Communications People Have No Business Running Web Sites
Communications People Have No Business Running Web Sites
We’ve heard the rationale for PR (and marketing communications) Web site “ownership” at so many conferences we were almost beginning to believe it ourselves.
Fortunately we also understand the difference between one-way conduits and one-on-one communications. We also realize firms live or die based on sales…winning and retaining one customer at a time.
Background
Before we enter the fray over Web site “ownership,” let’s make certain we are talking about the same World Wide Web.
The Web as we know it today is really less than seven years old. It sits on a network of more than 100,000 networks spread around the globe. There are more than 950 million devices accessing the Web. This number is expected to grow to more than 1,700 million by the year 2005. More than 1,000 new Web sites are posted each month. The average document sits on a business Web site for three months.
Internet and Web technologies have spread like nothing the world has seen before. They have changed forever the way we educate, inform and entertain. They have flattened organization charts; blurred the lines between customers, staff personnel and suppliers; erased country borders; and changed the work habits, locations and hours of millions of people.
A Tool Born for PR
The Internet and Web would appear to be tools tailor made for public relations and communications people. But two books we recently read, a client’s site development program and a review of sites that really work make us question the wisdom of management putting something as useful as the Web in the hands of communications “professionals.”
The first book by Shel Holtz, Public Relations on the Net…Winning Strategies to Inform and Influence the Media, the Investment Community, the Government, the Public and More! is well worth reading. It explains how the Internet and Web can be used to address the informational needs of nearly all of public relations’ audiences. The author uses all the right words…writing for the screen, targeted messages, press agentry, monitoring/measurement, etc. However, he doesn’t spend much effort using the two words that measure the success or failure of a company and its management…Sell, Service.
The second book, The Later Years, from H&M Publishers is an accumulation of writings by Edward L. Bernays. Bernays, often called the dean of modern day public relations, died in 1986. He never had the opportunity to take full advantage of the communications tools we take for granted today like the fax, computer, Internet or Web. A strong-willed and practical PR person, he was a strong proponent (some might say antagonist) of having communications people understand and use the behavioral sciences to improve the relationship between an individual, idea or product and the publics rather than simple one-way communications. Liberally translated, he was talking about one-to-one communications, the true strengths of the Internet, and Web.
Establishing PR/Web Ground Rules
The final event was a “discussion” with a firm’s parent company public relations and communications management. They had determined they would develop a single Web presence for the corporation. All divisions and product groups would have their information included but that the site would be run by public relations and marketing communications. It was a logical publishing opportunity for internal, external, investor, customer, government and communications relations.
Sounds reasonable.
But let’s examine some of their site guidelines:
• The site’s single look and feel would be developed and run by communications’ Web group. While the firm is involved in a wide range of industries and activities, everything had to fit into the same design
• the site and all pages would have a creamy, seamless background because it was more graphically appealing than color and format changes for various site locations and information areas
• technical, how-to, applications, approach-to-problem and similar educational information wouldn’t be posted because this was to be a promotional site
• No non-company solutions or partners would be listed because they might detract from the company message. It would also be too difficult to keep this information current
• no links to business partners would be authorized because that might take people away from the company’s site
• No direct access (side doors) to divisional, product or solution areas would be permitted. Every visitor had to enter the site from the main home page and then work down to his or her area of interest
• divisional and departmental groups could submit information and ideas but only the communications group would add, modify or remove information
While site visitors express their frustration with the Web site, corporate public relations and communications people have said it’s an award-winning site.
Visitor Centric Guidelines
Compare this internally focused Web site with sites that make it fast and easy for people to:
• get the information they want and need from the firm
• contact the right person or group to obtain answers, assistance and/or guidance
• do their job faster and better
Compare the site with Cisco Systems Web site.
The Corporate Policy Site
Cisco’s has been widely publicized because it’s an extraordinarily successful profit center for the company producing more than $10 million in sales every day. But there are other things that can be learned by studying their site and their approach to the Web:
• The site, like the Internet, doesn’t have one “owner,” it has hundreds of owners. People from every segment of the company are expected to make contributions with new information and inputs
• Cisco does more than simply sell off the Web site, it’s strategic to all of the company’s activities including product planning; solution development; service and support, media, investor, community, internal and government relations; vendor, reseller and customer communications; staff, vendor and customer training
• The site is designed to assist anyone interested in networking and the Internet from the curious novice to the technical expert. Visitors can bore down into subject areas to find increasingly complex information to solve or resolve questions they might have
• every area of the site is continuously evaluated not just by people internally but by outside contract researchers to determine why and how visitors use the site
• The company has not only built in numerous feedback mechanisms but visitor suggestions and complaints are regularly compiled, analyzed and distributed to the “owners” of various portions of the company’s Web site. These owners are expected to provide feedback and recommendations on information to be added or materials that should be changed
• the site is always a work-in-progress making certain that any visitor in any country can obtain the information, assistance and yes even the product he or she wants
Would the public relations and communications department do a better job if they were controlling the site rather than being part of the total team?
Beyond the PR Scope
All of this goes well beyond what one PR person had in mind at a recent meeting we attended when she said it was important for people in the profession to take control of their organization’s Web site.
These organizations are succeeding because they focus on defining, developing and improving the relationship with each person who visits the firm’s Web site. They don’t focus on motivating the visitor to a specific action. Instead, they work to develop long term relationships because long-term memory and retention value are more important than short-term motivation.
If PR or communications people get the assignment for their firm’s Web site they should shed every idea of how the communications process works and their target “audience.” In today’s flattened virtual organization a Web site isn’t about ownership and control. It’s about global one-to-one communications that is a corporate issue…not a departmental issue.
They will probably be far more effective behind the scenes rather than struggling to control the medium.
########
Communications People Have No Business Running Web Sites - To learn more about this author, visit Andy Marken's Website.
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For almost anyone reading this, basic premise of this article seems like hierarchy. After all, we’re the communicators for your companies. We’re the ones who are responsible for interpreting and disseminating information about companies, their management and products to their many target markets.
We’ve heard the rationale for PR (and marketing communications) Web site “ownership” at so many conferences we were almost beginning to believe it ourselves.
Fortunately we also understand the difference between one-way conduits and one-on-one communications. We also realize firms live or die based on sales…winning and retaining one customer at a time.
Background
Before we enter the fray over Web site “ownership,” let’s make certain we are talking about the same World Wide Web.
The Web as we know it today is really less than seven years old. It sits on a network of more than 100,000 networks spread around the globe. There are more than 950 million devices accessing the Web. This number is expected to grow to more than 1,700 million by the year 2005. More than 1,000 new Web sites are posted each month. The average document sits on a business Web site for three months.
Internet and Web technologies have spread like nothing the world has seen before. They have changed forever the way we educate, inform and entertain. They have flattened organization charts; blurred the lines between customers, staff personnel and suppliers; erased country borders; and changed the work habits, locations and hours of millions of people.
A Tool Born for PR
The Internet and Web would appear to be tools tailor made for public relations and communications people. But two books we recently read, a client’s site development program and a review of sites that really work make us question the wisdom of management putting something as useful as the Web in the hands of communications “professionals.”
The first book by Shel Holtz, Public Relations on the Net…Winning Strategies to Inform and Influence the Media, the Investment Community, the Government, the Public and More! is well worth reading. It explains how the Internet and Web can be used to address the informational needs of nearly all of public relations’ audiences. The author uses all the right words…writing for the screen, targeted messages, press agentry, monitoring/measurement, etc. However, he doesn’t spend much effort using the two words that measure the success or failure of a company and its management…Sell, Service.
The second book, The Later Years, from H&M Publishers is an accumulation of writings by Edward L. Bernays. Bernays, often called the dean of modern day public relations, died in 1986. He never had the opportunity to take full advantage of the communications tools we take for granted today like the fax, computer, Internet or Web. A strong-willed and practical PR person, he was a strong proponent (some might say antagonist) of having communications people understand and use the behavioral sciences to improve the relationship between an individual, idea or product and the publics rather than simple one-way communications. Liberally translated, he was talking about one-to-one communications, the true strengths of the Internet, and Web.
Establishing PR/Web Ground Rules
The final event was a “discussion” with a firm’s parent company public relations and communications management. They had determined they would develop a single Web presence for the corporation. All divisions and product groups would have their information included but that the site would be run by public relations and marketing communications. It was a logical publishing opportunity for internal, external, investor, customer, government and communications relations.
Sounds reasonable.
But let’s examine some of their site guidelines:
• The site’s single look and feel would be developed and run by communications’ Web group. While the firm is involved in a wide range of industries and activities, everything had to fit into the same design
• the site and all pages would have a creamy, seamless background because it was more graphically appealing than color and format changes for various site locations and information areas
• technical, how-to, applications, approach-to-problem and similar educational information wouldn’t be posted because this was to be a promotional site
• No non-company solutions or partners would be listed because they might detract from the company message. It would also be too difficult to keep this information current
• no links to business partners would be authorized because that might take people away from the company’s site
• No direct access (side doors) to divisional, product or solution areas would be permitted. Every visitor had to enter the site from the main home page and then work down to his or her area of interest
• divisional and departmental groups could submit information and ideas but only the communications group would add, modify or remove information
While site visitors express their frustration with the Web site, corporate public relations and communications people have said it’s an award-winning site.
Visitor Centric Guidelines
Compare this internally focused Web site with sites that make it fast and easy for people to:
• get the information they want and need from the firm
• contact the right person or group to obtain answers, assistance and/or guidance
• do their job faster and better
Compare the site with Cisco Systems Web site.
The Corporate Policy Site
Cisco’s has been widely publicized because it’s an extraordinarily successful profit center for the company producing more than $10 million in sales every day. But there are other things that can be learned by studying their site and their approach to the Web:
• The site, like the Internet, doesn’t have one “owner,” it has hundreds of owners. People from every segment of the company are expected to make contributions with new information and inputs
• Cisco does more than simply sell off the Web site, it’s strategic to all of the company’s activities including product planning; solution development; service and support, media, investor, community, internal and government relations; vendor, reseller and customer communications; staff, vendor and customer training
• The site is designed to assist anyone interested in networking and the Internet from the curious novice to the technical expert. Visitors can bore down into subject areas to find increasingly complex information to solve or resolve questions they might have
• every area of the site is continuously evaluated not just by people internally but by outside contract researchers to determine why and how visitors use the site
• The company has not only built in numerous feedback mechanisms but visitor suggestions and complaints are regularly compiled, analyzed and distributed to the “owners” of various portions of the company’s Web site. These owners are expected to provide feedback and recommendations on information to be added or materials that should be changed
• the site is always a work-in-progress making certain that any visitor in any country can obtain the information, assistance and yes even the product he or she wants
Would the public relations and communications department do a better job if they were controlling the site rather than being part of the total team?
Beyond the PR Scope
All of this goes well beyond what one PR person had in mind at a recent meeting we attended when she said it was important for people in the profession to take control of their organization’s Web site.
These organizations are succeeding because they focus on defining, developing and improving the relationship with each person who visits the firm’s Web site. They don’t focus on motivating the visitor to a specific action. Instead, they work to develop long term relationships because long-term memory and retention value are more important than short-term motivation.
If PR or communications people get the assignment for their firm’s Web site they should shed every idea of how the communications process works and their target “audience.” In today’s flattened virtual organization a Web site isn’t about ownership and control. It’s about global one-to-one communications that is a corporate issue…not a departmental issue.
They will probably be far more effective behind the scenes rather than struggling to control the medium.
########
Communications People Have No Business Running Web Sites - To learn more about this author, visit Andy Marken's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David BarrDavid Barr is the President of Venture Opportunities, Inc. David has been a professional business broker/intermediary since 1980 focusing on General Business Brokerage and Mergers and Acquisitions representing client transaction value from $400,000 to $20,000,000. Mr. Barr has handled the sale of over four hundred and fifty companies. David earned a university degree from the State University of New York majoring in economics and business. David holds the Mergers and Acquisition Master Intermediary and the Certified Business Intermediary designations from the International Business Brokers Association. He is also a Senior Business Analyst and a Texas licensed Real Estate Agent. For more information about David and Venture Opportunities, visit www.bizdealmaker.com. - Visit David Barr's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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