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Category: Social Media

The Worst Social Media Ad Campaigns of 2007 (SXSW Coverage)

One of the most entertaining and interactive panels that I attended at the SXSW Interactive Festival last month in Austin, Texas  was The Suxorz: The Worst Ten Social Media Ad Campaigns of 2007. The session asked the audience to vote on last year’s campaigns with the "worst practices" but found it hard to stick to only ten, illustrating the point of how many in advertising and PR are still struggling with social media.

Here’s the breakdown:

Panelists:
Henry Copeland, Founder, Blogads.com
Steve Hall, Publisher, Adrants
Jeff Jarvis, Blogger/Prof, Buzzmachine/CUNY
Rebecca Lieb, VP & Editor-in-Chief, The ClickZ Network
Charlotte Selles, Global Brand Mgr, Beam Global

Round 1:
Selles: Molson Canadian Facebook campaign asked students to send pictures of themselves “using our product” to win a trip to Cancun. “If you have bad marketing to start with don’t even go to social marketing.”

Lieb: Carlton Draught “I think it’s a great movie, but a really bad ad.” People don’t remember the brand. It goes against David Ogilvy 101 “you gotta know what the ad was for.”

Jarvis: Hewlett Packard Pay Per Post “Pay per post is evil”. Moms being paid for blog posts resulted in turning their kids into "shills for HP” and creating a human spam blog, or “human splog."

Hall: Wal-Marting Across America was Edelman’s fake blog about a couple in an RV visiting Wal-Marts.

Round 1 Winner: HP Pay Per Post

Round 2:
Selles: Rahodeb a.k.a. John Mackey, CEO Whole Foods posted negative comments about comptitor Wild Oats on a message board hoping that the price would go down.

Jarvis: Cisco’s Human Network was "another effort to corrupt the blogosphere.” Cisco made their own entry in Wikipedia saying that they invented the “human network.” Chas Edwards from Federated Media was shown on video uncomfortably presenting “conversational advertising” as the basis for the Cisco campaign.

Hall: Coke’s response to the Mentos/Diet-Coke viral video was “this craziness with Mentos doesn’t fit with our brand personality.” Eight months later Coke invited Eppy Bird to Atlanta to perform. They were criticized because they “tried to ignore the fact that they didn’t get it and then call it their own and take all the credit for it.”

Leib: Vespa created an authentic blog with a group of enthusiasts and then lost interest. They stopped responding to inquiries from the bloggers and created negative feedback from neglect. Vespa forgot about the blog and it stayed live, yet derelict with negative comments, for 2 years before it was eventually taken down.

Henry Copeland summed up the lessons learned from round 2 as:

  • Don’t lie.
  • Don’t fake socialization.
  • Go with it.
  • Stick with it.

Round 2 Winner: Cisco’s "Human Network"

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Crowdsourcing 101: Episode 4 – Concluding Thoughts

This is Part 4 of my 4 part Crowdsourcing series. Check out Part 1, Part 2 or Part 3  if you missed them.

(Thank you, Miro Slodki and Alex Orlando of InnoCentive, for your "crowdsisting")

Ah, so we’ve come to the “conclusion” part.  (If you’ve read any of the others in this series, what do you think the odds are that I will be brief… ?) 

Although it’s clear that soliciting input is not new in and of itself, the internet has broadened the scope of consultation and collaboration, and innovative companies are rapidly throwing their hat into the ring.  Great strides are being made by tapping into the collective and connecting nature of the internet.   And Crowdsourcing companies such as Cambrian House and InnoCentive are expanding (respectively) “into business, engineering and computer science, among other things” and “to accommodate projects across a broader range of industries”.)

Certainly concerns about the process are valid, but the assumption that Crowdsourcing generally involves a bunch of people collaborating to arrive at a decision is somewhat false.  Such “complete collaboration” does exist but, by and large, Crowdsourcing companies tend to apply the “public agreement” phase mostly to the voting concept (if they apply it at all).

Further, going outside the 4 walls of a company is not (necessarily) a comment on the lack of efficiency or innovativeness of the company or its employees.  No one business can have staff that possesses every possible skill.  And allowing “an outsider” to look at a problem can sometimes produce innovative solutions.  Goldcorp and Colgate-Palmolive both used Crowdsourcing to find solutions to problems they were not able to solve in-house.  They understood that someone “out there” could look at their issue from another angle.   (If you’ve ever asked anyone to proofread something you’ve read 40 times only to have them notice a glaring error you understand this situation exactly.)   Jeff Howe, in his upcoming book, “Crowdsourcing: Why the Power of the Crowd Is Driving the Future of Business”, describes this concept:

"The untrained are also untainted. Their greatest asset is a fresh set of eyes, which is simply a restatement of the truism that with many eyes, all flaws become evident, and easily corrected.

Doin’ Good

Activism has always been a matter of gathering people with similar viewpoints for a cause and the Internet is ideal for bringing people with similar interests together.  Crowdsourcing allows for uniting and adds more opportunities to take action.  For instance, the National Resources Defense Council has created “Beat the Heat” which encourages people to “fight global warming – one person at a time”.  (And humanitarian organizations have also applied Crowdfunding to fund charitable ventures, e.g. Kiva).

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