Loyalty To Go: How Mobile is Remaking Guest Allegiance

This article by Vanessa Horwell, Chief Visibility Officer of ThinkInk, originally appeared in the Hotel Business Review on 11/19/12. 

The ballots are in. The votes tallied. And President Barack Obama successfully avoided joining the more than 12 million unemployed. While pundits will argue his re-election was as much about an aggressive (and expensive) negative ad campaign as it was substance, there will be just as many supporters who will point to his recent speeches and swearing in address earlier and say they’re loyal to the man who offered a list of promises – prevented financial meltdown, began an economic recovery, fixed healthcare, hunted down Osama Bin Laden – and delivered, and so on.

Yet supporters will say even more. Obama loyalty remains multi-faceted: from his cool, calm, demeanor, to his matter-of-fact style, to his reliance on tech-savvy youth to help get out the vote via smartphones and tablets, to his all-too-human human blunders, (remember the Beer Summit?) people were also loyal to the person for good or for worse, and not the politics. As President Obama placed his hand on the bible and swore to “preserve, protect, and defend the Constitution of the United States,” his immediate concerns over citizen loyalty came to a close.

But when it comes to industry loyalty, and specifically the hospitality sector, hotel operations don’t run in four year cycles, and nor can they take presidential retreats to Camp David to collect their thoughts. Committing to loyalty is a constant process, where even the slightest misstep could impact occupancy rates and the equally important revenue per available room, (REVPAR). In these still-challenging economic times, for hotels as in other industries, retaining existing patrons – like voters – is vital. And to a large extent, mobile is the ideal medium to drive that engagement. While 2012 has proven to be a banner year for mobile and its incorporation into hotel hospitality and loyalty, 2013 is where hoteliers must get creative. They must move beyond mobile’s low-hanging fruit e.g. mobile booking, checkout, trip itinerary planning and really break new ground.

Why?

Because the above mobile amenities list is becoming as standard (and unimpressive) as the placard boasts of “in-room color TV.” As the New Year removes its training wheels, sobering itself from the parties and hoopla that closed out 2012, the new “loyalty party” is fast moving toward the realm of social media. Only through the combination loyalty programs and social media, and the ways in which guests are being empowered to become the next generation of brand ambassadors is where the as yet uncharted hotel loyalty territory lies.

The Rise of “Socialized Loyalty”

Just like the President’s mislabeled healthcare reform, “socialized loyalty” is not about a government or hospitality takeover of social media – far from it. But it is recognition that social media, specifically mobile social media is rapidly becoming standard and a must-have component for hotel loyalty programs.

In the last 12 months, US smartphone adoption has continued to surge and by all accounts, has exceeded critical mass. Business and leisure travelers alike now enjoy adoption rates above the 56% U.S. average (around 84% for business travelers) and others report that smartphones and tablets might be the world’s fastest spreading technology ever, beating out telephones, electricity, radio, television, computers, and others. Or put another way, according to a recent Flurry report, iOS and Android adoption rates are moving 10 times faster than the 1980s PC revolution, twice the speed of the 1990s Internet explosion, and triple the speed of social network adoption.

And with 3G broadband mobile Internet access nearly ubiquitous and 4G access being provided by Verizon, AT&T and Sprint in 2012 and T-Mobile joining the ranks in 2013, it’s clear consumers crave constant connectivity – even if many consumers are still uncertain what differentiates one broadband carrier from another.

Increasingly that connectivity includes their social media connections to brands as well as people. Consider these five staggering stats:

·         91% of adults use social media regularly

·         70% of adult “social networkers” shop online – which bodes well for loyalty programs

·         Every minute of the day 684,478 pieces of content are shared on Facebook

·         Facebook enjoyed a 67% year over year mobile growth rate

·         28% of consumers share deals, (coupons and discounts) through social media

So if social media is where consumers are already heading in other facets of their lives, why can’t hotels move their mobile initiatives one step further and join the social media conversation?

Socializing Guest Allegiance

The good news is that hotels are beginning to get the mobile message and are readily taking to social media in new and novel ways. But before we address those, one of the most effective approaches is for hotels to incentivize guest social media usage through loyalty programs. In July 2012, MGM Resorts International expanded the provisions of its M life loyalty rewards program to include points accumulation and tier status upgrades for members of various social media sites including, Twitter, Facebook, Foursquare and Instagram. All members have to do is rely on their smartphone’s embedded location-based technology so that their physical presence and social media shout out (worth 500 credits per tweet, Facebook post or Instagram picture) at MGM-owned properties in Las Vegas, Mississippi, and Detroit generates excitement and buzz from other would-be guests. Doing so earns members rewards that can be used beyond the casino floor, like restaurant dining. Dedicated loyalty members can rack up 6,000 credits each day and up to 30,000 a year.

Essentially, guests are rewarded for what they’re already doing naturally even before the rise of social media: telling people, both friend and stranger alike, that they’re at “such and such” a location, have had a positive experience, and directly and indirectly nudging others to “go check it out.”

Looking ahead, future use of social media and loyalty may involve aspects beyond the digital shout out and include items like gaming – another online and mobile activity that’s become increasingly social. Staying within the casino-hotel sphere, imagine if a casino offered a virtual gaming experience where future guests could play poker against other future guests and all of the winnings linked to one’s loyalty program membership? Rather than waiting for guests to arrive, they’ve already been incentivized possibly weeks before their journey. And, the more casino-hotels that offer such mobile amenities, the more their allegiance will be secure. Casino-hotels (and any others looking to drive guest allegiance via mobile loyalty) that fail to keep up will essentially be rolling snake eyes.

Caution in the Coming Quarter

While linking mobile, social media, and loyalty together are an essential 2013 next step, equally important is to be mindful of the basics and the realities of the current global economy. Even though stock markets have settled some following the presidential election, the world’s economic outlook remains uncertain at best: Europe’s debt crisis looms like an unpaid (and unwelcomed) hotel guest bill and the US “fiscal cliff” (the mandatory government spending cuts that went into effect some three weeks ago) is just beginning to be managed and dealt with.

That being said, there’s no denying that for hoteliers, 2012 was a positive year. As of this article’s writing, the week of October 2012 saw gains in three important year-to-date metrics: REVPAR grew 11%, to $71.42, occupancy rose 6% to 65.1% and the average daily room rate was up nearly 5% to $109.65.

But the proper implementation of social media and mobile means that it must be done in a way that doesn’t upset other budgets, or undermine the basics of what hotel brands do well: provide an unsurpassed, unique brick and mortar (read: traditional) customer experience. If the basics can’t be covered, mobile’s next-level incorporation may have to wait. Besides, assuming your hotel brand has been successful in the years leading up to 2013, it’s likely you’ve earned at least some leeway with your most loyal guests – before they reconsider.

The ballots may be in for the President and the Electoral votes cast. But in the early weeks of 2013, when it comes to the latest in lodging loyalty, hotel guests have yet to cast theirs. The hotel “election season” is just beginning and it’s looking like the merging of social media with loyalty programs might break the race wide open.

A new race is on and all hotels are up for a vote!

This article by Vanessa Horwell, Chief Visibility Officer of ThinkInk, originally appeared in the Hotel Business Review on 11/19/12. 

Does Miami have what it takes to make a thriving tech hub?

Are you worried about the state of Miami’s tech scene? I am.

ThinkInk recently became the PR agency of record for KULA Causes, a Boulder, Colorado-based provider whose online giving platform enables partner companies to connect their loyalty program members with millions of causes worldwide – while allowing those members to turn their unused reward miles and points into cash donations to causes they care about.

And while Boulder might not be a city one thinks of as a thriving tech hub, the Denver/Boulder region is actually one of this country’s top 10 techie havens, according to the National Venture Capital Association. MapQuest and Photobucket were born there and hundreds of millions in venture capital are invested in and around the Mile-High City.

ThinkInk also provides PR support for tech companies including OtherLevels which is based in the world’s tech mecca of San Francisco and Synchology which hails from another top-10 tech city – Chicago. As well as GuestLogix and iSIGN located in Canada’s tech capital of Toronto, ranked by Startup Genome as #4 among the world’s tech cities.

So, looking at Miami, my home since 2003, the home of ThinkInk’s North American headquarters and the craziest metropolitan area in the country’s weirdest state, I see a town ­­famous for its political shenanigans, wildly diverse demographic mix and off-the-wall stories.

But tech business? Not so much.

I got rather annoyed when I read a recent Fast Company article about Miami tech start-ups that focus on another of the city’s most storied industries: the high-end nightclub scene.

We’ve got an online repository of nightlife jobs, an app that allows friends at different venues to buy each other drinks and a platform that club managers can use to track patrons by promoter, seating area, alcohol consumption and overall spending.

There’s also a site  that allows average partiers who want to feel super-important freeze the price of a VIP club table (at, say, $1,000 – a whole paycheck for many) on the off-chance that a Kardashian or a Miami Heat player will stroll in the door and bump up the table’s temporary value by thousands of dollars.

And even then that’s far beyond what your average Miamian can afford to drop on a night out. But what bothered me most is how the Fast Company article perpetuates Miami’s image as a shallow clubbing town.

Yes, the local club scene does pull in revenue for venues’ host municipalities, but how far can this go in a large county with the nation’s second-highest income inequality? And while Miami has produced some inspiring success stories in the tech realm - including online language school Open English, with offices in large South American economic centers such as São Paulo, Caracas and Bogotá; and CareCloud, an electronic medical record storage system whose CEO, Alberto Santalo, will be a speaker at FIU’s upcoming Americas Venture Capital Conference - there doesn’t seem to be the kind of critical mass in the city to build a true tech hub. Unfortunately, the nightclub scene’s fickle nature – hot today, passé tomorrow – and fairly narrow target audience are unlikely to bring a lot of large-scale, long-term investment to the area.

It’s so frustrating to know that Miami has not been able to capitalize on the many perks that make it a prime market for both existing and new consumer technology companies to grow. With a booming Hispanic population (America’s fastest-growing demographic population) and a reputation for serving as a link to the business hubs of Latin America, Miami should be booming with technology ideas and products that cater to the unique needs of a group that will represent approximately $1.5 trillion of purchasing power by 2015.

There is plenty of talent here in Miami as well: both major universities in the area (Florida International University and University of Miami) have burgeoning information technology, computer engineering and business programs, with graduates just waiting for the next hot opportunity to get their hands dirty in creating great technology products. Instead, these new technology and business professionals are faced with the idea that there is not enough of an opportunity for them in this city. They flock off to Silicon Valley and other American tech meccas, helping contribute to the brain drain that has impacted South Florida for years.

There are some hardy souls trying to get a robust scene goi­­ng here, including FIU and the organizers of tech event SuperConf. But they’ve got some serious obstacles to overcome if they want to help Miami become any sort of recognized tech center.

The most popular programs and apps appeal to as wide a cross-section of consumers as possible. While lavish partying may be a way of life for some Miamians, most simply can’t afford a place in that fantasy. The success of Open English shows that investing in companies that provide widely-inclusive services that are affordable and add genuine value to people’s lives can bring in remarkable returns.

Perhaps there’s still hope for this dysfunctional metropolis to grow a real tech scene.

Obama's Second Act: PR Lessons Learned

This article, by Vanessa Horwell Chief Visibility Officer of ThinkInk, originally appeared in Marketing Daily on 11/14/12.

I wasn’t expecting to wake up on the morning after Election Day feeling refreshed and ready to face the day. Like many nail-biting Americans, I too had consumed “pundit porridge” and was fully prepared, stiff drink in hand, set for a long night of dimpled chads, hanging chads, pregnant chads, stuck levers, recounts, court battles, and computer voting systems that did not compute.

Does anyone remember The Simpsons spoof when Homer tried to vote in 2008, or his latest battle with the booth? Yet none of that came to pass and surprisingly, a valuable PR lesson emerged.

On Election Eve, Wolf Blitzer of CNN delivered another “major projection” -- that President Obama would win re-election as battleground Ohio went from yellow (unknown data) to Democratic blue on the large touchscreen Electoral College map. In the end, after being behind or tied (depending on which poll you read) with Governor Romney in all eight of the toss-up states, Colorado, Florida, Iowa, New Hampshire, Nevada, Ohio, Virginia and Wisconsin, Obama swept the board. CNN called Obama’s election at almost the same time in 2008.

But it wasn’t exactly déjà vu.

As many political observers noted -- albeit with greater fanfare after the fact -- President Obama’s 2012 re-election efforts bore little resemblance to his 2008 campaign. It was an entirely different game plan. Gone was much of the soaring rhetoric -- the emotional appeal to “Change we can believe in.” Many felt the campaign was missing something. As in the first presidential debate in October (which I had plenty to say about in anearlier article) had Obama shown up for work?

The answer, we now know, is a resounding yes. In the days since President Obama’s victory speech, David Axelrod, a senior advisor to the president’s re-election campaign, has emerged almost hero-like, the engineer of his boss’s return to the Oval Office. Axelrod, along with the President’s Chicago campaign staff, basically rewrote their 2008 election rule book and went for an entirely different approach, painting Romney as an out-of-touch business elite, while quietly and effectively working “on the ground” to drum up base support and drive home the get out the vote message. The famed Ronald Reagan-asked political question “Are you better off than you were four years ago?” quickly became the political statement “Think how much better off you will be with Obama at the helm four years from now.” Implicit in the craftily reworked question: think how far we’ve already come, and are you ready to turn the clock back now?

Whether you’re the future president of the United States, an executive in a communications company, or a client seeking public relations counsel, candidate Obama’s 180-degree turnaround tactics serve as a vital PR lesson for us all. Just because a particular strategy or communications channel is working at one point in time doesn’t mean it will work for the same client going forward -- or even other clients in related industries. Each client campaign, like a presidential campaign, is radically different from the next. Technology changes (remember, we don’t call out Obama’s BlackBerry anymore) and data, stats -- and yes, colorful infographics too -- update almost as fast as people tweet.

Often I fear that companies fail to appreciate this simple lesson. Like a presidential cabinet filled with “yes men” and “yes women,” they have grown isolated in their own insular and endlessly praising micro universe. If left unchecked, they begin speaking their own jargon-laden language, touting internal developments that wouldn’t fill up a press release and certainly wouldn’t inspire a journalist to open the email pitch.

This may not be the most profound conclusion. But when a profound person like President Obama demonstrates the flexibility and honesty to radically alter his approach, recognizing the shortcomings of the old, that too is a sign of leadership in and of itself. And perhaps it’s the first indication that Americans of both Red and Blue leanings will see a different kind of leader emerge from the White House in this second act.

If presidents can change, so too can PR firms and the companies they serve. And that’s not a CNN “major projection.” It’s a prediction that I fully vote for and endorse. Anyone care to join me?

This article, by Vanessa Horwell Chief Visibility Officer of ThinkInk, originally appeared in Marketing Daily on 11/14/12.

Communication Gap and an Un-American Decision: Sandy Sinks More Than Property

By: Vanessa Horwell, Chief Visibility Officer

Sometimes 140-characters isn’t enough.

In my continuing efforts to practice what we preach at ThinkInk when it comes to the importance of social media, yesterday I tweeted about two retailers, The Gap, and American Apparel and their careless  (some would add heartless and foolish to the list of descriptors) marketing ploy. Both tried to weasel their way into “competitive advantage” following the devastation and destruction wrought across the Northeast and Mid-Atlantic by hurricane/super storm/nor’easter/post-tropical storm/Frankenstorm Sandy.

Both companies reached the absurd conclusion that marketing to customers during a tempest that rivaled the ferociousness of weather not seen since 1888 was a smart idea - and a novel way to win loyalty.

Wrong. And this Tweeter needed to go on her own tear.

American Apparel’s 36-hour, 20% off “in case you’re bored” sale was geared toward residents in nine of the 11 states in the grip of the crisis: New York, New Jersey, Pennsylvania, Maryland, Delaware, Virginia, North Carolina, Connecticut, and Massachusetts. Why Rhode Island, a New England state where summer cottages fell into the sea and West Virginia, pounded with some 3 ft. of snow in higher elevations, were left off the “generous” list remains unknown. For its part in the PR fail, Gap sent out a tweet that while telling people to be safe, also nudged them to consider a dose of retail therapy.

Needless to say, the public reaction has been swift and the Twitterverse is alive with derision, with “the lowest of low,” being a very common tweeted and re-tweeted sentiment.

Misery loves company as the saying goes, so of course there are plenty of examples of Gap and American Apparel-like PR blunders. Just last year Kenneth Cole’s Twitter account tweeted:

“Millions are in uproar in #Cairo. Rumor is they heard our new spring collection is now available online.”

Really?

But returning to the recent crisis at hand, as a PR professional I wanted to go on record and add my voice to the chorus of disapproval. It’s truly disturbing that someone, somewhere, likely paid a decent to very decent salary, had the light bulb go off in their head and thought, “Wow, I’ve got the brainiest of ideas! Let’s use a natural disaster for our own gain and corporate greed.”

Well, I’m sure that in many Gaps and American Apparels across the Northeast and Mid-Atlantic their light bulbs (and their heat, and phone lines, and computer systems) really are off now. Perhaps time spent in the cold and dark, thrown back for a moment to simpler times, will remind executives and higher ups at these retailers and beyond that the almighty dollar is not always king.

Many of our clients speak about the importance of driving quality experiences. Having a dose of humility and knowing when not to hard sell, soft sell, or anything-else sell is also a respectful way to move beyond the pettiness and triviality of our daily lives.

When New Jersey Governor Chris Christie, a staunch Republican, praises President Obama for a job well done handling this historic calamity, you know you’re approaching the humility, honesty and transparency of which I write.

Eventually, every state impacted by Sandy’s arrival will rebuild. Beaches will open for summer. Amusement parks will charge overpriced tickets. Communities will come together and the lights will come back on. Just know that for every American Apparel and Gap blunder, there are other companies, nonprofits, communication companies, and everyday citizens all-too-eager to lend a hand and help.

None of them come 20% off. They’ll be there 100%.

Shame on American Apparel and the Gap – two companies whose despicable actions won’t fast be lost to the waves, nor this PR executive.

And if you would like to help your fellow citizens who were impacted by the storms, here are a couple of links where you can donate money or blood to the relief efforts.  If they were half-clever, that’s what American Apparel and Gap should have been encouraging people to do, not banking on others’ misfortune.

Are tweets the new press release?

The following article by Vanessa Horwell, Chief Visibility Officer of ThinkInk, originally appeared on Mobile Marketer on 10/25/12.

Leave it to the wonder and mystery that is the human brain to channel ideas together and combine them into cohesive article-worthy or press release-fit logic. One hour and voilà! Nine hundred and twenty-six words. It is a shame that my computer cannot achieve that independent feat of intelligence and brainstorm client copy on its own.

But, then again, maybe it should not have to. Maybe we all need to embrace Twitter and leave the press release behind?

Arty or RT
Let us face it. For an industry that prides itself on being up on tech-savvy knowhow, playfully – and, sometimes, not so playfully – chiding our distant cousins (print journalists) in their dinosaur-like ways, the press release is often our antiquated little secret.

Of course, we publish them online and they can be written, edited and read across all mobile platforms.

But when you think about it, how much have press releases changed in the course of their 106-year lifespan?

The answer is not terribly much. The basic press release is as formulaic as computer code – and often just as monotonous to this right-brainer.

An obligatory jargon-filled run-on lede sentence that tells the reader what the company has done, and what said company plans to accomplish from now through the next decade.

This is followed by a series of quotes and concludes with marginally relevant big picture data, some contact information and request for interviews.

Apart from the 1.5 line spacing we used to use – back in the day when we still snail-mailed press releases complete with stuck-on photographs – it is a formula that has not ever changed.

So it is hardly surprising that press releases, in this traditional format, have not set the mobile world on fire. And why would they?

Feeling the need for speed and connectivity
Because the reality is that the Internet – once erroneously called the “information super highway” when the 24.4 Kbps-modem Web was anything but fast and efficient – is beginning to live up to that dated moniker.

Compared to 2012, the Internet of, say, 1996, was like a gravel road fit for horse and buggy and the occasional tractor.

Enter Twitter in 2006 with its 140-character space limitations quickening its communicative back and forth and you just might have the fastest and most efficient way to disseminate a message yet.

As of June, Twitter boasted some 400 million tweets per day, marking an 18 percent increase from March and has around a half-billion users.

And it is in this ever-faster space that the press release has tried to remain relevant and itself newsworthy.

But in recent years, social media has been the mover and shaker of all sorts of news: from the 2011 Arab Spring youth-led uprising, to the Twitter-revealed death of Whitney Houston – 27 minutes before mainstream media – and Olympic swimmer Michael Phelps earning top honors not only in the pool, but in the number of tweets he sent out regarding his medals.

Even President Obama got in on the act to congratulate Mr. Phelps as he tweeted back, “You’ve made your country proud.”

If this is where the world’s most Earth-shaking events are getting first light, then it is incumbent on corporate communications and public relations professionals to more completely embrace this medium.

Twitter’s immediacy, combined with its brevity is like instant movie teasers, with 140-characters replacing 140-second television and radio ads.

Add to that their nearly zero production costs, minus the need to pay a staff to generate and monitor multiple tweets across multiple clients, and you are left with an instantly adaptable medium tailor fit for the mobile world that we all inhabit.

Of course, all this Twitter trumpeting begs the question that in part inspired this piece, “Are tweets the new press release?”

Yes. And no.

Despite my press release bashing above, press releases are necessarily written in a predictable format to make it easier for journalists and others who would be interested in the information to gather it quickly and reach out to additional sources. And there is no denying that a 500-700-word release contains far more information than a barrage of tweets.

Tweet this: Press releases and tweets can and should work together
When it comes to the Twitter versus press release tiff, it is likely press releases will undergo two major

changes to keep pace and adapt.

On the one hand, they will likely get shorter and begin mimicking other forms of concise social media communications. Or at least there will be two versions: a complete release, or its lede with a hyperlink option to “expand details.”

It is also likely that they will be relegated to niche markets, and nor will they remain a PR team’s first line of communication defense.

Like the longer, more narrative-feeling second-day news story that expands on the gritty hard news details from a day-one event, press releases will become a secondary form of outreach, but nor will they end up deleted from our collective inboxes.  

At least for now, the press release hard work of crafting a lengthier message, distributing that message and making sure it gets to the right people in a timely fashion is not going anywhere – yet.

And considering the growing popularity of the phablet – tablet and smartphone hybrids – and tablets outright, mobile screen size may not prove the information processing stumbling block for which it is often chastised.

So it is back to writing client copy – Twitter for the head’s-up and press releases for the data that follows.

The following article by Vanessa Horwell, Chief Visibility Officer of ThinkInk, originally appeared on Mobile Marketer on 10/25/12.

What role do launch events play in a mobile device’s success?

The following article by Chantal Tode, Associate Editor of Mobile Marketer, originally appeared on Mobile Marketer on 10/23/12.

Apple is expected to launch the so-called iPad mini today at what will likely be a well-orchestrated event showcasing how the product impacts consumers’ lives. The company is the acknowledged expert at using such events to drum up excitement for its products although other manufacturers are increasingly copying the strategy.

Apple has nearly perfected the launch event, using them to drive anticipation and keep its name and the product in the news for months. More recently, the strategy has been adopted by Amazon, Samsung, Google, Nokia and Microsoft, among others, who are looking to drive product sales but have not yet perfected the strategy.

“Apple has been doing these events for many years – they were kind of a hallmark under Steve Jobs, who was a true impresario of these product introductions as theater,” said Noah Elkin, principal analyst at eMarketer, New York.

“Others have studied at the feet of the master and have begun to put on events of a similar caliber,” he said.

“The ones that we’ve seen in the past year from Amazon and Microsoft clearly read from a similar script in terms of how the product is being introduced, what the focus of the event has been and the similar cast of characters that appears at these events.”

The mobile experience

Apple’s events are successful for a variety of reasons, including that they focus on the mobile experience over the technology itself and they help build a feeling of community around the Apple brand.

The attraction of these events for manufacturers is that they can garner a lot of attention from analysts, the media and consumers and, hopefully, help drive sales.

For example, Samsung launched the Galaxy Note last year at the IFA in Berlin last year and sold 5 million units between the start of Q4 2011 and Q1 2012.

 Amazon held a launch event for the Kindle Fire HD in September

When well-executed, these events can play a key role in the success of a new product launch.

Some of the key characteristics of Apple’s events that can serve manufacturers well is dedicating a good amount of time to showing product details – more than is possible at a trade show – and bringing in guest speakers.

A key focus for Apple’s launch events is to focus on how a device will improve a consumer’s life over product specs.

“Other manufacturers are trying to follow Apple’s lead because they see how effective it is,” Mr. Elkin said. “Amazon at its recent Kindle Fire event listed relevant specs but really tried to emphasize its ecosystem of content, which is its key competitive advantage in the marketplace and probably the element that is most relevant and compelling for a consumer audience.”

Getting it right

Manufacturers are also following Apple’s lead when it comes to the script for these events and bringing on stage various members of the team who have been involved in some aspect of product development, who each have their own role in the event and who work well together.

For a successful launch event, it is also crucial to insure the presentation media are working perfectly and in sync.

“These things make for a great launch event – which not only garners attention for the product, it also boost the reputation of that company by making it look competent and efficient,” said Vanessa Horwell, chief visibility officer of ThinkInk PR, Miami Beach, FL. 

“Today’s tech bloggers and media are ruthless when it comes to imperfection or flaws,” she said. “Mobile companies should know this and must be prepared to deal with a media ‘assault’ if the launch of their product is premature.”

While manufacturers can reap many benefits from a big launch event, there are also some potential pitfalls.

For example, technical glitches during an event can undermine a brand’s attempt to present itself as a technology expert.

Companies can also run into trouble when they make claims that are not true.

For example, at an event in early September, Nokia showcased photos and a video that it said were captured by the brand-new Lumia 920 using its PureView camera.

However, bloggers quickly discovered that the video and photos were shot with other equipment. As a result, Nokia found itself forced to apologize and launch an internal probe to address the mishap.

“It is very difficult to conceal anything in today’s day and age,” eMarketer’s Mr. Elkin said. “Reporters and bloggers are going to turn the device inside out and are going to investigate every single claim about its superiority.

“In the case of Nokia, the images that were posted, which turned out not to have been shot with that particular smartphone camera, forced it to make an embarrassing retraction,” he said.

Maps mishap

In other cases, a feature talked up at launch event simply may not live up to expectations.

For example, at the recent launch event for the iPhone 5, Apple talked up its new Apple Maps, which is replacing Google Maps. When Apple Maps’ performance did not meet expectations, Apple CEO Tim Cook issued an apology.

“The one potential danger is that when you do one of these big launch events is that because you are bringing a lot of attention to your brand and the product, it sets the expectations of the audience at a very high level,” Mr. Elkin said. “If in the case the product fails to live up to expectations created at the launch event, it can put the brand in a very difficult position.”

Despite, the potential pitfalls, these launch events are likely to continue to proliferate because they can help a company make its executives seem more approachable.

The danger is to make sure the product represents a big enough advancement to warrant its own special event.

“It’s not easy or cheap to perfectly juggle all these elements and getting them to fall in the right place at the right time,” ThinkInk’s Ms. Horwell said. “Any part of this process going awry hurts the reputation of both product and company.

“And, of course, a company must make sure everything every function of the product – a complex process when you’re dealing with tech gadgets that have a thousand and one features – is absolutely ready for market,” she said.

The following article by Chantal Tode, Associate Editor of Mobile Marketer, originally appeared on Mobile Marketer on 10/23/12.

Turning A Bad Habit Into A Big Weapon

The following article by Vanessa Horwell, Chief Visibility Officer of ThinkInk, originally appeared on Marketing Daily on 10/19/12.

Two debates down, one to go. And one final opportunity for President Barack Obama to prove he can turn a bad habit into a big re-election weapon.

What habit is this? Considering that my PR hat is never fully removed, even when I'm not in the office, Obama's schizophrenic two debates -- one a massacre and the other a rock-solid performance -- got me thinking about three terms (and not presidential ones): over-promising, over-servicing and over-delivering, and how they relate to the PR profession as well as the POTUS.

Watching the first of three debates, while extinguishing my own professional firestorms, I found myself agitated over what many called Obama's weakest showing. According to CNN, 67% of viewers thought Mitt Romney “nailed it,” versus 25% for Obama. It was as if our eloquent president failed to show up for work, treating supporters to a stunt double -- someone who looks like Obama, but is rightly given no dialogue. Unfortunately, this “stunt double” spoke: Too much professorial style, too much equivocation on what Romney called his over-promised record, and when he did answer back, too many over-serviced responses.

With the Romney rematch, Americans were treated to a different Chief Executive. If anything, this Obama over-delivered. There were times during heated exchanges -- women in the workforce, the Libyan terrorist attack -- that I thought the President would leap from his lionesque stance and pounce on his challenger.

But even an Obama triumph has left some miffed. If on one debate Obama can over-service and another he can over-deliver, what does that say about the President’s true character? And which character will show up on November 6?

Switching over to public relations, over-promising is often the first step on that slippery client-agency slope where saying “Yes” too often cements an expectation that there will never be a “No.” And once you have over-promised, it becomes second nature to over-service, delivering more than what budget lines called for, and more than what can be accomplished in a reasonable timeline.

Agencies that find themselves on this path toward self-destruction, like Obama did in debate one, become their own worst enemies. In a recent article on the subject, Wallop! On Demand, CEO Kristin Jones rightly calls this cycle a “plague” -- and I’m sure many in the PR profession will agree with us both.

Jones offers some straightforward advice for combating the over-servicing affliction that many agencies suffer. Like an insurance claim, documentation is critical -- making sure deliverables are clearly spelled out. That way, when something “extra” is asked from the client, there is data to support your agency’s contention that it wasn't part of the original planning and will cost more.

Tracking goals versus actual results is also vital, as it serves as a check on PR executives’ natural tendency toward being “Yes” people (guilty as charged). You know who you are. You find excitement and exhilaration in the challenge of rising to seemingly impossible heights -- like, say, career-defining political debates.

But in all fairness to this over-servicing malaise, casually dismissing these terms as 100% negative requires a debate-style rebuttal. 

Used in limited proportions, periodic over-reaching is good for the mind, body and soul of an organization. Think of how many people became world leaders (or even CEOs) by just doing what they were told, towing the line, or completing their list of daily tasks and calling it quits? Not many -- and a recipe for mediocrity. Andrew Carnegie, who was known for his strong opinions on hard work and going beyond the call of duty, captured that in his quote: “Do your duty and a little more and the future will take care of itself.”

Translation for PR execs: if you over-promise and over-service, you had better over-deliver. If used in the right amounts, over-servicing can be a helpful weapon in allowing your agency to stand above the crowded rest -- no matter what the short-term balance books say -- instead of a bad habit.

As for this article’s own internal debate, charting the right communications course between Carnegie’s and Jones’ opinions requires careful sounding. Four years ago, President Obama revved up crowds with his campaign slogan, “Yes we can!” And perhaps in three weeks time he will convince enough voters that “yes we still can!” equally applies.

Today, whether you’re the president of the United States, the president of your own company or chief visibility officer of a global PR firm, “No, we can’t” is all right too -- provided you have not over-promised or over-serviced what you can deliver and it isn’t your company’s 24/7 knee-jerk response.

The following article by Vanessa Horwell, Chief Visibility Officer of ThinkInk, originally appeared on Marketing Daily on 10/19/12.