2009.04.13

Why the Amazon “glitch” is so significant (#amazonfail)

I’ve been monitoring the hyperactive #amazonfail tag on Twitter since yesterday evening.  So much has been written about the actual issue (e.g. broken here and talked about herehere, here and everywhere) that there’s no point in me rehashing it.  If it’s not all over the press by now, it will be soon, and it will become one of those long talked about corporate-mess-up-case-studies.

What makes the Amazon “glitch” so significant is not so much that it happened but that Amazon and its public created a situation in which it could happen.  Amazon has become an Internet-retail-monopoly-of-sorts.  It has earned its status by very strategic and effective business decisions and a consumer community that endorsed its approach.  Let’s be honest, shopping on Amazon is more convenient and easier than going to the nearest box store or shopping mall, you don’t have to deal with bad customer service, there’s a wider selection and it arrives at your door.  Who wouldn’t want to take advantage of that?

Many people question why the public is so worked up about the glitch and Amazon’s response.  To me, the answer is obvious; Amazon has a responsibility to its merchandise, the people it represents and the people it serves.  Even if there was a glitch in their computer system (and I don’t know anyone who has given this suggestion even passing endorsement), Amazon amplified a huge mistake into a public relations nightmare by dismissing it as a technological problem.  Did they learn nothing from Tylenol???

Amazon made no fans except, perhaps those that are assumed to have lobbied Amazon against lesbian, gay, bisexual and transgender literature — adult and children’s books.

If this was indeed a glitch, Amazon needed to very quickly:

  • admit that they made a mistake (it doesn’t matter that it was technological)
  • admit that this mistake goes back to as early as February
  • admit that there is a lot of evidence that supports the claim that a conscious decision was made
  • assert that the mistake looks very bad for them
  • admit that the public will be able draw many damning conclusions about the mistake
  • assure the public that they have no biases against LGBT literature and art
  • assure the public that they are working to identify and correct the mistake
  • apologize to everyone whose work had been discriminated against by “glitch”
  • apologize to the public for not being more careful
  • apologize for not taking their responsibility more seriously

This is a classic case of a company dismissing the first rule of PR: “mess up; fess up”.

Instead, Amazon has provided ample evidence to support the common belief that it consciously made a significant and discriminatory change in their policy regarding books about alternative lifestyles, regardless of content.  They’ve also opened the door to scrutiny about their more open policy for books that incite racial and religious hate.

This should serve as a wake up call for everyone that makes online purchases — share the wealth, spread the risk and buy from companies that take their responsibility seriously.

2009.04.12

Bye, bye amazon.com

In response to Amazon’s decision (something they’ve called a “glitch” in their swift and misguided damage control campaign) to remove books about gay, lesbian, bi-sexual and transsexual lifestyles from their ranking system (both adult and children’s literature), I have joined a growing number of people who have removed all of the links to books and other merchandise sold by amazon.com from their sites.

You will no longer find links to amazon.com on this site.  I encourage you to make your online purchases from an online retailer of your choice.  For books, I recommend both Powell’s Books and Chapters.

2009.04.03

Putting personality into corporate digital communications

There’s a perception within the business community that promotional media needs to be carefully crafted and presented with a high shine.  The focus is typically on senior executives that are positioned as the face of their companies while reading scripts that are refined to add a poetic wax to the talking head visuals.  We’ve seen a lot of this over the last twenty years as high-quality production services have become increasingly affordable.  The result is that corporate communications have become increasingly Hollywoodized.

As more companies flock to social media and discover the power of text, audio and video content on the Internet (whether podcasted or streamed) we’re seeing more of that same approach to corporate communications.  The difference is the public has more power to choose the content it wants and very few of us want to listen to or watch a senior executive talk at us from his or her expensively decorated office — particularly in an age when many of their peers are in the press for unusual accounting practices, bankruptcies, use of corporate jets for personal reasons and, what the heck, Ponzi Schemes.

People relate to other people, not companies.

As exciting as a company may be, its personality is actually the personalites of its people and their ability to engage with others.  In my view, dressing the company and its management team in Hollywood production actually buffs off the humanity and showcases the marketing budget.

Having said that, many companies are actually making great efforts to embrace the social media culture.  I’m not talking the ones that are using every available tool (and there are many) and pumping out as much content as possible.  I’m talking about the companies that understand people want more meaningful information and ideas and they want the presentation to be engaging; even entertaining.

Be real.

One such example is Microsoft.  They began publishing their audio-based IT Manager Podcast in February 2007. The IT Manager team’s purpose is to be the connection point (with no strings attached) for the broad ICT community in Canada, from student to CIO. For about a year-and-a-half, they delivered slick and informative interviews which were scripted and read by both the hosts and guests, all of whom are experts in their fields.  The programs were recorded in an acoustically pristine studio and the performances were directed, sometimes requiring participants to do multiple takes of what was supposed to be a natural dialog.  You can’t disguise that as real.

I was contracted to reinvent the IT Manager Podcast and I’ve worked closely with the Microsoft team to transition them out of a recording studio with a script, to a meeting room using discussion points to impromptu discussions on the floor of a gaming conference.  Getting out of the recording studio has allowed host Rick Claus and his guests to relax and have a fun while adding energy to what some might consider to be dry topics.  And they don’t have a coach telling them how to be themselves.  You can hear how real it is.

Where do you connect with others?

This week we released something unusual for an enterprise-level podcast; an experiment.  Rick recorded a discussion with two information security experts in a coffee shop, the activity of which increased their energy.  After listening to the recording I suggested we make the coffee shop part of the story and pitched the idea of weaving together a narrative about the topic and guests with the sound of Rick ordering his coffee and pastry, adding cream and sugar and then waiting for his guests to arrive.  That led into a conversation about an important corporate issue in an environment where many business people like to conduct off-site meetings.  The result is real and relate-able, especially when the clerk at the coffee shop runs the vacuum — something we made light of in the show.  Mainstream media has conditioned us to think this kind of activity is unusual and unacceptable.

Don’t just use the tools to communicate; know how to use them to connect.

Just because a company or enterprise can afford to do big budget productions, doesn’t mean they should.  Certainly never at the expense of presenting real people and relevant information.  They must choose their media and tools carefully and then produce something as authentic as possible.

The real fun is in revealing the personality while delivering the message.  Making that happen and working with people that care about relating to their audience is why I love my work.

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