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Want a winning company? Think Apple, think Disney, think Google

Tuesday, February 21st, 2012

Apple

Apple and other high growth companies share five key behaviors.

Every day millions of Americans arrive at work filled with low-level dread and resignation. Since the recession hit (or perhaps before), they’ve been overloaded, overstressed, and overwhelmed.

The typical workday is a marathon of rushing from one task after another, with few breaks between these bursts of effort, and even fewer words of thanks from equally frantic managers and coworkers.

By the time they drag themselves to the finish line at 5:00 (or 6 or 7 or even later), they’re completely drained and wondering how they’ll ever do it all again tomorrow.

Yes, says Mohan Nair, too many employees these days are running on empty—and no matter how great their work ethic or their fear of unemployment, at some point the pace becomes unsustainable.

The problem is not that employees don’t want to work hard,” says Nair, author ofStrategic Business Transformation: The 7 Deadly Sins to Overcome (Wiley, 2011, ISBN: 978-0-470-63222-2, $49.95).

“It’s that they have nothing to believe in. When people are motivated by a cause, they’ll work without stopping and without loss of energy. Their dedication to the cause will fuel them. The problem is too many companies aren’t animated by a cause at all—and their employees just live for the end of the day and for Friday.”

You might call Nair a “cause evangelist.” He is a fervent believer in the power of, well, believing in something. He insists that if your company isn’t giving employees a cause—if the organization exists solely to create revenue, in other words—they won’t be partners. They’ll be foot soldiers. And when you fail to meet your employees’ needs, they’ll fail to meet you.

Giving employees a “power source”—which Nair defines as servant leadership, cause-focused strategies, and authenticity—is a crucial part of the message laid out inStrategic Business Transformation.

That cause, which bears little resemblance to the corporate-speak mumbo-jumbo in the typical mission statement, should spark enthusiasm in consumers and dedication in employees. It should be an inspiring ideology that is intrinsically linked to the company’s value proposition and competency.

Think Apple. Think Disney. Think Google.

It’s this cause—this ideology—that powers strategic business transformation. And because our world is changing so rapidly, businesses have to transform themselves over and over again in order to keep up or lead markets.

“It used to be that markets reformed every several years with new ideas on what customers are interested in,” notes Nair.

“But now markets and customers are transforming because they encounter more unknown unknowns, those changes that they never anticipated and started to notice only after they happened. Companies that want to survive and grow must find the insight to know what their customers value and are willing to pay for continuously.

“Winning companies transform themselves in order to transform the customers they serve,” he adds. “They don’t manipulate markets nor do they just add another feature or capability to their arsenal. In fact, they don’t think of their capabilities as arsenals because they don’t see battles; they see opportunities to transform, not destroy.”

If you’re ready to transform into an innovative, cause-driven, employee-and-customer-inspiring organization, Nair says there are seven sins waiting to trip you up. 

See: The Seven sins of business transformation.

 

Consumer Watchdog says Google violated privacy, calls for FTC action

Monday, February 20th, 2012

Consumer WatchdogIn the wake of a Stanford University researcher’s study that found Google has been violating people’s online privacy choices, Consumer Watchdog said today the Internet giant was lying to users and called for the Federal Trade Commission to act. iPhone and iPad users were targeted.

“Google has clearly engaged in ‘unfair and deceptive’ practices,” said John M. Simpson, Consumer Watchdog’s Privacy Project director. “They have been lying about how people can protect their privacy in their instructions about how to opt out of receiving targeted advertising.”

Read Consumer Watchdog’s letter to the FTC here: http://www.consumerwatchdog.org/resources/ltrleibowitz021712.pdf

A study made public today by Jonathan Mayer of Stanford University’s Security Lab, and the Center for Internet and Society, found that Google has been circumventing a privacy setting in Apple’s Safari web browser. Like most web browsers, Safari provides the option not to receive third-party “cookies.” Cookies are small bits of code placed on the browser and can be used by ad networks to track you as you surf the web. Blocking third-party cookies is supposed to prevent such tracking.

Safari is the primary browser on the iPhone and iPad.

The Stanford study found that three other companies – Vibrant Media Inc., WPP PLC’s Media Innovation Group LLC and Gannett Co.’s PointRoll Inc. — were also circumventing the Safari privacy setting.

Read the Stanford study here:

http://webpolicy.org/2012/02/17/safari-trackers/

Read the Wall Street Journal article here:

http://online.wsj.com/article_email/SB10001424052970204880404577225380456599176-lMyQjAxMTAyMDEwNjExNDYyWj.html?mod=wsj_share_email#articleTabs%3Darticle

In a letter to FTC Chairman Jon Leibowitz, Consumer Watchdog’s Simpson wrote:

“The Stanford study found that Google’s DoubleClick ad network was sending out software invisible to the user that circumvented the Safari setting and allowed a tracking cookie to be set. The study results were first reported in the Wall Street Journal.

Google Chrome“Safari users with the browser set to block third-party cookies, thought they were not being tracked. Nonetheless, because of an element invisible to the user, but designed to mimic a form, DoubleClick was able to set tracking cookies in an obvious violation of the set preference.”

“Making Google’s actions even more outrageous is false advice it gave to Safari users in describing how to permanently opt out of receiving Google’s targeted advertising.”

Google has developed a so-called browser “plugin” for Internet Explorer, Firefox and Google Chrome that makes the opt-out persistent. Google has not developed a plugin for Safari. The false advice Google gave Safari users follows:

“While we don’t yet have a Safari version of the Google advertising cookie opt-out plugin, Safari is set by default to block all third-party cookies. If you have not changed those settings, this option effectively accomplishes the same thing as setting the opt-out cookie.”

Google then explained how to verify the setting. View a screenshot of the Advertising Cookie Opt-out Plugin advice page taken on February 14 here: http://www.consumerwatchdog.org/resources/screen_shot_2012-02-14_at_5.04.05_pm.png

“But the advice was false. Google was lying,” wrote Simpson. “It was in fact circumventing the privacy choice and setting DoubleClick tracking cookies.”

Google’s behavior unfair and deceptive?

GoogleClearly Google knows that it was in the wrong, Consumer Watchdog said.

After the company was confronted about the Stanfordresearch, it changed its advice page, removing the specific references to Safari. View a screenshot of the sanitized Advertising Cookie Opt-out Plugin advice page taken on Feb. 15 here: http://www.consumerwatchdog.org/resources/screen_shot_2012-02-15_at_4.42.49_pm.png

Consumer Watchdog’s letter concluded:

“Google’s behavior is clearly “unfair and deceptive,” but more than that, it violates the ‘Buzz’ Consent Decree, which you reached with Google after it violated users’ privacy when it launched the Buzz social network. Section I begins: ‘It is ordered that respondent, in or affecting commerce, shall not misrepresent in any manner, expressly or by implication: (A) the extent to which respondent maintains and protects the privacy and confidentiality of any covered information, including, but not limited to, misrepresentations related to: 1. The purposes for which it collects and uses covered information, and (2) the extent to which consumers may exercise control over collection, use, or disclosure of covered information.’

“Google falsely told Safari users that they could control the collection of data by ensuring that third-party cookies were blocked, when in fact Google was circumventing the preference and setting tracking cookies.

“The Stanford research identified three other companies – Vibrant Media Inc., WPP PLC’s Media Innovation Group LLC and Gannett Co.’s PointRoll Inc. – that were circumventing Safari privacy preferences. They should be closely investigated as well. However, given Google’s dominance of online and mobile advertising and the fact that the company’s actions flagrantly violate its consent agreement with the Commission, I call on you to focus immediate attention on the Internet giant.”

Tax, travel and career sites saw traffic jump in January

Monday, February 20th, 2012

comScoreTax sites rapidly grew in January as millions of Americans looked to begin preparing to file, according to comScore, the digital measurement firm. Many Americans also booked travel to escape the winter doldrums, while others resolved to begin the new year by researching new careers and education programs.

“In January, the average U.S. Internet user spent a record 36 hours online, reflecting the growing importance of digital media to Americans’ daily lives,” said Jeff Hackett, executive vice president of comScore.

“Among the biggest category gainers in this heavy month of Internet usage were Travel and Career sites, which posted double-digit gains, and of course Tax sites as the non-procrastinators among us decided to get an early jump on getting their refunds.”

Winter Blues Melt at Travel Sites
Several Travel subcategories were among the top-gainers in January, including Transaction sites which grew 28 percent to 3.7 million visitors. TravelPN.com led the category with 798,000 visitors (up 11 percent), followed by Viator.com with 642,000 (up 9 percent), WWTE.com with 442,000 (up 86 percent) and OneTime.com with 278,000 (up 48 percent).

Car Rental sites jumped 22 percent to 6.2 million visitors during the month, led by Enterprise Rent-A-Car Company with 3.2 million visitors (up 14 percent). Avis Budget Group ranked second with nearly 2 million visitors (up 19 percent), followed by Hertz with 1.3 million (up 21 percent), CarRentals.com with 793,000 (up 30 percent) and Dollar Thrifty Automotive Group, Inc. with 790,000 (up 27 percent).

A trip wouldn’t be complete without lodging, so it is not a surprise that Hotels/Resorts also ranked among the fastest-growing Travel sites. The category attracted 33.2 million visitors in January, representing an 18-percent increase.

Marriott secured the #1 position in the category with 5.1 million visitors (up 30 percent), followed by Disney Parks & Travel with 4.8 million (up 36 percent), Hilton Hotels with 4.6 million (up 25 percent) and Expedia Hotels with 3.3 million.

Career-Minded Americans Research Options Online
As the new year began, Americans turned their focus to career services and education. Traffic to Job Search sites grew 27 percent in January to 24.2 million visitors. Indeed.com Job Search ranked as the category leader with 13.7 million visitors (up 33 percent), followed by CareerBuilder.com Job Search with 9.8 million (up 27 percent), Monster.com Job Search with 5 million (up 28 percent) and SimplyHired.com with 3.5 million (up 42 percent).

Training and Education sites also gained traction, with a sizeable increase of 23 percent to 14.7 million visitors. LiveCareer.com topped the list with 1.2 million visitors (up 58 percent), followed by AesopOnline.com with 940,000 (up 44 percent), FastWeb.com with 736,000 (up 30 percent) and Learn4Good.com with 599,000.

Tax Sites Spike as Season Begins
Visitation to Tax sites swelled in January as millions decided to get a jump on filing and hopefully getting a refund check from Uncle Sam. More than 30.7 million Americans visited a Tax site in January, up 359 percent to rank as the fastest growing category.

Top 50 Properties
Google Sites ranked as the #1 property in January with 187.4 million visitors, followed by Microsoft Sites with 179.2 million and Yahoo! Sites with 177.2 million. LinkedIn.com jumped 8 positions to rank #29 with 36.8 million visitors, while Everyday Health, which helped many fulfill their New Year’s resolutions to be healthier, leapt 10 positions to #38.

Top 50 Ad Focus Ranking
Google Ad Network led the January Ad Focus ranking with a reach of 92.9 percent of Americans online, followed by AOL Advertising (85 percent), Yahoo! Network Plus (84.8 percent), ShareThis (82.4 percent) and AT&T AdWorks (82.3 percent).

Table 1

comScore Top 10 Gaining Properties by Percentage Change in Unique Visitors* (U.S.)January 2012 vs. December 2011

Total U.S. – Home, Work and University Locations

Source: comScore Media Metrix

  Total Unique Visitors (000)
Dec-11 Jan-12 % Change Rank by
Unique
Visitors
Total Internet : Total Audience 220,439 220,154 0 N/A
IRS.GOV 5,044 16,259 222 107
ED.GOV 5,201 9,160 76 185
Pinterest.com 7,516 11,716 56 148
Travelocity 4,869 6,957 43 241
Kayak.com Network 5,851 8,087 38 210
ChaCha.com 9,151 12,279 34 138
Orbitz Worldwide 8,965 11,868 32 141
Info.com 5,883 7,740 32 219
Dominion Enterprises 9,622 12,650 31 131
Indeed 12,928 16,985 31 103

*Ranking based on the top 250 properties in January 2012. Excludes entities whose growth was primarily due to tagging through unified digital audience measurement.

Table 2

comScore Top 10 Gaining Site Categories by Percentage Change in Unique Visitors (U.S.)January 2012 vs. December 2011

Total U.S. – Home, Work and University Locations

Source: comScore Media Metrix

  Total Unique Visitors (000)
Dec-11 Jan-12 % Change
Total Internet : Total Audience 220,439 220,154 0
Business/Finance – Taxes 6,685 30,715 359
Retail – Computer Software 41,616 54,081 30
Travel – Transactions 2,913 3,730 28
Career Services & Development – Job Search 19,098 24,209 27
Career Services & Development – Training and Education 11,979 14,679 23
Travel – Car Rental 5,079 6,197 22
Travel – Hotels/Resorts 28,035 33,213 18
Career Services & Development – Career Resources 46,145 54,398 18
Entertainment – News 100,121 116,229 16
Travel – Ground/Cruise 12,164 14,097 16

Table 3

comScore Top 50 Properties (U.S.)January 2012

Total U.S. – Home, Work and University Locations

Source: comScore Media Metrix

Rank Property Unique
Visitors
(000)
  Rank Property Unique
Visitors
(000)
  Total Internet : Total Audience 220,154        
1 Google Sites 187,368   26 Twitter.com 38,410
2 Microsoft Sites 179,220   27 ESPN 38,296
3 Yahoo! Sites 177,249   28 Technorati Media 38,227
4 Facebook.com 163,505   29 LinkedIn.com 36,848
5 Amazon Sites 109,997   30 NetShelter Technology Media 34,954
6 AOL, Inc. 107,085   31 Tribune Interactive 34,517
7 Ask Network 93,954   32 AT&T Interactive Network 33,780
8 Glam Media 90,895   33 Disney Online 32,708
9 Wikimedia Foundation Sites 88,527   34 iVillage.com: The Womens Network 31,942
10 Turner Digital 84,041   35 Alloy Digital Network 30,782
11 CBS Interactive 81,631   36 Yelp.com 30,668
12 Apple Inc. 81,536   37 Fox News Digital Network 30,283
13 New York Times Digital 80,161   38 Everyday Health 30,208
14 Viacom Digital 76,254   39 Netflix.com 29,777
15 eBay 71,554   40 Superpages.com Network 28,971
16 Federated Media Publishing 70,260   41 Break Media 28,252
17 Demand Media 61,344   42 The Washington Post Company 27,602
18 VEVO 59,000   43 Scripps Networks Interactive Inc. 27,580
19 Weather Channel, The 58,643   44 Verizon Communications Corporation 26,763
20 craigslist, inc. 53,431   45 NBC Universal 26,546
21 Comcast Corporation 52,890   46 Target Corporation 26,142
22 Gannett Sites 46,620   47 Cox Enterprises Inc. 25,529
23 Answers.com Sites 44,377   48 Discovery Digital Media Sites 25,265
24 Wal-Mart 41,462   49 Internet Brands, Inc. 25,263
25 Adobe Sites 41,451   50 Myspace 25,124

Table 4

comScore Ad Focus Ranking (U.S.)January 2011

Total U.S. – Home, Work and University Locations

Source: comScore Media Metrix

Rank Property Unique
Visitors (000)
% Reach   Rank Property Unique
Visitors (000)
% Reach
  Total Internet : Total Audience 220,154 100.0          
1 Google Ad Network** 204,468 92.9   26 CPX Interactive** 124,089 56.4
2 AOL Advertising** 187,109 85.0   27 Adconion Media Group** 120,144 54.6
3 Yahoo! Network Plus** 186,587 84.8   28 Undertone** 118,198 53.7
4 ShareThis 181,372 82.4   29 Traffic Marketplace** 116,903 53.1
5 AT&T AdWorks** 181,247 82.3   30 AOL, Inc. 107,085 48.6
6 Google 179,685 81.6   31 Meebo 98,130 44.6
7 Yahoo! Sites 177,249 80.5   32 Technorati Media** 97,287 44.2
8 ValueClick Networks** 176,229 80.0   33 Bing 95,661 43.5
9 24/7 Real Media Global Web Alliance** 176,227 80.0   34 Smowtion Ad Network** 95,226 43.3
10 Microsoft Media Network US** 174,276 79.2   35 Ask Network 93,954 42.7
11 Tribal Fusion** 170,715 77.5   36 Glam Media 90,895 41.3
12 Facebook.com 163,505 74.3   37 Amazon.com* 90,774 41.2
13 Casale Media – MediaNet** 162,269 73.7   38 Rocket Fuel** 89,373 40.6
14 AdBrite** 162,088 73.6   39 Wikipedia.org 88,224 40.1
15 PulsePoint** 154,100 70.0   40 Kontera** 86,005 39.1
16 Specific Media** 153,336 69.6   41 Monster Career Ad Network (CAN)** 78,243 35.5
17 Collective Display** 151,427 68.8   42 Windows Live 74,579 33.9
18 AudienceScience** 149,336 67.8   43 Federated Media Publishing 70,260 31.9
19 Cox Digital Solutions – Network** 146,632 66.6   44 Dedicated Media** 67,243 30.5
20 Vibrant Media** 143,793 65.3   45 About 62,480 28.4
21 interclick** 139,508 63.4   46 Demand Media 61,344 27.9
22 Burst Media** 133,900 60.8   47 Weather Channel, The 58,643 26.6
23 YouTube.com* 126,279 57.4   48 MTV Networks Music 53,932 24.5
24 MSN 125,561 57.0   49 Redux Media Network** 52,684 23.9
25 AdBlade Network** 125,421 57.0   50 Apple.com 49,689 22.6

Reach % denotes the percentage of the total Internet population that viewed a particular entity at least once in January. For instance, Yahoo! Sites was seen by 80.1 percent of the 220 million Internet users in January.

* Entity has assigned some portion of traffic to other syndicated entities.

** Denotes an advertising network. 

Top 10 brands on Google+ see accelerating fan base

Friday, February 17th, 2012

Google PlusGoogle+ fans (number of people in circles) of the world’s top 100 brands saw big growth in the last month from 222K to 3.1M—a 1,400% increase, according to a SocialShare analysis by - BrightEdge.

However, rapid growth among top 100 brands is largely being driven by ten brands that have established a powerful presence on the platform.

These top ten brands, the G+ Ten, account for more than 3 million of the 3.1 million followers (nearly 100%) and bring more than ten times as many followers as brands in the rest of the top 100.

Clothing giant H&M now holds the number one slot with 462K followers, while Coca-Cola notably leaped from 1,800 to 336K, a 187x increase.

Their direct competitor Pepsi, however, is narrowly ahead with 350K followers. Other notable top 100 brands that round out the G+ Ten include Samsung (372k), Starbucks (335k), Sony (258k), Intel (258k), eBay (253), Google (193K) and Amazon (184K).

The explosion of followers has also led to a Google first—the search giant and parent of Google+ has had the largest fan contingent among the top 100 brands since the social networking site’s debut, yet in the last month they have been surpassed by eight other brands and knocked down to number 9 among the G+ Ten.

“While the growth of the G+ Ten is impressive, in contrast we have noticed many companies seem to be taking a slower, wait-and-see stance to the search giant’s social offering,” said BrightEdge CEO Jim Yu.

Among the top 100 brands on the sidelines were major retailers, travel sites, and automotive brands, and notables such as Goldman Sachs, Microsoft, China Mobile, China Telecom, China Life, and Apple.

There is tremendous interest among large enterprise players in how Google+ will evolve. Although the data shows that brands are embracing the social networking site, the success of the G+ Ten contrasts with lower activity among G+ Laggards (brands 11-100 on the list).

With search driving continued visibility of Google+, we expect to see continued consumer adoption of Google+, but broader brand adoption is still a challenge and increasing attention will be paid to the end-user engagement model. How Google expands from its G+ 10 core partners and spreads more broadly across brands will be closely followed by the industry, and how the engagement model involves end-users may impact the rate Google adds followers. Google+ still has less than 1/100th the number of total consumers interacting with the top 100 brands that Facebook has achieved.

To learn more about the Google+ analysis, please visit BrightEdge SocialShare to view and download the full report here:http://www.brightedge.com/social-share-February-2012-GooglePlus

Twitter ads, Yelp IPO, new startup from Flickr founder

Friday, February 17th, 2012

Twitter birdTwitter is teaming with American Express to launch its new automated system for advertisers – freeing them from the need to deal with Twitter sales reps. Initally, the system will be open only to businesses who accept or use American Express cards.

Amercian Express says it will buy $100 in Twitter ads for the first 10,000 qualified U.S. small businesses that sign up.

Later this year, Twitter will open up the system to other businesses and marketers.

The micro-blogging service, which has 100 million users, made approximately $140 million last year, according to eMarketer. It probably needs to do better than that before launching an anticipated initial public offering of stock. Emarketer predicts it will make about $250 million selling ads this year.

By comparison, Facebook made $3.2 bllion and Google $36.5 billion last year.

Yelp prices IPO stock at $12 to $14 a share

In an amended SEC filing, Yelp, which publishes recommendations and reviews of restaurants, shopping and entertainment and services, says the starting price range on its upcoming initial public offering of stock will be $12 to $14. Yelp filed for the IPO in November.

The company, which disclosed $58.4 million in revenue for the first three quarters of 2011, the bulk of it from advertising.

Rocky Agrawal recently editorialized in VentureBeat that Yelp advertising rips off small businesses by charging 1,000 times more than the industry standard and the ads are poorly targeted.

Flickr co-founder launches another startup

Caterina Fake

Caterina Fake Caterina Fake co-founded photo sharing site Flickr with Stewart Butterfield in 2004. Flickr was purchased by Yahoo in 2005. Fake also co-founded Hunch, in 2009.

Caterina Fake, co-founder of Flickr, has launched a new startup called Pinwheel, currently in private beta.

Pinwheel lets users create notes and pin them to locations. Users can follow others – much like Pinterest. It will make money from sponsored notes.

San Francisco-based Pinwheel is backed by Redpoint Ventures, True Ventures, BEtaworks, Founder Collective, SV Angel, Obvious Corp, and angel investors. It is currently hiring iOS developers.

 

 

Five key behaviors of high growth companies such as Google, Apple, & Facebook

Thursday, February 16th, 2012

Apple

Apple and other high growth companies share five key behaviors.

A survey of 500 C-suite executives worldwide conducted by global brand consultancy Wolff Olins has revealed that, although companies recognize the important factors required to generate long-term growth, many are not investing resources and energy into them.

“Traditional ways of doing business are not generating growth and global economies are suffering without it,” said Karl Heiselman, CEO of Wolff Olins.

“We believe there are very clearly identifiable actions or behaviors associated with high-growth companies such as Amazon, Google, Nike and PayPal that other businesses can use to thrive. Change is daunting, but the opportunities for businesses that adopt these new ways of doing business are enormous.”

Wolff Olins identified five key behaviors associated with high-growth companies, which the consultancy calls “Game Changers,” who are successfully responding to rapid changes in consumer demand and technology-driven services.

The survey was designed to determine whether other leading organizations recognize the importance of these characteristics and if and how they are adopting similar behaviors within their own companies.

These behaviors include:

  • Purposeful: having a clear purpose that is shared with customers
  • Useful: enabling customers to do things better
  • Experimental: constantly innovating and being comfortable living in perpetual beta
  • Boundary-less: fostering collaboration internally and externally
  • Value-creative: adds value by creating new business models and businesses

The survey results showed:

  • On average, 42% of respondents said that each Game Changer behavior would deliver significant growth (of 11% or more). Twenty-two percent thought they would deliver growth of more than 20%.
  • Useful (enabling customers to do things better) was rated by respondents as potentially making the biggest contribution to growth. Forty percent believed this activity would contribute more than 20% growth. Twenty-four percent said that it would contribute to growth between 11-20%.
  • Companies that are Experimental (constantly innovating) were seen as having the next most significant contribution to growth. Nineteen percent said it would deliver growth of more than 20%.
  • The perceived value of behaving like a Game Changer varies greatly across sectors. Banking, energy, FMCG and hospitality sectors are the most enthusiastic. Professional services, non-profit and property companies are least likely to associate Game Changer behavior with growth. Others are divided. Tech and telecoms see growth in creating new value and experimenting but less in being Purposeful or breaking down boundaries.

There is a gap between what people believe is important and what they are actually doing. This is shown in several ways. Across all behaviors most likely to be associated with growth, the top three were all in the category of being Useful to customers:

  • ‘Enable customers to create personalized versions of your product’ was the behavior/action most associated with growth, yet only 22% said their business was doing this
  • ‘Enable your customers to use your product in flexible and adaptable ways’ came in second, with only 32% stating their business was doing this
  • ‘Involve your customers in your product development process’ was the third behavior/action most associated with growth, yet just 31% thought their business was doing this

Most respondents did think, however, that their companies were acting in a socially responsible way, although they are not connecting it to strategic growth. For example, ‘Consider transparency to be part of your business’ was perceived to be the least valuable to growth, but 47% stated their companies did this anyway, followed by ‘Participate in social good’, which 46% said their business did.

Global uncertainty having short-term affect

In follow-up qualitative interviews with respondents, Wolff Olins found that the global economic uncertainty is affecting growth projections for companies in the short-term, with the majority only willing to project single-figure growth this year. As one respondent commented, “There is no such thing as a company being too big to fail.”

There was also significant emphasis placed on the importance of building a meaningful relationship with the customer: “If you become a more valuable business to your customers, you become a more valuable business generally.”

Innovation was recognized alongside customer-focus to be a key driver of growth. Having the right people in place to drive innovation was identified as critical: “You can have the best people and even if the market is heading the wrong way, you’ll be growing.” It also presents a challenge: “You can’t force people to be innovative. You have to allow them to take risks and fail. When things are going down, people just want to protect their jobs. Ask them to take risks and they won’t.”

Heiselman adds, “Game Changers emerged from our desire to understand the new generation of companies enjoying phenomenal success. If these companies and organizations act differently, what is it that they do and are they signs of a healthier future for other companies who want to copy their success but aren’t necessarily in a position to replicate their business? By identifying the activities in which high-growth organizations invest, we can help businesses embrace totally new ways of thinking and doing business so that they not only survive these challenging times but find growth.”

Game changing companies named

AmazonThe following companies are recognized by Wolff Olins in the Game Changers report as exemplars of the five behaviors of high growth companies who are successfully responding to rapid changes in consumer demand and technology-driven services:

  • (RED), charitable giving pioneer
  • Amazon, multinational online retailer
  • Apple, multinational corporation that designs and markets consumer electronics
  • Facebook, social network and website
  • Google, multinational internet search engine
  • Grameen Bank, pioneer of microfinance in Bangladesh
  • Intuit, US-based accounting software company
  • Lego, construction toys
  • M-Pesa, a branchless banking service available in Kenya, Afghanistan and Tanzania
  • Nike, sportswear and equipment retailer based in the USA
  • PayPal, online transaction service
  • Tata Docomo, cellular service provider
  • Tesco, global grocery and general merchandise retailer
  • Zipcar, vehicle sharing company
  • Zopa, UK-based company providing an online money exchange service

Day in the life of a social media manager (infographic)

Thursday, February 16th, 2012

So, just what do social media managers do? Socialcast answers that burning question with this infographic:

infographic

Apple claims top spot with highest reputation score in history on Harris poll

Monday, February 13th, 2012

AppleIt’s a complicated world for corporate America as consumer perceptions grow increasingly negative.  With the erosion of trust in corporate leadership, consumers have higher expectations and are demanding more information and transparency from companies with which they plan to spend their hard-earned dollars.

Through its 13 years, the Harris Poll Reputation Quotient (RQ) study has shown that the reputations of traditional manufacturers have fared well, though their overall visibility as an industry has declined; it also has indicated a rising affinity for technology companies.

Customer inclination towards strong leadership and technological innovation may be the catalyst, and it is within this environment that Apple reigns supreme.

This year regional brick-and-mortar retailers are more prominent, and many once-leading American companies are noticeably absent from the 2012 Harris Poll RQ study, which asks the general public to measure the reputations of the 60 most visible companies in the country.

Apple displaces Google

This year’s most reputable brand, Apple, benefits greatly from its hybrid status as a technology/consumer product/retail company, and earns the highest RQ score to secure the top spot in the ranking. We wonder if Apple will retain this exalted position following revelations that the labor conditions in China where it makes its iPad and other devices are abysmal.

coca cola adIt displaces Google — last year’s most reputable corporation, which now ranks second with an excellent score of 82.82.  The Coca-Cola Company, ranked 15th in 2011, has surged into third place, despite any meaningful change in its reputation rating.

Amazon.com moves up from eighth to fourth place and perennial reputation elite, Kraft Foods, ranked fifth. We think Amazon, with its exemplary customer service and innovative approach to selling via its own devices, such as the Kindle and Kindle Fire, could do even better if it would forego such alienating moves as offering people money to check out products in a retail store but buy them on Amazon.

Companies associated with multiple industries emerging

“We are seeing the emergence of a group of companies that garner reputation equity by being positively associated with multiple industries,” said Robert Fronk, executive vice president and Global Corporate Reputation Practice Lead for Harris Interactive.

“Companies like Apple, Google, and Amazon.com combine innovation and leadership across multiple business areas, giving them true competitive advantage.”

In terms of year-over-year change, only Toyota, General Motors, BP, and Apple enjoy significant improvement in their RQ scores while one quarter of companies saw drastic declines.  Among those with the most significant declines, five were financial institutions, including the 2010 top scorer, Berkshire Hathaway.

RQ measures six dimensions that comprise reputation and influence consumer behavior.  Apple has the greatest score overall.  In fact, despite today’s challenging environment, Apple records the highest score in the RQ’s history, and is top-ranked in four of the six key dimensions of reputation:

  • Social Responsibility – Whole Foods
  • Emotional Appeal – Amazon.com
  • Financial Performance – Apple
  • Products & Services – Apple
  • Vision & Leadership – Apple
  • Workplace Environment – Apple

Interestingly, Amazon.com, which has no storefront and very limited human interaction, scores highest in the Emotional Appeal dimension – this is the core strength of its reputation.  In terms of supportive behavior, customers report considerable confidence in Amazon.com and several other companies:

  • In the future, Americans would “definitely” purchase products & services from Amazon.com (71%), Kraft Foods (70%), and the Coca-Cola Company (64%).
  • Americans would “definitely” recommend to others products & services from Amazon.com (64%) and Kraft Foods (57%).
  • In the future Americans would “definitely” invest in stock from Amazon.com (34%), Microsoft (23%), and the Coca-Cola Company (23%).
  • Americans would “definitely” recommend to others to invest in stock from Amazon.com (46%), the Coca-Cola Company (25%), and Microsoft (24%)

Scores of 80 and Higher are Rare This Year

An RQ score of 80 or above signifies a company with an “excellent reputation.” Since first measured in 2000, Apple has shown steady improvement, earning an elite score of 85.62 this year, the highest RQ score ever achieved by any company in the 13 years of the RQ study.

Reflecting the negative mood of consumers, this year only eight companies earn such scores. This is a 50% decrease from 2011, when 16 companies earned this privileged status.

“It’s quite striking to see such a drop in the number of companies scoring 80 or above,” said Fronk.  “Corporations are facing significant headwinds as they try to win and preserve consumer trust.”

Reputation Rehabilitation Happens

Two automotive companies, each managing through unique reputation rehabilitation processes for different reasons, saw the greatest increases in their RQ scores this year.

General Motors’ reputation has been steadily moving upward for four consecutive years. Over the course of that time, the RQ study has seen its reputation rise 13 points and its ranking move up 14 places.  This year General Motors improves in all six RQ dimensions, and advances in the rankings due to dramatically higher perceptions in the Emotional Appeal and Vision & Leadership dimensions.

After a series of quality and safety issues resulted in a ten-point drop last year, Toyota rebounds five points, driven by gains in Product & Service, Vision & Leadership, and Emotional Appeal dimensions.

In the pharmaceutical space, Johnson & Johnson, plagued by recall and quality issues, manages to maintain a score over 80, though it fell from second highest ranked company in 2011 to seventh in 2012.  For the first time in RQ history, Johnson & Johnson did not rank in first or second place.

Reputation Retrospective – Retail and Manufacturing Swap Places

IBMMeanwhile, the sudden appearance of brick-and mortar retailers like Best Buy, Costco, JCPenney, Kohl’s, Walgreens, and Macy’s on the most visible companies roster contrasts sharply with the absence of iconic U.S.-based manufacturers, like IBM and Intel Corporation.

A look back at the RQ most visible list from ten years ago also shows the dramatic change in the American corporate landscape. At that time, nine industrial manufacturers (excluding automotive) and six retailers made the list. This year’s list contains two companies in the industrial manufacturing space and is dominated by 14 retail brands, nearly one-quarter of the total list.

In charting the ten-year trajectory of individual companies, Apple and Hewlett Packard emerge as starkly different examples of how reputation management and behavior can impact perception.

Apple’s current dominance is built on strong investments in its brand, predominantly through its products and services.  This one-dimensional approach to building reputation has ultimately yielded high associations with all six reputational dimensions and ranks it first in Financial Performance, Products & Services, Vision & Leadership, and Workplace Environment.

Conversely, Hewlett Packard, which once out-ranked Apple, has headed in the reverse direction.  Hewlett Packard’s slowly eroding reputation has been injured by negative perceptions on Ethics and Vision & Leadership dimensions, and its brand is beginning to feel the damage.

Moreover, a dozen companies visible in 2011 did not appear this year at all, including 3M, Intel Corporation, SC Johnson, Unilever, Facebook, Pfizer, State Farm Insurance, The Allstate Corporation, Shell, Monsato, American Airlines, and Delta Airlines.

At Risk Companies Skew to the Financial Industry

FacebookOver the lifespan of the RQ study, twelve companies have received scores below 50, and the vast majority of these, like Enron, MCI (formerly WorldCom), Adelphia, and Global Crossing, are now defunct.  The 2012 RQ survey shows the reputations of Bank of America, Goldman Sachs and AIG in an equally challenging place.

The general public believes that Bank of America has been more concerned with operational and financial recovery than with customers and rates the bank low in levels of trust, ethics, and customer service.  In order to rebuild their reputation, Bank of America will need to engage beyond this functional rebound.

Editorial “we” comments by Allan Maurer, TechJournal Editor. Allan at TechJournalsouth dot com.

 

Zuckerberg tops Page in Peakscore list of social firm CEOs

Wednesday, February 8th, 2012

Time Mark Zuckerberg

Mark Zuckerberg is going to be extremely rich after a Facebook IPO (not that he isn't now!)

Initial public offerings of stock by innovative social Internet firms are making a major impact on the markets, these days.

Below is round-up of CEOs who have all watched their companies grow from small start-ups to publicly traded juggernauts.  Each CEO is ranked based on their PeekScore, or digital footprint, from around the Web.

PeekScore is a rank from 1 to 10, assigned to every person. The higher someone’s score, the “more important” they are on the web. In calculating your PeekScore and updating it often,  PeekYou takes into account your known presence and activity on the Internet, including but not limited to; your blogging, participation in social networks, the number of your friends, followers, or readers, the amount of web content you create, and your prominence in the news

1 Mark Zuckerberg Facebook / 2012 10.00 / 10.00

2 Larry Page Google / 2004 9.50 / 10.00

3 Andrew Mason Groupon / 2011 8.25 / 10.00

4 Mark Pincus Zynga / 2011 8.19 / 10.00

5 Tim Westergren Pandora / 2011 7.96 / 10.00

6 Jeff Clarke Orbitz / 2007 7.85 / 10.00

7 Arkady Volozh Yandex / 2011 7.09 / 10.00

8 Chen Tianqiao Shanda Games/ 2009 7.03 / 10.00

9 Shi Yuzhu Giant Interactive / 2007 7.03 / 10

10 Jeff Weiner LinkedIn / 2011 7.02 / 10

Amazon about to challenge Netflix with Viacom deal

Wednesday, February 8th, 2012

AmazonAmazon.com is planning a video subscription service to compete with Netflix, according to Reuters.

The news service reports that Amazon Inc. is about to disclose a web video deal with Viacom Inc. that is one of the final steps in its move to compete with the Netflix streaming video service.

Viacom owns TV shows and movies from MTV, Nickelodeon and Parmount Studios.

Amazon has already inked deals for its Prime Instant Video service with CEBS, Time Warner, News Corp.’s Fox, Sony, Coimcast’s NBC Universal and Walt Disney.

We purchased Amazon’s $79 Prime service after our Kindle Fire free trial ran out. We’ve found the free video offerings thin and the $1.99 an episode pricing for TV shows a bit much. We can rent a DVD with 2-4 shows for that or less at the local Blockbuster across the street.  The Prime books you can borrow free are similarly very limited. The free tw0-day shipping is nice, don’t know if it’s worth $79 a year.

Still, Amazon is hot to create a separate stand alone video service available to non-Prime members.

Amazon says the number of videos bought or rented from Amazon Instant Video downloads doubled in the 4th quarter of 2011.

Lots of firms are vying for your video streaming dollars. Others getting into the lucrative video streaming market include Verizon, which has formed a joint venture with Coinstar Inc.s Redbox kiosk rental service to offer streaming and DVD rentals by year’s end.

Google Inc. also has plans for a video streaming service.

–Allan Maurer