What follows is an expert review written by Tony Hsieh, NY Times bestselling author of Delivering Happiness and CEO of Zappos.com, Inc.

This book [The End of Business as Usual] covers an important concept for businesses everywhere. The future of business isn’t just about the latest technology, it’s about market disruption and how an organization recognizes and adapts to new opportunities. Without adaptation, businesses will fall to “digital Darwinism“, as Brian says.

Consumer behavior is changing and, as Brian observes, we are witnessing the rise of a more connected and informed customer. At Zappos, one of our core values is “Embrace and Drive Change.” According to Brian, to reach and ultimately earn the attention of this new connected consumer, businesses have to establish a culture of change and innovation. And, to succeed in the long-term, businesses will also have to empower employees and rally them to champion the transformation. The future of business comes down to co-creation and the ability to learn from internal and external stakeholders to have any hope of one day leading them.

At Zappos, we realized over time the importance of culture and service. We built the entire company around our employees and customers. If employees weren’t happy, they would not make customers happy. If customers weren’t happy, we wouldn’t be where we are today. We believe that if we get the culture right, then most of the other stuff, like delivering great service, or building a long-term enduring brand will just happen naturally on its own. Delivering happiness supported by a culture of service became our vision.

With The End of Business as Usual, Brian makes the point that you can’t succeed if you lose sight of the existing customers; a balanced approach is necessary. But he does introduce us to who these new customers are, how they find and share information, how they make decisions, and how they do and do not support businesses and why. He looks beyond the Millennial to show how new consumerism is demographic agnostic and as a result, opens our eyes to new possibilities.

This book can help you if you want to have a business that is able to adapt to an ever-changing business landscape. Through experience, research, and examples, he introduces a blueprint for an adaptive business and inspires readers to think beyond business as usual. The entire book is a call for any business to compete for the future through relevance. As Brian asks, without creating remarkable customer experiences through products, service, and engagement, what is it that your customer will share within their connected networks? According to the book, it’s time to adapt or die.

Please pick up The End of Business as Usual today…

#AdaptorDie

Dave Peck is the author of Think Before you Engage, a new book that guides readers through 100 questions to ask before starting a social media marketing campaign. He asked me to write the foreword and as a friend and neighbor, I of course said yes. But, the only condition was that upon publishing, I could share the foreword with you here…

The End of Business as Usual and the Beginning of a New Era of Adaptive Businesses

Twitter, Facebook, Youtube, Yelp, Foursquare, it seems that every day, there’s a new network that is capturing the attention of consumers everywhere. These social networks were once thought to be the playgrounds of the millennial. Now these networks dominate global headlines, changing the way that everyday people connect and communicate with one another. But that’s just the beginning of where this story unfolds. Social networks are fundamentally transforming the way people find and share everything that’s important to them.

Social media democratized information and empowered consumers to take control of not only their online experiences but also those in the real world. As a result, social media is changing how customers shop, refer products and services, and ultimately make decisions. The relationship between customers and business is changing and will continue to evolve as new media permeates our culture and society. What important to understand is that this isn’t a fad nor is any of this going to revert back to the way things used to be. Consumers are connected, entitled, and now expect recognition and value just to get their attention, let alone their business.

How We Got Here

A funny thing happened with social networks. People starting sharing what they think and did so vigorously. While the extent of what people would say about brands, products or services wasn’t highly anticipated, it shouldn’t have come as such a surprise. After all, businesses were subjected to customer opinions online going back to the early days of Web 1.0. With the likes of Amazon.com, epinions, and online peer-to-peer review systems, the voice of the consumer was given a stage and a magnificent theater to cast a spotlight on their experiences and expressions. Fanatical audiences could now come and go at will to hear what anyone and everyone said. More importantly, these audiences were captive, ready to take action based on what individuals had to say specifically related to brand and product decisions they were considering.

The difference between then and now is profound. Social media didn’t invent the ability for customers to share their opinions, but it did amplify them. Consumer reviews are no longer stationary. With the rise of social networks, customer experiences are now portable and actionable. And as customers expanded their personal social networks, their experiences became exponentially influential. Now customers are empowered and connected and their words affect the decisions of their peers in multiple networks. One experience can reside in Yelp, linger in FourSquare, make the rounds in Facebook and Twitter, and come to life as a lasting record of events in blogs and YouTube. And because of the viral nature of social media, the ability to affect decisions is potentially infinite.

Social media is as intimidating as it is encouraging. Not only does it work for customers, but it also empowers businesses to learn from customer sentiment and adapt to their wants and needs. Social media is a window to relevance and the ability to compete for the future, today.

The Sky Is Not Falling, It Rains with Opportunity

I remember the early days of Yelp and the backlash that erupted among business owners outraged at the ability for customers to share negative experiences. The anger intensified as consumers flocked to the network en masse. “People will stop coming to our establishment,” businesses would exclaim. “Customers are going to be swayed by the bad things some of our customers are saying,” others feared.

To this day, I still have only one word to say in response, “exactly.”

Customers are now front and center of the business owner, forever changing how businesses think about the people they serve and why they deserve their support.

Social networks do not represent the end of your business. They do however symbolize the beginning of the end of business as usual. This is where your journey begins. It’s not about fearing the ability for customers to share what’s wrong; it’s about building relationships and delivering meaningful experiences that inspire customers to share their take on why you are amazing.

Great experiences not only engender loyalty, they serve as the catalysts for attracting new customers. The people who are connected to your customers will take action based on what they say. This is the promise and opportunity of social media.

Your customers now feel a sense of ownership in the businesses they support. As a result, you’ve now inherited a potent marketing force that pays for the privilege of doing business with you and in turn, tells the world why.

I believe you are holding this book because you recognize that your customers are becoming more important to your business with every new connection they make. With this book, David Peck is handing you the keys to open the doors to social media and vibrant business opportunities. By engaging your connected customers, you by default, become connected. Doing so shapes and reshapes online and offline experiences, bringing small businesses and local establishments to life in popular and incredibly active digital domains.

The reality of business is that customer experiences will either be positive or negative. The good news is, these experiences are yours to define. What they encounter and what they share within their networks is directly tied to your intentions, your investment in products and services, and the means used to deliver happiness and guarantee satisfaction.

Social media aside, the future of business is about improving relationships and customer experiences. By asking the right questions, making informed decisions and using readily available tools, even the smallest business can be successful at engaging online.

This is your time to not just react to customer activity in social networks, but create remarkable experiences that foster meaningful relationships. This is your time to lead, not follow.

Your customers are waiting.

Connect with Brian Solis on Twitter | LinkedIn | Facebook | Google+

One of the most often asked questions about The End of Business as Usual is how it’s different than Engage.

I thought I take a moment to answer it here just in case you were wondering the same thing.

Engage was and is special. In fact, I felt the mission and content of the book was so special, that I wrote it twice. I viewed both versions as my chance to not only document the transformation in marketing and service because of social media, but also empower people to lead change from within. I didn’t expect people to wait for direction. I expected them to lead. Engage helped readers design social media marketing and service strategies and programs that mattered…that worked…that performed against business objectives.

Over the years, I observed their struggles as well as recording my own challenges within the enterprise, governments, and small businesses alike. I realized that the gap that exists between social media and executive leadership is far too great for social marketing or service to solve. And, to be honest, social media isn’t going to save businesses, but instead, it will contribute to relevance. The real opportunity for the transformation of business lies in the evolution of customer behavior and how technology, social networks, smartphones, RFID, and other disruptive innovations empower people AND organizations alike.

The End of Business as Usual makes the case that the need for business transformation is bigger than social media and more important than just connecting or communicating with customers in social networks. For executives to realize the opportunity for innovation and leadership, they need your help in making sense of the differences between traditional and connected customers. They need to know that this emergent consumer category affects business objectives, priorities, and financial goals.

The book examines how leading companies are finding success with connected customers. The lessons, case studies, and best practices contained within will help readers earn the support of organizational leaders by identifying growth opportunities and prioritizing where to invest time and resources. The end result is creating an adaptive foundation for businesses to not only build relationships with connected customers, but improve customer and employee relationships overall.

Adapt or Die!

Order The End of Business as Usual today…

Part 12 in a series introducing my new book, The End of Business as Usual…this series serves as the book’s prequel.

Over the years, customer service has been something of a paradox within the organization. The name itself inspires dedication to helping people. And while that is the intention of customer service professionals worldwide, customer service as a line item in business accounting has often placed it in the hands of outsourced organizations, under-qualified personnel, or in the hands of customers directly through self-service or automated technology. The mission of course is to improve profitability. It is what it is.

Perhaps it is the moniker of customer service that stifles innovation in philosophy, process and engagement. Perhaps it’s the conditioned nature of the overall role of customer service to be reactive, a gate keeper to negative experiences, or relegated to the outskirts of a business revolution. I suppose that’s the point however. We’re facing a revolution in consumer behavior which in turn triggers a revolution in business. From philosophy to mission and vision to processes and systems to goals and objectives, customer service is an opportunity to instill loyalty and also positively influence the decisions of others.

Here we are facing the end of business as usual and before us are two incredible opportunities for improving customer experiences and ultimately relationships, the democratization of media and connections and the executive decree to move businesses closer to customers. But before we jump in, we must rethink our approach and supporting infrastructure to not only meet the needs of customers, but also transform the organization to shape and steer them in advance of any impetus that would necessitate a response.

In 2011 American Express published its annual Global Customer Service Barometer to measure the current state of customer sentiment toward businesses.

At first glance, the study quickly noted that consumers believe that businesses are meeting expectations but not exceeding them. In a time when business as usual eventually inhibits growth, meeting expectations becomes a commodity. Creating exceptional experiences from here on out is priceless and will eventually become the minimum ante in business. Click on the images for an expanded view.

While certain companies are cutting costs on customer service or not exploring new opportunities for innovation, customers are demonstrating that now’s the time for transformation. People are willing to spend more for products from companies that have a history of good customer service or that deliver outstanding experiences.

People are frustrated with automated systems. They’re also not fond of the new trend in voice response systems that are now becoming industry standard. Would you be surprised if I told you that they just want to talk to another human being? As the numbers spotlight below, whether it’s on the phone, in real life, through instant messaging or social networks, one-on-one interaction will have a one-to-one-to-many result.

As social media becomes more pervasive in the lives of the everyday consumer, not just connected consumers, a new infrastructure will be required to support proactive engagement. For those sitting on the sidelines or casually experimenting with engagement, traditional methodologies and processes in social media will quickly be tested and almost instantly stretched.

Brands are No Longer Created, They’re Co-Created

The image above is a word cloud generated by the Tweets of customers who shared their experiences regarding @United (United Airlines). I removed the colorful language as this isn’t a discussion about United, but instead how customer experiences are shared and how they influence impressions and decisions. Additionally, this is an example of the necessary examination of how businesses are shaping and reacting to customer experiences in the midst of a digital revolution.

My point in sharing this with you today is that the two biggest words that standout clearly and represent the importance of our focus over the next several years are…CUSTOMER SERVICE. If you look closely enough, you’ll see two other words surrounding “customer service”, which I believe symbolize the importance of of a renewed or new customer focus, which center on…response and change.

Revisiting the American Express study for a moment, it’s clear that experiences impact brand perception and ultimately loyalty. Reacting to experiences is no longer good enough.

Not only does a negative experience reduce the overall satisfaction or perception of a brand, consumers are also willing to switch brands to get better customer service. The importance of customer acquisition is called into question when the value of  customer retention is not treasured or improved.

Connected customers will first take to social networks to ask for input as they consider decisions. Rather than rely on Google’s machine algorithm, the feedback that individuals receive in their networks of preference is qualified, trusted and human–basically these exchanges create a searchable and effective human algorithm. Needless to say, it is the experiences of those to whom I trust that define my impressions and following actions. While a website or marketing material may say otherwise, the collective experiences that populate social networks and ultimately my stream, weigh significantly heavier during phases of consideration than company-generated adjectives or imagery.

Engagement and Empathy Creates Positive Experiences

Customer service is often viewed through a lens of “us vs. them.” Businesses have built an incredibly expensive infrastructure to support customers when they need help while keeping them at arm’s length. However, connected customers have given up on these aging systems and are pushing for a more personalized form of engagement. Expressing discontent on social networks necessitates a response from the affected brand and without a response, those experiences further dilute the customer relationship and also taint impressions of those to whom hopeful customers are connected. Also, expressions open the door to competition.

In a study published by Maritz Research and evolve24 in September 2011, just under 1,300 consumers were asked about their experiences with Twitter and customer service. As the respondents’ ages increased, so did their expectations that companies would read and respond to their experiences.

Imagine for a moment, that as a connected consumer, you try using Twitter to get a response that could solve a problem or retain you as a customer only to feel disappointment in the absence of a response. That’s exactly what happened to the respondents of the survey. Just over 70% said that they did not hear from the company as a result of their Tweet. This sets up a bigger problem if the company is in fact on Twitter. It tells the consumer that their experience is unimportant and that the business is only present in social networks to market or sell products and not provide help. Saying nothing to a customer with a problem says everything about how you value them.

Providing resolution is only one part of the value proposition. Engagement as I’ve defined, is the interaction between a brand and a consumer. But it is in how it’s measured that counts.

No, engagement isn’t measured by Likes, comments, impressions, Tweets or Retweets. Engagement is measured by the takeaway value, sentiment and resulting actions following the exchange. People said that they felt better once they were contacted by a company representative on Twitter. That says everything…

In the end, transformation isn’t easy, but if it were, then providing exceptional customer experiences would become a commodity. This is a time when customers can work for you not just against you. And as customers are demonstrating every day in social and mobile networks, without a thoughtful approach or engagement, every Tweet, update, post, video and interaction is working against you right now. Customer relationships are to be shaped, not simply reacted to or  managed. This is why your role within the organization matters now more than ever.

Become the change you wish to see…

Order The End of Business as Usual today…

Part 1 – Digital Darwinism, Who’s Next
Part 2 – Social Media’s Impending Flood of Customer Unlikes and Unfollows
Part 3 – Social Media Customer Service is a Failure!
Part 4 – I think we need some time apart, it’s not me, it’s you
Part 5 – We are the 5th P: People
Part 6 – The State of Social Media 2011: Social is the new normal
Part 7 – I like you, but not in that way
Part 8 – Are You Building a Social Brand or a Social Business?
Part 9 – CMO’s are at the Crossroads of Customer Transactions and Engagement
Part 10 – From Social Commerce to Syndicated Commerce
Part 11 – You can’t go back to create a new beginning, but you can begin to change the ending

Part 11 in a series introducing my new book, The End of Business as Usual…this series serves as the book’s prequel.

There are those who believe social media is the catalyst for a new genre of business and that it will ultimately change how companies engage with customers. Others believe that for the organization to truly matter, it must adopt a culture of customer and employee centricity. Then there are those who study the evolution of consumer behavior and market shifts to develop informed strategies for the business overall and in some cases, demonstrate the need for organizational transformation. To successfully compete for the future, you must unite these internal fronts and lead a concerted effort for meaningful change.

Social Media +
Customer service and employee empowerment +
Insights +
The development of compelling experiences through product and engagement =
A holistic approach

We must realize that no matter how successful we are today, we can always improve how we compete for equal or greater revenue and attention tomorrow. Your goal within the organization is to create a special taskforce to bring about change, shift the culture to recognize unforeseen opportunities, and bring together previously disparate decision makers to create and steer positive customer experiences. Sounds easy right? Unfortunately, none of this is easy, but nevertheless, it is important to help your organization adapt in the face of a shifting business landscape.

People See One Brand, Not Departments or Functions

The conversation about the future of business is bigger than social media. Yet, when we look at the top three departments that are responsible for social media within the organization today, marketing, marketing communications, and public relations essentially own social media. Critical functions such as product development, customer service, HR, finance, are all but absent. Here we are at the beginning of the end of business as usual and the champion of change, social media, is already a silo in the very organization it sought to transform and unify. That’s why your role cannot simply be relegated to social media anything. You are a change agent and your mission is to use the tools and channels necessary to help make your business, your story, your mission and vision, relevant in a new era of consumerism.

Booz & Co. and Buddy Media recently published a report that documents the migration from “Campaigns to Capabilities” and highlights how businesses are thinking beyond the campaign, viral video or Tweet to find the true meaning of Like. What struck me about this report is that it is among the first to show that departments outside of marketing are starting to embrace the social nature of Facebook, Twitter, YouTube and Blogs (the top four social platforms). Here we can see that customer service, research, sales, and product development are increasing adoption until one day, social media will be equally distributed across the organization as an extension of a more customer and employee centric approach.

Change requires support and in the world of business, that support will come from an executive sponsor. However, it is up to you to convince an executive who is willing to take a risk on you and your vision to internally promote the need for transformation. In this report, one-third of companies have a senior executive who is responsible for social media company-wide. That still leaves 65% of businesses that are operating without the benefit of senior leadership or involvement. As a wise executive told me for the new book, “If you come to me with a request for budget and resources for social media, you will lose. If you demonstrate how social media aligns with our business objectives and how it will play a role in helping us achieve our goals, then you will win every time.”

The study surfaced an interesting range of critical success enablers. I wanted to focus on a few that are instrumental in leading the transformation of what is becoming a social brand to a far more important state of a social business. The resounding theme here is developing an adaptive framework and creating a culture of change to unite the organization around a holistic approach.

- The ability to react quickly
- Education on what can be achieved via social media
- A culture that encourages experimentation
- Training
- Unique content that is exclusive to the audience of each

The report articulates a substantive data point in that almost 40% of businesses polled state that social media is a CEO-level agenda item. The question here is, to what extent is social media appreciated at the top? Is it another means to broadcast messages?  Is social media a channel to reach the Millennial?

This is why we must revisit the first paragraph of this section to clearly communicate what’s possible in these as well as other disruptive channels. It’s about customer relationships. It’s about creating meaningful and shareable experiences. The rest is just technology. What you place in these channels says everything about how your business views and appreciates your customers and your work will me measured and judged as such.

As you can see, the examples of use cases mirror those departments that own social media today. However, beyond marketing, we can see that customer service, market research, sales, product development and also employee engagement are showing strong examples of what’s possible.

Survival of the Fittest Fitting

What lies ahead is nothing short of digital Darwinism, the evolution of consumer behavior when society and technology evolve faster than the ability to adapt. While money is the lifeblood of the economy that makes the world go round, in the egosystem, where people are at the center of their individual online experience, attention is the new economy. This isn’t just about survival of the fittest, but instead, survival of the fitting.

To foster meaningful relationships and lure the attention of the increasingly distracted consumer, requires so much more than a Twitter or Facebook presence. The future of business is co-created and therefore is driven by the mindful creation of shared experiences. Those experiences must be designed, reinforced, and shaped over time. Marketing alone cannot trigger shared experiences and convert them into sales or customer loyalty. Retention, engagement, and empowerment must touch customers and employees and in order to do, the entire organization must #AdaptorDie.

Order The End of Business as Usual today…

Part 1 – Digital Darwinism, Who’s Next
Part 2 – Social Media’s Impending Flood of Customer Unlikes and Unfollows
Part 3 – Social Media Customer Service is a Failure!
Part 4 – I think we need some time apart, it’s not me, it’s you
Part 5 – We are the 5th P: People
Part 6 – The State of Social Media 2011: Social is the new normal
Part 7 – I like you, but not in that way
Part 8 – Are You Building a Social Brand or a Social Business?
Part 9 – CMO’s are at the Crossroads of Customer Transactions and Engagement
Part 10 – From Social Commerce to Syndicated Commerce

Image credit: Shutterstock

In The End of Business as Usual, I review in detail how markets are evolving and what businesses need to do to earn relevance among a different breed of consumer. For those who struggle to make the case within their business or organization, to not just engage consumers online, but evolve business philosophies, practices, and systems, to truly matter, this is your guide.

In the end, your customers will share their experiences and they will influence the decisions of others. Shared experiences contribute to a collective reality that differs from how you market and sell your brand today. Without you, who will bridge the gap? Who will create and steer meaningful experiences knowing what you’re learning today?

In support of the book, Mark Burnett, Television Executive Producer, offers his view, “Your customers will share their experiences both good and bad. Now that everyone is connected, it’s amplified and incredibly influential. This book will help you rethink your vision and mission to survive in a new era of digital Darwinism.”

Order The End of Business as Usual today…

Part 9 in a series introducing my new book, The End of Business as Usual…this series serves as the book’s prequel.

Digital Darwinism is the evolution of consumer behavior when society and technology evolve faster than the ability to adapt. At the intersection of relevance and obsolescence is the ability to recognize opportunities for change based on shifting consumer behavior and the subtle coalescence between emerging and disruptive technology. Businesses must realize that change is taking place today with or without them. And, to what extent varies from company to company. But without an understanding of how technology and society are evolving and how decisions are influenced and made, businesses are either left to make decisions in the dark or change simply for the sake of change. We all know how difficult, if not nearly impossible, it is to change. We also realize that once we do begin the inevitable process of transformation, the distance between where we are and where we need to be is not expeditious in any sense. In the era of digital Darwinism, the journey toward evolution and revolution is in fact, the destination. It is perpetual.

Many of you know me as someone who has championed social media over the years, going back well before the days of the original Social Media Manifesto. This is a time I must implore you to think different. See, social media is not the catalyst for change, but merely one of its agents. While Facebook and Twitter are often the recipients of accolades for their roles in fueling revolutions, we must remember that they are the networks that facilitate an uprising. However, it is repression, angst, injustice, vision, aspiration and hope that serve as the true stimulus for insurrection and progress. Technology plays a part in transformation and it is up to you to learn how social, mobile, real-time, and all other emerging trends are affecting your industries and markets.

In the world of business, customers are using new technology to share experiences. And, those experiences are either to your benefit or detriment. As Mark Cuban, owner of the Dallas Mavericks and Chairman of HDNet, shared, “To be successful in business, you need to see what others don’t.” To that I would also add, “and do what others will not or can’t.”

Through a Telescope, We Bring the World Closer – Through a Microscope, We See What Was Previously Invisible

I used to say, “in brevity, there’s clarity.” While I still believe this to be true, I also see that there’s a delicate balance necessary in understanding what is hype or trending and what is truly disruptive. Therefore we must look forward and at the same time, look closer at what’s taking place right now to analyze true impact. Separating fact from fiction or hype from disruption is now part of our job as our consumers are driving these results based on what they adopt, how they communicate, and how they influence and are influenced in decision making cycles.

To help, IBM reached out to over 1,700 Chief Marketing Officers, spanning 19 industries and 64 countries as part of its annual CMO study. The goal was to learn how consumer behavior and technology are changing business focus, forecasts and decisions. The results are both illuminating and helpful.

So, what’s keeping everyone up at night?

As you can see, big data, social media, the myriad of available consumer channels and devices make up the top three trends leading to corporate insomnia. But beyond those trends, the entire list is fascinating and worthy of study…

1. Data explosion – 71%
2. Social media – 68%
3. Growth of channel and device choices – 65%
4. Shifting consumer demographics – 63%
5. Financial constraints – 59%
6. Decreasing brand loyalty – 57%
7. Growth market opportunities – 56%
8. ROI accountability – 56%
9. Customer collaboration and influence – 56%
10. Privacy considerations – 55%
11. Global outsourcing – 54%
12. Regulatory considerations – 50%
13. Corporate transparency – 47%

If we break out the expected level of complexity and preparedness to handle what lies ahead in terms of emerging vs. disruptive technology, we surface what IBM refers to as the complexity gap…

The new IBM CMO study also reinforces my research and experiences with leading enterprises. Businesses do indeed seek to get closer to customers. To that end, CMO’s believe that there are three key areas for improvement:

1. Deliver value to empowered customers

2. Foster lasting connections

3. Capture value and measure results.

Addressing each of these items unlocks the true essence of the trends that are disrupting businesses today…customers are becoming increasing connected and as a result, they are empowered, influential, and increasingly elusive.

“Customers today have more control and influence with the brand than ever. We need to make sure it’s give and take—a two-sided conversation, with both parties having responsibilities in the interaction.”
- Ann Glover, Chief Marketing Officer, ING Insurance U.S.

Market research has over the years, helped to guide executive decisions. Nowadays however, market research is simply studying the equivalent of a mass audience without surfacing the nuances that define the audience with an audience of audiences. The study found that 75% of CMOs use customer analytics to mine data, but only 42% study customer reviews and only 26% track blogs. What CMO’s are largely missing of course is context and the ability to foster empathetic strategies and supporting protocol.

As we can clearly see, CMO’s are missing the ability to extract and introduce a truly human touch, focusing on markets rather than individuals.

If you take a look at the graph above, it these traditional metrics that drive increasingly ineffective decisions at a time when those very decisions are starting to also work against the company. Customer analytics is at least in the fourth spot, but as you can see, it isn’t until we get down to the 50% mark that personal data factors into strategic decisions. As you’ll notice, the either disregard or underestimation of blogs, even today, edges supply-chain performance data by a mere 1%.

Customer Engagement is not the Same as Conversations

Remember, at the top of the list of priorities of CEOs is getting closer to customers. Yet, looking at this information, it’s clear that the customer and the idea of the true picture of customers are contrasting.  To truly engage, businesses must not only understand customers, but also act. It really is a play on the old saying, actions speak louder than words. But here, actions speak as loud as words and therefore, anything social, requires social action.

When I was writing the new book, I sought out a working definition of the work engagement. It was both unbelievable and also understandable that the results were varied and confusing. I proposed a working definition in the manuscript that explained engagement as the act of a consumer and an organization or brand interacting within the consumer’s network of relevance. Engagement, and here’s the important part, is then measured by the takeaway value, sentiment, and resulting actions following the interaction.

With this definition is mind, we zero in on the discrepancy between how businesses view the customer and how they measure “engagement.”

According to the IBM CMO study, CMOs reveal that data is focused on managing the customer transaction and not the relationship. This is not engagement. And, this is why I believe that any discussion about sCRM is premature at best. As the following data demonstrates, companies are still placing greater emphasis on the “M” and not the “R” or relationship.

“We have to get scientific about the customer experience.”
- Nick Barton, Vice President Sales & Marketing, Greater China, InterContinental Hotel Group

This is the end of business as usual and rather than merely focus on the transaction, businesses must focus on creating a meaningful and shareable customer experience first.  In the above chart, we can see that awareness/education, interest/desire, use/enjoy, and bond/advocate make the list. And, the direct beneficiary of those initiatives is the customer.

Engagement is not just about communication. It’s about creating experiences that mean something, something that’s positive and worth sharing. And, that’s what’s possible today. In fact, if we look beyond transactions and measure results as they define and drive experiences, we can expand our toolbox to include what I refer to as the A.R.T. of disruptive media. How can we best use our customers networks or services of relevance to inspire or spark actions, reactions and transactions. How can we shape experiences and outcomes?

IBM found that at the top of the list of course, is the now infamous quest for what seems like seeking the holy grail without a map, ROI. But there’s hope as customer experience is second on the list. Truly, with the customer experience defined from beginning to end, the other metrics fall into place.

As we said early, actions speak as loudly as words and as CMOs focus their priorities for shifts toward disruptive technology, the customer is at the front and center of corporate transformation.

CMOs have their work cut out for them of course, but at least their hearts and minds seem to be in the right place as we look at 2012 and 2013. Everything comes down to customer relationships and experiences and that’s what will separate today’s CMO strategies from tomorrow’s success stories. To that end, at the top of the list is enhancing customer loyalty and advocacy. Following is designing experiences for tablets and mobile devices. Third, CMOs will use social media as a key engagement (hopefully as defined earlier) channel. Now we’re talking!

“In a corporate setting, instilling an entrepreneurial attitude in our own people is the most important challenge. After all, our people are our best marketing tool.”Vivienne Tan, Executive Vice President, Philippine Airlines

#Winning

While this post serves as part of a prequel to The End of Business as Usual, I’m starting to see that this series could really serve as its own book. Perhaps it’s a bridge with Engage representing the side of strategy and execution. Either way, I could keep writing and we must draw this chapter to an end. But, before I do, I’d like to take a moment to share a key finding deep within the IBM report.

IBM found that CMOs that use customer data to improve customer experiences are actually outperforming those businesses that do not invest additional effort in fostering customer relationships.  This is the chart that should bring it home for you. This IS what you’re fighting for. This is data to savor as it demonstrates the end of business as usual and the beginning of a new era of relevance. You are the change agent and your organization, your team, your peers, need you now more than ever.

Lead the way!

Order The End of Business as Usual today…

Part 1 – Digital Darwinism, Who’s Next
Part 2 – Social Media’s Impending Flood of Customer Unlikes and Unfollows
Part 3 – Social Media Customer Service is a Failure!
Part 4 – I think we need some time apart, it’s not me, it’s you
Part 5 – We are the 5th P: People
Part 6 – The State of Social Media 2011: Social is the new normal
Part 7 – I like you, but not in that way
Part 8 – Are You Building a Social Brand or a Social Business?

I can’t believe that The End of Business as Usual is now officially available. To celebrate, I’d like to share the words of those who helped support its launch. First up is Mark Cuban, someone whom I greatly respect and someone who has shown that vision, passion, hard work and taking risks are the keys to unlock success – however you define it.

“To be successful in business, you need to see what others don’t. Start with this book. Someone’s going to do it, why not you?” —Mark Cuban, owner of the Dallas Mavericks and Chairman of HDNet

Order The End of Business as Usual today…

Part 8 in a series introducing my new book, The End of Business as Usual…this series serves as the book’s prequel.

Social media says so much and so very little at the same time. First, social media implies that media is just that, social. But when you study many of the best practices or test the advice dispensed through popular “top 10″ posts, you find that at the heart of notable social media successes is simply brilliant creativity and desirable incentives, not necessary authentic or genuine value or engagement.  With every Tweet or Like to win campaign, hilarious viral video, and user-generated promotional series, businesses make social media more of an oxymoron than a movement to transform two-way conversations into improved customer relationships.

According to an annual IBM study, getting closer to customers is the overwhelming top priority for CEOs. And, social media is lauded as the great facilitator for engagement and renewed business relevance. What we tend to forget however, is that social networks are merely platforms for people to connect with friends, family and peers. Businesses are not the primary beneficiary of connections, but they can certainly benefit once they realize that a Like or follow does not equate to an opt-in for marketing communiqué.

If CEOs are placing increasing importance on customer relationships, why is it that we are less aligned with the “R” in social CRM and closer in alignment to the “M,” where M stands for marketing and not management. That’s because of where social media lives within the organization today.

In IBM’s recent “From Social Media to Social CRM” report, it was revealed that social media is already siloed within marketing, marketing communication, or public relations, accounting for 52%, 45%, and 42% ownership respectively. When we think about the primary function of each of those functions, it’s clear to see why the premise of many of today’s top social media best practices are marketing driven rather than market driven.

The difference between a social brand and a social business is internal connectedness, preparedness, and collaborative approach to customer and employee engagement.

A Social Media and Social CRM Strategy are Different

As good friend Paul Greenberg noted in his book CRM at the Speed of Light, “The underlying principle for Social CRM’s success is very different from its predecessor….traditional CRM is based on an internal operational approach to manage customer relationships effectively. But Social CRM is based on the ability of a company to meet the personal agendas of [its] customers while, at the same time, meeting the objectives of [its] own business plan. It is aimed at customer engagement rather than customer management.”

At stake here is relevance among the growing base of a more connected consumer landscape. Engaging consumers from a marketing-driven approach may work for the short term, but engagement requires a holistic approach. Consumers see one brand, one company, one experience and not a series of disconnected silos experimenting in social media without a common vision, mission, or process. While businesses are building an infrastructure to support social media, governance, policies, and strategies are only as strong as the experiences they’re designed to create, the problems they’re intended to solve, and the ability to adapt to and lead consumer experiences because you can see what others don’t.

IBM studied how businesses view their foundation for social media and found that many times, the prevailing corporate culture impeded innovation and collaboration, not just with consumers, but also within. And for any change agent, that will come as no surprise. Whether they know it or not, change agents are becoming hybrid cultural anthropologists and politicians learning how to adapt the culture while rallying internal champions to bring about real change.

Here you can see the number of businesses that have defined KPIs, flexible business models, established policies, adaptive approaches to incorporating social media into business strategies, and defined governance. The blue shades on the left equates to those that strongly agree while toward the right, companies start to show that they’re not where they would like to be. According to the IBM report, only 38% are confident in the support of their company in innovation and creativity. Just 30% can comfortably say that they have strong executive sponsorship for social media. And, a measly 27% say they share insights across functions.

Once you see these numbers, it’s clear that businesses are on the right path, but we’re really just at the beginning. More importantly, one could argue that the direction of the path is questionable. Even though the businesses on the far left are established and confident, they might be operating without a holistic strategy that spans across lines of business, products, functions or across the globe.

And what of a centralized or holistic approach, defined by a common goal and reinforced through not only governance, but compliance?The effects of connected consumerism require nothing less than internal transformation and in many ways, a new outlook.

The challenges that businesses face are still relatively immature as IBM discovered. ROI, employee use of social media, and negative brand exposure lead the top three challenges companies face today. In the number four and seven spots however, we see the true threat to progress, lack of strategy and lack of support. We can not march into new territory without a unified vision. We can not lead consumer experiences if those experiences are either undefined or unsupported by the leadership organization we’re to stand behind.

When’s the last time you looked at your mission and vision statement? Can you Tweet it? Does it speak to you? The truth is that in addition to processes, businesses must rethink who or what it is to a different breed of consumer. This consumer is not just social, they’re connected across networks, devices, and they influence and are influenced differently than traditional consumers.

Mo Data, Mo Problems

What we need to do, where we need to be, how, why and to what extent is available to us today. We won’t discover these answers in the form of brand or competitive monitoring using social tools. We must capture data, interpret it, and also act upon it, now and over time, to learn and pursue relevance without forgetting our core markets and competencies.

Companies are clearly capturing data as IBM found. But as you can see, how data is analyzed, interpreted, and in turn shared across the organization is scattered. And, what happens to information (or insights) once its distributed is unclear in this study, but we can assume that it isn’t embraced and acted upon across the board.

Businesses are experimenting. Businesses are learning and adapting. But this can’t just be about social media. This must be about using disruptive technology to improve customer experiences and relationships. We can’t find comfort until we’re clearly operating outside of our comfort zones. And even then, we can’t rest until we are meeting the needs of connected consumers, where they are, how they connect, and reinforce the values, products, and services that are important to them.

Times are a changing and as a result, the foundation of business must also change. It’s a new era of business and consumerism and you play a role in defining it.

Order The End of Business as Usual today…

Part 1 – Digital Darwinism, Who’s Next
Part 2 – Social Media’s Impending Flood of Customer Unlikes and Unfollows
Part 3 – Social Media Customer Service is a Failure!
Part 4 – I think we need some time apart, it’s not me, it’s you
Part 5 – We are the 5th P: People
Part 6 – The State of Social Media 2011: Social is the new normal
Part 7 – I like you, but not in that way

Image Source: Shutterstock

It’s with great pleasure, and a little bit of nervousness, that I announce the official availability of my new book, The End of Business as Usual.

Business, government, music, finance, publishing, everything is changing. We have a unique role in all of this as we are stakeholders in not only defining the need for change, but we are also responsible for leading transformation within our organizations. We are the architects, the mediators, and the sherpas to a new era of relevance and empowerment.

The End of Business as Usual explores the rise of the connected consumer, their effect on the bottom line, and how organizations can adapt to effectively compete for their attention, their business or contribution, and most importantly, their loyalty. The book examines how leading companies are finding success with connected customers. And, the lessons, case studies, and best practices contained within will help readers earn the support of organizational leaders by identifying growth opportunities and prioritizing where to invest time and resources. The result is creating an adaptive foundation for businesses to not only build relationships with connected customers, but improve customer AND employee relationships overall. As the subtitle states, we must rewire the way we work to succeed in what really is nothing short of a consumer revolution.

I would love your support and also your help in spreading the word. It’s an important book at an important time. It’s a new era of business and consumerism and YOU play a role in defining where it goes from here.

Thank you!

Click to order from your favorite bookstore…

Photo Credit: Ken Yeung

This is part two in a short series to introduce The End of Business as Usual…originally posted on Harvard Business Review (edited)

There’s an old saying that carries renewed meaning these days: Give the people what they want. Brands are furiously creating profiles in social networks such as Facebook and Twitter in the hopes of building engaging communities with customers and giving people what the brands think they want. The main activity in this effort is to spur consumers to “like” and “follow” a brand’s Facebook and Twitter streams. But are these companies developing effective campaigns to build engagement and give the people what they want? From where I sit, I’d say many are not. If businesses are unable to change course, a very real — and likely very painful — lesson lies ahead. Once-willing consumers will soon become reluctant to connect with brands or will completely sever social ties to brands once they deem the connection fruitless.

Not long ago, I attended a daylong social marketing summit at the campus of a leading national brand that also housed a number of popular sub brands. Following my presentation, I returned to my seat to take in a presentation from a sales rep for Facebook. He talked about why brands will benefit from setting up shop in Facebook — consumers are willing to engage with brands that make it worth their while. But somewhere in the middle of his presentation, however, I was jolted into a state of disbelief. The rep looked upon the audience of brand managers with genuine sincerity and in a calming voice expressed, “Don’t over-think any of this. It’s not that complicated. Do four things every week…ask a question, run a poll, share links, and engage with your fans. Oh, and have fun!”

It’s not that this advice isn’t helpful. But it is exactly the type of counsel that contributes to the phenomenon of social “stream fatigue.” More and more people in social networks will begin realizing that they hold control of their social streams and can simply unlike or unfollow brands that don’t deliver value.

It’s time for brands to rethink their approach in social media

Everything begins with providing a reason for consumers to connect with brands in social networks, not once, but now and over time, again and again. Brands must study consumer preferences in advance of social efforts and continually monitor what consumers expect and want in this channel. Effective brand engagement is directly linked to the value customers take away from the branded social experience and how closely their expectations and desires are met.

To help understand the contours of this situation, marketing firm Exact Target set out to understand what it is that customers want in social relationships. This valuable information can only help brands design experiences that meet or exceed needs and expectations. In its study appropriately titled “The Social Break-up,” (registration required to download survey) 55-percent of Facebook users reported liking a brand and then later deciding they no longer wish to see the company’s posts. Half of fans say that they really aren’t even fans as they don’t visit the page or web site after the “Like.” Seventy-one percent of consumers say that they’re now becoming more selective about the brands they like.

When asked why consumers were breaking-up with brands in Facebook and Twitter, the top reasons cited were:

• The company posts too frequently
• My wall was becoming too crowded with marketing posts
• The content was too repetitive or boring

In the previous three points, we learn what not to do. When customers were asked why they unliked brands, we get a better idea for what to do next  (interpreted):

• I only “Liked” the company to take advantage of an offer
• Brands didn’t offer enough special offers or deals over time to make it worth my while
• Their posts were too promotional without the ability to take action against them within the stream

It comes back to intention and value. Customers are yearning for a more useful or meaningful connection and for the most part, brands are missing the opportunity to truly engage. The ExactTarget data highlights the need for brands to move away from posting marketing or promotional content or repeatedly diluting streams with boring posts. These acts will only drive customers away from social engagement. Instead, by providing special offers and more useful, actionable or engaging updates, customers will find value in preserving the connection.

IBM also conducted a study that asked consumers what they expected from brand engagement in social media. As part of its research, IBM asked business leaders what they thought consumers were seeking in a social relationship. The results identified a dramatic gap between presumption and actual demand.

The top two reasons consumers gave as to why they interact with companies in social networks were:

1. Receive discounts (61%)
2. Make purchases (55%)

In contrast, businesses believe that the top two reasons consumers follow them in social networks are…

1. Learn about new products (73%)
2. To receive general information (71%)

While consumers expressed the desire to receive discounts or make purchases as the top reasons for engagement in social media, businesses view these actions as the lowest two motives for connecting in the social web.

What we learn from these two studies is that it’s not about the content, the profile, or publishing information regularly; it’s about understanding and delivering what customers want.

If you’re not sure what customers want…ask!

Ask and ye shall receive. You’ve heard it a million times, but are businesses actually practicing what they preach? To bridge the gap between consumer expectations and business perceptions, asking customers what they want can go a long way. For example, when Google’s much discussed new social network launched, two major brands were front and center hoping to deliver a unique, value add experience. Ford Motor Company was one of the first companies to build a brand page and in an notable move, asked people what they expected from the company in Google+. Ford’s Scott Monty and team took the scores of feedback to a dedicated engagement and content strategy.  Shortly thereafter, Michael Dell personally asked his circles about the roll Google Hangouts, a group chat service in Google+, can play in customer service.

“I am thinking about hangouts for business. Would you like to be able to connect with you Dell service and sale teams via video directly from Dell.com?”

Over 800 people responded and seemed to genuinely support the idea. Simply asking people what they want from the social media is the first step a business can take in bridging the consumer gap.

The reality is that customers can and will cut ties with brands that do not take their best interests into account. Consumers are realizing that they have the power to reduce or eliminate stream fatigue by tailoring the relationships they maintain in each network.

In order to redesign social programs to deliver value to customers and avoid getting culled from a social stream, businesses will need a better understanding of consumer wants and expectations. Asking them what they want is a good start. This can be done through surveys, customer service prompts or other creative means that may already be in place. The answers will reveal the ingredients necessary to design a relevant and valuable social media formula. In every strategy moving forward, businesses must also integrate feedback loops to learn how programs are performing and how best to improve them over time. Whether social media is a combination of discounts or special promotions, thought leadership, social commerce, or entertainment, customers should drive the elements of companies’ social media design. This is the way to better engage customers by giving them, the audience, what they want.

The End of Business as Usual will be available in the coming weeks. You can pre-order now at Amazon | Barnes and Noble | 800CEOREAD.

Part One – Digital Darwinism, Who’s Next

This is the first part in a short series to introduce The End of Business as Usual…

Change is inevitable, but it is rarely easy. Among the greatest difficulties associated with change is the ability to even recognize its need at a time when we can actually do something about it. Sometimes, when we finally realize that change is inevitable, the vision  or energy needed to push forward in a new direction is elusive. Or worse, when competitors recognize the need for change before us, we are by default pushed into a precarious position where our next steps become impulsive rather than strategic.

If you follow technology as avidly as I do, we can agree that the volume of emerging technology is both awe-inspiring and overwhelming. As new technology makes its way into into everyday life and workflow, certain devices, applications, and networks disrupt the norm and begin to impact behavior. It is this disruptive technology that over time, influences how people work, communicate, share, or make decisions. The question is at what point does emerging technology or new behavior become disruptive? And more importantly, what systems, processes, and protocol are in place that recognize disruption, assess opportunity, and facilitate the testing of new ideas? The time to answer these questions is now.

The reality is that we live and compete in a perpetual era of Digital Darwinism, the evolution of consumer behavior when society and technology evolve faster than our ability to adapt.

Nothing today is too big to fail nor too small to succeed. Disruption not only faces every business, its effects are already spreading through customer markets and the channels that influence decisions and behavior. What works against you also works for you. And, it is what you do now that defines your ability to compete for today and the future. You already recognize the importance technology plays in your business. That’s why you’re here. But recognizing the difference between emerging and disruptive technology and measuring its impact on your business, customer relationships, and products is a necessary discipline to successfully evolve.

The means to see the need for change is only surpassed by our ability to distinguish opportunities for transformation and innovation. This isn’t just a matter of survival of the fittest, this is a long-term commitment to earning relevance by consistently seeing what others don’t, listening to the needs of customers, and delivering experiences that are worth repeating and sharing.

So, who’s next…to either succeed or fail as a result of disruption? Share your observations, predictions, and reasons in the comments below as they will drive the creation of the next video.

The End of Business as Usual will be available in the coming weeks. You can order now at Amazon | Barnes and Noble | 800CEOREAD.

#AdaptorDie

In preparation for the launch of my next book, I’m proud to share that v1 of the site is now live at EndofBusiness.com.

About the book:

TODAY’S BIGGEST TRENDS- the mobile web, social media, gamification, real-time- have forced us to rewire the way we think about and run our businesses. Consumers are creating a new digital culture, shifting business landscapes one tweet at a time. New networks have created an ever- expanding “egosystem,” in which everyday people believe their lives deserve 24-hour broadcasts. But now, we need to decipher the significance of this behavior and understand where the social and mobile web are headed. At the heart of all of this, a new breed of consumer is emerging—and they’re changing the very foundation of business.

The End of Business As Usual explores each layer of this complex consumer revolution that is changing the future of business, media, and culture. As consumers connect with one another, a vast and efficient information network takes shape and begins to steer experiences, decisions, and markets. It is nothing short of disruptive.

The End of Business as Usual is available for pre-order now.

More soon…

Earlier this year, I announced that I was writing another book. I left clues here and there, but I had yet to officially announce the title or the focus of the book. The truth is that I didn’t want to give readers of Engage 2 the impression that I was ready to move on.

So finally, it is with great pleasure that I share with you the name and also the semi-final draft of the book’s cover.

Officially introducing, “The End of Business as Usual.”

It will go live on October 1, 2011 and it’s available for pre-order now at Amazon | Barnes and Noble | 800CEOREAD.

An Excerpt from the Cover

The End of Business As Usual explores each layer of the complex consumer revolution that is changing the future of business, media, and culture. As consumers further connect with one another, a vast and efficient information network takes shape and begins to steer experiences, decisions, and markets. It is nothing short of disruptive.

The End of Business As Usual will change the way you view the world of business, from sales and marketing to customer service and product development to leadership and culture.

More to come…

Thank you once again for your support over the years and also thank you to the wonderful team at Wiley.

Connect with Brian Solis on Twitter | LinkedIn | Facebook | Google+

It’s not a widely kept secret, but customers do indeed keep companies in business. While businesses have long invested in improving customer relationships, the time has come to think beyond efficiencies and automation and examine new opportunities to rethink customer experiences overall. Why? Customers are more connected than ever before. The role they play has exploded beyond transactions and is now influencing the transactions of others as well as contributing to the brand experience at levels never before seen.

It’s said that your brand is defined by what your customers and employees say when you’re not in the room. Well, the proverbial room has now taken center stage on the social web and as a result, your brand is indeed shaped by the words and experiences of your customers and those who influence them. The future of business isn’t created, it’s co-created.

My good friend Becky Carroll just published her new book and I was honored to write the foreword. The team at Wiley has given us permission to share it with you here. If you get a chance, please take a look at “The Hidden Power of Your Customers: Four Keys to Growing your Business Through  Existing Customers.”

The Rise of the Connected Customer and the New Era of Relevance

Good customer service used to be one of the secrets to business success. Over time, however, what was considered “good” turned out to be not good enough. Somewhere along the way, customers became a burden, viewed by big organizations as a cost center and by smaller businesses as an inconvenience. Processes, systems, automated attendants, and technology eventually separated us from them and … well, here we are today, wondering how it is that the very people who contribute to the overall health of our business are farther away from us than ever before.

Let me ask you a question: When you picture customer service, do you see it from the standpoint of you as a business owner or stakeholder in a company, or do you think of it from the customer perspective, where your experiences as a customer remind you of what good service is and isn’t? I have to be honest, writing this brought to mind some painful experiences, when I just didn’t feel the appreciation I would expect as a customer. I have a feeling it’s an experience you and I share. That’s the point. As customers, we can share countless stories of unpleasant encounters—and have most likely already done so with our friends and family. How many great customer service experiences can you recall, and how often did you, or do you, talk about them today?

This is the perspective you need as you look to your customers today to grow your business tomorrow. This may sound silly, but the future of business takes a personal touch.

Let me share a secret with you, a secret that will unlock the four keys to growing your business: Empathy is the connection between you and your customers. Empathy is the bridge between your customers and their peers.

I’ve known Becky Carroll for several years, and the message of empathy is one she has shared with us time and time again. As so many relationships begin these days, I initially “met” Becky online, through Facebook, Twitter, and blogs. In February 2008, I had a chance to see her in action at “The Customer Service Is the New Marketing Summit,” hosted by GetSatisfaction in San Francisco. Becky’s session was titled “Customer Experience: The Intersection of Marketing and Customer Service,” and her words still echo true today.

Great—not just good—customer service is necessary for business survival. Personalized and empowering customer service, fanned by empathy, is the recipe for viral customer service, where word of mouth becomes an extension of your marketing and sales efforts.

The future of business is rooted in shared experiences. Customer experiences will be shared, and they will either be positive or negative. Not unlike the reviews we’ve either posted or read on Amazon, people either love or hate an interaction they’ve had with a company. They feel so strongly about it, they’ll take to Amazon or any other review site to ensure that everyone else feels what they’re feeling prior to making a purchase decision. Again, customer experiences will either be positive or negative, and you can bet that they will be shared.

The wonderful aspect about all this is that you get to choose which type of experience your customers will have. More important, if you can engender a positive experience for them, you can literally plug into an entirely new world of connected consumerism that extends those exchanges beyond the typical few friends they might tell either way. Nowadays, customers are connected to one another through social networks and online groups. This isn’t new; what is new is the nature of these relationships and the efficiency with which information travels within and beyond inner networks of friends.

The average person is connected to 140 people on Twitter and 130 on Facebook, and even they can trigger a social effect that extends experiences beyond small cliques of friends and family. There’s a new genre of customers rapidly emerging, and they’re connected to not hundreds but thousands of others. The social or connected customers is your influencer. They are the gatekeepers to a more efficient and expansive network of referrals linked by shared experiences and optimized through an endless social effect that extends your value proposition beyond your reach today. Yes, that was a long sentence, but I couldn’t shorten it, as doing so would have minimized the importance of what’s before you.

We are embarking upon a new era of business, one that I believe represents the end of business as usual—and this is a good thing.

Customers want a few things:
• Products or services that meet or exceed their needs.
• The ability to find what they need when they need it.
• A channel by which to be heard.

What customers now bring to the table is the ability to get each of the above with or without you. This is your opportunity to plug in to these networks, where you can build relationships, cultivate loyalty, and learn how to adapt, all while earning greater relevance and reach. Brilliant!

Everything begins with defining the experiences you wish others to share.

There’s a mnemonic spelling lesson in English most of us learned that, to this day, is impossible to forget: “i” before “e” except after “c.” It can, however, be applied to much more than everyday spelling. To remember the importance of the customer, I’ve adapted its definition as follows:

Insight before engagement unless customer or community needs take immediate precedence.

With the emergence of social media, we are given not just a right to engage but a rite of passage to earn relevance.

Social networks are much more than Twitter, Facebook, Foursquare, YouTube, et al. These networks represent a potential much more transformative: that is, the democratization of information and the equalization of influence within new digital societies. Here, everyone begins at ground zero, including you, but it is how behavior evolves that introduces us to a new future of sales, service, and business. As everyday sales and service become commodities, experiences and relationships become paramount. Peers, friends, family, and experts become trusted sources to steer and filter relationships within these new landscapes. Sharing becomes social. Decisions become social. Commerce, and ultimately service, becomes social. At the heart and soul of all of this is the very essence of your business—shared experiences connected through empathy and fortified by the desire and intention to shape them in ways that help people help you.

Take this book and use it to grow your business. More important, use it to build relationships that turn customers into advocates and advisors.

In business, as in life, you earn the relationships and, with nurture, the yield that you’ve earned and deserve.

Care. Guide. Connect. Learn.

Brian Solis (@briansolis), author of The End of Business as Usual and Engage!, digital analyst, and champion for everyday customers
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Connect with Brian Solis on Twitter | LinkedIn | Facebook | Google+

I can’t believe the day is finally here. In fact, it’s here earlier than planned.

Please join me in celebrating the official release of Engage: The Complete Guide for Brands and Businesses to Build, Cultivate, and Measure Success in the New Web

Social media has democratized influence, forever changing the way businesses communicate with customers and the way customers affect the decisions of their peers. With platforms like Twitter, YouTube, and Facebook, anyone can now find and connect with others who share similar interests, challenges, and beliefs—creating communities that shape and steer the perception of brands. Without engagement in these communities, we miss major opportunities to shape our stories.

However, use of the tools does not guarantee that people will listen. Engagement is shaped by the interpretation of its intentions. In order for social media to mutually benefit you and your influencers and ultimately customers, you must engage them in meaningful and advantageous conversations, empowering them as true participants in your marketing, branding, and service efforts…this is true whether it’s B2B, B2C, government, non profit, education, etc.

With Engage as your guide, you can effectively compete in this new era of digital Darwinism while engendering the support of online champions. Social and participatory media significantly contribute to the success of every modern business, and with this book, you will find out how to:

Create a space in the online ecosystem that truly represents your business and cultivates your customers’ loyalty and trust

Participate in the unique culture of each available social media platform to engage your customers

Establish an organizational structure that constantly targets the next new media trend

Attract online champions and change agents who will uncover the social networks you need to reach and the influencers who will help build your reputation in the networked world

Consistently adapt your company to market needs and trends based on the invaluable connections you forge and the empathy and insight you garner in the process

There are thousands of customers waiting to hear from you about your business and vision. It’s the minimum ante to create a vibrant and loyal online community. When you engage, you will build an authoritative social network that increases your visibility, relevance, influence, and profitability. It’s time to Engage!

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If it’s one thing that I ask, it’s that you please help me share this news with those around you.

This book and all that’s in it, was written with passion and dedication over the last year to address the issues that have now become paramount to the success of social media within businesses and industries of all shapes and sizes. I wrote this book for you…and it would mean everything to me, if you could join me in leading a new, more meaningful era of socialized media and engagement.

Order now from (click on your favorite outlet):

Connect with Brian Solis: Twitter – LinkedIn – Tumblr – Google Buzz – Facebook

I’m truly excited to share some big news with you…

You are invited to the official debut of my next book Engage at SXSW Interactive.

On Saturday, March 13th at 11 a.m., I will take the day stage along with a special guest to discuss the book and its inspiration, intentions, and aspirations. A signing will immediately follow. To RSVP, click here.

To commemorate the release of Engage, I created a special introduction for all to enjoy and hopefully share.

Looking forward to celebrating with you…

Note: For the full effect, click “More” and view in “Full Screen” mode

(The official Website will go live soon)

Connect with Brian Solis: Twitter, LinkedIn, Tumblr, Google Buzz, Facebook

UPDATED

I’m truly excited to share a bit of news with you…

While this isn’t the formal launch of my new book, today represents a significant milestone for me.

As of today, Engage is available for pre-order on Amazon.com, Barnes and Noble, Books a Million, and Borders, with shipments expected to arrive sometime in mid-to-late February. Other sites will go live soon.

This post represents the first time that I’ve publicly released the title…Engage. And, I also join good friends Chris Brogan, Steve Garfield, David Meerman Scott, Marsha Collier, Brian Halligan and Dharmesh Shah as a fellow author at Wiley.

This book also serves as a touchstone in its own right for me personally. If you notice, the branding and title of my blog has changed. I’ve done so to intentionally reflect the true positioning and value of this book. It’s written for champions and executives alike in business, marketing, branding, interactive, service, and communications. It’s designed to help bring everyone to the table.

I’ll write more about it later…but in the meantime, I wanted to share the news…

Connect with Brian Solis: Twitter, LinkedIn, Tumblr, Plaxo, or Facebook

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Image Source: Shutterstock

When Deirdre Breakenridge and I initially heard that book stores were reporting that Putting the Public Back in Public Relations was out of stock, we suspected a distribution hiccup was at root of the issue. While it’s never good news to hear that customers cannot get their hands on the very object in which we dedicated and invested over a year of our lives, Deirdre and I were elated to learn that the month-long dry spell was actually due to the book literally selling out around the world.

We’re happy to announce that the book is now in its second printing and is already back in stock online and in stores near you (see below for links).

Deirdre and I want to express our heartfelt gratitude and appreciation for your support and help.

Thank you.

The future of marketing and communications is in our hands and together we will put the public back in business.

Industry Support:

“Putting the Public Back in Public Relations” is a passionate and persuasive case for rewriting the rules of public relations. Authors Solis and Breakenridge expertly combine third-party perspective with case studies and examples to paint a picture of a profession on the brink of reinvention.”
- Paul Gillin

“Movers of the message, now hear this: the public on the other end of the transaction isn’t waiting around for you to reach it with your pitch. Let Brian Solis explain these things to you, and you will be far, far better off.”
- Jay Rosen

“This book looks at what’s wrong with public relations in an age of social media, serves as a complete social media primer from the perspective of those who work in communications, and lots of incredibly useful information about the art of listening and metrics for the web 2.0 world. If you are a social media strategist, it’s a great book to share with your senior manager.”
- Beth Kanter

“Putting the Public Back in Public Relations gets it all – what’s wrong with the old model and the power of the new one. Brian and Deirdre explain in clear detail how it’s no longer about pitching, it’s about engaging. They explain what that means and hot to do it right. If everyone reads this, my job as a reporter would be a whole lot easier.”
- Sarah Lacy, Author of Once Your Lucky, Twice Your Good

“I am thrilled that there is finally a book about the right way to approach PR in today’s world, where hyper-connected conversations trump the old school broadcast mentality. Everyone who wants to build a career in PR or marketing should read this book.”
- Tony Hsieh, CEO of Zappos.com

“PR has changed forever and Brian Solis and Deirdre Breakenridge are at the forefront of this change. If you think PR is fine and dandy, please buy this book because without it you will be out of business!”
- Gary Vaynerchuk

“Attention all marketing and PR people! Must-read new book by @briansolis and @dbreakenridge: Put the public back in public relations!”
- Guy Kawasaki

- Hugh MacLeod, @gapingvoid

Book Reviews

Fast Company – Brian Solis Envisions the New PR

“You will want to read this book.”

PRWeek – Putting the Public Back in Public Relations

“This is a must-read for all PR pros.”

Chris Brogan

“This is the kind of book that you buy and put out on the shelf when you’re done reading it and hand it out liberally to all PR and new media professionals. Heck of a good book…I really recommend it.”

Brian P Brown – Book Review: Putting the Public Back in Public Relations

“This book kept me awake for nights on end. It has that motivational quality to it that just makes you want to do your PR job better. I recommend this book to anyone who plans on participating in the online conversation. If you are already active in social media and marketing online, you cannot afford to pass over this book.”

Linda Vendevrede – How to avoid ending up in PR’s Jurassic Park

“If your client hasn’t listened to your counsel so far, this book just might be the leverage to help them finally see it. Brian and Deirdre build a strong case about why the traditional PR strategies and techniques have to change and adapt.”

Flack Me – Recommended: A Book for Here and Now

“a chance to reintroduce sociology, anthropology, psychology and other sciences to inspire a new, more meaningful kind of public relations.”

EyeCube – Putting the Public Back in Public Relations

“If dinosaurs had the equivalent of this book millions of years ago, they’d still be roaming the Earth today.”

Your Guide to Survival in the World of the Social Web by KD Paine

“But beyond that gloom and doom is where Putting the Public Back in Public Relations really shines. It’s the GPS that PR people need to guide them out of the weeds and wilderness. I strongly agree with Solis and Breakenridge’s recommendations on how to measure social media, and I can’t help but congratulate them for devoting 20 pages to metrics.”

Buy the Book:

Connect with Brian Solis on:
Twitter, FriendFeed, LinkedIn, Tumblr, Plaxo, Plurk, Identi.ca, BackType, Posterous, or Facebook

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Kindle users, subscribe to PR 2.0 here.
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New book and Conversation Prism poster now available (click below to purchase):

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pr pr+2.0 pr2.0 public+relations marketing advertising interactive social+media socialmedia brian+solis social media media2.0 media+2.0 2.0 smo social+media+optimization marcom communication publicity advertising expert interactive spin brand branding guru social+architect

Deirdre Breakenridge and I are both proud and humbled by two recent landmarks for our book, “Putting the Public Back in Public Relations” and we owe the thanks to you.

1. The rights to translate and publish the book in Japan were solidified last week.

2. The book is currently in its second printing.

We’re looking forward to the book reaching as many as countries as possible as its message and benefits are indeed global.

Thank you and we hope you continue to support us. This is an important book, and it’s truly the first guide that helps you successfully navigate new media marketing, service, and communications from strategic and tactical perspectives.

For more about the book, consider joining The-Public.org or our Facebook Fan Page, two online communities we created to share updates and answer questions.

For reviews of the book, please click here.

We are the social architects and engineers designing and building the bridges between customers and brands and the stories, solutions, and experiences that interconnect us.

Please help spread the word…

Connect with Brian Solis on:
Twitter, FriendFeed, LinkedIn, Tumblr, Plaxo, Plurk, Identi.ca, BackType, Posterous, or Facebook

—
Kindle users, subscribe to PR 2.0 here.
—
New book and Conversation Prism poster now available (click below to purchase):

—
pr pr+2.0 pr2.0 public+relations marketing advertising interactive social+media socialmedia brian+solis social media media2.0 media+2.0 2.0 smo social+media+optimization marcom communication publicity advertising expert interactive spin brand branding guru social+architect