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MAY 05, 2009
Why you should tell Facebook “what’s on your mind”
“What’s on your mind?” “What are you working on?” To me, these questions have an innately Orwellian tone. But as anyone remotely involved in social networking knows, these questions are immediately asked of us when we open our Facebook and LinkedIn pages, respectively.
Until recently, I answered them only sporadically. “How frivolous, I thought, and what a waste of time.” Now I realize how wrong I was.
It all started with a freak accident. A few weeks ago, a speeding bicyclist struck me as I got off a bus in Boston. Something (maybe the painkillers) made me think it would be a good idea to mention it on Facebook. That post led to a raft of well wishes (always nice when you’re feeling crappy). But one of them made me sit up and take notice – painful as that was.
It was from a client – one who has been slow to pay me lately. She wanted to see how I was doing, and this led to a conversation (on the phone!) about how the economy is affecting both our businesses. It was not an easy conversation to have, but she admitted that she has been behind in her payments because her own business has dropped off. She has been a very good client, and I told her not to worry – that I would do whatever I could to continue working with her.
So there; a delicate client issue was solved – and it started with me opening up on Facebook about something else entirely. This isn’t the first time I’ve benefited by answering these questions. Several months ago, I posted info on LinkedIn about a vigil one of my clients was organizing after the terrorist attack in Dubai. That attracted the attention of an Indian man who became interested in my business. Though we have not yet worked together, he is very much a prospect and we communicate regularly.
Now, I answer those “frivolous” questions daily. Just now on my Facebook page, I told Bea Arthur to rest in peace. Who knows? It may just lead a ravenous “Golden Girls” fan to look me up. And if not? Well, I really did love her. That’s another advantage of this “frivolity.” It really does give us insights into what people are thinking and feeling.
What do you think of these opening questions, and has answering them worked in your favor?
Alan Kravitz is a copy writer/editor/consultant who founded The Infinite Inkwell. Read his blog posts at http://www.infiniteinkwell.com/mylatestblogposts.html.
Is Your Website Well Directed?
Posted by eJP | April 30, 2009 | Category: Marketing, The New Web |
by Alan Kravitz
When I was in London recently, I noticed something odd whenever I crossed a busy street. I’d look down, and there, in humongous bold letters, would be painted signs warning me to LOOK LEFT or LOOK RIGHT. How strange, I thought. Don’t the good people of this city realize that most people know quite well how to cross the street?
So I ignored these “silly” signs - and nearly got hit by a car. I discovered - almost the hard way - that there’s crossing the street; and then there’s crossing the street in London, where cars have an uncanny ability to come from out of nowhere, and drivers feel absolutely no need whatsoever to stop for some poor bloke who didn’t read the signs. Suddenly, these directions made sense to me. And I was grateful for them, because of the many sites I wanted to see in London, a hospital was not on my list.
All of this got me thinking about websites. (Yeah, its a little strange to be thinking about that after I was nearly laid flat on the ground. But hey, I’m in marketing, so that’s where my mind goes.) I’ve lost count of the times I’ve landed on website, and I have no idea where I should go. Ironically, this usually results not from too little information, but from too much. Like cars in London coming at me from G-d knows where, I’m bombarded with links here, and snippets there. Sure, I can go where I want - IF I take the time to investigate the site. But in cyberland, this is a big if.
On those London streets, my impulse was to cross quickly to get where I was going. I usually feel that way when I’m on websites, too. But when I’m on a website with no clear sense of direction, I have no idea what the organization’s top priorities are - a huge turn-off in an age where quick information is a must. I mean, they actually expect me to take my precious time and dig for those priorities. The nerve!
That’s why the most successful websites are ones that are as well directed as they are well designed. They include copy and fonts that immediately clue the reader to what’s hot and important. And they include multiple links and entry points for pages with important information.
Don’t assume that readers know where to go, just because they’ve landed on your home page - or on any page of your site, for that matter. (Remember that with increasing use of search engine optimization, more people are skipping home pages altogether.) Website content should be updated and refreshed as often as possible, with copy that guides readers without talking down to them. The city planners of London realized that without their signs, there’d be a lot more carnage on their streets. While a poorly directed website won’t cause bodily harm (save maybe for some folks banging their heads or fists in frustration) it could very well cause major breaks and fractures to your bottom line.
How well-directed is your website?
A Valuable Lesson of Schoolhouse Rock: Don’t Be Afraid to Be Funny
Posted by eJP | March 17, 2009 | Category: Marketing |
This is the third in a series by Alan Kravitz on basic elements of a Madoff Communications Plan. Alan has previously written about annual reports and establishing a Madoff Q and A.
When I was growing up, I lived for a show called Schoolhouse Rock. I seriously don’t think I could have survived homework without it. They always took subjects that didn’t interest me (for better or worse, I never cared what the square root of any number was) and mixed them with rock music, which I absolutely lived for (at the risk of dating myself, I was going to be the next Paul McCartney).
Case in point is Schoolhouse Rock’s most famous song, I’m Only a Bill. It took what many would consider a rather daunting subject - how a bill becomes a law - and made it instantly palpable with ingeniously clever lyrics. (I know some of you are singing it right now: I’m only a bill. And I’m sitting here on Capitol Hill…)
Here’s a little-known factoid about that song - it was first heard in 1975, during a time when many people were uncertain about America’s future. Nixon had resigned just the year before, and trust in the institution of government was decidedly low.
Uncertainty. Lack of trust. Sounds familiar lately, doesn’t it? Let’s face it: These are scary times, and they’re not going away anytime soon - which is exactly why, as part of your Madoff Plan, you should take a lesson (pun absolutely intended) from Schoolhouse Rock and find clever ways to explain what your organization does - and what you do with your money. Think about it: if a bill sitting on Capitol Hill can be made memorable, then so could a dollar donated to a Federation, or any number of Jewish organizations. Pretend you’re a dollar that’s just been donated. Where are you going - and how do you get there?
Humor is something I see all too rarely in our ads and appeals. That’s a shame, because humor (when used carefully and creatively) can be a powerful tool in getting your message across. That’s especially true in times like these. People may be hurting for money, but they’re flocking to Hollywood comedies in droves. And this month, even that bastion of wealth and privilege known as Vanity Fair has this on it’s cover: four comic actors in barrels, with the teaser “Brother, can you spare a laugh?” (There’s also, by the way, a very interesting article about Madoff.)
So don’t be afraid to be funny – especially now. At a time when you truly need to stand out, a little unexpected humor can go a long way.
How can you make better use of humor to tell your story?
Make Your Annual Report Part of Your Madoff Plan
Posted by eJP | February 19, 2009 | Category: Marketing |
By Alan Kravitz
They say there are two certainties in life: death and taxes. Those of us in the non-profit world can add one more – the annual report. Contrary to popular belief, annual reports are not legally required for non-profits, as they are for publicly traded companies. Still, most non-profit leaders rightfully recognize the value in having one. In an annual report, you can show accomplishments, cultivate partnerships and recognize your most generous donors.
I’ve written many annual reports and I know that non-profits are getting more creative with their copy – except when it comes to the allocations pages. Many of them are still written with lawyers and CFOs in mind – not with donors in mind. Too often, these pages look like nothing more than spreadsheets, and they’re filled with platitudes that sound nice (“We have the infrastructure in place to repair the world!”) but don’t really say anything concrete. In the past, this has been an acceptable practice – along with the belief that people “don’t really read this stuff anyway.”
In the wake of the Madoff scandal, that attitude must change. Even if donors and prospects haven’t paid attention to your allocations pages in the past, they will most certainly do so now. They will want to know more than where their money goes; they will want to know exactly how you use it. That’s why I recommend making your annual report a part of your Madoff Communications Plan. Here are some simple steps you can take for an effective, donor-friendly annual report.
Step 1: Graphics, graphics, graphics. And did I mention graphics? Sure, your allocations may consist of lists, but there’s no excuse for not making them visually appealing. And even with graphics, avoid the ordinary, like pie charts and globes. One of my clients goes the pie chart motif one better and uses photos of real pies to explain financial breakdowns. They make me hungry – but they also make me take notice.
Step 2: Replace percentages with dollar examples. Not everyone relates to percentages, but everyone – especially these days – relates to dollars. So if you have sentences like: “The cost of fulfilling all our mission was 11.7 percent our total raised,” change it to, “About 12 cents of each dollar raised went to operating costs necessary to fulfill our mission.” Resist the adage that it’s a “negative” to be up front about this. In these days of “transparency” (which itself is just a fancy word for being as clear as possible) you need to be up front about all aspects of your organization. And speaking of up front:
Step 3: Use your annual report to showcase your own cost cutting. Sure, your annual report will focus on how your organization helps people in tough times. But why not go further and devote some copy to what you’ve done internally to cut costs? In these times when prudence is “in” and extravagance “out,” many organizations are being remarkably candid about this. One of my clients, for example, now lets everyone know that until the economy improves, bagels will no longer be served at meetings. If you’ve found creative ways to cut back – without cutting services or staff – then use your annual report to showcase that. Again, you’re not being “negative” here; you’re actually showing your donors and prospects that you can be trusted to responsibly handle their money in tough times.
The most effective annual reports go beyond celebrating accomplishments – they also show what your organization does and where it’s going. In these uncertain times, people will give their philanthropy only to organizations they completely trust. It’s more important than ever to remember that when planning and writing your annual report.
Do You Have a Madoff Communications Plan in Place?
By Alan Kravitz
It’s not an understatement to say that the Bernard Madoff scandal affects all Jewish organizations, and its reverberations will be felt for a long time – even among those who have not had to shut their doors or face drastic cutbacks as a result of this mess. At the very least, donors and prospects will ask more questions before they open their checkbooks – and they’ll go deeper than “Did Madoff manage your money” or “How does my money make a difference.”
Every Jewish organization should be prepared for these questions. That’s why I recommend having a Madoff Communications Plan in place. In this series of posts, I’ll address the basic elements of any Madoff Plan – elements that cost very little money to create. In fact, one of the most important items costs no money at all. Let’s call it the Madoff Q&A.
Step 1: Think of every question a donor might ask about your organization’s finances – especially since the scandal broke. (You’ve probably already received a boatload of questions, so just jot down what people have been asking.)
Step 2: Work with your communications/pr department to develop clear, concise answers to these questions. Keep in mind, these answers must be as jargon-free as possible. It’s worth noting that in this uncertain economic climate, America’s most popular financial author is none other than Suze Orman, a woman famous for talking about money in ways that people without Harvard MBAs can understand. To Ms. Orman, excessive “financespeak” is as horrifying as bad hair highlights or a lipstick smudge on those huge pearly-whites.
So, in your Q&A – and in all details of your Madoff Plan – thinking like Suze can help you deal with Bernie. Now, more than ever, your donors want you to talk to them; not at them. They need to know that they can trust you wholeheartedly with their philanthropy.
Step 3: This is perhaps the most important step. You must make sure appropriate staff members learn these answers well enough to say them in their own natural styles. Nothing comes off worse than the monotone sound of someone who obviously sounds “scripted.” (Just think of all those annoying telemarketing calls you’ve received.) It’s a good idea to set up meetings with your staff and practice responses; maybe even doing some role-playing to make the process more interactive.
These simple steps can take you a long way in keeping – or earning – the trust of your donors. At a time when so many feel hurt and betrayed, this is one “bottom line” no one can afford to lose.
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