Coyote Blog

Over the last several days, more revelations have emerged that the Bush administration seems to be spending unprecedented amounts of taxpayer money for third party PR support of administration policies.  There is nothing that makes me madder than politicians using my money to help cement their own position in office.  For all the majesty of the office, the President is still the taxpayers' employee, and we should expect an honest accounting of his performance and programs.  What makes this even more ridiculous is that the US Presidency is the greatest bully pulpit in the world -- no one gets more of a chance to get his/her point of view into the public domain than the President.  But Bush is generally a crappy communicator, so he has squandered this opportunity and is forced into paying others to speak for him.

Often business people like myself lament that the government needs to be run like a business - meaning more focus on efficiency and productivity and process improvement.   But there are a number of ways the the government is NOT like a business.  The key difference is that a private company can, at the end of the day, give outsiders the brush-off.  As a private company (with no public stock float) I don't have to tell anyone anything about the decisions I have made or why I made them.  I am not only allowed but expected to pay money (in the form of PR, sales, advertising, etc.) to  put a public spin on my products and services -- this is called marketing.  The government, of course, is not supposed to do this.  They have an accountability to everybody.  (actually, even CEO's of public companies are not supposed to do this either, at least with their shareholders, but they do).

The Bush administration wants to believe they are still running their own private business, rather than a public trust.  They have used 9/11 and the war on terror as excuses to pull a veil of secrecy over decision-making, data, and even mistakes that often have little to do with national security.  They have set a number of unsettling precedents around managing their public image, and their payments for PR and good press fall into this category.

Last Thursday I spoke at the the Phoenix Enterprise Network about buying your own business, a topic I discuss in more depth here.  The audience was pretty full, not for me, but in expectation of Sharon Lechter of Rich Dad, Poor Dad fame.  Since Ms. Lechter and her partner Robert Kiyosaki have become the chief evangelists of starting your own business, a lot of people were there who were interested in that topic.

I found that for at least one reason, I was probably the wrong person to speak at this function.  Many people in the audience seemed fixated on my Harvard MBA and felt intimidated that somehow they were under-qualified or undereducated to be entrepreneurs. 

I tried as hard as I could to convince folks that everything I learned at Harvard was virtually useless for running a small business.  I told them (truthfully) that my Harvard diploma hangs in my laundry room, since that was the only thing I really learned to do well at school.  I emphasized that knowledge and passion about the business you want to start is much more important, and that everything else could be learned.  Night courses in certain areas could help, and I would focus on two areas:

• accounting:  it is always good to know accounting.  It is never good to entirely trust someone else with the books.
• marketing and competitive advantage:  the one "framework" that still serves me well from my MBA is that I never look at an idea or business without asking what I am going to do with it that is different than competitors. 

In reality, the Harvard sheepskin on my wall actually hurts me running a small business as often as it helps me.  For example, many of my employees when they first work for me seem intimidated by the degree, and assume I must know everything and therefore they are afraid to raise concerns or share ideas.  Any of my managers who read this will probably laugh, because most have gotten some version of my speech on this topic:

DO NOT assume Warren has a secret plan or brilliant idea on any subject that he has not told you yet.  Assume that if you have not heard from Warren on a topic, he either has no clue there is an issue at all or else he has no idea what to do.  Therefore, do what you think needs to be done, and call Warren if you need help.

By the way, if you are in the Phoenix area, the Enterprise Network not only has one of those exceedingly rare and valuable two-letter URL's, but it is a great group if you are an entrepreneur or you business sells to entrepreneurs.

Two different inputs recently have gotten me thinking about public relations and the web, and just how far behind the technology curve many PR departments may be.

The first input was a comment I got on one of my posts that I wrote while on vacation last month.  In this post I mentioned that I would be heading for Disney World for our traditional family reunion, but that growing crowds on Thanksgiving week would probably force us to try a different week next time.  I got a comment from someone who sounded like a Disney employee, recommending a better week.  Now, it turns out that it was not a Disney employee, just a helpful reader (one of my loyal 34 or so).  But it got me to thinking.  Are corporate PR departments keeping up with the web?  If Disney was not doing stuff like this, why aren't they?

The second input was this post in Reason's Hit and Run blog.  They point out TIVO efforts to manage the use of the TIVO copyright to ensure that they do not lose the rights to the name.  (Though the article mentions Xerox and Kleenex, my understanding is that Formica actually came the closest to losing its copyright on that name due to overuse as a generic term for, uh, whatever Formica is).  How can companies possibly keep up with their trademark usage on the web?

Back when I worked for a large corporation, we had PR people, either in or out of house, who would provide us with weekly news summaries of where the corporation was in the press.  This was particularly helpful to those of us in marketing, who wanted to make sure we saw all the reviews of our product (so we could use the good ones and refute the bad ones).

In the world of the Internet, this approach seems hopelessly dated.  In the "old days" I used to walk to school 20 miles each day in the snow, up hill both ways  (sorry, always feel like I am channeling my dad when I say "in the old days") the media might have 10  or 15 mentions of our product every two weeks.  Now, on the web, there might be 10 or 15 an hour. Every day employees may be talking about the company in a chat room, customers may be commenting on the company in some place like epinions.com or in Amazon reviews, blogs may be posting on the company, and authorized or unauthorized vendors may have set up shop to sell the company's products online.

How does  a company keep up with all this?  If I was a large company, I would be actively searching the web for key words associated with my company and competitors, looking for new posts or entries or reviews or even whole websites.   Employees spilling secrets in a chat room?  Need to tell legal.  New web site selling our product? Send it to marketing to make sure they are authorized and are using our trademarks and product descriptions correctly.  Blogs posting on us?  We might want to add our own comment to the post.

What we need is the modern technology version of the clipping service.  The technology would probably be pretty straight forward - a company wouldn't even have to build it's own search engine - it could just take a full snapshot of the Google results one day and compare those results to a search the next week, and look for changes.

Or, better yet, why doesn't Google provide this service to corporate accounts itself?  After all, they do need something to justify their sky-high PE ratio, maybe this would help.  Wouldn't Exxon pay $50,000 a year for this service?  Heck I pay D&B several hundred dollars a year for a credit watch service on my company's credit rating, I would certainly pay some hundreds a year for a PR watch of my small business and my competitors.

UPDATE:

One company that seems to be doing something ike this is BuzzMetrics.  Link courtesy of RatherBiased.com

A comment I got on one of my posts on Friday got me to thinking about corporate PR departments and whether they are really keeping up with the web.  In this post I mentioned that I would be heading for Disney World for our traditional family reunion, but that growing crowds on Thanksgiving week would probably force us to try a different week next time.  I got a comment from someone who sounded like a Disney employee, recommending a better week.

Now, I don't know if they were an employee, or whether they found the post by accident or through an active search program.  But it got me to thinking.  Are corporate PR departments keeping up with the web?

Back when I worked for a large corporation, we had PR people, either in or out of house, who would provide us with weekly news summaries of where the corporation was in the press.  This was particularly helpful to those of us in marketing, who wanted to make sure we saw all the reviews of our product (so we could use the good ones and refute the bad ones).

In the world of the Internet, this approach seems hopelessly dated.  Every day employees may be talking about the company in a chat room, customers may be commenting on the company in some place like epinions.com, blogs may be posting on the company, and authorized or unauthorized vendors may have set up shop to sell the company's products online.

How does  a company keep up with all this?  If I was a large company, I would be actively searching the web for key words associated with my company, looking for new posts or entries or even whole websites.   Employees spilling secrets in a chat room?  Need to tell legal.  New web site selling our product? Send it to marketing to make sure they are authorized.  Blogs posting on us?  We might want to add our own comment to the post.

So I got to thinking - was that Disney that found my site?  If so, is this what they are doing to manage their online PR?  And if not, why aren't they doing it?  You wouldn't even have to build your own search engine - just take a full snapshot of the Google results one day and compare those results to a search the next week, and look for changes.

Or, why doesn't Google provide this service to corporate accounts itself?  They need something to justify their sky-high PE ratio, maybe this would help.  Wouldn't Exxon pay $50,000 a year for this service?  Heck I pay D&B several hundred dollars a year for a credit watch service on my credit rating, I would certainly pay some hundreds a year for a PR watch.

UPDATE #1

See comments below - the original commenter apparently not a Disney employee.  Never-the-less, the idea still excites me.  A company like Disney rests almost completely on its reputation - why isn't someone out on the web every day monitoring what is happening vis a vis their company?