subject lines cautiously.
  • Tighter, more relevant subject lines work best, but even one letter’s difference upsets inbox sorting mechanisms.
  • Cut extraneous or repetitive information.

5. Ignoring grammar and mechanics. PDAs have granted us certain sloppy flexibility, which means you’ll impress readers even more when you write precisely.

  • Follow standard punctuation, capitalization and spelling rules.
  • Think carefully about the tone different punctuation conveys. “Dear Betty,” is standard, neutral; “Dear Betty:” is professional, perhaps distant; “Dear Betty!” is personable, perhaps excessively so; “Dear Betty.” prefaces bad news.
  • Avoid over-stylizing with high-priority marks, disorienting color or complex backgrounds.
  • Avoid all-caps and excessives (like “!!!!” or other strings of punctuation).

6. Avoiding necessarily long emails. Longer messages sometimes work best; they can help avoid attachments’ hassle and security fuss. Don’t fear long emails but outline your structure and motivate reading up top.

  • Provide a ‘mapping statement’ to allow readers to skim for key information: “I’ve included information, below, on the background, costs, implementation schedule and possible problems.”
  • Emphasize the specific response you seek: “Please let me know, before Monday, how this project will impact your team.”
  • Indicate an attachment’s presence and value: “I’ve attached slides that I need you to review before our meeting; those slides identify total costs and break down the budget.

7. Mashing everything together into bulky, imposing inaccessible paragraphs. Length does not discourage reading; bulk does.

  • Keep your paragraphs short, ideally no more than three to five lines of type.
  • Open each paragraph with a bottom-line sentence.
  • Use section headings (in all-caps) to facilitate skimming.
  • Include blank lines between paragraphs and section headings.
  • Avoid italics, boldface and other typeface changes which do not reliably carry across email systems.

8. Neglecting the human beings at the other end. Email travels between actual people, even though we don’t see or hear each other directly.

  • Praise, precisely. “Great job” takes little time and space but can work wonders. Quickly wishing someone a good weekend, at the end of an email, might perk someone up without cluttering your message.
  • Avoid conveying blame or delivering negative feedback over email. Talk to the person instead.
  • Avoid sarcasm, caustic wit, off-color humor and potentially inappropriate remarks —all of these elements tend to confuse, disorient or fall flat over email.
  • Consider using emoticons and exclamations (“!” but also “ha, ha” or “just kidding”) when they convey useful emotional context.
  • Adjust your style to suit your audience. For people who don’t know you, a terse style might seem rude; a wordy style might seem unfocused.

9. Thinking email works best. Email is not always the best way to communicate.

  • Need a quick answer from someone nearby? Stop by for a visit.
  • Want a reply to several unanswered emails? Pick up the phone.
  • Looking for more gravitas? Mail a letter.
  • Need to explain a complex or sensitive situation? Arrange a meeting.

10. Forgetting that email last forever. Most of us read, send and discard emails at lightning speeds. But don’t forget that emails remain on a server somewhere as easy-to-forward proof of any error, offense or obfuscation we made.

Source: Wall Street Journal

The Quadrants of Discernment

Passion is a frequent theme in Seth Godin’s latest book, Linchpin. He also spends a good bit of time on discernment. The ability to see things they way they really are. Each corner of the illustration below represents a different kind of per and the way he responds to situations at work.

“In the bottom right is the Fundamentalist Zealot. He is attached to the world as he sees it. There is no prajna her, no discernment. Change is a threat. Curiosity is a threat. Competition is a threat. As a result, it’s difficult for him to see the world as it is,because he insists on the the world being the way he imagines it. At the same time, he has huge reservoirs of effort to invest in maintaining his worldview. Fundamentalist zealots always manage to make the world smaller, poorer, and meaner.

The top left belongs to the Bureaucrat. He’s certainly not attached to the outcome of events, and he definitely won’t be exerting any additional effort,regardless. The bureaucrat is a passionless rules follower, indifferent to external events and gliding through the day. The clear at the post office and the exhausted VP at General Motors are both bureaucrats.

The bottom left is the corner for the Whiner. The whiner has no passion, but is extremely attached to the worldview he’s bought into. Living life in fear of change, the whiner can’t muster the effort to make things better,but is extremely focused on wishing that things stay as they are. I’d put most people int he newspaper industry in this corner. They stood by for years, watching the industry crumble while they resolutely did nothing except whine about unfairness. Almost all the positive change in this industry (like The Huffington Post and YouTube) is coming from outsiders.

And that leaves the top right, the quadrant of the Linchpin. The linchpin is enlightened enough to see the world as it is, to understand that this angry customer is not about me, that this change in government policy is not a personal attack,that this job is not guaranteed for life. At the same time, the linchpin brings passion to the job. She knows from experience that the right effort in the right place can change the outcome, and she reserves her effort for doing just that.

Here’s another way to describe the two axes: One asks, Can you see it? The other wonders, Do you care?