Monologue to Dialogue Social Media And Digital Marketing MWalsh

Editor's Notes

• #12: Physical distribution costs for gaming apps includes the following: Cost of games cartridges and shrink-rapped box Inventory risk Distribution to brick & mortar stores Retail margin in brick & mortar stores Defective merchandise Returns of merchandise Updates & bug fixes for games Economics of App Store are better for developers than other platforms. “Games sold via the App Store are the most profitable in terms of any of the formats we work on,” Simon Jeffery, U.S. president of Sega.
• #13: “ IPhone Software Sales Take Off: Apple's Jobs”, WSJ, August 11, 2008
• #25: Traditionally, marketers modelled customers’ decisions as they progressed from awareness through consideration, preference, action, and loyalty — through what is called the marketing funnel (see Figure 1-1). The marketer’s job was to move people from the large end down to the small end. But now it’s time for a rethink, as the funnel has outlived its usefulness as a metaphor. Face it: Marketers no longer dictate the path people take, nor do they lead the dialogue. We must rethink the marketing funnel because: Complexity reigns in the middle of the funnel. The most valuable customer isn’t necessarily someone who buys a lot. Traditional media channels are weakening. Consumers force brand transparency. · Complexity reigns in the middle of the funnel. Awareness is still important; you need to know that a product or service exists in order to buy it. And the marketer’s endpoint is still a transaction. But, in between, other factors such as recommendations from friends or family, product reviews, and competitive alternatives described by peers influence individuals. The funnel’s consideration, preference, and action stages ignore these forces that marketers don’t control. Rather than a clean linear path, the real process looks more like a complex network of detours, back alleys, alternate entry and exit points, external influences, and alternative resources. · The most valuable customer isn’t necessarily someone who buys a lot. In this socially charged era in which peers influence each other as much as companies do, good customers can’t be identified solely by their purchases. Companies also need to track individuals who influence others to buy. For example, a customer who buys very little from you but always rates and reviews what she buys can be just as valuable as someone who buys a lot — her reviews might influence 100 other people to buy your product. Tracking only transactions and loyalty at the end of the funnel misses this significant element of influence. · Traditional media channels are weakening. Marketers continue to use mainstream media messages to move consumers into a consideration frame of mind. But passive consumption of media is waning. Individuals dismiss or ignore marketing messages in lieu of information available from an ever-increasing number of resources, such as product review sites, message boards, and online video. · Consumers force brand transparency. Marketing and public relations teams used to have the influence to spin a message in their favor when something went wrong. But in these days of snoring cable technicians caught sleeping on a customer’s couch, captured on video, and posted on YouTube or blogs blasting CompUSA for selling an empty box instead of a camera, spin is out of control. Online social tools, coupled with increasing social behavior online, make it easy for the truth to come out. When companies try to spin the message now, they get caught in the act, only making the problem worse.
• #27: Marketing complexity means that traditional methods and metrics fail to address and capture the whole story. Online metrics like unique visitors to a Web site, number of pages viewed, and time spent per page mimic offline media metrics of reach and frequency. But traditional marketing and traditional measurement doesn’t address or indicate the engagement of an individual; they fail to address or capture the sentiment, opinion, and affinity a person has towards a brand as manifested in ratings, reviews, comments in blogs or discussion forums, or likelihood to recommend to a friend.
• #28: Engage at Every Stage means: Acquire new prospects and sales leads Convert leads or web site visitors into customers Grow customer value through repeat business Retain loyal, satisfied customers Reactivate customers who may have churned or been inactive Each lifecycle program may be composed of multiple campaigns and use multiple tactics.
• #51: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #52: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION. It is absolutely critical for marketers to understand WHY consumers participate in social networking.
• #53: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #54: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #55: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #56: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #57: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #74: Seek recognition and fame. Many Gen Yers were raised and schooled in an educational system focused on promoting self-esteem and a "you can be anything" mentality. As a result, they're more narcissistic than other generations. As Jean M. Twenge writes in her book Generation Me, alluding to the popularity of reality TV shows like Fear Factor, "For many people, particularly [Generation Y], instant fame is worth eating bugs.” Twenge also points out that college students scored significantly higher in the Narcissistic Personality Inventory (NPI) test in 2006 than they did in 1987. Enjoy absurdity — and humor with an odd slant. Young consumers spend more and more time online seeking experiences that are both funny and entertaining. The popularity of peer-generated video has spawned Gen Y-focused sites like CollegeHumor.com and eBaumsWorld.com, which offer media with an odd, sometimes absurd sense of humor. Embrace a variety of subcultures. Generation Y is as diverse as it is unique. We found a variety of subcultures stemming from the clothes they wear, the music they listen to, and the media they consume and share. Niches like "goth," "emo," or "prep" each have their own attitudes, ideals, communication styles, and interests.
• #75: Skim text and information quickly. Surrounded by video games and television, Gen Yers have learned to quickly scan through information. Photobucket.com CEO Alex Welch summed it up perfectly when he told us: "Our Gen Y users rapidly absorb content, without dwelling on text-heavy pages." In their book Got Game John C. Beck and Mitchell Wade write, "Gamers have amassed thousands of hours of rapidly analyzing new situations, interacting with characters they don't really know, and solving problems quickly and independently.” Are easily bored. In an extensive research study of 14- to 24-year-olds, interactive marketing vendor Resource Interactive found a strong need for "instant gratification and immediacy." The research firm also found that these young consumers will wait just three seconds for a Web page to load before clicking away. Generation Y needs constant stimulation —from multiple windows open on their PCs to non-stop music on their iPods. Are expressive and creative. Gen Yers are active online content creators. They are more likely than other generations to upload videos to sites like YouTube, publish a blog, create Web pages, and post to photo-sharing sites than any of their elders. That's why a site like Whateverlife.com, which offers free templates for personalizing MySpace pages, can become such a popular destination. Supporting this entrepreneurial trend, Gen Y is the most likely of all generations to agree with the statement "I put a lot of time and energy into my career.”
• #77: Life would be so much easier for companies if their customers still responded to the same old marketing pitches. But unfortunately, customers are heading in the opposite direction and getting tougher to win and keep. Forrester research shows that consumers: Aren't easily influenced. Customers don't just rely on what companies tell them about their products and services. Our data shows that, during the past three years, consumers have become more likely to research products online and less likely to be influenced by advertising. Care more about price. During the past four years, the percentage of consumers who think price is more important than brand names has steadily increased. During the same time period, the percentage of consumers who are willing to pay more for products that save them time and hassles has decreased. Use more channels. It wasn't too long ago that just about all transactions were completed in person or over the phone. But consumers increasingly use more digital channels to connect with companies. By year-end 2007, almost 100% of Australian customers had adopted mobile phones and more than 72.9% were on the Internet — more than half of them over broadband.
• #78: What have companies done with their customer experience efforts to survive in this era of skeptical, empowered customers? Not much. For example, when we evaluate organizations' Web sites, they often fail even the most basic tests of usability and brand building. What causes these problems? Ultimately, companies don't deliver strong customer experiences because of: Siloed efforts. When customers interact with companies across a number of different touch points, they view these interactions as part of a continuous relationship that occurs over time. But few companies see it the same way: Each channel typically falls under the control of a different part of the organization, with different goals, decision-makers, and points of view on how to serve customers. How common is this problem? Plenty. Three-quarters of companies think that "getting alignment across the organization" is a significant obstacle to improving their customer experience. Industry tunnel vision. It's obvious — and understandable — why executives like to benchmark their companies against direct competitors. But when that's all they do, it leads to a dangerously incestuous view of the world that's disconnected from the customer's reality. Just because many major automotive sites devote most of their home page real estate to giant, flashy images, while burying and miniaturizing links to car models and local dealers, doesn't make it right. Self-centered design. Companies often lack a sharp, research-based understanding of their target customers. In this information void, people advocate for things that they personally like. When an exec says, "I don't like this," or "That works for me," they're typically focusing on their own needs. But if your target customers are teenage males, does it matter how the experience feels to a 40-something female VP of marketing?
• #92: In the USA this figure is 72% and I put the lower rate for Australians down to our natural built-in bull shit meter!
• #106: Step 1: Review The Social Technographics Profile Why do social strategies fizzle? As often as not, it's because they misjudge their customers. Forrester has developed a tool called the Social Technographics Profile for analyzing groups of vcustomers and their social tendencies. For example, L.L. Bean should review the Social Technographics Profile of its customers before forming a strategy. Based on this profile, online consumers who shop at L.L. Bean: Are more socially active online than average Americans. Starting at the bottom of the profile, you can see that nearly half of all online Americans are Inactive, untouched by social technologies, but only 36% of L.L. Bean shoppers are Inactive. This creates urgency for L.L. Bean to work on its social strategy, as most of its online customers are already participating. Would accept Critic activities like reviews. Thirty-four percent of online L.L. Bean shoppers are Critics: people who contribute to discussion forums or write ratings and reviews. Based on this profile, many of L.L. Bean's customers would participate in ratings and reviews if they were available on its site. Are highly likely to be Collectors. L.L. Bean shoppers are more than twice as likely to be Collectors as other online consumers. RSS feeds, a major Collector activity, are missing from the L.L. Bean Web site. Are also well above average in Creator and Joiner activities. One in four online L.L. Bean shoppers are Creators: people who write blogs, maintain Web sites, and upload videos. A similar proportion are Joiners: members of social networks. This gives a green light to strategies based on any of these activities. Step 2: Pick An Objective By itself, the profile only tells a marketer what's possible. Next you should decide what you want to accomplish. Based on our experience with companies building social strategy, there are five main objectives of social strategies for connecting with consumers. To get started, pick the one that's best suited to your company's overall goals: Listening. Use social technologies for research to better understand your customers. For example, Del Monte used a private community to understand the desires of pet owners. In social strategy, listening typically involves private communities or brand monitoring. Talking. Use social technologies to spread messages about your company. Executive blogs like GM's FastLane are a quick way to talk to, and with, your customer base.(see endnote 4) Interactive marketers can also extend the brand through social marketing activities like videos on YouTube, as Dove did with its Dove Evolution video, or with brand widgets like Discovery Channel's Shark Week widget. Energizing. Find your most enthusiastic customers and use social technologies to supercharge the power of their word of mouth. This works well for retail companies, which can use ratings and reviews from some customers to influence others. Other energizing strategies include designating brand ambassadors, as Fiskars Brands did with its Fiskateers scrapbooking community, or leveraging social networks as Victoria's Secret did for its VSPink brand. Supporting. Set up social tools like forums and wikis to help your customers support each other. Supporting can save costs, as in the support forums run by companies like Dell and Intuit. Supporting customers with a community can also increase their comfort level and increase sales. Embracing. Integrate your customers into the way your business works, including using their help to design your products and improve your processes. This is the most challenging of the five goals, and is best suited to companies that have succeeded in one of the other four goals already. Salesforce.com's IdeaExchange is a powerful example of how customers' suggestions can help improve products. L.L. Bean's key objective initially is likely to be energizing its most loyal customers. For L.L. Bean, giving a voice to its enthusiastic customer base with the right social strategy has the potential to increase sales. Step 3: Choose A Strategy Your objective determines what business goal you want to accomplish. Having decided on the objective, you can move on to strategy: how will you accomplish the goal? In particular, social strategy revolves around answering this question: How do I want to change my relationship with my customers? While activities like social marketing campaigns can have a short-term impact, the long-term value of activity in the social world is the ability to change relationships with customers. By focusing on the relationships, not the technologies, marketers can keep their eye on long-term change that matters. To flesh out this type of strategy, companies like L.L. Bean should take the following steps: Describe the new relationship. L.L. Bean's current relationship with its customers is as a trusted supplier with a large inventory and excellent service reputation. In energizing its customers, L.L. Bean will extend the relationship, giving its satisfied customers opportunities to discuss their experiences on the L.L. Bean site, and by doing so, motivate other customers to buy. Measure the impact of the change. It's crucial that companies have metrics in place to measure progress towards the objective. For example, in energizing strategies like the one we laid out for L.L. Bean, you should measure to what extent visitors to social elements of the site are more likely to actually buy something. If your objective is talking with customers, measure awareness, impressions, or online buzz. If it's supporting, look for declines in support costs related to site visits. Regardless of the objective, your strategy is not complete without a success metric. Identify barriers to the strategy. Change created by social strategies is often difficult for companies to swallow. For example, L.L. Bean now has a direct relationship with all of its customers. By featuring customers' opinions on its site, the company will be admitting that those consumers influence buying decisions as much as the company itself, a transition some L.L. Bean executives might find difficult to make. Step 4: Select And Deploy Appropriate Technologies — And Measure Results By this point, you've determined your customers' profile, you know what technologies they will accept, and at what rate. Since you know your objective and have nailed down a strategy, now you can evaluate technologies. This is why it makes sense to evaluate technologies only after you've finished the other three steps. In this case, Forrester recommends that L.L. Bean consider three social technologies: Ratings and reviews. Because L.L. Bean's online customers are likely to be Critics, the best energizing technology would be to deploy ratings and reviews on the L.L. Bean Web site and encourage customers to post their own evaluations of products. Studies by companies like Bazaarvoice have proven that ratings and reviews can significantly increase sales, and Forrester's own research shows that 80% of customer-supplied reviews are positive. User-generated content. L.L. Bean might also enable customers to energize others by allowing them to upload pictures of their outdoor experiences, as Dick's Sporting Goods does on its "bragging boards." Given the relatively high number of Creators among L.L. Bean shoppers, encouraging them to upload photos or videos is likely to succeed. List making. With a quarter of L.L. Bean customers in the Collector category, the site can tap into their organizing skills and ask them to assemble their favorite collections for different activities, ranging from family road biking to ocean kayaking. Integrating these lists into product descriptions and search results, as Amazon.com does with its Listmania tool, will encourage cross-sell and upsell.
• #115: Windows Brand Voice | Hand Out October 22, 2009 © 2008 Microsoft Corporation. All rights reserved.
• #118: Windows Brand Voice | Hand Out October 22, 2009 © 2008 Microsoft Corporation. All rights reserved.
• #122: These 3 strategies combine together to make a community program where we monitor the conversations and participates through passionate users. Each strategy by itself will accomplish some measure of success but the strategies combined allow us to participate, evaluate messages and course-correct where need be. Without SMM we will not know which messages are having the most success, if our advocates are making progress and if the brand platform is reaching into the consumer influence. Without the advocacy program the voice will be ours only and won’t allow for relationship building and customer feedback. Without the brand platform we will not be able to leverage the CRM system, the content will live somewhere outside our network and customers won’t be having a 1 st run experience with our brands and products. Advocacy is 3 rd party.
• #130: Know what kind of relationship you want to develop. The simplest thing that a marketer can do on a social network is to repurpose existing elements from the corporate Web site, throw up a few ads as part of their sponsored group, and hope to generate some sales. This not only doesn’t work but also typically backfires, as users see that the marketer isn’t really trying. Similarly, don’t put up a one-time promotion or contest to get users to add the marketer as a friend unless you will follow through with them. Forward-thinking marketers like Condé Nast Publications’ Brides.com instead think about what kind of relationship they will develop with users over time — from the engagement to a time after the wedding takes place. Newly engaged women can download a wedding countdown timer that they can put on their own profile pages. Their friends see the timer and are likely to add their own timers once they get engaged. The Brides.com profile page also features links to the Brides.com site, which has deeper features and content, such as wedding photo sharing areas. Provide real value. SNS marketing needs to become a part of users’ lives, and one sure way to do this is to provide value in the form of entertainment, information, or promotions. For example, Chili’s sponsors “Secret Shows” on MySpace, where only “friends” receive clues about the date, location, and name of the band that will perform. Ad-focused marketer profiles like Jeep’s profile on Facebook don’t provide much incremental value that isn’t already found in traditional channels. Compare that with the “Yes I own a Jeep Wrangler, and wave to other wranglers” group that taps into the unique culture among Jeep owners. Short-term promotions like sweepstakes entries or free MP3 files may encourage sharing, but long-term brand impressions may not have changed substantially. For example, Apple gave away millions of iTunes to build its large community, but it now also needs to provide value at a different level or it will be forced to ante up again. Get employees to be actively involved. SNSes provide a platform for communication among friends, and yet, only a few brands have engaged in any sort of personal dialog with users on their SNS profiles. What kind of friend never says hello or responds to questions? Contrast this with Ernst & Young (E&Y), which created a group on Facebook expressly for the purpose of reaching out to college students interested in working at E&Y.19 Naturally, students post questions on “The Wall,” and employees like Dan Black, the director of campus recruiting in the Americas for the company, write back — sometimes in highly personal ways.20 Here’s a sample of one of these conversations: Nick Lao: “Hi E&Y I have a question: is the summer leadership program competitive? Is it beneficial to have that on resume during the recruiting process? Is there any other E&Y sponsored events during the summer other than this one? Thanks and hope to hear from one of you soon.” Dan Black: “Nick — sorry I missed your question first time around (eyesight is the first to go for us “thirty-somethings” I guess). Yes, the Summer Leadership Program is very competitive, since it’s the first opportunity that any student has to connect to the firm. If you aren’t selected for it, then you should apply for an internship the following year; if not selected for that you should apply for full time in your last year. Sounds tough? It is, but it’s worth it. I was rejected for an EY internship but perseverance won out when I came back and interviewed for a full time gig — here I am 13 years later . . .” Participate without fear, and respond quickly to feedback. Part of engaging in a dialog is that users will talk back — and not always in friendly terms. E&Y was prepared for negative feedback and had a plan in place to leave most comments standing unless they were profane. The firm has deleted very few comments so far and has notified users when it does. JPMorgan Chase’s credit card department used feedback from its Facebook group to create a “karma points” program associated with the Chase +1 program and also acted quickly on suggestions, such as changing the design of the profile to make it easier to use. Keep growing the relationship. So you finally get a SNS user to add you as a friend — now what? Marketers need to think through in advance how often they will refresh content on profiles or send out messages to the friends list to keep the relationship fresh. For example, the Victoria’s Secret group VSPink sends out messages to group members about upcoming contests, such as winning a “PJ Party.” At a minimum, marketers should message friends regularly but avoid using this channel to push out the weekly special. Instead, the messages and updates throughout the network should be building up value for group members, as noted above. Use the right metrics. Counting just the number of friends linked to the brand only scratches the surface of SNS value. As the MySpace and Marketing Evolution study with Adidas and Electronic Arts showed, the marketers’ SNS metrics could be tied back to the original goals of the marketing campaign — such as increased brand awareness and purchase intent — thanks to elements like viral downloadable badges. Chase +1 on Facebook rewards activities like taking a credit education quiz that users can then redeem for merchandise on Amazon.com or gift to a friend or charity of their choice. In the case of the Chase +1 campaign, three metrics were most important: 1) brand awareness in Facebook; 2) number of credit cards linked to the group; and 3) usage of the cards after the sign-up. The benefit of using these three metrics is that they can be used to compare Facebook’s performance against other marketing channels — and also as a baseline to tweak elements within the Facebook presence itself.
• #134: Six Tactics To Successfully Engage With UGC Interacting with customers at a more intimate level requires a different way of thinking. While the loss of control and exposure created though the necessary openness can be troubling at first, there are some key tactics companies can use to stay on top of the situation. Knowing where communities currently congregate and what is being said is critical before you attempt to enable your own UGC. To begin with UGC, follow these six steps: 1. Monitor consumers generating content about your brand. The first step begins with observing what content people are creating about your brand. For a more formal method, look to brand monitoring firms like Nielsen BuzzMetrics or Cymfony to collect and analyze data. On the less formal side, maintain a team focused on locating and tracking blogs and other media about your brand. This doesn't have to be the team's full-time job, but you need some of its time dedicated to this effort to properly identify and track UGC activity. Try using simple tactics such as Google Alerts or other automated content notification tools to track online activity as it emerges. 2. Leverage your UGC community. Consider selecting one or two popular individuals commenting on your brand to contribute to your marketing efforts. When Vespa initiated its blog, it tapped its owner base for volunteers to write the content. Reward participation, even if they say things you don't like — let contributors know that you're listening and that you are open to their suggestions and ideas. Continuously analyze what people are saying and respond with appropriate product and service changes — and thank them for the advice. 3. Participate in existing consumer-driven communities. Identify the most highly used destinations of UGC for your brand — then join in and become a member. Don't hide your relationship to the brand; be open about who you are and why you're there. Listen to what people have to say, respond, and be honest with your commitments. Consider sponsoring or advertising on the site as a show of support. If possible, contribute content of your own that matches the content being generated in the community — think like a content-provider, not an advertiser. 4. Respond to negative commentary. Start off by establishing clear guidelines about what is allowed and what is not — both for your staff and for customers on your branded UGC sites. Don't block negative content, but have a plan in place to respond. If you see a consistent type of feedback, make a blanket response addressing those issues. For individual cases, respond back to resolve the issue, just like you would for a customer service call. Most importantly, be clear about how you will respond, and don't block content because it's in disagreement with your point of view — leaving that content demonstrates transparency and builds authenticity for your brand. Over time, you'll see other people on the site writing back to each other in defense of your brand — General Motors' FastLane blog frequently sees its users carrying on a discussion about a post within the comments. 5. Select the right technology to engage your customers. The existing technologies being used by your customers will give you a good indication of what people are looking for. Try blogging if you have something to say and enable comments. Deploy a wiki if you have large quantities of content that are impossible for your staff to maintain because content changes so quickly. Consider social networking if you have an active audience that can benefit from the ability to engage and connect with one another. Allow photos or videos from your customers if it enhances their existing experience or provides additional value to each other — especially if creating that content is so dynamic that you can't possibly keep up or provide enough information to satisfy the need. 6. Enable your audience to create content on your behalf. One key point to consider — is your audience ready and interested in creating content by themselves on your site? And also, are you, as an organization, ready to do this? Open your mind to what you normally would allow or disallow on your site — and don't be overly controlling. Evaluate your audience, as well as your products and services, to determine whether enabling them to create content is the right move. Look to vendors that provide platforms for accepting UGC — and just as importantly, seek those with the ability to review and remove content before it is published on your site if that is a key requirement.
• #190: What is this graphic? The Topic Ecosystem is a summary of volume and sentiment in this space. The diameter of the spheres show relative post volume, while the color indicates the sentiment of the discussions. Due to the nature of Consumer Generated Media (CGM), posts often relate to multiple topics and are scored as such within the data collection system. The lines connecting topics show overlapping discussion; the thickness of each line indicates the frequency of shared conversations. TOPIC DEVELOPMENT In collaboration with your team, we’ll define the most relevant topics and keyword structures and start SM data collection. We approach this point in account set-up as an iterative stage. Refinement helps to establish topics that are relevant to each of the business needs we define together. We set out to pull in, score and make available to you the cleanest and most actionable collection of data for each topic established. Keep in mind that data analysis and engagement takes place within TruCast at the topic level. To do this, we leverage keyphrases to help pull in data for each intended topic. A topic may consist of a single keyphrase like the specific name of one of your products or may consist of multiple keyphrases, each with a distinct set of keywords. In a multi-keyphrase topic, each of the keyphrases would pull in data that would then be collectively featured under one topic – for example, a topic that includes conversations referencing your three biggest competitors, versus a single competitor. So it’s imperative we structure topics in such a way that you will be able to fully leverage the data for your business needs. What is a topic? A topic is a specific theme for your business – could be as granular as a single feature of a product or as wide as the general perception of your corporate brand.  In TruCast we track and collect all relevant consumer generated media (CGM) posts – and couple them as conversation threads – that reference each of your specific topics.  Topics should be structured to answer a unique question of interest: what the public thinks about you, about your service, about your top competitor, about your current TV campaign, etc. The topic description summarizes what each particular topic structure is intended and set up to capture.                                                                                                  What is a keyphrase? A keyphrase (or keywords) is a set of search word combinations that will enable the TruCast application to ingest CGM content (original posts and comments) relevant to a topic.  Data is often collected for a topic from multiple keyphrases. Keyphrases are not sub-topics, and thus TruCast does not allow you to parcel and analyze data (with our business intelligence Dashboards) or engage/monitor posts (Engagement Manager) per keyphrase.    Once the content is ingested by keyword matches, those posts are then scored and earmarked to any and all matching topics and are assigned sentiment (Good, Bad, Neutral, or Mixed) per topic. Thus, a post may reference multiple topics, with each topic receiving a different sentiment score.   Topic example: Lenovo IdeaPad   Associated keyphrase: Include all – Lenovo, IdeaPad Include one secondary term - Y510, Y710, U110, Y410, novo, one touch, game zone, XP, Vista, facial recognition, veriface, partition, consumer   This keyphrase will collect all posts associated with Lenovo conversations around Lenovo IdeaPad that includes at least one of the secondary terms.   With this topic in TruCast, we will not be able to parcel sentiment and volume per associated keyword. For example, we will not be able to analyze and report on Y510 independent of other posts highlighting Y710, U110, Y410, etc.
• #203: Top dealers today recognize this.
• #206: Many marketers are expressing a desire to move away from gimmicks - and traditional campaign thinking - to solutions that offer more long term value and which builds relationships. But….   There are a great deal of hurdles that marketers who want to do less ‘subservient chickens’ and more ‘Nike+'s’ will face.  This document isn't meant to be negative—it's a reality check.  If marketers on both the Microsoft and agency side really want to extend their influence, we'll need to ween ourselves from the impulse to spin the "Wheel of Marketing Misfortune".  It won't be as easy as it sounds.  So here's where we need to get to work: Microsite Madness The Microsite is actually a great thing.  It allows us to quickly launch an initiative that can link out to and be linked to from other sources and allows marketers to bypass slower moving large scale site efforts.  But increasingly, microsites are being cranked out by the thousands.  Many of them are sold as "high-engagement" vehicles when in reality they become souless, glossy artifacts that come off as traditional promotions in a digital shell.  Microsites as a format are not inherently bad, but we really need to think about why users will want to spend some time there, and even more importantly, why they would come back. Viral Addiction Let’s be honest with ourselves. Marketers are severely addicted to the idea of "viral", and will do whatever it takes to make something reach this level of marketing nirvana.  The problem with viral is that it's a crap shoot and all of the time spent chasing the "viral dragon" could be invested in improving the customer experience, which ironically is what creates authentic word of mouth in the first place.  Again, viral is not a bad thing—but it's tricky business and marketers need to clearly identify the need for buzz before pursuing it at all costs Flashturbation (Silverlight) We need to think of Flash / Silverlight the same we think about incredibly powerful mediums such as television and radio.  When done well, television can inspire and motivate us—when done awfully it comes off as annoying and makes us want to flip channels.  I think Flash / Silverlight is a wonderful technology and tool, but like any powerful tool it gets abused way too much, often times at the expense of the end user.  I urge designers and marketers to use the technology responsibly.  Think about what happened to airbrush artists who spent all of their time pushing that technology to its limit.  Where are they now? Death By Big Idea "The Big Idea" is still very much alive and well—but it's less relevant than it's ever been.  Especially big ideas that start with a top down broadcast messages first.  This is campaign thinking in its finest and does not translate directly in a fragmented 2.0 world. Bud.TV for example was a "big idea" fueled by traditional thinking—what followed was a "big bang" launch, but not the engagement.  We marketers are going to need to diversify how we think, which means supporting both big ideas and lots of "big-little ideas" that can thrive in the niches.  That's one of the biggest challenges marketers now face.  Thinking in niche—the internet thrives on it.   Award Infatuation Let's get this straight.  Peer recognition is important and we should celebrate when one of our own does something remarkable.  But the awards industry is here to make money too—and many of us are all too happy to forget about putting customers first in the pursuit of praise.  Agencies especially have to come to terms with this and should all talke a cue from what's arguably one of the the #1 brands in existence right now.  Google.  We really need to think hard about how compatible awards are with being " Googly ".  Actually, they are—but one needs to come before the other. Social Media Goldrush The "social revolution" is real, transformational and not going away.  However, we need to proceed with a little caution.  Not every tactic requires "conversation".  Marketers need an intimate understanding of how social networks actually function and what is has to do with their business and brands.  Then, we need to try a few things and learn by doing.  But there's gold in them thar hills—which means that ev eryone right now who is claiming to be an expert in this area could potentially steer you wrong.  I am way more active than most when it comes to the social space and I would NOT consider myself an expert.  Let's be smart about how we can take advantage of the behavioral shift in this area. We'll need to be better at establishing credibility before we can guide, and the last thing we need is snake oil salesman. Churn-n-Burn Because much of marketing is deeply rooted in quick hits that demonstrate short term spikes, we've gotten used to an intense industry to work in that it risks burning many of us out.  The industry is fast paced and more than happy to put fresh meat to work.  This is something that is not sustainable, especially in the digital space where there is a shortage of talent who truly knows what they are doing.  We'll need to overcome this somehow and it will take some time.   Shiny Object Syndrome Many have talked about BSOS (Bright and Shiney Object Syndrome), and most marketers are guilty of it.  It stems from the addiction to always looking for the "next big thing" without gaining a deep understanding of what's on our plate at the moment.  The result is a loss of credibility both in and outside of the industry.  We'll need to do a better job balancing what's next with what's already here.  The real risk here is creating initiatives that bomb because we missed the mark on where the customer's head was actually at in order to satisfy where our heads may be at. Banner-Palooza We're turning the internet into Times Square.  While we digital marketers claim to be cutting edge, we're not willing to turn down the lucrative ad banner business.  Again, there's nothing wrong with it—but for aspiring designers who work in marketing and someday want to design the next You Tube, banner ads will most likely not help you get there. Campaign-Itis If we're truly living in an " application economy ", then marketing/ad campaigns are not the end all be all though they are still important.  But the biggest shift powered by digital is that the average Joe/Jane has become the new storyteller and digital experiences are becoming more important to an empowered consumer who frankly has more options than ever before.  Point in case, David recently ordered a replacement keyboard for his family's HP computer and was severely disappointed to see that HP had downgraded their industrial design.  The original keyboard was stylish, finished with metalic silver and felt right to the touch.  The new keyboard only comes in black and feels like plastic.  HP's campaign "The Computer is personal again" now feels like a lie to him.  If he gets another PC, it will probably not be an HP—and no campaign can influence that.  It's time for marketers to bring the product, the experience and the marketing together because the average consumer is no longer making distinctions between them.  The future of marketing will take both storytellers + experience people to pull it off. Apple sells experiences not products and it does it well. So, that's the "Wheel of Marketing Misfortune" in a nutshell.  There's no reason to sugercoat it.  We're all smart people who want to make what we do better.  Whether you're on the Microsoft or agency side—it's time to get to work.
• #210: Search engine results aren't realized simply from optimizing your website anymore. Gaining an understanding of the multi-channel nature of the Internet is key to successful online marketing campaigns.
• #211: Many cases can be made for different types of effective advertising. But what makes search engine marketing stand out from the rest? This infographic demonstrates the mindset of the buyer and their ability to easily convert while in the medium.
• #212: Collectively, segmented marketing initiatives will help increase your baseline traffic over time. The traffic bump infographic demonstrates the potential of gaining loyal readers with every marketing initiative.
• #213: Most people still prefer listings found on the first page of results, but as users become more savvy, they realize that sometimes better results can be found by looking further into the search result pages.
• #214: With so many tactical options available to today's search marketer, it can sometimes be difficult to determine which approaches are best for achieving specific goals. Should press releases be optimized for increased brand awareness? Or, will a PPC campaign achieve better results?
• #215: There are many aspects of the blogosphere that make it attractive to search marketers: the sharing and distribution of content, the potential for viral marketing and link bait, and the associated linking opportunities. But, so much more goes into the relationship we have with blog communities. This infographic describes both the tangible and intangible benefits of engaging with the blogosphere.
• #216: Impact of Social Media on Search Results A search engine marketing campaign isn't complete without including some elements of social media. While engaging in social media alone can provide impressive results, this week's infographic illustrates how properly planned tactics can have a positive impact on your search results.
• #217: Search marketers know it's important to optimize company websites in order to be found on search engines. But, customers' trust can be grown through so many additional avenues. This infographic demonstrates how various SEM tactics - in addition to just SEO - allow buyers to find out about products, not only on companies' websites but also on other popular sites throughout the web.
• #222: These 3 strategies combine together to make a community program where we monitor the conversations and participates through passionate influencers / users. Each strategy by itself will accomplish some measure of success but the strategies combined allow us to participate, evaluate messages and course-correct where need be. Without SMM we will not know which messages are having the most success, if our advocates are making progress and if our platform is reaching into the consumer influence. Without the advocacy program the voice will be our brand only and won’t allow for relationship building and customer feedback. Without the brand platform we will not be able to leverage the CRM system, the content will live somewhere outside our network and customers won’t be having a 1 st run experience with us. Remember, advocacy is 3 rd party.
• #228: Practical Examples of Involving SEO Expertise with Media & Blogger Relations, Social Media Monitoring The advent of digital PR and the technology tools that serve as compliments means changes in the way agencies provide client consulting and practice management. In the case of TopRank, we’re running both a internet marketing agency and a public relations practice , so we’ve always counseled our clients on the use of targeted keywords during interviews and in communications with the media as well as with content published to the web. In a push and pull PR strategy, keywords are used to optimize content and digital assets to enable the media to pull themselves to a client’s news. Optimize your media relations training . For media relations coaching with keywords, the phrases to use in interviews (along with the brand message) are the keywords the company news content is optimized for. When the interviews or articles are published on or offline, many readers will remember the topic, but not the names of all the companies mentioned. More often than not, readers will go to go to Google and search the topic of the article whereupon the company has prominent visibility in the search results. The traffic this tactic generates includes both consumers searching for products/services as well as journalists researching stories. I’m a blog. Can you relate? Another emerging practice area for many digital PR practitioners is Blogger Relations . Pitching in media relations is similar in many ways to individual link building. Pitching bloggers for PR purposes or as part of a link building program can be a slippery slope when approached with traditional tactics. Most bloggers don’t respond well, if at all, to a mass distributed email pitch. For successful blogger relations, more effort must be undertaken into qualifying bloggers to determine their degree of influence, topics that are important to them and their readers. Pitching is customized and personal by default, not as an exception. Spin cycle to transparency . Most tenured PR professionals grew up in the industry on spin so it takes a bit of re-training to get more experienced media relations staff in the habit of social participation and transparency. Blogger relations is a never ending task of practice and refinement as is link building for search engine optimization. PR is still about persuasion though, so there will always be some aspect of the pitching effort designed for a particular messaging outcome just like there is an intended outcome for a link solicitation with SEO. That’s not “spin” as we know it today, but it is still about influence, a “sale” to be made, a media “hit” to score. Social crisis management . Another change with the increasing popularity of digital PR is how public relations practitioners handle crisis communications and the rapid spread of information online. In the past, PR professionals could call their contacts within the media to keep a negative story from getting coverage. With more and more editorial decisions in the hands of user generated content, there’s nothing any company or PR professional can do to stop negative news from being posted, ranted, commented and spread amongst blogs, Twitter and instant messaging. Listen to the brand conversation . Today’s participatory web requires companies to be involved with online communities in order to gain any kind of foothold on what’s being said and discussed about their brands. The notion that, “ Conversations are happening with or without you , so get involved or get left behind”, rings true for brands and PR as well as for advertising and marketing. Brands need to be monitored continuously and when dissention is detected, it must be qualified and responded to quickly before it becomes a full blown crisis. Kryponite locks are a classic example of this and with the Bic pen fiasco still occupying top five search results , they could seriously use some SEO expertise with Search Engine Reputation Management. It’s about people, technology and keywords . Corporate PR and communications need to allocate ongoing software ( social media and brand monitoring ) and human resources (Community Manager) to this end in proportion to the value of their brand equity. The bigger the brand, the more you have to lose by not paying attention to what social communities and the blogosphere is saying. Social media monitoring is keyword based, so understanding keyword research from a SEO and branding perspective can be instrumental in an effective listening effort. As companies should “listen” to the social web for negative sentiment, they should also listen for evangelists. Reaching out to brand proponents and energizing their efforts with recognition and communication tools goes a long way towards building a brand online. It’s also the foundation for building community. Is it really about “Adapt or die”? When it comes to digital PR and the integration of online PR, social media and search engine optimization, it’s a critical moment for PR agencies and corporate PR departments: embrace the social web or it will embrace you. New methods of online communication and influence require new tools and skill sets on the part of online marketing and PR practitioners. Listening, participating and engaging with less direct message control mean agencies must adjust their organizations in order to adapt. It also requires new models for managing client expectations. Whether it’s optimizing news content for SEO, digital asset optimization for media and news assets or an integrated Push/Pull PR strategy involving both optimization and media/ blogger outreach , new corporate “neural pathways” must be laid in order for companies to realize their place in the social web .
• #229: Practical Examples of Involving SEO Expertise with Media & Blogger Relations, Social Media Monitoring The advent of digital PR and the technology tools that serve as compliments means changes in the way agencies provide client consulting and practice management. In the case of TopRank, we’re running both a internet marketing agency and a public relations practice , so we’ve always counseled our clients on the use of targeted keywords during interviews and in communications with the media as well as with content published to the web. In a push and pull PR strategy, keywords are used to optimize content and digital assets to enable the media to pull themselves to a client’s news. Optimize your media relations training . For media relations coaching with keywords, the phrases to use in interviews (along with the brand message) are the keywords the company news content is optimized for. When the interviews or articles are published on or offline, many readers will remember the topic, but not the names of all the companies mentioned. More often than not, readers will go to go to Google and search the topic of the article whereupon the company has prominent visibility in the search results. The traffic this tactic generates includes both consumers searching for products/services as well as journalists researching stories. I’m a blog. Can you relate? Another emerging practice area for many digital PR practitioners is Blogger Relations . Pitching in media relations is similar in many ways to individual link building. Pitching bloggers for PR purposes or as part of a link building program can be a slippery slope when approached with traditional tactics. Most bloggers don’t respond well, if at all, to a mass distributed email pitch. For successful blogger relations, more effort must be undertaken into qualifying bloggers to determine their degree of influence, topics that are important to them and their readers. Pitching is customized and personal by default, not as an exception. Spin cycle to transparency . Most tenured PR professionals grew up in the industry on spin so it takes a bit of re-training to get more experienced media relations staff in the habit of social participation and transparency. Blogger relations is a never ending task of practice and refinement as is link building for search engine optimization. PR is still about persuasion though, so there will always be some aspect of the pitching effort designed for a particular messaging outcome just like there is an intended outcome for a link solicitation with SEO. That’s not “spin” as we know it today, but it is still about influence, a “sale” to be made, a media “hit” to score. Social crisis management . Another change with the increasing popularity of digital PR is how public relations practitioners handle crisis communications and the rapid spread of information online. In the past, PR professionals could call their contacts within the media to keep a negative story from getting coverage. With more and more editorial decisions in the hands of user generated content, there’s nothing any company or PR professional can do to stop negative news from being posted, ranted, commented and spread amongst blogs, Twitter and instant messaging. Listen to the brand conversation . Today’s participatory web requires companies to be involved with online communities in order to gain any kind of foothold on what’s being said and discussed about their brands. The notion that, “ Conversations are happening with or without you , so get involved or get left behind”, rings true for brands and PR as well as for advertising and marketing. Brands need to be monitored continuously and when dissention is detected, it must be qualified and responded to quickly before it becomes a full blown crisis. Kryponite locks are a classic example of this and with the Bic pen fiasco still occupying top five search results , they could seriously use some SEO expertise with Search Engine Reputation Management. It’s about people, technology and keywords . Corporate PR and communications need to allocate ongoing software ( social media and brand monitoring ) and human resources (Community Manager) to this end in proportion to the value of their brand equity. The bigger the brand, the more you have to lose by not paying attention to what social communities and the blogosphere is saying. Social media monitoring is keyword based, so understanding keyword research from a SEO and branding perspective can be instrumental in an effective listening effort. As companies should “listen” to the social web for negative sentiment, they should also listen for evangelists. Reaching out to brand proponents and energizing their efforts with recognition and communication tools goes a long way towards building a brand online. It’s also the foundation for building community. Is it really about “Adapt or die”? When it comes to digital PR and the integration of online PR, social media and search engine optimization, it’s a critical moment for PR agencies and corporate PR departments: embrace the social web or it will embrace you. New methods of online communication and influence require new tools and skill sets on the part of online marketing and PR practitioners. Listening, participating and engaging with less direct message control mean agencies must adjust their organizations in order to adapt. It also requires new models for managing client expectations. Whether it’s optimizing news content for SEO, digital asset optimization for media and news assets or an integrated Push/Pull PR strategy involving both optimization and media/ blogger outreach , new corporate “neural pathways” must be laid in order for companies to realize their place in the social web .
• #231: Democratize "Access" - The content (words, multimedia, links) need to be available to all comers. We cannot set up artificial barriers (i.e., "thou shalt present journalist credentials in order to download official jpegs of our logo"). Ensure "Accuracy" - First off, given the electronic (and thus easily transfigured) nature of the Social Media News Release, we need to be thinking about some sort of "trustmark" scheme. Just as importantly, corporations need to see the benefit of providing "official" versions of their logos, graphics, and other multimedia, for use and re-use by all media types. Embrace "Context" - In the old days, you'd never clue a reporter to the assorted articles that had already been written about a client. Nowadays, you're a clod if you think they won't find these articles via a quick Google search, so, why not make the reporter's job easier by proactively providing links to industry-related research and yes, even to "competitive" articles (via del.icio.us, for example , where you can also append your own notes about each article)? Build "Community" - We need to make it easy for anyone who views the Social Media News Release to: comment on its content; re-mix its multimedia elements for use in blogs, on YouTube, and in the online versions of traditional print publications; bookmark it using Social Media tools, etc. We also need to track this response (T'rati tags, Sphere, etc.) and show a willingness to respond --- openly, and, as appropriate. Be "Findable" - Borrowing from Bhargava's ideas for Social Media Optimization and with a hat-tip to the wire services' increasing understanding of the importance of "search optimized" news, all I need to add here is the reminder that even the NY TIMES has considered how to run headlines that would make their content more readily "found" by the search engines. If the Gray Lady worries about Google, so should we all.
• #234: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #235: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #236: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #237: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #238: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #239: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #240: Windows Brand Voice | Hand Out October 22, 2009 © 2008 Microsoft Corporation. All rights reserved.
• #241: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #242: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #247: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #248: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #249: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #250: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #251: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #252: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #253: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #255: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #256: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #257: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #258: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #259: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #260: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #261: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
• #262: © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.