No website? No profile? No business!

Just a quick anecdotal post to convey the impact of not being found online. I am looking for an independent market research partner and keyword searches point primarily to LinkedIn profiles. "Great," I think, "I'll be able to see potential professionals' skills and contact them all in one shot!" Well, I found 3 perfect people--none of whom had links to a website with their contact information (read: they don't have websites!). I searched for them BY NAME using Google and still nothing! If they have no website (or no SEO in place) and no accessible profiles/directory listings online (with LinkedIn, Naymz, Xing, Guru, elance, facebook, myspace, etc.), how are clients finding them?

Social networking profile development and directory listings at least are no-cost ways to market so I can't fathom why everyone wouldn't create something! Further, why would someone restrict their full profile on LinkedIn or not be open to Introductions or InMail--unless they are so wealthy they don't need any business or so hermetic they don't even want to pass along business to people they know. (Incidentally, if you are ever looking for anyone to do anything, I am always happy to refer friends, collegaues, family, etc. I figure matching two people who can benefit from each other's knowledge or services is a good thing!)

Is there some downside to having a website (at least one page with your contact info) and/or profile that I missing?

P.S. If you know how to contact independent market researchers Patricia Cartier, Susan Katz, or Sheila Woods, tell them I'm looking for them.

Recommended Reading: The Elements of User Experience

Every once in a while I come across a resource that is so astute yet so easy to absorb that I want to shout about how wonderful it is--and that is how I feel about Jesse James Garrett's book, The Elements of User Experience.

In searching for a reliable, professional resource for the user-centered design of websites, I came across mention of--and many links for--this diagram called The Elements of User Experience (published 30 March 2000). I was a bit skeptical, I admit, but mostly because I expected many more authors on the subject who were (er, um) not necessarily consultants, as well as something more current.

Little did I know that it's the nature of the field since the web began. There seems to be relatively few experts at the macro-level and limited recognition or understanding of the user experience design field at-large among my network of designers and engineers. But after practically devouring his book, I am convinced Mr. Garrett is the guru.

From his clear breakdown of all that's involved and the division between two communities--technical software designers and information scientists--and their distinct terminologies and approaches, it's no wonder that we might be familiar with portions of the web development process and the titles of those who perform those functions (e.g., information architect, content developer, business analyst) as well as the outcomes (e.g., functional specification, sitemap, architecture diagram, wireframe, etc.) without really being able to understand the big picture.

Thank you Jesse James Garrett for pulling it all together! Your book is an incredible resource and one I highly recommend to anyone creating or revising their site . . . and your blog is pretty clever too. (The only thing I wish for is a glossary of all the terms should you or one of your known accomplices be up for the task!)

. . . And anyone who doesn't want to read the book can just hire me to assemble a team to apply the elements to their site in order to ensure happy users. :)

I Wish I Coined This Term: "Founder's Syndrome"

If you've read my previous posts, you know that I sometimes coin my own terms, such as "URL Sprawl" and "Frienomenon." A colleague used a term the other day that, as much as I wish I could claim responsibility for, I cannot. Surprisingly enough, I have seen plenty of "Founder's Syndrome," but thought I was alone.

Thank you Carter McNamara for your excellent site, The Free Management Library(SM), and discussion of this term: http://www.managementhelp.org/misc/founders.htm.

Carter's definition is as follows:
"This syndrome occurs when, rather than working toward its overall mission, the organization operates primarily according to the personality of a prominent person in the organization, for example, the founder, board chair/president, chief executive, etc. The syndrome is primarily an organizational problem -- not primarily a problem of the person in the prominent position."

My response: Although the term is not meant to peg the founder as the problem, in my mind, any leader is ultimately responsible for organizational culture and change, as they set the example and the pace and should therefore empower others to act in the interest of the company's mission vs. respond to his/her personal preferences and moods.

Do You Need a Social Media Presence?

I've seen on LinkedIn and elsewhere questions about whether a start-up should market via social media such as YouTube, Facebook, MySpace, etc. My answer to any "should we" question is always, "if your ideal customers are there, yes." Pretty straight-forward and simple. But how do you know where your ideal customers are, aside from asking them? MarketingCharts highlights a new survey (The 2008 Cone Business in Social Media Study) shows that the following groups in particular want to be reached (and marketed to) via social networks:

--Consumers aged 18-34 (one-third of respondents)
--Households with income of $75K+

In addition, a majority (2/3) of $75K+ households and households with 3+ members "feel stronger connections to brands they interact with online."

If this is your customer base, it's time to get social!

Section 1.4.2 from The Value-Based Fee Manifesto

"While the hourly fee allows the client to receive an estimate based on the amount of time the marketer will spend, the number is not written in stone. Furthermore, it is a variable that has the semblance of being an even exchange--hours for a task being completed--without respect to the importance of the task or how successfully the result meets the client need. In fact, if the results are off the mark, and more time must be spent to complete the project to the client's satisfaction, that time is billable. When a client selects a project fee, (s)he is not charged for additional time."

This is one reason why I create a custom proposal for each client that includes a project fee, not an estimate of how long it will take multiplied by an hourly rate.

What is your take on the subject?

Microsoft Strikes Back!

In its new TV ads (view here), Microsoft finally delivers its answer to the "coolness" factor, of which Apple has so deftly commanded ownership. By taking everday people and some huge celebs (Tony Parker, Eva Longoria, Deepak Chopra, and more), the Microsoft ad opens the range of Apple's proposed polarized user definitions. What can small business take away from this marketing effort? While perhaps competition is not as fierce, if someone is going for jugular in your industry, find the loophole in their logic. Address it after a period of reflection, but don't wait too long. It takes calm, calculated thinking to strike back in a meaningful way so assemble a good team of strategic thinkers. Now that Apple is on the defensive, it will be interesting to see what their next move is.

P.S. I'm not debating which product/platform is better, only exploring the brand strategies. In fact, the Microsoft ad isn't about the product but the people who use it, which is really at the heart of the Apple campaigns. If you have seen the movie "Thank You for Smoking," you might recall a scene where father and son debate about what ice cream flavor is better--chocolate or vanilla. Aaron Eckhart's character says, "If you argue correctly, you're never wrong." It's the same thing. Here's a trailer for the movie.
P.P.S. I don't think the intent is to sell more computers, oddly enough. It's simply about making PC owners feel good about their decision and shaping a better image which in the long run may prevent defection to Apple based on identity issues.

Learning from Failure

While there are many resources out there to tell the small business owner how to be successful as well as chronicles of success, we don't hear as much about failures in order to learn from them. (Unless of course they are huge in terms of impact and/or scandalous, such as Enron.) But what about the downward spiral of the off-the-radar businesses who make simple mistakes we can all avoid just by being aware of them? As I attempt to compile these, I was happy to find in my inbox today that someone has at least published a soundbyte about this called Five Dumb Mistakes. It is the Reach Group who has developed a "Free Agent Formula," and while I'm not a big fan of this type of thing usually, the article is worth reading at http://www.marketingprofs.com/small-business/index.asp?nlid=545&cd=dmo121&adref=NsbW398.

Although chasing rabbits (see previous post) didn't make the list, I can say that the first item--which I imagine happens when folks go into business just to escape the 9-to-5 by opening a franchise or buying into some MLM or affiliate marketing without loving what they do--is just as dangerous.