There is a story about the Tower of Babel in which a great tower was built in the city of Babylon thousands of years ago. 

Babylon was a cosmopolitan city, many of the citizens were very impressed with themselves.  They were very important.  They did important things.  What they did, what they said eclipsed the value of everything and everybody else. 

Across this city/state there were a myriad of languages spoken, roll all of this together and it was a very confusing and problematic place to be at the time. 

All of this self impression along with the conflicting languages caused things to go badly.

Hmmm.  Does any of this strike a cord?  Did you notice in my blog posting I deliberately mis-spelled Babel?  It’s typed as ‘Babble’.  Dictionary.com defines Babble as “to talk idly, irrationally, excessively, or foolishly; chatter or prattle.” 

Sound vaguely familiar yet?  No?  Ok, I’ll keep going.

How about this.  Earned Media.  Getting warmer?  Tagging? Uh-huh.  Uniques?  Yep.  Web 2.0?  Sure.  Tweets.  Of course.  What about this one:  Link Juice.  Ummmm.

Marketers have their own language that to others sounds like well, babble.  Try an experiment.  Set a meeting request to your company’s CFO and put in the subject line ‘Briefing on Earned Media, Tagging and Link Juice. 

See if he or she accepts or instead, declines and emails you back asking what the @#!&# it is you want to waste their time with. 

Respond saying you made a mistake.  You want to share a few cost-deflection and lost revenue earn-back strategies you’d come across.  You’ll probably get a different result.  You see, marketers speak ‘promotion’, while CFO’s speak P&L (profit and loss).  Accountants speak GAAP (Generally Accepted Accounting Principals), VP’s of Manufacturing speak Lean or Cellular (as in Lean or Cellular Manufacturing).  A few mutants still speak Six Sigma.  Together at some level in the organization, the management committee made up of the C-level and EVP level peeps who make decisions like merge, divest, close the Scranton Office, etc. speak Revenue Center and Cost Center. 

Revenue and Cost center is an interesting language, it has two intertwined dialects.  The first, ‘Cost’ is brutal and gutteral, sort of like Gaelic.  ‘Revenue’, on the other hand is more melodious and sweet; a joy to listen to. 

Those who speak Revenue and Cost see things as, well…generating either revenue or incurring cost.  Revenue and Cost speaks only of black and whites. You as a marketer are part of that world.  Yes!  It’s true.  Unfortunately, you reside more often than not in the Cost side; not always a comfortable place.  Sales sits in the Revenue side, which can be much more fun.  The reason is metrics.  Sales can show direct contribution to revenue.  TV ads and guerilla marketing tactics usually don’t.  Sales are easy to defend.  Without hard metrics, marketing is well, squishy and couple squishy metrics with terms and definitions that others don’t get and you are on thin ice in terms of value and influence.

While the term Earned Media sounds cool and is important to help describe all of which help define the granular inner-workings of some marketing tactic, its impact or outcome, most people outside of the marketing department don’t care or even understand.  Your marketing power points cause some in the organization to spontaneously bleed from the ears (note:  this will usually cause them to exclude you from critical meetings like budget planning).

Not being understood is bad.  If they don’t understand, you’re value to the organization is diminished (imagine getting a new boss who doesn’t understand what you do.  How long will you last?). 

If those who speak Revenue and Cost can’t understand your department or your program’s value, you don’t get the opportunity to actively shape how the marketing promise is delivered. 

Those who control the business enterprise (the making of the widget, the pricing of the widget and the distribution of said widget make their decisions regarding the widget without you.  Your input falls on deaf ears.  Yikes!  Hell on earth!

So what to do?  Don’t live in the chaos of Babylon waiting for the impending doom.  Be proactive!  Learn a second language and communicate.  When we as marketers are as versatile in the other operational languages our peers speak as we are in our own language, amazing things will happen.  One:  You will start measuring your activity and results in ways that are important to others (those who speak Revenue and Cost).  Two:  Your influence and work will amplify in terms of results.  Marketing initiatives will begin to be baked into operational activities and visa versa.

What were previously siloed activities will begin to work more harmoniously (i.e. CRM and Social Marketing) and you as a marketer will cease to be viewed by the other non-marketers in the company (whom by the way out number you) as not just the creator of hokey messaging and some un-measurable brand promise but instead the gate keeper of customer loyalty, net profit generation, low-cost win-backs and heck, maybe even a cost deflection source!

Well, we are at the end of this blog posting and the four non-marketers who were reading this have already gotten their fill and left, so I will reveal the big important ah-ha.  One that trumps even decoding Revenue and Cost.

You as marketers will hold the power of the customer in your hands and strong customer demand trumps everything.  You will understand them better than anyone, you will know how to reach and keep them happy.  You will know how to convert more customers using targeted, efficient techniques and tools.  You will balance the promise of your marketing efforts with the delivery of those promises by the operation.  You will be the master of customer engagement efficiency!  You will drive profit, which you can measure and defend…and that is a very good place to be.

That is, if you like that kind of stuff.

I had a conversation recently that brought up this interesting question. Since I can’t stop thinking about it, here we go.

Brands continue to take the plunge into the ocean of transparency and consumer advocacy. Turning over the keys and employing user or consumer generated content into a marketing strategy is risky, but, if done correctly, the ROI is huge. This is not news. We already know this, and the reason is simple. Your customers know you. In fact, they know you better than you know yourself. Remember, perception is reality.

Not only do your customers know you, the ones that know you inside and out, have the most influence. Advocate influence directly affects your bottom line–for better or for worse. Advocates make up a critical, but very small segment of your customer base. Size doesn’t matter, because it is their personal experiences with your brand that counts.

Do you have the right set of tools to find your advocates? Ask yourself a couple of questions. Do you know how to identify the right advocate behaviors and traits in the first place? Can you put together a profile that goes beyond database marketing?

Or, are you so focused on the importance of the right demographic and transactional data, that 20-somethings and moms with active lifestyles fit your ideal? Can you apply a loyalty multiplier to understand the dollar value beyond the purchase?

Advocate identification is both an art and a science. Implement a strong methodology behind your customer profiling. Tap into the smallest percentage of your customer base that has the largest reach. Advocates are hard-wired to talk about you. Take a step further and engage with them. Those conversations will be positive and effective.

Empowering your advocates that know you best and letting them speak for you is a smart strategy, but you have to know who they are first.

Do you?

Advocate identification entails more than scrubbing a customer database for demographic and transactional information. Quite often my team must defend the notion of the right advocate at the right time, yet it’s hard to resist settling for the easier quantity over the more challenging quality. The end result usually pays for itself, so keep in mind the old adage: ‘You get out what you put in.’

The art of identification is really about finding your most passionate and loyal customers, and putting them at the center of your outreach efforts. All customers are not created equal. If you don’t look for specific behaviors they are hard wired to possess, you’ll find it challenging to build a powerful WOM and communication channel.

The first step is to create an advocate profile. Think about it in terms of baking a cake. Segmenting consumers by the products and services they use is the base, or flour. Flour is an important component, but alone doesn’t give you a cake. Add some sugar and chocolate, time it right, and now we’ve got something. To avoid a recipe for disaster when identifying advocates, you need the right mix of demographic targets, transactional data, brand loyalty, behavioral traits and attitude. Ever see the commercial where the mom mistakenly served a cake made with salt instead of sugar? If you didn’t, the end result was a toxic mess, and a bunch of disappointed kids.

How does this analogy relate to community? Advocates are the heartbeat of any healthy and vibrant community. Engaging with them at the right times, during community design or new product launches for example, will gain you key insights and invaluable feedback. This is why identification is so important. We have seen advocacy programs where salt was used instead of sugar, and the environment proved to be just as toxic. One community example jumps to mind. A private council of advocates was hand selected to engage directly with the brand. The council recruited another community member, who on the surface seemed like a good fit, to participate. Unfortunately the program became this individual’s soapbox, and negativity spread like wild fire.

We use this example to educate our clients on the importance of the right advocate at the right time. In future posts we’ll explore the art of identification and all its nuances. Always remember though, it starts with the proper mix. If not, you may be serving up a cake just as toxic, leaving your customers with a bitter taste versus a world class, melt-in-your-mouth delight.

There is an interesting question.  First, you have to put a definition on what social media is.

This might seem like a silly thing to do for some, but I imagine if you ask the CFO of any business (big or small) what their definition of Social Media is, you’ll get a funny look like, “Huh?  What?  Why are you wasting my time with that kind of question?  I have all this red ink and you want to talk about what?”

So here it goes.  Social Media, defined in part within Wikipedia:

“Primarily, social media depend on interactions between people as the discussion and integration of words to build shared-meaning, using technology as a conduit.

Social media utilities create opportunities for the use of both inductive and deductive logic by their users. Claims or warrants are quickly transitioned into generalizations due to the manner in which shared statements are posted and viewed by all. The speed of communication, breadth, and depth, and ability to see how the words build a case solicits the use of rhetoric. Induction is frequently used as a means to validate or authenticate different users' statements and words. Rhetoric is an important part of today’s language in social media.”

Hmmm.  Sounds like a text book entry (under GAAP Principals), so let me translate.

“People sharing insight, ideas, know how and content with one another using a variety of content mediums that reside on the Internet.”

There.  Social Media in a nutshell.

Why is the reality of social media activity important and why should our fictional CFO care?  For that matter, why should anyone else care besides the marketer? 

Why?  Because social media and the knowledge that can come out of it provides the business a significant strategic advantage.  So who else should care and why?

Well, here are a few, other than our CFO and the CMO/marketing team of course.

1.  CEO.  Social media activity is an accurate barometer of brand equity and corporate reputation.  What social media is comprised of (i.e. what’s inside of UGC) is telling as to the company’s current profitability and future performance.  How hard does the company need to work to maintain market share?  Lots goes into this analysis but social media provides a very real comparable metric to help measure whether the company’s internal metrics are accurate and why.  Being able for the CEO to provide real insight at a shareholder meeting or an analyst conference call is important.  It’s doubtful the CEO will reference his source as a social media output, but that’s not the point here.  Social media’s underlying value is.

2. COO.  Why?  Social media activity both internally and externally can indicate well the business and its resources are aligned within the marketplace to deliver on projections, plans and results.  Social media metrics can be compared with operational plans to see if the plans were realistic in the first place, on target or slightly off.  Social media tools and metrics can offer operators ‘real time’ adjustment indices if used properly.

3.  EVP of HR.  Social media isn’t limited to external venues.  How engaged is your brand and your team.  How collaborative are they (or are they capable of being based on the infrastructures and culture in which they operate)?  There are some big brands that are absolutely committed to this.  One old-line brand, a leading insurance provider even makes this a metric that is presented to the board of directors along with things like net profit.

4.  EVP of Sales.  Sales has a lot it can learn from social media.  Value proposition is best delivered from the mouths of customers themselves, as the sales department always has a primary goal-close the transaction.

5.  VP of CRM.  Once the sale is closed, who owns the customer?  Most likely the CRM team does.  They get measured on support costs, call duration in-bound requests, churn and a whole lot of other customer-stickiness metrics.  Social media helps to deflect a lot of these costs, as well as, understand what’s driving inbound requests and churn.  Microsoft gets this.

5.  EVP or VP or Product Development.  Necessity is the mother of invention.  If you want something to work a certain way, you create a work around.  Sometimes, understanding what those work arounds are helps teams innovate.  Sometimes, it’s just asking for ideas.  www.ideastorm.com is the obvious example.  There are dozens of others…good and bad (i.e. that work and don’t work).  Intuit works.  MyStarbucksidea.com doesn’t.

7.  Institutional and individual investors.  Another  part of doing good homework.  What are customers saying and how well is the brand listening?  There is an old-line manufacturing truism.  To understand how well run a manufacturing company is, simply look at it’s loading dock.  A neat and orderly loading dock says the business is on top of things.  Broken pallets, trash and disarray speaks volumes,  You’d be surprised how many savvy investors who bet (or did before the meltdown) on manufacturers did this kind of homework.  Social media can provide the same sort of insight if approached correctly.

Here’s a proof point.  This factoid was provided by my friend and colleague Barak Libai, professor at Tel Aviv University and Advisor to WOMMA and is taken from a good book by Gupta and Lehmann on "Managing Customers as Investments"  and relates to Cox Communications.

You can see that the defection rate for customers who use the product in a wider way is much lower. Much of this wider use comes from formal and informal social media activities (people helping, showing and spreading the word.  This can translate to double the lifetime value!  

Double…that’s a lot of coin, my friend.

Can social media rewrite business rules?  I am here to tell you that that it already is.  So where are you?  Ahead of the curve or behind it?

Recently, I was interviewed by Tom Searcy, the President of Hunt Big Sales.  Tom has spent nearly two decades in CRM, having run and sold a large CRM call center and software business. 

His recent business, Hunt Big Sales

helps sales forces from Fortune 500 to high growth entrepreneurial businesses maximize sales activities.

Thought you might enjoy.  You can download or stream the podcast here.