During her presentation at PAB2008, Whitney Hoffman provided her analysis of a fledgling and still relatively unknown podcast network that had great promise when it was launched last September. Whitney outlined what appears to be a breakdown in communications, lack of transparency and possibly the use of bloated claims to market the network to would-be members and sponsors. The problem is that the network never gelled as a cohesive group and has been unable to establish a community among members and audience.

In fairness, most podcast networks have had a difficult time making a success of themselves; the most public of these being Podshow which is trying to distance itself from its earlier mistakes as it goes through its reinvention as an entertainment company.

I believe that there are two types of networks in this space: the Rabbit Network and the Turtle Network.

The Rabbit Network seeks to build market share for financial reasons. These networks face two distinct challenges. First, the early adopters of new media (including podcasting) were hobbyists that struggled with the delivery and/or production of their content. This is in no way a knock at the content creators because most of the content that was (and still is) being produced was fresh and (in some cases) edgy. The content they were creating, though, was marketed to commercial interests that had a difficult time identifying any commercial appeal. This is particularly true where the second challenge comes in — the business model. It’s hard to convince potential sponsors and investors to take a financial risk on an unproven and relatively disruptive technology. The value couldn’t be measured so the potential sponsors avoided the risk. Traditional business models were used where new business models were merited. Because the big players preferred to play safe, the word about the podcasting didn’t move as quickly. This means that it was hard to establish, and ultimately appreciate, the value of the media.

Having said that, there have been some notable sponsorships. As Whitney points out, though, it is unclear whether the sponsorships were achieved based on genuine metrics. Regardless, there is data that suggests some so-called small scale podcasts have greater penetration and engagement than the shows that are getting the big sponsorship deals.

The Rabbit Networks usually make a big splash when they launch and become marginalized over time. Some people believe this is because mainstream media loses interest or that the latest and greatest Rabbit Network has come along to replace the one thatís making the same mistakes as its predecessors. Based on my understanding, the Rabbit Networks almost always disintegrate because of hidden agendas and lack of communication.

The Turtle Network is a group of like-minded content producers that band together in a show of support and to help promote one-another’s shows. There is no expectation of financial gain and in many cases the bond is a mutual (and sometimes vocal) disinterest in sponsorship and advertising. These networks have no specific goals and, for the outsider, appear to be nothing more than a public pronouncement of friendship and a way to help listeners identify content that the producer(s) enjoy.

It’s easy to be dismissive of the Turtle Networks since they never really seem to accomplish anything. However, their organic approach to building and engaging an audience, and their quietly-chug-away approach to creating programs, means that they serve a niche that will follow them and forgive them their absences and production mistakes. The Turtles survive because of their regular, honest and transparent communication.

Perhaps networks haven’t succeeded, yet, because noone’s figured out a way to cross-breed a Rabbit and a Turtle.

The number of conferences with a social media slant has been increasing over the last few years. I have attended a few of them and have found each to have their own unique style of promoting knowledge, community and collaboration. I decided that I’d take a few moments to share my experiences and offer my thoughts on three social media conferences.

PODCAMP

Even within the PodCamp unconference movement, each event has its own style. PodCamp Boston 1 and 2 were strong in their efforts to promote community and the media of podcasting. PodCamp Toronto 07 and 08 catered very well to the marketing interest and had strong focus on podcast promotion and technology. PodCamp Philly had a decided education and community flair. PodCamp Ottawa was truly unplugged. Of course, these conferences had a lot of breadth of coverage in many domain areas and became the catalyst of conversation that stretches beyond what I mention here. What PodCamps have in wide-angle scope, they lack in specific depth of focus. Being a free event that is community organized offers the ability for the community to decide what it wants to share and that gives the movement a lot to grow on.

MESH

This event attracts a lot of key players from pop-culture, marketing, communications and social media. Mesh was packed from end-to-end with innovators and thought leaders who were excellent at delivering on the promise of the Mesh motto, “connect, share, inspire”. The panel discussions and keynote format (in which there was no real speech, but a discussion between a guest and co-organizer) offered the audience some amazing insight into some incredible projects and people. However, I felt that because there were so many panels and keynotes, there was little opportunity for many of the speakers to dig deep into their subjects and propel innovation beyond its current state. Those sessions where more a discussion of the past and present and offered little to push the envelope of innovation. For me, the best sessions at Mesh were those delivered by an individual or team that shared details of a specific project or idea. They made me want to get up and do more.

PODCASTERS ACROSS BORDERS

What started out as a grassroots event aimed at helping the community advance together in a meetup-meets-conference format has become something more credible and formal. Being a co-organizer, I am both proud and critical of our accomplishments to date. Our first two years were vastly different from each other and that has allowed us to examine the stuff that works (lots of engagement with the community) and the stuff that doesn’t (too much programming, insufficient breaks) and find a way to make the best of our event meet the stuff I love most about other events to hit one out of the park with PAB2008. My lofty vision is that PAB establishes itself as the TED of social media — a conference that changes the way people think in twenty minute segments and then offers a forum to explore those ideas as a group. I believe that this year’s program represents experience and a maturing of the conference and community. I’m looking forward to this year’s conference which we can almost start counting down to in hours.

PARTING THOUGHT

People often talk about the best part of conferences being the networking and socializing. In fact, I often hear of people attending one conference in particular (name withheld) just to socialize and have given up attending the sessions because, for them, the sessions lack substance. I believe that conferences should always excel at providing worthwhile networking opportunities, but never at the expense of offering high quality sessions and high quality speakers.

I had the chance to hang out with Saul Colt and Mike McDerment of FreshBooks yesterday. They were in Ottawa to be remarkable with their current and prospective clients. It may not seem that traveling to eat a meal with people is particularly remarkable. It is. It’s just one of the many ways in which FreshBooks engages in something that Saul calls Karma Marketing.

While I learned a lot about their approach from Saul during a lunch gathering, it was the insights that Mike and Saul shared at Third Tuesday Ottawa that brought it all together. They talked about driving from Florida to Texas in a van, stopping in fourteen cities along the way to dine and engage with customers. During that trip they unwittingly connected some of their customers to work on their own projects and engage in new opportunities. They talked about following their customers’ online activities (not in a stalking kind of way) and making sure to acknowledge personal and corporate victories, and do token gestures for people having bad days (sending flowers) or pining for something Canadian (shipping mustard and Triscuits around the world). In many cases, they use the phone, noting that email is an incredibly ineffective way to communicate.

If Karma Marketing is the umbrella to the FreshBooks approach, then two powerful statements offered by Mike outline an approach to make that happen.

• “I take care of my team; my team team takes care of our customers; our customers take care of our business.“

• “Engage in extraordinary experiences everyday“. There is a great blog post by Mike here that further explains his 4E philosophy.

The FreshBooks approach of having all new hires start by answering the phones and handling customer calls is a brilliant way to ramp up new hires on customer engagement and relationships, as well become familiar with the service that FreshBooks sells. It doesn’t stop there. Each employee does their reserve period on the phones on a rotational basis — like milu’im in the Israeli army.

As the evening wrapped up and people started to disperse, Saul joined the group I was with and offered some advice he suggested will save us spending $20 a year on a new Seth Godin book. “Be remarkable”, he said.

As I walked home, I remembered the book, Creating the Service Culture, which I’ve blogged about before. The premise of the book (written in the 1980’s) is that services and products are becoming more homogeneous so companies must distinguish themselves by how they manage their customer relationships. That sounds like FreshBooks.

The first Social Media Breakfast Ottawa took place at the offices of Ramius Corporation this morning. It was a great inaugural event and attendance exceeded expectations. There always seems to be new people to meet in the Ottawa social media community.

The guest speaker was Adrian Salamunovic of DNA11.com, a company that creates custom art based on their client’s DNA — fingerprints, lip-prints, DNA samples, etc… (”From life comes art“). That means that each piece or art they create is unique to the individual who orders it.

Adrian’s talk traced DNA11’s creative yet simplistic approach to marketing and promotion that harnessed the power of social media to make inroads into mainstream media including Wired and Playboy — something he referred to as turning a spark into an inferno. In his talk he gave examples of how the fire can burn with both positive and negative results.

Simon Chen asked that I do a podcast of the event and I couldn’t resist. I thought I’d do something a bit different this time and dovetailed voices of the community with excerpts of Adrian’s speech.

For good measure, I threw in Stevie Z’s promo for Podcasters Across Borders at the end of the show. Don’t forget to register!

 

 How they started the fire [18:47m]: Play Now | Play in Popup | Download

Bryan Person started it all in Boston, now Simon Chen, Ryan Anderson and Rob Lane bring the franchise to Ottawa when Ramius hosts the first Social Media Breakfast Ottawa on Tuesday, June 10 beginning at 7:30am.

The event features guest speaker, Adrian Salamunovic, co-founder of DNA11, a company that pioneered the creation of personalized artwork from the DNA of its customers.  Adrian will tell the story of how buzz about DNA11 spread from blogs, to magazines, to TV and mainstream media.

At the time of this post, there are seven spaces left for the event.  You can register here.

See you on Tuesday.

Last year it was Quechup; now there is a new unscrupulous social networking site.  PAGII is spamming the contact lists of new registrants as a way of attracting more new people and artificially building its strength.  In the process, it’s upsetting a lot of people who feel duped by the lack of transparency in the registration process.

If you get an email from PAGII, ignore it.  It was likely sent without the knowledge of your friend.

Sociologist Sam Ladner was direct when she opened her session on reputation management and monitoring. “We won’t talking about reputation systems”, she said. “eBay reputations will not be part of our discussion. Read Bryce Glass’ blog if want to know more. He also has a Slideshare called Designing your Reputation System“.

In fact, Dr. Ladner led an amazing session in which she explored the meaning of reputation, attributes of reputation and the impacts and contexts of brand conversations that could be reputation impacting.

Despite the response of McNeil and the amazing brand-recovery case study that is the Tylenol cyanide poisoning incident of the 80’s, the company still took six days to respond. Can you imagine a six-day response time today? How would a six-day delay convert in a twenty-year span?

To setup the discussion, Dr. Ladner presented the three elements of the Looking Glass Self:

• We imagine how we appears to others
• We imagine how others judge that appearance
• We react to that imagined judgment

Consider that reputations cannot be managed. To help understand why, Dr. Ladner outlined the three key attributes of the Online Self:

• Hidden (online sources lack contextual cues)
• Digital (easily broken down, re-arranged, mashed-up and rearranged)
• Proliferating and Permanent-ish

What’s most interesting is where brand discussions are taking place and how that context affects the brand reputation and the opportunity of individuals and corporations to participate in that discussion (Forester Research and Statistics Canada):

• 48% of North Americans participate in social computing
• 30% of Americans have posted online ratings
• The average Canadian spent 35% more minutes talking on the phone in 2003 than in 1997

Dr. Ladner walked through a number of online tools and services that allow individuals and companies to monitor reputation.  There are several classes of tools available:

• Social Media analytics (Technorati, Google Trends, ePinions, etc…)
• Social Media observation tools (Neilsen Buzz Metrics, Cymfony)
• Social Media Response Tools (Umbria, TruCast)

Using examples that involved these tools, we learned of a number of studies in which included brand reputation of breakfast cereal based on health and nostalgic references, and brand reputation based on online attitudes on sustainability.  The examples were incredibly interesting and I would have been grateful for an extra hour to explore these examples in more depth.

Before leading a more interactive discussion, Dr. Ladner proposed some reputation monitoring best practices:

• Systematic (develop standard metrics, stick to them)
• Regular (measure at consistent intervals)
• Governed (assign accountability for metrics, create a task force)

We were all encouraged to use Google Labs to do our own research on reputation conversations, offering that we research Dell and Best Buy together over a period of time and look for when the Dell announcement on selling their computers at Best Buy.

We were able to wrap up with a more lighthearted discussion on the doppelganger effect.  I guess there are some advantages to having a one-of-a-kind name.

Note: this session will be available in slideshare.

Given my involvement in reBookMe.com, I decided to hear the CEOs Julia Johnston (mEgo), Leah Culver (Pownce) and Ryan Carson (DropSend) tell their stories in a discussion led by Mike McDerment.

Conversations that are based on stories are incredibly engaging. In that respect, this panel was strong. More importantly, they engaged with each other. They were energetic and dynamic in a way that no other panel or session has been so far.

Ryan waxed poetic on various topics throughout the session. In particular, he offered some interesting sound bites including marketing a web app is a full-time job, the hardest thing for an entrepreneur is focusing on one thing, don’t hire friends and don’t take money if you don’t to.

Julia joked that her hope is to sell out to Google. In the meantime, unique opportunities such as a global promotion with Adidas, strong angel investment and revenue through banner ads keeps the company financially strong.

Leah, who was surprisingly quiet most of the time and burst with excitement at others, signed with relief when she announced that Pownce is about one-year-old and things are much easier now than they were when the team first started out — it’s trying on your mental health.

Each company monitors uninstalls and departures and depends on their community managers to follow up on departures. Clearly, they all take this role very seriously.  Ryan also offered that entrepreneurs would be wise to read all customer feedback.

Ryan was a standout when I asked for each panelist to give a 15-second Purple Cow pitch of their company and products. Even though he didn’t detail why I’d want to use his product, it took him no time at all to describe a team and company culture that would be the envy of anyone.  Julia took about a minute to itemize the features of a great sounding service and Leah struggled to summarize Pownce as being remarkable.

Being remarkable is key to the success of a startup.  The question becomes how do you define success in relation to the rest of the web — can you co-exist with your competitors or do you stand out?

This panel was very solid, entertaining and loaded with valuable information.  I can’t help but feel that each could have spoken at depth for more than an hour.   This was definitely a standout session.

In case you hadn’t heard, GM announced in March that they are moving half of their $3 billion marketing budget, to third largest in the United States, to digital and one-to-one initiatives (GM Changes Game, Puts $1.5 Billion Online). That’s a full $1.5 billion dollars, a sizable portion of which will likely end up on the web.

It’s my curiosity on how enterprise money is being spent that led me to attend a discussion on Social Media and the Enterprise with panelists Natalie Johnson of General Motors, Chris Reid of Yamaha Motor Canada and Jenny Bullough of Harlequin Enterprises Ltd., and moderated by Michael O’Connor Clarke. Michael’s mere appearance on the stage resulted in a dramatic hush coming over the room.

Following pleasantries and introductions, Michael kicked off the discussion with a quote from The Cluetrain Manifesto:

“…companies so lobotomized that they can’t speak in a recognizably human voice build sites that smell like death.”

Harlequin enjoys strong brand reputation. This means that there’s a community built on decades of publishing books that appeal to a specific and demanding niche. In fact, Harlequin publishes 120 new books each month including electronic selections of their back catalog based on user demand through their website. Also interesting is that Harlequin still accepts unsolicited manuscripts.

One of Harlequin’s greatest successes is a series of meet-the-author podcasts that connected aspiring authors with potential readers and meet-the-editor podcasts which educated aspiring authors on the Harlequin approach.

Nathalie talked up General Motors’ social site imsaturn.com (though her way of saying I M Saturn was confused by the entire room to be I Am Saturn which led us to the website of a hip-hop musician). Another initiative that connects their customers with the organization is IGotShotgun.com which features behind the scenes videos. The greatest challenge to moving to the social web has been securing the support of the upper ranks and steering the corporate culture of 266,000 people in a new direction.

Yamaha brought in an outside expert to educate senior management on the value of social media for brand value and online reputation. Chris described how he could see the lights go on during the session and that having an outside expert added credibility to the campaign, that he alone would not have had the same impact despite the fact that he is the in-house expert.

While each organization has corporate blogging policies, each approaches participation in online communities by employees a different way. Harlequin’s multi-page policy comes down to ‘don’t be stupid’; don’t blog about authors, don’t blog secrets, etc… The brand is well defended by a large and passionate community. This means that Harlequin watches as the community responds to negative comments. GM allows employees to participate in online communities provided they are transparent about their employment. They moderate comments for foul language and offensive remarks. Otherwise, they allow negative remarks and criticism in order to be transparent and to learn from the community. Yamaha only allows internal blogging and does not permit employees to represent the company online.

When the panel was questioned about their organizations’ commitment to social media, Michael noted that the panel represents a new environment in which companies are dedicating full-time positions to social media engagement.

Today’s second session was a conversation between Mesh organizer Michael McDerment and Garrett Camp. Garrett is a co-founder of StumbleUpon, a social sharing site bought by eBay in 2007 for $75-million.

StumbleUpon’s origins are in Calgary which makes it one of many Canadian web 2.0 success stories; stories that include Flickr and Club Penguin, both of which got their start in Vancouver. At the time of the purchase, StumbleUpon was looking for more venture capital to augment their $1.5-million in working capital.

According to Garrett, StumbleUpon is a tool that best serves visual content and websites. People can share their findings such as a site that a group of us found through StumbleUpon this morning that shows a collection of bad album covers.

eBay allows StumbledUpon to function as a startup within a large organization. This affords Garrett and the team the autonomy to self-direct their development in the best interest of the tool that they built and the spirit in which it has been embraced. It’s refreshing to hear stories about big companies buying startups and letting the founders continue with their vision.

Given my recent experiences with the Ottawa Web Weekend — which was largely about the coming together and collaboration of thirty-six strangers — I find it particularly interesting that Garrett felt he waited too long build the team out.  That’s significant when you consider the size of the eBay purchase.  His focus now is how to build the team, spread the knowledge and try to build the business to be strong in the same was as Facebook.

Garrett suggested that he’d like to explore social advertising which would target ads to individuals based on recommendations by their StumbleUpon friends. This presents a more obvious fit with eBay.

The session was dry and skewed, heavily, to venture capital and corporate purchase. The key takeaway from that discussion is that the money is in the United States.