Monday, March 23, 2009

Flying Blind with Regard to Application Performance

By now, these trends are pretty obvious:

  • Organizations are becoming increasingly distributed, spanning remote offices, strategic partners, outsourced workforces, and ad hoc teams in order to take advantage of the most talent for the lowest expense
  • Organizations are cutting headcount and trimming operational budgets, making employee productivity more important than ever before
  • Networked applications are involved in nearly every aspect of business operations, including product design, production, sales, marketing, accounting, logistics, and customer service

It would seem prudent, then, for organizations to monitor the performance of their applications, since networked applications are 1) the tools most workers are using, and 2) at risk of reducing worker productivity through performance problems and application outages.

But many organizations don't systematically monitor application performance at all. This jarring revelation appears in a study about cloud computing just published by InformationWeek.

The study noted that 40% of respondents didn't have a system in place to monitor internal applications, let alone cloud applications. An integrator interviewed in the study remarked that fewer than 30% of his customers had application monitoring systems in place; in other words, more than 70% didn't monitor applications.

Given the rising popularity of video and voice applications, which require high-performance, low-latency network connections, and the rising popularity of cloud computing—in use or about to be in use at 27% of the organizations surveyed—the lack of application monitoring seems like trouble in the offing.

The InformationWeek article offers a number of helpful suggestions, including the use of WAN optimization for accelerating applications serving remote offices. Application performance monitoring solutions from companies such as Blue Coat, Fluke Networks, NetScout, and WildPackets can also be helpful. A new standard called Apdex, which attempts to measure the quality of service an application delivers, is gaining a following and also worth a look.

Disclosure: Blue Coat is a client.

Friday, March 20, 2009

SaaS Credibility Survey

As you probably know, many businesses are wary of Software-as-a-Service (SaaS) applications because of concerns about security, reliability, and vendor lock-in.

In addition to building the absolutely best IT infrastructure possible, what can SaaS vendors do to assuage end user fears?

Take this short survey (2-3 minutes) and let your voice be heard.

Thursday, March 19, 2009

Two Strategies for Putting Enterprise Social Media within Everyone's Reach

When Jive Software recently announced its new SBS platform, Dennis Howlett at ZDNet raised the issue of user adoption: in many organizations, it's difficult to get users to contribute content to social media platforms. Usage patterns typically follow a 1/9/90 rule. About 1% of users contribute heavily. Another 9% contribute periodically, while 90% of users lurk, reading content, perhaps, but not contributing any content of substance.

How can social media platform vendors overcome the 1/9/90 habits of the crowd?

One approach, which most vendors are taking, is to make the platform interface richly featured and easy to use. These vendors hope that rich features will spur the creation of rich content, which in turn will make enterprise 2.0 dashboard indispensible—that is, the dashboard will become one of the few windows users always keep open on their desktops. These vendors are taking other steps, too, such as offering consulting services to train users and inculcate useful social-media habits.

Another approach, complementary to the first, is to use widgets to embed social media platform interfaces in Web applications, such as Gmail, that are popular with users. Social media start-up Socialcast is following this route.

This second approach makes sense. Certainly it can't hurt to put access to the platform . If my Socialcast interface is right there in Gmail, I'm more likely to post something to it, perhaps in response to something I've just read or sent in email. I don't have to switch windows. The gadget lowers the amount of work, including context-switching, I have to do in order to use the software.

Socialcast has widgets for a few major applications available now. Many more coming soon in their next release. I look forward to seeing what they come up with and how their user community responds.

Tuesday, March 17, 2009

Monastic Ireland Provides Cloud Storage for Western Intellectual Capital during Cultural Blackout

During a cultural outage, now known as the Dark Ages, monks in Ireland copied important works by Aristotle, Galen, and others, creating essential back-up copies, which were later downloaded back to the Continent and used as intellectual capital to launch the Renaissance.

That's one story (recounted with different terminology in Thomas Cahill's How the Irish Saved Civilization) of Ireland's contribution to the world at large.

There are many others, and of course, there's an ever-growing, superb canon of writing, and wonderful music.

It's a shame, then, that here in the U.S., for children especially, St. Patrick's Day means so much time wasted on anything having to do with leprechauns.

I don't mind people talking so much about leprechauns on St. Patrick's Day, as long as, when the time comes to talk about German culture, they lead off with a discussion of poltergeists. Or when it comes to talking about England, they start with duergars, rather than Shakespeare. Or when surveying New York culture in the 20th century, they skip over the architecture, Abstract Expressionism, the poets at the Tavern, jazz, and the Met, and focus instead on the fortune tellers at Coney Island.

Have I made myself clear?

Good. Let's all have a round of Smithwick's and continue.

Irish culture. Today, we celebrate it. Wear green, pick up a good book by a fine author like John McGahern or Anne Enright, and listen to some fine music, like Martin Hayes below.

And if you've got kids, skip the leprechaun nonsense and pick up The Island of Horses, which I'm reading now to our 7-year-old, and which is a fine tale.











Erin Go Bragh!

Irish pub photo by nicksarebi, some rights reserved

Thursday, March 12, 2009

How Good Is The Interface to Your Web Site or SaaS Application? Find Out Now

I've written before about the importance of customer experiences. When I look back on the companies I've worked with over a couple of decades in high tech, the quality of experience a product provided largely determined the success or failure of the product overall.

In the software market, user interfaces obviously play a major role in a customer's experience and, hence, in a product's success or failure. Complex, cumbersome interfaces confused users, prolonged sales cycles, and often limited buyers to sophisticated engineers working in solitary roles. Streamlined, easy-to-use interfaces, often developed in concert with customers, led to faster sales, more efficient operations, and greater business success overall.

There's a wealth of material available on the importance of user interfaces and customer-driven design. Jakob Nielsen, Jared Spool, and Steve Blank all have important things to say on these topics.

Of course, if you're in the middle of a product launch, or you're a product manager working to an aggressive schedule, or you're a programmer sweating to make your deadlines, you probably don't have a lot of time on your hands to do in-depth reading and learn a new set of best practices.

Nonetheless, you'd probably like to make sure the Web site or software you're building meets the needs of your customers to the greatest degree possible, since this is the most direct and cost-effective way to:

  • ensure rapid adoption by customers
  • shorten sales cycles
  • reduce customer support calls

So, busy with development and probably short on time and money, how can you ensure you've got the best user interface possible? How can you nip a problem in the bud now, before it turns into a full-fledged customer support nightmare later?

Introducing Mad*Pow

You can take advantage of a new service I'm now offering with my new business partner, Mad*Pow.

I didn't want to merely write about improving customer experiences, wringing my hands without offering a concrete solution. Instead, I wanted to be able to help any interested companies address this problem quickly and directly. So I met with usability designers, explained what I was looking for, and ended up forming a partnership with Mad*Pow, a leading experience design agency.

They're great folks. They're based in Portsmouth, NH, and their clients include:

  • Aetna
  • American Express
  • ESPN
  • Google
  • Intuit
  • Journal of New England Medicine
  • NBC Universal
  • Starwood

You can check out some of their projects here.

Incidentally, Mass High Tech just named Amy Cueva, Mad*Pow's Founder and Chief Experience Officer one of its "Women to Watch" award winners.

The company was founded in 2000, and, as you can see from the client list above and from their Web site, they've clearly grown into a dynamic, successful company. I'm thrilled to be working with them to address the user experience problem.

Rapid Strategic Analysis of User Experiences

So what does our new service entail?

First, we’ll interview you to understand your business objectives and design goals. Then we’ll conduct a thorough assessment of your Web site or Web application. Our analysis will include:

  • Heuristic analysis by multiple testers and designers to uncover usability weaknesses.
  • Competitive analysis (2-3 competitive or comparative sites)
  • Marketing and messaging analysis


We will then deliver an annotated slide deck and a written report detailing our findings, including:

  • Analysis of content, navigation, design, brand, and messaging
  • Vision for the future—suggestions for improvements in all areas analyzed
  • SWOT (strengths, weaknesses, opportunities, and threats) analysis summary of the user experience overall

Our report will answer these vital questions:

  • Is your Web site or Web application’s user interface as easy to use as possible? Are any design elements confusing or cumbersome? How well does the interface serve its users?
  • How well does the interface serve your various audiences?
  • Does the interface support customers making full use of your offerings? Does it facilitate upgrades and cross-selling?
  • How does the interface compare to those of your competitors?

In addition, you can ask Mad*Pow's design team to offer various design alternatives for your site or application.

We've designed this process to achieve quick turnaround: we expect to work from kick-off interview to delivered report in 5 business days. And we've priced it in fitting with the budgets that are prevailing in today's, um, wonderful economy.

You can read more about the service here. (PDF)

If you're interested in having our team kick the tires on what you're building, please contact us at experience @ bennettstrategy dot com.


Lightbulb photo by rpongsaj, some rights reserved.

Data Security for SaaS, PaaS, and Social Media

One of the most common objections to cloud computing is that cloud computing poses too great a risk for data security. Internal data that is being stored safely in an internal data center may be subject to interception in transit to or from a remote application. It might also be vulnerable when stored in the cloud itself.

Cloud vendors such as Amazon, Google, and Salesforce are going out of their way to demonstrate tight security controls to major clients. Nonetheless, a lot of CIOs, CSOs, and others have their doubts.

It's worth pointing out that, whether they realize it or not, most enterprises are leaking—nay, hemorrhaging—data to the public Internet. As I wrote nearly a year ago, summarizing some fine reporting in InformationWeek, P2P applications alone are responsible for massive data leaks even at large, public companies.

When InformationWeek reporters investigated P2P networks to find out just how much confidential data was being accidentally leaked by P2P networks, they were shocked at what they found. Users were inadvertently publishing "spreadsheets, billing data, health records, RFPs, internal audits, product specs, and meeting notes . . . files with the home and cell phone numbers of senators, confidential meeting notes, and fund-raising plans [for a state political party] . . . spreadsheets listing patients' names along with their HIV and hepatitis status . . . [and] a slew of court documents regarding a sticky divorce."

Fortunately, there's technology available to detect and thwart such leaks. Data leak protection (DLP) products, often available as network appliances, can scan data leaving the network and raise an alarm about confidential data leaking out. A lot of companies have jumped into this market; a few years ago, no less than 46 different start-ups were tackling this problem. A few companies have emerged as leaders. You can learn more about DLP at this informational site: www.dlpindepth.org.

Certainly it makes sense for any medium or large enterprise to have a DLP solution in place. Once it's in place, it should provide effective monitoring and control over data posted to the cloud.

DLP doesn't address the problem of security vulnerabilities in cloud storage, but it does address vulnerabilities in cloud communications, and it also enables enterprises to ensure they know what data is being posted to the cloud in the first place, regardless of whether the destination is Salesforce.com, AWS, Facebook, or some other app.

What Is Blogging? What Is Pay-for-Post? A Socratic Dialog at Tweeto's Villa

Archeologists working on a dig (actually, a kitchen remodel) at a Greek restaurant on El Camino in Palo Alto recently unearthed this long-lost dialog that fills out Socratic canon and touches on the recent hoopla (no, that's not a kind of Thracian soldier) about pay-for-post blogging.

The scene. The courtyard of Tweeto's villa in the Los Altos hills.








Persons of the Dialog

Socrates

Tweeto, a wealthy landowner and venture capitalist

Flakoles, a partner in a PR firm

Glaucon, a junior employee of Flakoles

Hackaun, a programmer

Interns

SOCRATES. Greetings, friends. I am surprised to discover you outside now, for though the day is fair, and the sun graces us with her warmth, yet I know by habit you prefer to linger indoors, hunched over your Macs.

FLAKOLES. The Internet's down.

SOCRATES. That explains your glum aspect. Entering now, I wasn't sure if I was beholding my dear friends or a motley of actors in some final, dreadful scene by one of our tragedians. Do none of you get good 3G reception?

FLAKOLES. Yon fair hills, whose tawny grassy ripples like the flank of an anxious stallion stamping before a race, do block all our coverage as surely as a stone wall.

SOCRATES. Ah, Flakoles, I know you make your living in PR, but your remarks show you to have been an English major. So none of you have network access. But where is Flippanes?

HACKAUN. Flippanes is the sole exception. He had the good sense to sell all his CountryWide stock in 2005, so he's sitting in his Porsche, dialed up over his satellite phone.

SOCRATES. Flippanes is a man who is, if not wise, at least shrewd. But come, Glaucon, why do you, more than the others, blubber so? Surely a few minutes or even a few hours without network access could not reduce a man to such a disconsolate state? Your cheeks are red, and I can that you have rent your toga in one or two places, which, I might add, has not improved the lines of the garment. As well, I can see that your chest has not been out in the sun in many months.

FLAKOLES. Be gentle with our friend Glaucon, Socrates. He has had a miserable week. He spent Monday pitching pay-for-post blogging to all his accounts, and now they either shun him entirely or send him nasty emails whose language would even make great Bacchus blush.

SOCRATES. It would seem, Glaucon, that you have misunderstood the nature of blogging, or perhaps we should say that you and the community have differing conceptions of blogging. Perhaps it would be worthwhile, as long as we are sitting here waiting for—which ISP?

TWEETO. SBC

SOCRATES. Very good; waiting for SBC to get their act together, to ponder the nature of blogging. Shall we begin? Wait, where's Plato?

PLATO. I'm over here, sir. Strictly speaking, you shouldn't be mentioning me.

SOCRATES. That is our custom, I agree, but shouldn't you be taking notes? How are you going to immortalize my thinking in one of your little dialogs?

PLATO. I'm recording everything in my netbook. Then this afternoon I'll have it transcribed using one of Amazon's Mechanical Turk services.

SOCRATES. The engineering of our western colonies never ceases to amaze me. And this transcription will be one hundred percent accurate?

PLATO. Absoglubely.

SOCRATES. Excellent. Let us begin. It would seem that the cause of Glaucon's misfortunes lies in some confusion regarding the nature of a blog. Glaucon, perhaps abetted by the recent Forrester report on the subject, has believed a blog, or rather a blog post, to be one thing, and his clients have understood it to be something else. Perhaps it would serve us well to identify the true nature of a blog.

TWEETO. That's pretty obvious. The name blog comes from the term weblog, which suggests a series of entries posted in serial form on the World Wide Web.

HACKAUN. It's posted using special software that is usually configured to accept comments, so I think part of a blog involves the idea of commentary and dialog.

SOCRATES. Excellent. Who writes blogs?

HACKAUN. Everyone these days. From independent bloggers to programmers to mothers who knit.

FLAKOLES. Many of our clients now have blogs. And we blog ourselves. I've been posting about best practices in PR, for example.

SOCRATES. Now we are getting closer to the matter at hand. First, it is evident that commercial entities, such as Tweeto's firm and your firm, too, Flakoles, have blogs. Let us also point out—which may offer young Glaucon some comfort—that a blog is a written form of communication, and that in many other circumstances, commercial entities expect to pay for written forms of communication that promote their products and services. I am thinking of press releases—which our friend Flakoles here writes so fluently—and white papers, case studies, Web copy, and so on. So I do not think Glaucon's error lies is assuming that companies should pay for promotional writing. They often do, and no one reproves them for it. (No one attacks Cisco or Oracle, for example, for publishing white papers.) No, the backlash, which has crushed our poor friend as mightily as the frothiest wave at Stinson and left him draped over the stone bench there like so much dried kelp, has to do with some other sense of violation. There are other types of writing that treat commercial products and services; trade journalism, for example. It would be offensive, I think we can agree, if Glaucon were offering to pose as a journalist and turn out pixelated prose, measured by the board foot, and adorned, no doubt, with all manner of banner ads and interstitials. We have all seen such so-called news sites, with their gushing prose and their click-through geegaws, and we can all agree, I think, that these sites deserve our opprobrium. But Glaucon wasn't offering to pretend to be such a journalist, from what I understand. He was simply offering to write as himself.

HACKAUN. All bloggers write as themselves. That's what makes blogs so opinionated!

SOCRATES. An astute observation, Hackaun. A blog, unlike many other types of writing, even commercial writing, is written in a personal voice. Can we agree, at least provisionally, that individual authorship and a personal voice are essential elements of a blog?

TWEETO. The personal aspect is what differentiates a blog from the other writing on a Web site.

FLAKOLES. That, and the timeliness. The sense of writing on occasion, reacting to news in the marketplace or even something that has happened in one's household.

HACKAUN. It's the spontaneity makes blogs so interesting, or sometimes so annoying. They offer personal voices, people's real opinions. Even if someone's writing for a company, there's often a disclaimer that their views do not necessarily represent those of the company.

TWEETO. That's a legal disclaimer, of course. Our lawyers insist on it.

HACKAUN. But it also makes the blog more interesting than all the other marketing fluff on a site. Blogs are edgier. Because even if the author works for a big company like Microsoft or SAP, you get the sense that you're reading their genuine thoughts and opinions. They're straight talk.

FLAKOLES. Hackaun is right. And all the blogs from mothers who knit and guys who hang-glide reinforce that idea. You're hearing authentic voices, at least when they're not just link-baiting.

SOCRATES. So Glaucon's error may have been in offering to be authentic for pay. That, truly, would have people wagging there tongues in the polis, or if not the polis, at Stanford Mall.

FLAKOLES. I should say, Socrates, in young Glaucon's defense, that people expect a company's own bloggers to say encouraging things about their products. And though Glaucon is not an employee of any of these companies, he is genuinely excited about their products. He even uses some of them. The speed-dating Web site didn't quite turned out as planned, but he genuinely likes the other products and services he was offering to blog about. He wasn't being insincere. He wasn't offering to fake his enthusiasm. He was simply offering to capture it in writing, which of course would benefit the companies he writes about. I could ask, taking his side for a moment, if he writes something, and it benefits a company, why shouldn't he be paid for it?

HACKAUN. He can be paid for it, there's no law against it, but it violates the sense of trust that readers extend to the authors of blogs. It's fine to put sell your point of view in a white paper; just don't it in a blog. It's the wrong medium.

SOCRATES. Excellent, Hackaun. So we can say that a blog, which originated as a personal medium, retains that personal nature even when it enters the marketplace. And though some blogs, even news blogs, are sometimes shill pieces, promoting companies to which the author serves as an advisor, for example, still we expect the medium to present authentic voices. Can we say that we expect bloggers, enjoying the liberty that circumstances have afford them for spontaneous discussion, to select their own subject matter?

TWEETO. Yes, Socrates.

SOCRATES. Then let me offer the following story, which may illuminate the remaining dark corners of this issue. Our host Tweeto is famous for the wonderful dinners he serves, and he has been gracious enough to invite me to many of these events, where I have eaten heartily and enjoyed the fruits of Bacchus, including a couple of Russian River Pinots in which that merry god really outdid himself—perfect balance of fruit and tannins, nice berry overtones, good finish—but I digress. I remember a dinner laid out not twenty feet from this very courtyard two weeks ago, when we dined sumptuously. The occasion was the granting of a term sheet to young man from the provinces, who had just launched a SaaS B2B offering, for which he had the greatest enthusiasm. I remember that, just as dessert was served, he delivered a long, gushing monologue about his new service. Do you think that was improper?

FLAKOLES. I remember the speech well. The fellow was so excited he didn't notice that his sleeve was resting in the meringue. Improper? No. He was boasting about his own company. Going on a bit perhaps, but not unexpected.

SOCRATES. So even in a conversational setting, in a dialog where one employs one's authentic voice, we don't mind a bit of commercial promotion, as long as it is spontaneous and heartfelt.

TWEETO. Certainly not. I expect that kind of enthusiasm from the people we fund.

SOCRATES. Suppose, however, that though he delivered the same speech with the same passion, you discovered that he had been paid to make it. How would you feel then?

HACKAUN. Offended. That would be incredibly crass. Even the most die-hard salespeople I know wouldn't do such a thing.

FLAKOLES. It would violate all bounds of decency. Paying people to make speeches at parties? Unheard of. Unspeakable.

TWEETO. God forbid, and if you what you say is true, Socrates, we will take up the matter at our next board meeting with the fellow. He may find himself painting curbs in Redwood City.

SOCRATES. I am sure, good Tweeto, that his speech was genuine. I was merely using the man and his loquacious enthusiasm as an example. My story was false, but it has served to guide us closer to the truth of blogs. Blogs, in all settings, present themselves as freely written; they are frank, and they open a discussion the way a frank utterance does. Perhaps the key to your clients' offense lay not in paying for blogging per se. I am sure that in your contract to serve them, you mentioned blogging. Many analysts blog, after all. They are paid by clients, too, and they blog about them. PR agencies blog, sometimes about their practice and sometimes about their clients. The public is not surprised or dismayed by these things. I think our story of the dinner party shows us the nature of poor Glaucon's offense. I expect someone from a company to blog about the company. I expect them to talk about the company, too, perhaps even at a dinner party. But to receive pay for a specific speech or post—to use a medium that is typically spontaneous and conversational—is as offensive as a putting a taxi meter on a dinner table, and charging by the word. I am afraid more Glaucon has sadly miscalculated.

TWEETO. Look at him blubber so. I had thought my garden had gained a second fountain.

HACKAUN. His tears are soaking his toga and showing us the outline of his physique. Would that clouds would come quickly scudding in and darken this scene.

SOCRATES. You may find escape from the aquatic sorrow you're beholding, yet. Look, another intern approaches.

INTERN. I am happy to report that the Internet is back up. I and my colleagues have prepared mocha double-whips for all present, except for Glaucon, whose stomach cannot abide such things. For him, I have set aside a soy chai in a china mug.

TWEETO. Then all is ready. Come, friends, we have solved the riddle of young Glaucon's offense. Let's go within and see what they're writing about today on TechCrunch.


Urn photo by jtstewart, some rights reserved.

Friday, March 6, 2009

Who's Using PaaS? The Answer May Surprise You

When Platform-as-a-Service (PaaS) vendor Coghead hit the skids recently, other PaaS vendors such as Intuit QuickBase and TeamDesk were quick to offer Coghead customers free conversion tools and migration solutions, so they could keep their applications running smoothly in the cloud.

I was curious about the customers making this move. Had they been they using Coghead for in-house skunk works, pilot projects, or operational applications? In large companies, did management concerns about data security, SOX compliance, and other regulations relegate PaaS to department-level projects that were, shall we say, off the management radar screen? Is PaaS (when not an extension of a proven SaaS solution such as Salesforce.com or Sugar On Demand) simply a way of getting code up and running without having to requisition a server from a bureaucratic IT department? Or is PaaS something more?

To find out, I emailed TeamDesk, asking about their customers and the types of applications they were running. I promptly received a phone call from Val Karmazin, co-founder of ForeSoft Corporation, the company that offers TeamDesk. Promptness, it turns out, is a habit at ForeSoft. The company prides itself on prompt, reliable customer service.

ForeSoft offers four cloud computing solutions:

  • BUGtracka project management and issue-tracking application
  • dbFLEX, a platform for building business Web applications
  • CRMdesk, a help desk application
  • TeamDesk, a platform for building and easily configuring database applications, primarily for the back office

The company was founded in 2001. It's been profitable from the start and hasn't taken any outside investment. TeamDesk, launched three years ago, is now the fastest growing part of the business.

In our conversation, Val made a number of interesting points:

  • The TeamDesk user community is a mix of people, and most of them aren't developers. What? I thought PaaS would appeal mostly to developers who were comfortable with Ruby, Python, Java, virtualization, and so on. That's not so in the case of TeamDesk. The platform is so easy to use and so easy to configure, thanks to a configuration dashboard, that many of the users are small business owners or IT engineers who know enough about databases to establish a relationship between two tables, but not much technical knowledge beyond that.
  • Companies of all sizes are using the service. In addition to small businesses, Val named a major telecommunications carrier, a major shipping company, and a European office of a major Silicon Valley technology provider. Company size doesn't predict whether or not a customer will use PaaS; instead, the determining factor is company culture—how willing is the company to trust a PaaS vendor to do things right. Val says customers take advantage of TeamDesk's free trial, discover how easy to use and reliable the service is, and stick with it.
  • Val points out the distinction between PaaS and SaaS is often illusory. When his customers use his platform to develop business applications that they then rely on day after day, haven't they created in effect a SaaS solution? Read TeamDesk's case study about the sales management application that Hochkoeppler Initiatives created for a customer, and you'll see what he means.
  • TeamDesk users sometimes require a little more hands-on assistance from ForeSoft when they're getting started with the service, but so far the support workload remains manageable.

A couple of conclusions:

  • PaaS is ready for prime time: customers are using it for business applications, not just for development projects.
  • With the proper tools and application user interface, a PaaS vendor can reach beyond the development community to less technical users, broadening the pool of potential customers.
  • Small, focused cloud computing vendors who execute well can run a profitable business.

Monday, March 2, 2009

Business Strategy and PR

If you work for a PR agency or hire PR agencies, ZDNet blogger Jennifer Leggio's recent report on PR firms and social media is a must-read. The report summarizes the results of a survey that Jennifer conducted between November and January. Six hundred forty-two people responded to the survey. "The primary targeted respondents were PR decision-makers at companies with 1,000 or more employees, with small business / start-up owners as secondary targeted respondents."

The heart of the survey examines how well PR firms understand and take advantage of social media. It's relevatory data, but I'd like to call attention to another question the survey touched on: how well PR activity aligns with a company's business strategy.

I've written elsewhere how important it is for a company to create an annual strategic plan, complete with measurable objectives. Once adopted, this plan should direct all major activity in every division and department.

So I was intrigued to see the survey responses to the following statement: "Agency understands how PR needs to fuel entire business strategy, not just news coverage."

Less than a quarter of respondents agreed with this statement (22%), and only 12% strongly agreed with it. Another quarter were on the fence. And fully half of respondents reported that their PR agency did not understand how PR could support the company's business strategy beyond merely getting news coverage.

This breakdown in strategic understanding and execution could explain why, elsewhere in the survey, only 44% of respondents reported that their overall experience with their PR agency had been "good."

What's preventing PR firms from understanding how to support business strategy? I expect the answer is different at different agencies and different clients. But here are some likely explanations:

  • The PR form is working by rote. Take product news, take messaging guidelines, craft press release, pitch, brief, distribute. Repeat. Critical analysis and planning isn't part of the process.
  • The PR team doesn't have a solid understanding of business strategies beyond the strategy of getting coverage.
  • The client has not adequately explained its strategy to the agency. If the strategy is conveyed at all, it's conveyed by:

    • A VP or CXO stepping into a conference room for 15 minutes to brief the PR team and a couple of marketing people on the company's direction for the year.
    • A slide deck that covers high-level trends and initiatives that is emailed over to the PR team.
    • A couple of sentences in a messaging document.


In other words, the problem likely lies sometimes in the capacity of PR agencies. Other times, it likely lies in the poor job the client is doing explaining its strategy in the first place. And other times, it's probably a combination of both.

Ideally, a company should be able to presents its strategy in a 5-20-page document that summarizes 5-10 key objectives for the company and supports them with measurable milestones. The document may include a few pages of background material upfront. The objectives should be bold (perhaps BHAGs, as described by Porras and Collins).

A company should be able to present this strategic plan to its PR agency, as well as to every internal employee. It should review its progress against the plan at least quarterly. Of course, it should also review the PR agency's activities against this plan.

There's nothing wrong with a VP or CXO stepping into the room to explain the big picture to the team. And there's nothing wrong with sending lots of background material in the way of slides and white papers to educate the agency. But the more clearly a company enunciates its strategy (through a formal strategic plan), the more likely everyone involved in the company—from internal teams to external agencies—will able to act effectively to achieve important strategic goals.

Pop quiz: If you had detail your company's business strategy to a new PR agency or a new internal hire 15 minutes from now, would you be able to do it?


Big arrow photo copyright, some rights reserved, Mikl Roventine.