PR 20/20 Blog

One More Copywriting Lesson From Roger Ebert

By Laurel Miltner | Posted Jul 12, 2010 | 0 Comment(s) | Filed in: Business, Content Marketing
A few weeks ago, there was an interesting article on Copyblogger,
What all Content Creators Need to Learn from Roger Ebert.

This article, paired with one that I came across via Twitter several months back called Nil By Mouth, have drawn me into Roger Ebert’s world — and made me think more carefully about my own.

Note for any who aren’t aware: due to a battle with thyroid cancer, Ebert lost the ability to speak (and eat and drink).

After diving into Ebert’s work and following him on Twitter, I’ve found myself asking something consistently, and I encourage you to think about it today:

How would you write if you didn’t have your voice to fall back on?

Seriously think about this. For example:
- How many times have you given a colleague something to review that wasn’t ready to be presented, expecting them to catch errors or fix your jumbled words?
- How many times have you sent an email thinking that if the recipient didn’t understand it fully he or she could just call you for clarification? Or even ended an email with some variation of, “if this doesn’t make sense just give me a call to chat”?
- How many times have you sent or published something (even an email or social network status update) without reading it first?
This isn’t to say that everything you write needs to be lengthy. On the contrary, one of the most important things to consider in keeping your writing clear is to write as concisely as possible. (Even Ebert himself has become “addicted to Twitter,” after once deeming it “impossible to think of great writing in terms of 140 characters.”)

So, how can you begin to improve your writing skills? Here are a few things that I’ve personally found helpful:
- Check your work for repetition. You may think that you’re driving a point home by sharing the same idea in multiple ways, or perhaps you don’t even realize you’re doing it. Unless it is key to making your statement, or a stylistic choice (think “I Have a dream”), remove redundancies from your work.
- Read every email before you send it, and ask yourself if you’re clearly and concisely making the point you intend to make. Use complete sentences. If action is required on the part of the recipient, be sure that expectations will be understood.
- Really think about your tweets and other social status updates. Find ways to condense a longer sentence into a clear thought without resorting to SMS-friendly abbreviations.
- Proofread your work. Every time. Every article. Every content marketing piece. Every status update. Everything.
- Read my colleague Christina’s blog post, with three excellent tips to strengthen your copywriting.
How would you write if you didn’t have your voice to fall back on? Why don’t you write this way now?

Laurel Miltner is a consultant at PR 20/20, a Cleveland-based inbound marketing agency and PR firm. Follow Laurel on Twitter @laurelmackenzie, or connect on Facebook at Facebook.com/laurelmiltner.

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Image source: Roger Ebert's Twitter account.
5 Business Lessons I Learned from the LeBron James Collapse

By Paul Roetzer | Posted Jun 10, 2010 | 4 Comment(s) | Filed in: Business
The stage was set. Following back-to-back MVP seasons, LeBron James was poised to solidify his place as the greatest basketball player, and probably athlete, on Earth, laying the foundation for his legacy as the greatest of all time.

After a lackluster Game 2 in the 2010 NBA Conference Semifinals against the Boston Celtics that can best be described as “out of character,” James returned to MVP form in Game 3 with a scintillating performance, scoring 21 of his 38 points in the first quarter.

He seemed to be the man on a mission we all expected, but then something inexplicable happened — he quit. For the first time in his illustrious career, LeBron’s uninspired performances in Games 5 and 6 left analysts and fans questioning the King’s heart and will to win, and speculating on what happened.

All the rumors and injuries aside, the best player in the game didn’t show up for his team when they needed him most. And the most amazing part was that he didn’t seem to care.

While it might have been destroying him inside, perception is reality. To this day his persona is that of someone completely unphased by the collapse, and more concerned with his next contract and ultimate goal of becoming a global icon.

The competitive fire that burned inside of him after seven years of hearing that he didn’t have Kobe Byrant’s killer instinct, or Michael Jordan’s drive, just appeared to go out.

So instead of preparing for Game 4 of the NBA Finals, and securing his first ring, James is watching Kobe, again the consensus best player in the game (based on Playoff performances and championships), take on the aging Celtics, a team that had no right beating the Cavs (or the Orlando Magic for that matter), but that just plain wanted it more.

At the end of the day, it’s irrelevant where he signs in free agency, or how many more games and MVPs he wins. Until James hoists the NBA Championship trophy, his legacy is on hold due to one awful series.

The Moral of the Story for Businesses

Now mind you I’m a die-hard Cavs fans, and still firmly believe when it’s all said and done that LeBron will win multiple titles and go down in history as the greatest player of all time. But for now, I wait, like all Cleveland fans, and hope he returns next year to finish what he started.

In the meantime, I find myself analyzing LeBron and the Cavs as it relates to business. Here’s what I’ve come up with:

1) Leaders Must Lead

LeBron could dominate every game, win every scoring title, and probably even average a career triple-double. Instead he does what leaders often do: he delegates and builds his team’s confidence and morale by involving them and giving them opportunities to excel and achieve.

However, there comes a time when leaders must lead in a different way. They are obligated to take their game to a whole new level, and pull everyone along with them.
Their passion, drive and refusal to lose must shine through. Think LeBron in Game 5 of the 2007 Conference Finals — 48 points, including 29 of his team’s last 30. That’s the LeBron the Cavs needed against the Celtics, and the leader every organization needs when it’s all on the line.

2) All That Matters is Today

Back-to-back MVPs, and back-to-back regular season best records meant nothing. Being the odds-on favorite to win going into the 2010 Playoffs meant nothing. Thousands of hours of practice, game films and training meant nothing in the end.

The only thing that matters is that the Cavs lost. They got outcoached and outplayed by a team they probably underestimated. They got complacent.

Business is full of industry leaders and pioneers that have become irrelevant because they failed to stay ahead of the pack. Maybe it’s due to poor leadership, or a lack of will and vision, but history tells us to focus on today, and be bold and decisive in your actions.

3) Control What You Can

The Cavs were doomed to fail because they made a simple, yet fatal, mistake . . . they let their older, slower competition dictate their game plan.
The Cavs were the better team, with the best player on the planet, and yet they made desperate substitutions and dramatic changes to their schemes, when all they had to do was focus on what they could control.

This happens in business all the time. Instead of concentrating on innovating, creating markets and generating demand, leaders have progress paralysis because they spend too much time and energy on competitive monitoring and market research, opting for the conservative and familiar approach. Or, they make irrational decisions to change strategies based on outside factors.

Focus on what you do well and control what you can. The rest is just noise.

4) Great Teams Finish First
I don’t buy into the argument that the Cavs didn’t have enough talent to win, but I do believe they lacked the necessary “A Players” to step up when LeBron couldn’t deliver.

The Celtics didn’t have a single player close to LeBron’s caliber, but the Cavs got beat by a great team, with a strong contingent of highly skilled players willing to take the big shots, and fight through adversity to win.

The lesson? Great leaders need great teams to succeed. To borrow a passage from one of my favorite business books, Topgrading:

"Proactively seeking out and employing the most talented people can have a multiplier effect on the creation of other competitive advantages. High performers—the A players—contribute more, innovate more, work smarter, earn more trust, display more resourcefulness, take more initiative, develop better business strategies, articulate their vision more passionately, implement change more effectively, deliver higher-quality work, demonstrate greater teamwork, and find ways to get the job done in less time with less cost."

5) You Can Rise Again

As we have learned from Steve Jobs’ epic return to the top of the business world, with enough time, commitment and vision, even when all hope seems lost, leaders can rise again, and the truly great ones always do.
For Cleveland’s sake, I hope LeBron makes it to the pinnacle here, and demonstrates his leadership and greatness as a Cavalier for years to come.

Conclusion

I’m continually fascinated by how business mirrors sports. I’d love to hear your thoughts on this, and other sports parallels.

Thanks for reading.

Paul Roetzer is founder and president of PR 20/20, a Cleveland-based inbound marketing agency and PR firm. He can be found on Twitter @PaulRoetzer

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Why to Keep Running When No One is Chasing You

By Christina Capadona-Schmitz | Posted Jun 8, 2010 | 2 Comment(s) | Filed in: Business
For general health and wellness, I try to hit the pavement a few times a week for a jog. For years, minus the occasional dog walker, I was the sole runner of the neighborhood.

Then, last week, another jogger emerged on my sidewalk path, moving at a quicker pace than I and quickly gaining on me. A new neighbor? Likely. A competitor trying to challenge my position on this sidewalk? Absolutely.

Almost immediately I checked my own pace. As predicted, I wasn't going nearly as fast as I could. I started to run harder knowing he was gaining on me, and found the new competition exhilarating.

I wondered...how many jogs have I taken prior to that day, where I wasn't pushing myself, reaching my potential, or even running with a purpose? More importantly, in life, how many days go by moving at a comfortable pace, without considering the impact of complacency on the mind and body?

At work, in sports, in relationships and life overall: If you’re not being chased, trying to catch up, or highly focused on getting ahead, motivation needs to be managed as its own pursuit.

In the Workplace
- Does your best work come hours before a critical deadline?
- Are policies only created when difficult situations are presented?
- Do employees give that extra effort only when motivated by the accomplishments of their peers?
- Do companies focus on the needs of customers today, at the expense of innovation to serve the needs of the future?
While you’re doing your required job duties at a manageable pace, there may be another associate/colleague/competitor recognizing this, and strategically preparing themselves to challenge for position/prestige/power.

When you live in your own world, with your own rules, and ignore what others are doing, you're setting yourself up to limit potential. A strategic, driven person can train in solidarity, but watches and waits until the best time to enter the race. Simply expecting this challenge should be enough to invigorate some extra efforts toward the goals you’ve set.

There will always be younger, smarter, faster, wealthier. But as long as you keep showing up each day and demonstrating continual improvement, your perseverance will influence, intimidate and separate you from the pack.

If you don’t prefer to compare yourself to others, or get caught up in a competitive race that leads to nowhere, focus on comparing yourself to the person you were yesterday, a year ago, a generation ago. What goals did you set that were accomplished? Where did you fall short? What events changed your path? Are you showing signs of the person you want to become, and the goals you want to achieve?

The Unpaved Road

The reason we have to keep running, even when motivation wanes, is because there's a good chance your past accomplishments have inspired others, and therefore encouraged the creation of competition. But only you know where you're headed next. The power lies in running hard, focused in a strategic direction, but with an open-ended destination.

My high school principal, Bernie Kroviak, gave me sound advice, which I have carried with me. He said, “don’t set your career goals on the positions that currently exist, prepare and advance yourself for the positions that will exist years from now, or that you yourself will create.” My interpretation was that you can pursue specific paths and goals based on your aptitudes and interests, but make sure along the way you are developing fundamental skills that make you agile and adaptable to the changing world.

Also, as covered in the book “The Innovators Dilemma,” by Clayton M. Christensen, those companies that only focus on the needs and wants of their customers today, and don’t drive innovation, or focus on the needs for customers of the future, will ultimately be left behind when faced with disruptive technological change.

When self-preservation isn’t enough, and you can’t find the motivation to advance, create a need to fill in your mind. Create today, the competitor that may be years away from emerging. Create and meeet deadlines for some of the most meaningless tasks, and you’ll soon find your potential expands for accomplishing bigger things.

Run when the sun is shining, run when it’s raining, but most of all, run like you have to.

Whether blazing a new path, overtaking the lead dog, or avoiding the risk of losing what you started working for - find your reason each day to keep running.

My favorite motivating thoughts: The Lion and the Gazelle

(shared via Graywolf's SEO Blog)

Christina is an assistant vice president and consultant for PR 20/20, a Cleveland-based inbound marketing agency and PR firm. Follow her on Twitter: @ChristinaCS
How to Establish a Social Media Policy

By Laurel Miltner | Posted Apr 21, 2010 | 2 Comment(s) | Filed in: Business, Management, Social Media
Even if your organization is shy of embracing social media for its business benefits, the fact remains that it is not a medium that can be ignored. Whether endorsed by the company or not, your employees, job candidates, customers, prospects, shareholders and other key audiences are likely active online, and without establishing some kind of social media guidelines for their behavior, you run the risk of damaging your company's reputation.

A Social Media Policy, at its core, is simply a set of guidelines to share with employees that provides clear rules and regulations for online activity — both during and outside of work hours.

However, with social media only recently becoming a force to consider in the workplace, many people (including those at the executive level), are at a loss for how to approach this new form of communication. How can you go about setting parameters that will encourage employees to be themselves, and protect their own and the company’s reputations, without stifling personal freedoms?

Following is a four-step plan for developing your company’s Social Media Policy.

Step 1: Find your champions.

Establish a committee, or team of internal stakeholders, that will be involved in the development and approval of the company’s social media policy. Ideally this group will embrace the business benefits of social media, and include: someone at the executive level, representatives from several departments within the organization, and at least one social media active.

Step 2: Do your research.

Find out what people are saying about your company online by running Google, Facebook and Twitter searches for your company name, popular products and executives.

Review the company’s current social media participation, both at the individual and corporate levels. Send internal surveys to determine who is active online, on what sites and to what extent. See where your organization lies on Forrester's Social Technographics Ladder using their Social Technology Profile Tool.

Look into blog and forum comments from active personnel, as well as Twitter, Facebook and LinkedIn profiles. Determine the online influence of employees through Grader tools from HubSpot.

While scouring the net, did you come across any red flags? If you see negative comments (either from internal or external parties) about your company, or identify any inappropriate employee behavior, take note of them to ensure that such instances are addressed in your policy.

Step 3: Take advantage of existing resources.

It’s quite likely that you already have existing policies in place regarding employee behavior. So, why start from scratch? Just because the platform is different doesn’t mean that you’re telling employees anything new in regard to what is considered acceptable or unacceptable activity and information sharing. For example:
- Consider language in existing employee handbooks specific to professional behavior.
- Consider any corporate communications and/or legal policies or procedures related to communications made by company representatives and employees.
- Evaluate any internal communications to date specifically related to social media participation, either on an individual, departmental or corporate level.
- Review any existing internal documentation and/or strategy related to monitoring social media activity.
Step 4: Develop your Social Media Policy.

Armed with all the information you need, now it’s time for the committee to sit down and develop your organization’s social media guidelines. A few elements to consider:

Start with an introduction to social media: What it is and why the company is addressing it.

State the goal of the policy, and how it integrates with those that already exist.

Lay out 10-15 guidelines for employees to follow in their online behavior. A best practice is to focus on what is appropriate rather than what is not, to keep the tone positive. Specific topics to cover may include:
- Authentic representation of brand and self: The importance of using real names, and the lack of true anonymity on the Web.
- Disclosure, confidentiality and privacy, such as: guidelines for sharing company information with the public, who has the authority to comment on behalf of the company, and when it is necessary to disclose affiliations with the company and/or clients.
- Having a purpose in online communications, and bringing value to the community.
- Policies for usage and productivity during business hours.
- Professionalism: Taking ownership of your words and actions, and respecting copyrights.
- How government or industry regulations apply to online conversations.
- How to address potential challenges before they occur, such as “friending” colleagues, superiors and subordinates.
Address plans for monitoring and enforcement:
- Determine who is responsible for monitoring employees’ online behavior, and what this entails.
- Clearly state the ramifications of misuse, and how policies will be upheld.
Also, consider sharing an appendix of resources with employees that may help them be more productive in their use of online media. For example: introductions to Netvibes or Google Reader, directions for setting up Google Alerts, or details on Facebook privacy settings.

Does your organization have a formal Social Media Policy? What are the key elements it includes?

Laurel Miltner is a consultant at PR 20/20, a Cleveland-based inbound marketing agency and PR firm. Follow Laurel on Twitter @laurelmackenzie.

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Additional (External) Resources:
Green Marketing: A Consumer Point of View

By Tom Moehring | Posted Nov 24, 2009 | 3 Comment(s) | Filed in: Business, Marketing
Of all the 21st century business clichés, “going green” has had considerable staying power, and no doubt for good reason. In a period of economic suffering and war, good (and profitable) business has increasingly become synonymous with green, or eco-friendly, business. Companies of all kinds, from cleaning products to automobiles, are developing and marketing new and/or “improved” green products.

In this over-saturated market, I wonder: Is it more important for a company to be earth friendly or perceived as earth friendly? Perhaps, the answer is a resounding, BOTH! If that is the case, how does this impact businesses and how they market themselves?

Earth’s Dilemma
- The planet’s surface temperature has risen (PDF) ~1.5°F over the last 100 years
- Ice caps are receding, ocean levels are rising and climates are getting warmer
- 150,000 premature deaths have been linked to climate change (PDF) effects
- Deforestation is rampant
- Natural resources are dwindling
- Over-population shows no signs of letting up
- There are a growing list of endangered species
- Green house gas emissions are on the rise*
* China and India are developing very quickly, and where there is growth, there must be energy production. In the last decade, China has built so many power plants that it “now uses more coal than the U.S., Europe and Japan combined.” Not surprisingly, that consumption has made China the world leader in green house gas emissions, and they’re just getting started.

When global warming hands you lemons…

I’m not sure exactly when “green” became the universal label of earth-friendly, but lately it seems to be no coincidence that it is the same color as money.

Several years ago, General Electric rolled out its “ecomagination” marketing campaign in an admitted attempt to profit from the spreading realization that the earth needs help. Remember the “Dancing Elephant” commercial? Since then, the portfolio of ecomagination products has expanded, and in 2008 the revenue brought in by those products was $17 billion.

American car companies are also starting to catch on to the benefits of an eco-friendly attitude.

Here are two in-your-face examples of green marketing:
1. The highly advertised “EcoBoost” engine in the new 2010 Ford Taurus SHO has been turning some heads. This car uses a V6 engine with twin turbo-chargers and direct fuel injection to maximize fuel economy without sacrificing performance. Turbo-chargers and direct fuel injection have been around longer than most people reading this blog. In other words, nothing new here besides another company’s green seal of approval.
2. “FlexFuel” cars, by General Motors, are another automotive marketing stunt. These cars can run on regular gasoline or E85 ethanol – 85% ethanol and 15% gasoline. It’s a little known fact that by offering the choice between E85 and gas, car companies can claim mileage benefits that are not accurate, thereby keeping their fleets under today’s ridiculously low CAFE standard of 27.5 mpg (passenger cars). So, with some trivial modifications, a yellow gas cap and a shiny emblem, GM is left with the potential for green revenue they can use to pay back taxpayers.
Each of the products and technologies mentioned above were being sold well before they were ever marketed as earth-friendly. It makes you wonder if the marketing strategies have had a positive impact on sales. Considering that August 2009 hybrid sales were up 48.6% from August 2008, while sales on average vehicles were up just .5%, maybe you really have to wonder after all.

Industrial conglomerates and car companies are inherently not green; therefore, it should be easy for them to dream up marginal improvements and sell, sell, sell. Does that mean they are the only ones capable of eco-friendly profit? Kroger and Starbucks don’t think so.

Thinking outside the plastic bag

“Paper or plastic?” “Neither, thank you, I brought my own bags.” Grocery stores have figured out a way to sell reusable bags that do the same job as the bags it gives away for free! By exploiting the fact that the free plastic bags are unnecessary, petroleum-dependant, landfill waste, stores allow consumers to enhance the feel-good high they get from recycling and turn a profit at the same time. It’s a perfect example of thinking outside the traditional business model to offer products that make your company feel eco-friendly, and turn a profit at the same time.

If I had to guess, I would say Starbuck’s business model reads something like this: Sell as much coffee as possible from more stores than imaginable… Be the McDonalds of mochas. Now that McDonalds has its own designer coffee line, maybe that model has changed a little, but nevertheless, by all appearances, it’s a pretty straightforward business.

Simple business model or not, Starbucks is not shy about being as green as they can be. The company made news headlines in 2006 when it started using paper cups with 10% post-consumer fiber (recycled) material. Walk into any Starbucks and you’ll notice a shelf full of reusable coffee mugs, and customers that use them are rewarded with a 10 cent discount on any drink. And today, the coffee giant is working with suppliers to buy 100% of their yearly supply of nearly 400 million pounds of coffee only from farms with responsible growing practices and ethical trading.

I’d argue that these efforts are not completely motivated by profit, and Starbucks does indeed care about the earth; however, I have no doubt that the coffee-giant is thrilled your Hummer has 20 cup holders.

Avoid getting run over by the hybrid bus

It is all too obvious that there is an increased demand for green business practices. Therefore, just like addressing any other customer desire, businesses must identify their green strengths and develop a strategy for selling those strengths to meet the demand.

As I hope my big-business examples illustrated, there is no such thing as a product or service that doesn’t fit in the spectrum of green. It is just a matter of how customers can take advantage of those goods to improve their quality of life while helping, or at least not hurting, the environment.

I’ll admit, I have no marketing background and know very little about what’s required to make people want a product or service. I am, however, a member of the public that businesses try to relate to by hiring agencies like PR 20/20. Right now, I’d agree that the public is more worried about catching the swine flu from touching the money they don’t have than concerning themselves with green initiatives. Rest assured, though, that it won’t be long until the severity of earth’s distress wakes people up and makes a pandemic, recession and healthcare legislation seem trivial.

Consumers will become more aware of which companies truly adhere to green practices, and which simply talk the talk. Backlash for in-authenticity regarding a cause that many people are passionate about could be severe.

In our lifetime, the U.S. government will catch up with the rest of the developed world and introduce gas taxes and the like that will completely change the way we look at energy production and consumption. As a population, our wants and needs will drastically change and we’ll need a market that can respond accordingly.

If you would like to read more about earth’s dilemma and how the U.S. can, and hopefully will, lead the world out of this mess, I’d strongly recommend Thomas Friedman’s latest book, Hot, Flat, and Crowded (2008).

I look forward to reading any comments, especially those related to actions that businesses should be taking to catch-up with, and stay ahead of, a green movement that will eventually change the world for the better.

This is a guest post by Tom Moehring, an engineer working in the aviation industry. He earned his B.S. in Mechanical Engineering from Ohio University in 2006 and his M.S. in the same field from the University of Cincinnati in 2009. He does not drive a hybrid, and he has never hugged a tree; however, he, like many others, has a growing consciousness of earth’s dilemma and the actions needed to remedy it. Contact Tom at tmoehring [at] gmail.com.

Image from Flickr, courtesy of RE3.org.
Navigating the Long Tail of Opportunity in Business

By Paul Roetzer | Posted Oct 13, 2009 | 6 Comment(s) | Filed in: Business
My experience as an entrepreneur, and our work with clients in dozens of industries, has helped me realize that opportunity is everywhere for unique and innovative companies that bring real value to customers.

But opportunity can be overwhelming if you don’t adapt to changing markets and growing demand, focus on your core customers and strengths, and build a scalable infrastructure.

Growth for growth’s sake, without a profitable business model or strong exit strategy (for those who are more concerned with pre-profit valuation), results in little more than an entrepreneurial ego boost.

The Long Tail of Opportunity

The Long Tail, as defined by Chris Anderson, applies to the collective strength of the niche markets/products in the demand curve tail, and their ability to out produce a relatively small number of top selling products at the head of the curve.

While many businesses such as Amazon, Netflix, eBay, Google and Apple have built empires on the Long Tail, it is extremely difficult for service-intensive businesses to extend too far down the tail due primarily to the limitations of human resources.

So, as I grappled with our agency's growth during the last 12 months, I started seeing a long tail of opportunity emerging, similar to what can be found in many businesses.

Unlike in an online, product-based model in which inventory and niches can be infinite, for many businesses still bound by human resources and shelf space the questions become, how do we assess growth opportunities — not just services and markets, but anything that can impact growth — and where do we chop the tail off?

Sample Model

For the sample chart below, I’m considering an “Opportunity” (X-axis) anything that has potential to increase revenue. For “Growth,” (Y-axis) I’ve shown hypothetical percentage returns that could result from an increased focus on an opportunity over the next 24 months.

Note, in some cases the opportunities with the greatest growth potential won’t actually be profitable decisions in the short term. Also, not all opportunities are created equal, and some require greater risk if you want to lead and position yourself where the market is going, instead of following the herd.

So, in this theoretical example, in which the vertical markets and emerging services collectively represent significant growth opportunities, a strategic decision is made to cut off the tail at “Pricing Strategy” (represented by the red dotted line).

This means we would not invest energy or resources in pursuing those opportunities in the tail to the right of the red line.

Knowing When to Cut Off the Tail

Here are a few lessons I've learned about how to assess the long tail of opportunity.
1. Know your strengths and limitations as an organization. If the instrastructure isn't in place, don't push the growth beyond your ability to service it.
2. Concentrate on retaining and growing your core customers. They are your most profitable and important relationships.
3. For service-based businesses, your people are your greatest asset. Have an employee recruitment and retention plan from day one.
4. Recognize a quality new business lead, and stop wasting time on prospective clients that won't value your people and your services.
5. Trust your gut instinct when it comes to determining direction. Research and analyze your options, but only to refute what you already know to be the best choice.
6. Take risks, but understand and accept the ramifications of your actions when you fail.
7. Remember that the goal is to produce profits. Make decisions based on profit, not revenue, potential.
8. Don't be afraid to completely evolve what you have spent years building. Listen to the markets, adapt to demand and move where others aren't willing or able to go.
Your Long Tail

So what do you think? Does your business have a long tail of opportunity? How do you navigate it and decide which opportunities to pursue?

Paul Roetzer is founder and president of PR 20/20, a Cleveland-based inbound marketing agency and PR firm. He can be found on Twitter @PaulRoetzer

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Inbound Marketing Lessons from our Founding Fathers

By Laurel Miltner | Posted Jul 2, 2009 | 2 Comment(s) | Filed in: Business, Internet Marketing
All the chatter online this week about “free” (Chris Anderson’s new book, Malcolm Gladwell’s review of said book, and many others’ thoughts on free and the future of business models), really got my wheels turning.

With the 4th of July just around the corner (and thanks to a thoughtful Facebook post from a former professor regarding freedom of the press) I started thinking about the implications our freedoms, rights, and perceived rights have on business practices — particularly online.

I started wondering what a Bill of Rights would be like if it were written for consumers today, in a time when people basically have the world at their fingertips. What rights do we have — or should we have — as consumers, and how can businesses cater to them?

The Consumers' Bill of Rights

For the sake of this blog post, let’s assume that our ideal business exists because it offers a product or service which the company’s executives and employees truly believe solves a consumer problem, improves the standard way of doing something, or otherwise betters quality of life in one way or another.

(If you don’t know what the actual Bill of Rights entails – see the United States Bill of Rights Wikipedia page.)

First amendment

Consumers shall have the right to information; your company shall provide helpful information about your industry and products or services.

The rise of the social Web has taken the freedom of the press and free speech beyond what our founding fathers ever could have imagined. This gives consumers the ability to heavily research any topic of interest and seek out information as they need it.

Your job is to create and share information about your industry. Blog, publish eBooks, case studies, whitepapers, thoughtpapers — and make them free. Let your potential customers really get to know you, and your company. Give them the information they need to make an educated purchase decision. When they are ready to buy, if you are the best fit for them, they will know where to find you.

Second Amendment

Consumers shall have the right to not be “sold;” your company shall implement a smart sales strategy.

By integrating analytics into your Website, assessing visitor behavior and conversion rates, and gathering lead intelligence, you should be able to get a pretty clear understanding of who your best buyers are, and what makes a qualified lead.

Instead of cold calling or mass mailing laundry lists of people, use this information to cater to your potential customers’ needs. Talk to them about their problems and what your product or service can do to help. Sell smart.

Third Amendment

Consumers shall have the right to join groups and discussions on a given topic and know whom they are taking to; your company shall never allow representatives to pretend to be someone they are not.

People join online communities and post on discussion boards because they care about a particular topic, they want to learn and share information with others. Some companies think that a great way to create positive buzz online is to have an employee pretend to be a customer and rave about their product or services in these community or forum discussions.

Not only is this shady, but people often see through it. Nobody wants phonies in their communities.

Fourth Amendment

Consumers shall have the right to find the information they are looking for online quickly and easily; your company shall help them in this task, authentically.

Everyone knows that most people these days use search engines when looking for information. Make sure that your Website is optimized for search engines and for searchers. Don’t fall into the black hat SEO trap of trying to manipulate your rankings. Eventually, the search engines will recognize this and penalize your site, but more importantly, your potential customers will not appreciate you trying to scam them into considering your company.

Fifth Amendment

Consumers shall have the right to know what your company truly stands for; your company shall operate ethically and stay true to its core values.

We’ve all heard stories about leaked memos, people saying things online without thinking, and other business horror stories. When hiring, make sure you only invite people that you trust to join your team, and that your employees adhere to the company’s core values. Don’t let phony people jeopardize your brand or incriminate themselves by acting foolishly.

Sixth Amendment

Consumers shall have the right to share their opinions about your company online; your company shall listen and join in conversation.

Remember that gross Domino’s video that hit YouTube a few months back? Remember how long it took for the CEO of the company to respond? Sure, it was only about two days later, but by that time, millions of people had viewed the video of Domino’s employees desecrating customer’s food. Your company needs to monitor the Web, know what people are saying about it, and when necessary, respond in a timely manner.

Seventh Amendment

Consumers shall decide for themselves if you are helpful and interesting enough to tell others about; your company shall be rewarded for doing things smarter, better, faster, bigger and more creatively than your competition.

It’s widely accepted that the number factor in search engine rankings is inbound links to your Website. In other words, if people like something you did enough to share it, you’re doing something right. You will be judged by the value you create.

Eighth Amendment

Consumers shall have the right to choice; your company shall not talk poorly about competitors for the sole purpose of making your stuff look better.

Let’s face it — people can see through the crap. Instead of bashing your competition, why not build relationships with them? I’m sure that there are a lot of things that they are doing right. As people in the same industry, why not share your thoughts and ideas?

There are millions of people in the world — if your company is right for someone, they will know it. But your competitor might have a different approach that is right for someone else. Embrace competition, tell them what they are doing right, and learn from their successes (and blunders) to help make your company better.

Ninth Amendment

Consumers shall have the right to disagree with you and your opinions, and make legitimate complaints about your company, product or service; your company shall allow people to air their grievances.

The social Web is about conversations and relationships. Not everyone is going to think that your company is the best, the smartest or the coolest thing out there. Other peoples’ opinions matter just as much, if not more than, yours. If someone leaves a comment on your blog telling you that you’re wrong, or they disagree with your opinion, listen to them and see what you can learn. Respond intelligently and thank them for their thoughts.

If someone gives you a negative comment on Facebook, or a bad review somewhere, don’t try to take it down or push it away — engage your critics and see what you can do to improve their experience with, and opinion of, your company.

Tenth Amendment

Consumers, collectively, shall decide which businesses will succeed; your company shall innovate ahead of the crowd and be the best.

This is what it all comes down to. Consumers are connected and collectively intelligent enough to do their research, sift through the scammers, and decide what companies they want to work with. The only way to succeed in the world today is to be the best.

If you try to push out a mediocre product or half-hearted service, offer decent customer service and don’t provide enough value for your buyer’s dollars, people will not want to do business with you again, and they will tell their friends not to do business with you, and word will trickle down, and your business will fail.

But, if you create and offer the best services or products in your industry, provide the best customer service and give great value to your buyers, then people will like you, and they will tell their friends about you, and they will tell their friends, and so on, and so forth… and your business will be a success.

The only question is — are you up for the challenge?

Laurel Miltner is a consultant at PR 20/20, a Cleveland-based inbound marketing agency and PR firm. Follow Laurel on Twitter @laurelmackenzie.

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In Search of Answers and Inspiration

By Paul Roetzer | Posted Jun 21, 2009 | 5 Comment(s) | Filed in: Business
When was the last time you went back?

For me it was Father’s Day 2009. After dropping my dad off from brunch, I found myself drawn to Thrush Park in Cleveland.

Just minutes from where I was raised, Thrush was my place of dreams growing up.

From the baseball diamonds to the basketball courts, I spent more than 10 years of my life at Thrush learning invaluable lessons about victory, defeat, fear, failure, passion, dedication, risk, reward, pride and street smarts.

Sometimes to find direction and focus, we have to look back on what got us where we are today.

One of the most exciting things about being an entrepreneur is the unknown. It’s the adrenaline rush that comes from taking risks and venturing down the road less traveled. But that also means you’re often in search of answers, and inspiration.

So, on the first day of summer, I found myself sitting at the park of summers past searching for solutions.

What I discovered were lessons learned as a child that have taken on entirely new meaning as an entrepreneur:
- Don’t be intimidated by larger, stronger competitors. Be willing to take risks they can’t, or won’t.
- If you want to be the best, don’t waste your time (and others) talking about it. No one cares about what you’re going to do, so just focus your energy on doing.
- It’s more exciting when the odds are against you. Always fight like the underdog.
- There’s no substitute for practice and experience. No amount of studying and academic achievements will give you the street smarts and common sense needed to succeed in business, and in life.
Where do you go for answers and inspiration?

I’m always fascinated by what motivates people. I’d love to hear about the places, events, books, music and people that inspire you, and help you solve the challenges of business . . .

Paul Roetzer is founder and president of PR 20/20, a Cleveland-based inbound marketing agency and PR firm. He can be found on Twitter @PaulRoetzer

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The People and The Moments

By Paul Roetzer | Posted May 22, 2009 | 0 Comment(s) | Filed in: Business
Boston (Sept. 8, 2008) — The PR 20/20 Team following Inbound Marketing Summit 2008.

It’s 5 a.m., Friday, May 22, 2009, and sleep hasn’t been an option for hours, so I write.

The toast from last night’s dinner, delivered by Julius Mason, The PGA of America’s senior director, communications & media relations, runs through my mind:

"Life Is Not Measured by the Number of Breaths We Take, but Instead It Is Measured by the Moments That Take Our Breath Away."

We all have them. Those moments when time slows just enough for us to recognize there is something incredible and unique about the experience.

It may be the place, the people, the circumstances or the significance, but there is something uncommon that leaves an indelible mark on our memories.

That’s what I love most about being an entrepreneur — the people, and the moments.

Westfield Group Country Club (July 14, 2007) — Final night of the Westfield Junior PGA Championship.Old friends celebrate one last time on the veranda.

Creating the Moments

There is no formula, but I’ve found that many of the most significant times in my professional life resulted more from these principles, than any one particular action or decision:
1. Build your business around clients and employees that appreciate and value loyalty, trust and friendship.
2. Pursue opportunities that inspire you.
3. Get out of your comfort zone. Some of the most memorable experiences in my life have happened when I let go of my fears and anxieties.
4. Seek to create, embrace and cherish the moments, and never take for granted the people that make them so memorable.
San Francisco (April 29, 2009) — Paul Roetzer, Tracy DiMarino, Brian Halligan, Jim Wilson and David Meerman Scott at The Fillmore.

RELATED POSTS:

Disrupt or Die: 6 Tips on Disruptive Innovation

12 Life Lessons of an Entrepreneur

Paul Roetzer is founder and president of PR 20/20, a Cleveland-based inbound marketing agency and PR firm. He can be found on Twitter @PaulRoetzer
Is There Hope for Print Media? A New Model Emerges

By Lyndsey | Posted Mar 30, 2009 | 0 Comment(s) | Filed in: Business
In a rapidly changing industry — amidst printed publications folding all around us — print media are scrambling to adapt their models in an effort to survive.

In recent years, newspapers across the country have begun to collaborate to share news stories and features to cut costs while maintaining quality. However, a new model is beginning to surface: entrepreneurial ventures, focusing on industry niches, are providing quality content to printed publications through paid subscriptions.

One such example is MedCity News, a Cleveland-based medical industry news service “focusing on business, innovation and influence in health care,” according to its Website, www.MedCityNews.com. Chris Seper (Twitter: @chrisseper; LinkedIn: Chris Seper), a former journalist for The Plain Dealer who accepted a buyout last year, co-founded the business in January 2009 because he saw “the media space changing.”

The model works through syndication. MedCity develops and publishes content on its Website for online, print and broadcast-media paid subscribers to use in their mediums.

Are ventures such as MedCity News, VentureBeat.com and Politico.com the much-needed answer to support printed publications by allowing them to cut costs and outsource their quality? Seper thinks so.

PR 20/20 sits down with Seper to learn more about MedCity News and his views on the future of the newspaper industry.

PR 20/20: What was the influencing factor for launching this entrepreneurial venture?

Seper: We think the media space is changing. In order for traditional mediums to continue to thrive, they need to collaborate more. They can do the medical news just as good as we can, but they can’t afford to do it all. We think that’s critical. We’re not reinventing the wheel; we just created a model that shrinks the costs for printed publications, while allowing them to maintain the quality of content produced.

PR 20/20: What is the main focus of your business?

Seper: The No. 1 revenue source is through syndication. We see online advertising as secondary. We also can create custom content where we would oversee the freelancers for an exclusive story.

PR 20/20: Do you think your company focus will shift in the future?

Seper: I think this is the future of the industry. I always compare what’s happening in media to what’s power in oil. So, though we use wind for power and energy resources, nothing takes the place of oil (big media). We’re a part of the future. It’s just too hard to focus on big picture issues that will never be on the radar screen. Local politics, sports and entertainment will be more compelling, whether it’s a double murder or LeBron James.

PR 20/20: Why a narrow focus on health care?

Seper: One of the more important things is to have a narrow focus. For example, Venturebeat.com covers private equity and technology. Health care is a major economic engine in the country; it’s complex and needs full-time attention and I think it can be monetized. If you have a small nimble operation that produces the news, you can do it well.

PR 20/20: Is the idea of newspapers finding news niches a foreshadowing of what’s to come?

Seper: I think newspapers and big media with a large geographic area will become a repository of information that the newspaper doesn’t always create. They will need to rely on more people to fill the space.

For example, The Plain Dealer would always cover local courts, sports, book reviews, etc., that could be covered by other people. Newspapers are used to creating the bulk of content, but it’s just too expensive to do it. You’ve got to cut costs. The PD joined the Ohio News Organization last year to collaborate with the state’s largest papers to share stories and save costs.

PR 20/20: Do you feel companies such as MedCity are the wave of the future?

Seper: I’m in the minority that believes print still has a long life and traditional media just has to change what they do, and who they trust to do it. Things are transforming. Some advertising works well in local media. Yes, some ads have gone, but when the economy improves, much of that will come back. Newspapers will have more people who design it, but fewer who create the content in-house.

MedCityNews.com was launched Jan. 17 and is still in beta form. As of this interview, there were no subscriptions yet. However, after two months of publishing, MedCity was more than halfway toward its six-month traffic goal due to social media participation and an SEO campaign.

Lyndsey Walker is a Consultant for PR 20/20, a Cleveland-based inbound marketing agency and PR firm. After five years in the journalism field, she is happy to have made the switch to public relations. Follow my updates on Twitter: @lyndseywalker.