Tom Smith wrote a smashing article that really gets why big brands are having such a big problem with social media.  The article is over at Mashable and deserves a read because I am only excerpting the list here,  Why Big Brands Struggle With Social Media.  Number one, “social Media is often viewed as just another marketing channel,” deserves number one because the biggest mistake that brands and their agencies of record constantly make is they forge that these social media “marketing channels” are real people with real lives and real friendships and a real voice.

1. Social Media is often viewed as just another marketing channel: It is of course so much more; it is a completely different approach to interacting with consumers and customers. Of course, you can advertise in a social media environment, but the true return on investment comes from developing communities, creating content to be shared, and talking and listening directly with consumers.

2. It does not fit into current structures: True social media falls somewhere between marketing, PR, communications, content production and web development. No one is quite sure whose responsibility it is and who should ultimately deliver their organisation’s social media strategy.

3. Communities and content are global: Users of social media connect, consume, and share content globally with little care for international borders. Marketing and PR departments and objectives are set up nationally or regionally. Very few organisations have a truly international structure and perspective.

4. Social media needs a long term approach: To build community, distribute content, or get people actively involved in an application takes time. Marketing and PR work on short time frames and are wedded to sets of individual campaigns or short term objectives. Social media is not a campaign, it’s a permanent approach.

5. No guaranteed results: You book advertising and it’s guaranteed to work. For, example you book a web campaign on page views and you keep going until you reach your goal. This is what advertisers call a push medium, i.e. you choose when people see it. Social media is a pull medium; usage and interaction is totally dependent on the user choosing to do so. If it’s not relevant or lacks creative brilliance it will not work. This makes it hard.

6. The metrics are new: Companies are used to the big numbers of advertising, but these numbers are different. Advertising is measured in booked exposures, i.e. page views, while social media is measured in direct interactions, i.e. number of friends, number of views or number of users. These numbers will always be smaller, but not necessarily any less measure of success.

Here’s a smashing list from Lee Odden over on Online Marketing Blog, Best and Worst Practices Social Media Marketing:

• Start with a plan, not tactics.  Research and build a Social Media Roadmap involving:  Audience, Objectives, Strategy, Tactics, Tools/Technology and Metrics.

• “Give to get” – Successful social media marketing programs involve listening and participation. That participation centers around giving value before expecting anything in return. This is not “sales” as you know it. But companies can definitely increase sales as a result.

• Commit resources & time to be successful or you may very well fail. It’s important to forecast labor hours, who, what, when, how and where with the intention of succeeding, not just experimenting. If a social media effort is successful, scalability will be an even bigger issue if you don’t plan for it.  Hiring a community manager for example, may not be justified when a social media monitoring program is started or with a new company, but a job req and understanding of the role should be ready in case it’s called for.

• Be transparent with intentions & your identity or you may alienate the very audiences you’re trying to connect with.  Objectives, strategy and doing your homework about a community should make it pretty obvious what types of commercial messages are appropriate.  Being transparent about intentions might come in the form of stating a purpose:  ”Brand XYZ has created this Facebook page to help consumers make better choices about Topic XYZ”.  It’s fine if goals are to increase sales, but participation should be focused on providing the kind of value that facilitates sales – not attempting to make sales directly. When is the last time you purchased something other than a virtual cupcake on Facebook?

• Understand, you do not control the message.  Old habits die hard and there’s a tendency to want to treat social media participation like advertising where the ability to control messaging is the norm. Once information or media is available on the social web, people will inevitably mash it up, stretch it, pull it and reshape it according to their interests. Brands need to protect their identities, copyright and intellectual property for sure, but rather than “controlling the message” marketers should encourage the mashup and creativity.

• Welcome participation, feedback and co-creation. As comfort levels rise with social web participation, companies will see opportunties to encourage participation with communications, especially with brand evangelists. Developing relationships and community within social communities on the web can facilitate buy in, provide invaluable feedback and crowdsourcing opportunities.

• Metrics should roll up to objectives and objectives should be relevant to the channel.  More than a few companies see evidence of other social media efforts ranging from Superbowl commercials on YouTube to social participation during and after President Obama’s campaign, and “want that too”.  Direct marketing is the lens through which many social media efforts are first viewed, with a tendency to focus on action “A” resulting in “B” outcome. Social media marketing is more like public relations than direct marketing. It’s more like providing resource “A” results in “action “B” that influences outcome “C”. Metrics for success need to consider the pre-goal performance indicators like number of “friends”, comments, links, etc as well as commercial outcomes influenced by social media participation.

Check out his worst practices as well over at: Best and Worst Practices Social Media Marketing.

Rohit Bhargava from the Influential Marketing Blog just posted a very insightful article about how we entrepreneurs can learn from Twitter, 7 Lessons Entrepreneurs Can Learn From Twitter’s Success — basically, make things easier, better, more open (as in API), and more insidious (all of Twitter’s competitors feel compelled to integrate with Twitter — how insidious is that — open API wins again):

By any measure, the growth and popularity of Twitter has been phenomenal. To say that Twitter has hit mainstream isn’t really the right metric to use. It’s more powerful to note that for a large group of Twitter enthusiasts, to spend even a day without using it would be as bad (or perhaps even worse) than not having email. It has become just that necessary. How did the site get to this point? And what are the lessons that any entrepreneur might be able to learn from how it got there? Here are a few thoughts on the real secrets behind Twitter’s success:

1. Focus on real time. For the socially connected online, there is little use for yet another place to talk to your friends. If anything, we all have too many of those to start with. But a site dedicated to RIGHT NOW stands out. It’s useful in a way that none of the other sites we use are.
2. Skip the extra step. Approving every friend request can be a lot of work – even if you’re not the most popular of people. It does make sense on most social networks, but when it comes to posting updates on Twitter, if you do it publicly, anyone can follow you without approval. The result is that any user’s audience on Twitter can grow exponentially without barriers.
   
3. Force your customers to do less. If you have ever heard the saying that “less is more” – Twitter is the ultimate proof of that. The forced 140 character messages have made us all refocus on brevity, and as a result of this volume decrease, those of us that are constantly overcommunicated look to the site as the one place where we can still feel that we are on top of the flood of communication that rules our lives.
4. Build enough evangelists to compensate when things go wrong. One of the most well known facts about Twitter is that the service has been notoriously unreliable and crashed frequently. Though it is much improved from those days, the site still goes down or loses functionality relatively regularly. Yet it has managed to build up enough power users and evangelists, that people forgive their down times and keep coming back.
5. Integrate with the most popular competition. The single most useful feature I personally uncovered from Twitter was the ability to integrate it into my Facebook page so that may Twitter updates also become my status on Facebook. This demonstrates a fact that many entrepreneurs already know – by integrating with your competition where your “customers” currently are, you make it easier for them to migrate over to your site.
6. Launch where your influencers are. A big reason for the early success of Twitter was their launch at the SXSW Interactive festival two years ago. It was a place where all the influencers that matters for Twitter were already going to be and putting the site in front of them there allowed them to become word of mouth ambassadors for the site following the event.
7. Offer a public ranking or authority. The final element that has helped Twitter to succeed is that it has a built in authority ranking with the number of followers you have. This is located right beneath your username on the site and it’s high visibility means that it is easily the ultimate metric for anyone using the site. And you can’t help but want that number to go higher. 

The answer, of course, is “it takes about ten years of suffering hard work to become an overnight sensation.” In the case of new media and Web2.0, you can so that in a lot less time. Being an early — the earliest — adopter doesn’t hurt, but it isn’t necessary, really. However, any way you slice it, with a few exceptions, becoming an overnight sensation on Twitter, YouTube, Plurk, QIK, Utterli, LinkedIn, Facebook, or MySpace is going to require a lot of your resources (time and/or money) and more time than you probably planned out for your boss or your client — or yourself!

I am pretty interested in seeing how my Twitter profile has gone from nothing to 2,511+ followers. Twitterholic has allowed me to figure that out in an easy-to-read format, which I appreciate. I joined Twitter on January 6th, 2007. By October 30th, I had 441 followers. It took until May 5th, 2008, to break 1,000 followers. It only took until September 11th for me to break 2,000 followers, and now, as of December 7th (a day that lives in infamy), I have 2,511 followers. I find that interesting to study but I don’t know what it means.

I think I will venture to explain its meaning: social media requires investment and time. Growing a social media profile is like growing a coral reef: after seeding the reef, there are so many things that need to happen before a reef blooms “in its own.” There are many things that can aid the reef: safety, cleanliness, warmth, nutrients, oxygenation, etc… however, one of the most important thing is time and commitment.

Social media cultivation makes most PR and marketing professionals cringe at the thought of trying to sell these solutions to their clients. A client generally wants metrics now and right away. Clients oftentimes spend tens to hundreds of thousands of dollars to create a social network platform, a blog, or a spate of social media profiles that are world class and amazingly turned; however, when the six-month mark comes around and the community is not yet bustling, most clients get severe cold feet and oftentimes abandon all of the work-in (and money out) as a failed campaign — right before the reef blooms!

It kills me to see the number of corporate blogs, home-grown social networks, message boards, and social network profiles that are like those bare and barren rocks and wrecks that never in fact ever blossomed into an emergent community manifest in a coral reef. An ecosystem as delicate and hardy as any social media space, from Twitter to Facebook, from MySpace to your corporate blog.

I forgot to also add to the resources plus time equation: commitment, consistency, calmness, dedication, generosity, and compassion. When you invest in online community as much as I do (2,511 on Twitter with 11,200 tweets, 2,734 on Facebook, 1,496 on LinkedIn, and 5,321 posts on my blog, an online presence I have had since 1999, for example) then you need to be generous — give more than you take — and you need to be committed to the long term. You will need to learn what each community will allow, suffer, enjoy, or penalize. You will learn where the borders are and you will learn what works (and draws people in) and what doesn’t (making them flee).

Well, with no further ado, here’s a lot of work, time, creativity, hours, minutes, wit, mistake, missteps, business, play, Washington, Berlin, Slovakia, San Diego, and a hundred other places. If you want to have 2,500 followers and you’re not already famous, you’ll have to put in the work. If you can achieve tens of thousands of followers, you’re probably already somebody; in that case, it wasn’t just overnight: you just put in your licks elsewhere. Otherwise, put on those work-gloves and start working!

Visit Chris Abraham’s Twitter Page
Visit Chris Abraham’s Webpage

• Chris Abraham was the 608,473rd person to sign up for twitter!
• Chris Abraham is ranked 843rd on twitterholic! (by followers)
• Chris Abraham is ranked 1st in their location on twitterholic!

Bio: Web strategist and new media guru and president of Abraham Harrison LLC, http://ahllc.eu
Joined Twitter on 2007-01-06 14:51:39

I am starting a new series of  blog posts called “What AH Does.” This is a series of free-form posts by members of the Abraham Harrison staff.  Instead of a book report, I asked my staff to write a company report.  While the request was generally free-form and I didn’t care what was written — everything is good — I did float some general questions that people could respond to. This week, we’re exploring What AH Does through the eyes of our Director of Operation, Saul Wainwright — Saul chose to respond directly and openly to my suggested topics and questions, and I quite love the response (Via Marketing Conversation):

Cocktail Party Synopsis:

Abraham Harrison is a PR agency that focuses on the social media environment – primarily blogs, and social networks like Facebook, Myspace and Twitter. We help to amplify, create and promote conversations around client’s products and services.

We focus predominantly on getting bloggers to actively participate in the conversation by reaching out to them – via emails, twitter or comments on their blogs – with the intention of alerting the blogger to a product or service and to get them to blog about these products/services.

This ultimately increases the amount of online-buzz surrounding the client and leads to a filtering of the conversation in all directions. We never sell a product – we only talk about the product.
   
With longer-term clients we focus on building them a strong and active social media presence that we ultimately teach the client to operate in and to manage on their own. Our goal is to make our clients stronger and to educate them about how to actually participate and actively use this incredibly powerful resource.
   
Our methods are open, our conversation is open and we enjoy seeing our clients – who are often nervous of this space – moving actively and strongly into the realm of social media.

AH Business Plan:

I see AH moving into this arena with the goal of creating an agency that operates in as close to a non-hierarchical structure as possible – something fluid with nodal points. AH hopes to become an active agency in the social media realm and is open to partnering with multiple agencies providing the “services’ that are necessary to successfully implement an online social media PR campaign.

What we do that is cool?

AH is able to get people to talk – to talk to us, to talk to others and ultimately to help amplify the voice of different organizations and companies. All of this is done with out having to pay a single blogger for their time, their input! This shows a) how altruistic on one level people are b) the power of a story – everyone wants to hear a story, wants to tell a story and to feel like they have access to stories

What do you think we do that is most effective?

Our online outreaches are very effective – and I see them getting better and better. We are very good at this process and will continue to refine it. I think implementing my idea discussed below (and have mentioned in meetings and emails) will be an incredible tool to help us move more effectively into this space.

What could we do to grow our services?

The continued and growing presence of Chris will help – I would like to see Chris’s blog grow in prominence and I think this will greatly lead to increased business.

I also think a little bit of “specialization” or at least the “impression of specialization” will go a long way especially if this is expressed on the website. So – I think our work around NGOs could really grow – all of our most successful clients are interested in this.

Thank you very much, Saul, for sharing so openly and for pouring your passion, experience, and skills into the company.

Well, in the blogger-to-blogger dialog between Norman Birnbach and me, starting with How Do You Establish Metrics for a Blogging Initiative? Take a page from the campaign for Jerry White’s book then moving onto Guy Kawasaki on the impact of bloggers on PR and buzz, then Gifting Bloggers Doesn’t Mean Pushing Swag, Stevie Wilson on The Swag Culture of LA, finally onto To Swag or Not To Swag — Actually Chris Abraham Clarifies the Notion of Swag:

To Swag or Not To Swag — Actually Chris Abraham Clarifies the Notion of Swag

In response to my blog entry, Guy Kawasaki on the impact of bloggers on PR and buzz, Chris Abraham has provided additional perspective about swag in his post, “Gifting Bloggers Doesn’t Mean Pushing Swag.”

Check it out, but here’s some of what he said:

• “Gifts don’t have to be free stuff — like books or iPods — gifts can be in the form of knowledge, intellectual property, insider access, or blogger exclusives; gifts can be informational, gifts can solve a community problem, or customer service issues.
• “What a gift needs to be is super-valuable to the recipient — the value of a gift is based on perception. You need to be willing to give the gift that the blogger wants and not the gift you are prepared or want to give.
• “What is not cool is half measures or crappy, throw-away gifts, the Internet version of key rings and a bowl of candy. Offering throttled, limited or restricted demos (without access to the full version when it is released); offering a single book chapter (without the whole book being an option); or granting “exclusive” access to something that is already released is just plain lame and will result in severe negative consequences.”
• “It is pretty bad to not give a gift when you reach out to bloggers just because you feel entitled or represent a fancy client but it is worse to be stingy about the gift you do give. Make sure the gift is generous — give until it hurts.”

This is very useful. I’m sorry if I misrepresented what Chris was telling me about swag.

Thanks, Norman, I appreciate the follow-up post that better explains my methodology and the implemented strategy and best practices of Abraham Harrison.

Lisa Hayes popped me an article by Denis Hayes, a man who suspiciously seems related to Lisa, “Fantastic new article by Denis Hayes about energy policy — please feel free to share far and wide!” Well, I am the biggest fan of Lisa and so here we go — my attempt to share this article a wee little further and wider: Climate Solutions: Charting a Bold Course A cap-and-trade system is not the answer, according to a leading alternative-energy advocate. To really tackle climate change, the U.S. must revolutionize its entire energy strategy.

Opinion: Climate Solutions: Charting a Bold Course

A cap-and-trade system is not the answer, according to a leading alternative-energy advocate. To really tackle climate change, the U.S. must revolutionize its entire energy strategy.

by Denis Hayes

More than 30 years ago, President Jimmy Carter called for a daring transition to a new energy future, an effort he likened to “the moral equivalent of war.” But the hard truth is that the United States is in far worse shape in the energy realm today than it was when Carter left office.

Since 1981, annual greenhouse gas emissions have grown from 4.7 billion metric tons of carbon dioxide to 5.9 billion metric tons. America imported 1.6 billion barrels of oil in 1981; by 2007 imports had ballooned to 3.7 billion barrels. Today, oil prices have surged past $130 per barrel, and the best evidence suggests that total global oil production is at or nearing its peak. Under President Carter, America dominated the world in renewable energy research, development, and commercialization, but in the ensuing decades our federal government has thrown away that lead.

With the economy now staggering from its addiction to oil, and with evidence of global warming having persuaded all but the knuckle-draggers, is America at last getting serious about freeing itself from carbon fuels?

Actually, no. Most environmentally sensitive politicians and even many national green groups are remarkably blithe that the Lieberman-Warner bill — a 500-page cap-and-trade law filled with more holes than a Madonna dance outfit — will take us there.

The tragedy is that we still have a chance to solve the global warming crisis, but we are blowing it by chasing false hopes in the form of an inadequate cap-and-trade bill.

Acting fast enough and on a large enough scale to avoid unthinkable climate consequences will require a more ambitious effort than the New Deal, the Interstate Highway System, and the Manhattan Project, all rolled into one. Serious efforts to stabilize the world’s climate will have dramatic consequences for industry, transportation, architecture, agriculture, leisure, and consumerism, and so, many of these changes will be fought tooth and nail — as was evident last week when Republican Senators attacked and derailed the Lieberman-Warner bill, forcing Democratic leaders to place the initiative on hold until a new president takes office.

The truth is that all our largest current energy sources will need to be replaced by new sources — over the ferocious opposition of the powerful companies that market them.

The story of how we got into this crunch is a tale of political opportunism and shortsightedness. For had America continued on the course we’d embarked upon in the mid-1970s, the task ahead would now be much less expensive, much less painful, and much more certain of success.

In 1979, after the Arab oil embargo, Carter announced that by the year 2000 America was to get at least one-fifth of all its energy from renewable sources — mainly solar energy, wind, and biofuels. The Solar Energy Research Institute, which I then served as director, was at the heart of this effort. Leading a team of scientists and analysts drawn from national labs and major universities, SERI prepared the detailed technical and policy blueprint to meet or surpass the 20 percent goal.

In 1981, halfway through his first year in office, President Ronald Reagan abandoned the 20 percent goal, reduced SERI’s $125 million budget by $100 million, and installed a dentist named Jim Edwards as Secretary of Energy. To demonstrate his contempt for the notion of alternative energy, Reagan ordered the solar water heaters ripped off the White House roof. We’ve never recovered.

The successive administrations of George H.W. Bush and Bill Clinton, bobbing along on a sea of cheap oil, did little to shift America’s economy to renewable energy sources. And for the past seven years, the United States has been led by a president who projects such a breathtaking marriage of arrogance and incompetence that his refusal to even acknowledge the reality of climate change has not generally been considered one of his more glaring flaws.

As climate science has grown increasingly clear, many corporate CEOs have become convinced that global warming has a human signature. The brightest CEOs of Fortune 100 companies realized that once the Democrats took back control of Congress, it would be only a matter of time before climate legislation was enacted. The next president, whoever it is, will demand action. These CEOs all wanted to be at the table — in Washington, if you aren’t at the table, you’re likely to wind up on the menu.

Environmental groups soon found themselves being courted by business leaders who recognized that the climate threat would require a serious national response. They formed the U.S. Climate Action Partnership and other alliances that offered benefits for environmentalists but also entailed subtle costs. The most obvious benefit was that environmental leaders are taken more seriously on Capitol Hill when they arrive linking arms with the CEOs of General Electric, Caterpillar, DuPont, and General Motors.

The cost was the natural downside of consensus building: Policies cannot significantly harm the core interests of any of the participants. When the participants include the world’s largest automobile company, the largest manufacturer of jet engines, the largest maker of mining equipment for coal and bituminous sands, etc., this is not an insignificant cost.

What emerged from this unexpected alliance was a consensus that the centerpiece of climate policy should be a cap on CO₂, generally applied as close to the point of emission as realistically possible. Additionally, there was widespread agreement that (a) between 25 percent and 80 percent of all emissions permits should be given away to major emitters for a transitional period; (b) the law should provide ample “offsets” available for purchase by companies failing to meet reduction targets; and (c) “safety valves” should permit relaxed enforcement in case greenhouse gas reductions cause temporary economic hardship.

Unfortunately, these are genuinely terrible ideas. They are not bad because they lack ambition; rather, they are bad because they move boldly in the wrong direction. They don’t merely ignore the way that the global economy responds to real-world policies; they ignore everything we have learned about human nature since Rousseau’s belief in humanity’s innate goodness crashed on the shoals of 18th-century reality.

So what should a serious energy and climate policy look like?

Carbon Must be Capped Where It Enters the Economy, Not Where It Leaves It

The backbone of any comprehensive policy to limit greenhouse gas emissions must cap carbon at the places — coal mines, oil fields, pipelines, ports — where it enters the economy. Instead, at the behest of corporate behemoths and their green enablers, our political leaders are focusing most of their attention on smokestacks, and when that is obviously impossible (e.g. with gasoline or propane) on refiners or distributors. They want to cap CO₂ where it enters the atmosphere — an approach that is guaranteed to fail because there are far too many point sources.

Europe has already attempted a cap-and-trade program, and it belly-flopped. Senators Warner and Lieberman, who should be applauded for at least acknowledging that global warming is a problem, failed to absorb some important lessons from Europe, including:

• The most important part of cap-and-trade is the “cap.” Any successful law must place an impermeable lid on the amount of carbon that enters the atmosphere. To whatever extent additional trees or windmills are used to “offset” additional carbon-based fuels, the exercise is self-defeating.
• In contrast to regulating a sea of smokestacks, the best course is to require carbon permits at the 2,000 sources where carbon enters the economy. It would be simple, straightforward, and impossible to “game.” It is vastly more effective than trying to police carbon dioxide wherever carbon is burned. In setting the number of carbon permits issued — and thus determining how much coal, oil, and gas can enter the economy — the government would be setting an absolute, easily-enforced cap on emissions.
• All carbon permits should be auctioned — not given away. In Europe, permits were given away to large carbon users to ease their transition to the new regime. Major polluters made cheap improvements, lowered their emissions, and sold their unneeded permits. This gave windfalls to the worst polluters, penalized companies that had already invested in efficient new factories and renewable energy, and helped guarantee that Europe would miss its Kyoto targets.Auctioning 100 percent of all carbon permits is fair and transparent; it eliminates backroom special-interest pleadings. By reducing the number of permits auctioned each year, the government can guarantee that its emissions targets are met.

Use Auction Revenues Intelligently

The most vital use for most of the revenues would be to serve such climate-related public purposes as building the infrastructure needed for a national “smart grid” for electricity and for high-speed electrified railroads, assuring large federal markets for the sunrise industries of the post-carbon economy, and finding ways to accelerate the solution of the climate problem through huge boosts in federal support for basic research. However, a portion of the revenues should compensate for the regressive nature of what is effectively a carbon tax, perhaps by using them to meet the shortfalls facing Medicare and Social Security and helping to underwrite training for green-collar jobs.

Promote Renewable Energy

Government has a long tradition of helping sunrise industries supplant their well-entrenched predecessors. Canals were encouraged as more efficient than horses. Railroads were viewed as a way to open the west. The interstate highway system replaced many of the functions performed by railroads.

Some renewable energy sources would benefit greatly from a focused, long-term federal commitment to R&D. Others are already poised to ride learning curves to lower prices through economies of mass production — but require guaranteed markets to elicit the necessary investment. (Computer chips went from being high-priced luxuries to cheap-as-dirt commodities only because the Air Force and NASA bought them in bulk until their prices fell to a level where the private market took over.)

The federal government should be buying photovoltaic devices in bulk and installing them on all federal buildings, military bases, and the backs of billboards, and pouring the power into the grid. The goal should be to grow the market in a rapid yet predictable way linked to constantly lower prices. The start-and-stop unpredictability of renewable energy tax credits over the last 30 years has severely undermined the wind and solar industries, and placed American companies at a huge disadvantage with foreign competitors. As recently as 1998, America was the world’s largest manufacturer of solar photovoltaics — a technology that was invented here. But Japan, with a long-term strategy, sped past the U.S. the following year. A few years later, led by Germany, much of Europe implemented tariffs that vaulted the solar field into hyperdrive. If current trends continue, annual global photovoltaic production by 2011 will be a stunning 30 gigawatts, of which the U.S. will contribute perhaps 4 percent.

Construct a Resilient Nationwide Smart Grid to Take Power from Anywhere to Anywhere

The arguments for a national smart grid are legion; the arguments against it don’t hold water. Many carbon-neutral renewable energy sources are intermittent or diurnal, and the best locations both for sources (sunlight, wind, geothermal) and for storage are widely dispersed. We need to be able to knit the nation together. Only the government can assemble the corridor rights to make such a development possible.

Get Serious about Automobile Mileage

In World War II — without Representative John Dingell Jr. to protect it from reality — Detroit was ordered to stop making cars and start making tanks. Today, Detroit needs to be ordered to stop making civilian tanks and start making cars. Manufacturers should be free to use any technology that can get 50 mpg by 2020 and 100 mpg by 2030. The world cannot afford yet another abysmal failure by the once-proud American automobile industry.

Build High-Speed Electrified Railways for Our Busiest Corridors

The answer to every intercity travel need is not an airplane or a car. America is the only industrial power on earth without high-speed electrified rail — a super-efficient mode of intercity travel that can be carbon-free. I don’t know a single American who has traveled on the bullet train from Tokyo to Osaka who hasn’t wondered, “Why can’t we do that from Boston to Washington? From San Francisco to LA?” It would require the same sort of government effort that built the interstate highway system — or, for that matter, the original railroads.

Set Strong Building Energy Performance Standards

We need to make all new buildings carbon-neutral by 2030, requiring vast increases in efficiency and walls and roofs that harvest energy directly from sunlight. The astonishing rate at which voluntary LEED standards have swept across the country suggests a deep hunger on the part of smart architects and builders for structures that will make sense throughout their 50-year lifetimes. We need to build on that momentum to create a new generation of energy efficient “living buildings.”

Train the Labor Force

Reversing climate change has an enormous potential to put America back to work. The greatest employment opportunities are for those who will transport and install solar modules, build and maintain wind farms, construct and operate the high-speed rail system and the “smart grid.” Programs, mostly at community colleges, to teach these new skills need to increase 100-fold, and a special emphasis should be placed on retraining the “losers” in the energy transitions — such as workers in coal mines and coal-fired power plants, etc. — and inner-city poor who have seen their job prospects disappear in the globalized economy.

The Time is Now

Following decades of political denial of climate science, America now lags far behind Europe and Japan in creating most of the basic building blocks for a carbon-neutral era. In several core renewable energy technologies, we have already been passed by China.

It’s not too late to get back in the game. But the global industry is rapidly expanding and maturing, and it has supportive government policies in Germany, Japan, the Nordic states, the Netherlands, South Korea, and China.

America has unparalleled scientific and engineering excellence, formidable financial muscle, bountiful natural resources, a democratic political system, and an entrepreneurial culture well-suited to helping to lead the world into a prosperous, carbon-neutral era. But we have been dragging our heels, as if this were a problem for our children to fix.

Global warming is our problem, and it’s time to get serious about solving it.

Abraham & Harrison offers its clients comprehensive Online Conversation Marketing campaigns based on the core fundamentals of effective Marketing Communication techniques. We integrate Online Publicity, Online Grassroots & New Media Marketing, Business Intelligence and Search Engine Services to ensure that our clients’ message, the right message, is being portrayed in every corner of the digital space. Additionally, we offer our expertise in the areas of profiling, intelligence, forensics and crisis management. Although Abraham & Harrison offers its clients the ability to cherry pick the services that best suit their needs, we strongly suggest customized, tailored packages of services for most clients, as our experience has proven the power of an integrated, comprehensive approach.

Please see our website for further information: http://www.abrahamharrison.com/

Abraham Harrison LLC Services

Online Publicity and Blogger Relations

Not unlike traditional public relations, the Abraham & Harrison Online Publicity and Blogger Relations strategy not only identifies the right people for you to be talking to, but also connects these people with your brand and your message. In targeting the true online opinion leaders, we are able to not only hone in on the demographic communities that matter most to your brand, but also promote your products and services in a favorable light. Online Public Relations is an ideal brand awareness and brand promotion solution for small to mid-sized businesses looking to increase their visibility online. In leveraging the constant flow of online chatter, the Abraham & Harrison team creates and fosters relationships based on like-mindedness, or the opinion leader’s likelihood to be receptive to your brand and messaging. It is the relationship building aspect of this program that makes Online Publicity an optimal solution for prospective clients that have the infrastructure to support and maintain relationships with interested parties.

Examples of typical Online Publicity campaigns include: Event Publicity, New Product Launches, Crisis Communication, Brand Re-Information Campaigns, Overall Brand Awareness/Promotional Efforts.

Online Grassroots and New Media Marketing

Also referred to as Online Advocacy or Online Guerilla Marketing, Online Grassroots and New Media Marketing is an integrated approach to identifying and reaching your targeted demographic from the bottom up. These programs are a quick and effect means of spreading news and information to a targeted network of online influencers within the blogosphere, message boards, video communities, social bookmarking sites, listservs, etc. This strategy involves the development of key creative and general messaging by the client and allowing our team of Online Grassroots experts to run with it, determining the best way to roll that up into what the demographic audience would be most receptive to. As opposed to the much targeted approach of Online Publicity, Online Grassroots Marketing allows us to capitalize on the “long tail,” or the complex nature of online chatter in which dialogue about our client’s brands isn’t always localized within its primary, secondary or tertiary demographic targets.

Examples of typical Online Grassroots Marketing campaigns include: Social Network Marketing, Asset Distribution, Social Media Marketing, Viral Marketing.

Business Intelligence

Collectively, the Abraham & Harrison Management Team has over 5 decades of global branding and marketing communication strategy experience. It is with these years of experience that we have learned that for some clients, their bottom line is most affected by having real-time, accurate business intelligence information about market landscape, trends in their overall brand perception and valuable online opinion about their competitors. The deliverable on these initiatives is a comprehensive, detailed report, evaluating and analyzing trends within the mediasphere; blogosphere; user generated content outlets, message boards and forums. The Online Business Intelligence service also gives the prospective client to determine which demographic communities about which they are most interested in gaining information. These reports can be delivered as a one-time State of the Union analysis or as an ongoing trend analysis, depending on the client’s needs.

Search Engine Services

Brand of the world, large and small, know that visibility of favorable content within key search engines can make or break your marketing and public relations initiatives. In addition to offering tailored marketing communication and business intelligence solutions to our clients, Abraham & Harrison is also a full-service Search Engine Marketing agency. Programs falling within this department include: Traditional Search Engine Optimization (Promotion), Defensive Search Engine Optimization (Protection), Domain Name Protection and Domain Name Services.

Online Reputation Clean-Up and Defense

Despite providing Internet users with a wealth of accurate information, some brands have faced the hard reality of the adverse affects that negative online chatter and mis-information can have. Fortunately, the majority of these trends can be reversed, if treated early and in the right way. By providing clients in need of Online Reputation Clean-Up and Defense services, the Abraham & Harrison team harnesses the power of an integrated approach to attach negative opinions and misinformation from all sides. In combining our Search Engine Services (including Domain Name and Defensive SEO), Online Public Relations, Business Intelligence and our Online Grassroots and New Media Marketing Programs, the Abraham & Harrison team is able to deliver quick results. In the past, we have proven effective in minimizing the visibility of unfavorable content online, countering misinformation with real information and creating valuable allies among online opinion leaders on behalf of our clients.

About the Founding Partners

Mark Harrison, Founding Partner and CEO

Mr. Harrison’s unique history of professional experience blends technology, education, business, and international affairs. Trained as a diplomat, Mr. Harrison has worked with UNHCR, the IMF, and the World Bank Group. He has served as a political functionary, technologist, and journalist in the US, Europe, Thailand, Israel, Tanzania, and Guatemala.

He has served as CTO and Technical Counsel to a companies ranging from Fortune 500′s to start-ups, and has guided projects across the globe. He served as a technology adviser to Primedia, the US media conglomerate, Channel One, the world’s largest in-school education and television news network, and largest minority-owned TV network in the US. He has built systems and infrastructures for the afore-mentioned organizations as well as a number of other major corporations including Booz, Allen & Hamilton, and Bell Atlantic/Verizon. Mr. Harrison currently acts as CTO and marketing adviser to Techcelerator, the Silicon Valley venture development firm headed by tomandandy.com’s Tom Hajdu. He is also an associate of Joseph Jaffe’s New York based new media marketing company, crayon LLC.

Over the past 15 years, Mr. Harrison has taught at the secondary, university, and post-graduate levels in the US, Canada, Germany &Tanzania, and has developed curricula in business, academic methodology, languages, and technology. Mr. Harrison has lived and worked in Africa, Europe, the Middle East, Asia, and Latin America and speaks English, German, French, Swahili, and Spanish.

Chris Abraham, President and Founding Partner

Chris Abraham is an Internet analyst, web strategy consultant, and adviser to the industries leading firms, specializing in web2.0 technologies, including content syndication, online collaboration, blogging, and consumer generated media. Chris is a leading expert on corporate and PR blogging with a focus on citizen journalism, new marketing, and search engine optimization (SEO).

In addition to his roles as consultant and analyst, Mr. Abraham currently acts as Chief Marketing Officer and technology adviser to Techcelerator, the Silicon Valley venture development firm headed by tomandandy.com’s, Tom Hajdu. He is also an associate of Joseph Jaffe’s New York based new media marketing company, crayon LLC.

Mr. Abraham is one of the internet’s social media pioneers, having entered the scene in the early 1980′s in the days of BBS’s via dial-up over 200 Baud acoustic modems. Throughout the 1990′s, he was a core member of the ground-breaking, Washington, DC-based Meta Network (TMN), and its parent company, Caucus Systems where in 1999 what is today known as “Web 2.0″ and “Enterprise 2.0″ was defined in colleague Tom Mandel’s whitepaper “How Companies Think – Creating Collaborative Intelligence Online” and executed on a daily basis for companies, universities, and organizations via the seminal social media platform, Caucus Software. For more than a decade, Mr. Abraham laid the groundwork for today’s modern social media as an online facilitator with Caucus Systems clients serving such clients as IBM and the US Government, and teaching with the University of Kalamazoo in the Education for the Arts project – the world’s first accredited online high school course in creative writing.

Before moving to his current position, Mr. Abraham was a Senior Account Supervisor and a member of the Interactive Team at Edelman in Washington, DC, doing online public affairs. Before joining Edelman, Chris was Technology Strategist for New Media Strategies, a pioneer and industry leader in online brand promotion and brand protection. At NMS, Chris directed the technology strategy for the firm, including the development, deployment, and launch of client and internal corporate blogs, marketing blogs, vertical industry blogs, PR blogs, promotional blogs, public affairs blogs, social networks, and podcasts.

Prior to joining NMS, Chris was a Washington-based technologist for over a decade. As Managing Director for Berlin-based beehive North America, Chris focused on developing web applications and offering training for corporate clients such as Pfizer. As GNU/Linux SA and online facilitator for Caucus Systems, Chris hosted virtual online events and communities of practice for clients such as IBM and eForum 2000.

Chris Abraham maintains the PR and marketing blogs, Because the Medium is the Message and Marketing Conversation. The blogs were originally designed as a laboratories in which to explore the media, the mediasphere, the blogosphere, marketing, PR, and buzz marketing but has expanded to become a media filter, including technology, blogging, pop culture, memetics, news, and analysis; meaning just about anything. Chris recently spoke about the main stream media and citizen journalism on the BBC World Service radio program World Have Your Say during the We Media conference in London.

Mr. Abraham is an active member and attendee of former US Ambassador Phil Lader’s Renaissance Weekend conference where together with other industry leaders, US Senators and Congressmen, former US Presidents, renowned artists and writers, and other cultural, political, and business leaders he has spoken on topics ranging from new media to technology futurism to virtual company management. He is an experienced sailor with thousands of blue water miles to his credit, an impassioned rower with his own single shell housed on the Potomac River, an avid bicyclist, a trained and qualified dive master, and an accomplished photographer with over 20 years of professional experience and thousands of images with the world’s top stock photo agencies.

Abraham & Harrison Vision Statement

In the rapidly changing world of marketing and public relations, the lines between traditional strategies and new media strategies continue to shift as the line separating the two is constantly moving. What was once viewed as impossible, is now quickly transforming into more and more of a science, with the Internet emerging as a unique and remarkable platform for consumer and business communication. Faster now, more than ever, people around the world are able to communicate with rapid fire quickness. Formerly “untappable,” obscure word-of-mouth is now a medium that many brands are leveraging to disseminate information; promote their products and services; as well as protect their namesakes. In this day and age, we don’t need to remind you of the Internet’s effects (be it favorable or dismal) on many popular brands. It is this phenomenon that has made Online Conversation Marketing an ideal solution for a variety of notable brands, ranging from Internet start-ups to public interest groups to major consumer brands.

Abraham & Harrison is comprised of a trained team of media, marketing and public relations experts working together to drive positive online presence on behalf of our clients. Operating in a “virtual office,” the Abraham & Harrison team is spread across four continents, representing more than 10 time zones and almost a dozen languages. This dispersion has given us a notable competitive edge, allowing us to quickly and effectively employ comprehensive Online Conversation Marketing Campaigns within more than 50 countries. Despite its benefits, the “virtual office” does not provide for the ideal environment for rapid response communication, in a traditional sense. Though Abraham & Harrison has proven its ability to provide crisis communication and react to changes in campaign strategy and messaging, we do not operate in a newsroom and are unable to collectively stop on a dime and refocus in the same way that traditional PR houses are able.

Online Conversation Marketing grew out of the increasing importance of relationships as it relates to effective branding via the Internet. Despite the wealth of information and opinions “out there,” Abraham & Harrison understands that an elite few lead sweeping trends in Online Conversation tone, volume and reach. These Online Opinion Leaders or Influencers continue to break news and share opinions that reach hundreds of thousands, if not millions of consumers everyday. Thus, the overarching strategy of Online Conversation Marketing is influencing the influencers – much like securing online endorsements on behalf of our clients. Unlike the formalized world of traditional marketing and PR, an effective Online Conversation Marketing Program takes much longer to develop, as Abraham & Harrison is in the business of securing positive relationships with often busy Opinion Leaders. We have been able to complete campaigns on behalf our clients in as little as 6 weeks, however, the turn around for the majority of brands is generally several weeks, if not months, longer. The “public” that we relate to is not the mainstream media, whose relationships can often be bought and sold; the “public” that we do relate to are the online influencers, who oftentimes, are no more than regular Internet users with a well crafted, interested blog or website that has drawn in its own audience. Although Abraham & Harrison already has a sundry of these influencers in pocket, we often have to develop new relationships on behalf of our clients, given their diverse demographic targets and needs.

Abraham & Harrison leverages email to conduct the majority of relationship building with online influencers, however, we are not a direct or email marketing agency. Often times, the opinion leaders that we contact on behalf of our clients are being reached “blindly,” meaning that they have not opted into any particular program. In order to effectively carry out these campaigns and still remain CAN-SPAM compliant, we pick and choose our targets carefully, ensuring that we provide them with relevant messaging and “gifts” or promotions or information that would be of interest to them. At the end of the day, much like traditional PR, a poorly thought out Online Outreach campaign (the facet of Online Conversation Marketing most like traditional PR in which we build relationships with popular bloggers and influencers on behalf of our clients) can result in little to no positive outcome for the client. It is for this reason that the ramp up time on these programs typically runs anywhere from one to three weeks, as we prepare lists of appropriate, likeminded targets that will likely respond well to our clients’ brands as well as development of appropriate, effective “messaging.”

All things to considered, it is also worth highlighting that unlike other Online Marketing and Advertising agencies, Abraham & Harrison does not thoughtlessly disseminate links and off-topic messaging throughout the user generated corners of the Internet. We value relationships and act as persuaders, storytellers and attractors on behalf of our brands. In working individually with online influencers and Internet users as both a macro (Online Outreach) and micro (Online Engagement, Grassroots Marketing) level, Abraham & Harrison builds relationships and drives favorable, organic conversation in a compliant fashion. The Abraham & Harrison methods reflect the natural progress of organic word-of-mouth – starting small and progressively growing to reach a larger and larger audience. In respecting the online community, the Abraham & Harrison team stands firmly against online solicitation (SPAM) of any kind. Both in Online Outreach and Online Engagement, we are fully transparent, or “open kimono.” We have found these methods to be the most effective when working with the “online public.”

As common conceptions of marketing relate to Online Conversation Marketing, Abraham & Harrison does operate neatly into the bucket of branding, as our methods are a combination of Search Engine Optimization, Grassroots Marketing and Online Public Relations. Clients in the past have likened us to online brand ambassadors. Such being said, we do not fit any pay-per-performance or CPM model. Our metrics are based on conversation and relationships rather than conversions and impressions, much akin to tradition grassroots and brand ambassador strategies.

To conclude, Abraham & Harrison is pleased to offer its unique Online Conversation Marketing services to an array of brands and organizations. Our past clients have found the mix of SEO, Online PR and Grassroots Marketing to be exceptionally effective in achieving their overall marketing objectives. Millions of people are talking online everyday – are you listening?

My Director of Client Service, Daniel Krueger, wrote an insightful blog post over at Abraham Harrison’s PR and marketing blog, Marketing Conversation, called Marketing in the New Millenium. The story is in growing response to the fine article from Norman Birnback over at PR Backtalk, including Spread The Word: Blogs Matter We Just Can’t Measure It!!, Blogger Outreach is PR and Not Marketing and On Survivor Corps’ Blogger Outreach. Check it out:

TV & print are soooo 1900’s ;). Welcome to the new millennium. We’ve been here for some time now, but I think all of the social media and new initiatives for marketing – like blogger outreach and online campaigns – are really just starting to flourish.

I am currently managing a project for Abraham & Harrison for a non-profit company called Survivor Corps. The purpose of this campaign has been to promote the transition of the Landmine Survivors Network into Survivor Corps and to promote the book, ”I Will Not Be Broken,” written by Survivor Corps co-founder Jerry White. The book is a fascinating story of Jerry’s own personal tragedy of losing his leg in a freak accident and then the rebuilding of his life. Jerry has interviewed thousands of victims and in this book shares what he and they have learned about living and thriving after a tragic event.

The main way we have handled this campaign has been through an online blogger outreach to demographics we thought would be receptive to the message that Jerry and Survivor Corps are trying to spread. Each blogging demographic we reached out to, was crafted a message for that particular group. Norman Birnback wrote a very insightful post about the method we used for this campaign and I think he hit the nail right on the head. While his article was focused on how to establish metrics in a blogging initiative, he saw that we didn’t cookie cut a mass email, but crafted our message to the particular group we were reaching out to. Two other very important parts of this campaign were the creation of multiple social networking groups and presences along with the creation of two social media news releases which basically give a “who, what, why” in a neat and tidy format.

Some companies and agencies, like Survivor Corps, are starting to look outside the box at alternative methods of reaching targeted audiences. As the blogging communities continue to grow, outreaches like this one are essential to make sure that the the group you are targeting is aware of your campaign.

Via Marketing Conversation

My Director of Operations, Saul Wainwright, wrote a very fine blog post, Spread The Word: Blogs Matter We Just Can’t Measure It!!, over on Marketing Conversation today in response to a blog post by Norman Birnbach of PR Back Talk titled How Do You Establish Metrics for a Blogging Initiative? Take A Page (Via Marketing Conversation):

Another day, and another blog post thanks to our efforts at Abraham & Harrison. Norman Birnbach over at PR Back Talk wrote this great post, How Do You Establish Metrics for a Blogging Initiative? Take A Page from the Campaign for Jerry White’s Book”, which talks about our successful blogger outreach efforts on behalf of our client Survivor Corps.

The goal of every outreach campaign is to get the “conversation” started and help keep it going. How do you do this? Norman shows some of the elements that we have used to promote both the Survivor Corps brand and the book, I Will Not Be Broken, written by the co-founder Jerry White.

First: craft messages that are specific to the demographics you are trying to talk to – no cookie cutting here!!

Second: make it easy for bloggers to blog. In other words create an SMNR – check out the two we created for the campaign here & here.

Third: be passionate about the conversation. This, in my opinion, is always the most critical element – get your team excited, get them talking, get them thinking. Excitement is infectious!!

Norman mentions an article that was recently written by Business Week called, Beyond Blogs: Thee years ago our cover story showcased the pheneomen. A lot has changed since then. I am not going to to into great detail about the article but what I will say is it highlights how things have changed. How powerful a blogger outreach campaign coupled with utlizing social networks like Facebook, Myspace, Twitter and Digg are in the world of PR.

The return-on-investment on a social media campaign is huge. Once you get the message out there it can keep propagating and spreading and you get to watch this happen. You get to see the blog posts go up, you get to count the visitors to your site, you get a sense of what people are thinking and feeling about your product. You never got this in traditional media – you sent out your message and then….well, that was the end of that.

What so many companies are still wanting though are metrics – how many people will “read” the posts, visit the blogs – how do you measure a conversation? How do you track where a story goes – where an email is sent, who read the post and then went home to tell their kids about the book? We can’t put numbers on this – it is “out of our control” just like the whole concept of social media – it is about loosing control and letting go. Ultimately it is a trust game. Trust your product, trust your social media team trust your demographic. Don’t get me wrong – we can give you certain measurements but in the end this is only a slice of the much bigger pie, and no one has truly figured out how to measure the much big network effect.

We are very stoked with the response that we have garnered so far for our clients. We know that we have done a good job getting the message out there and bringing it to people’s attention. I hope all of you get a chance to check out the book and ask any questions you have about all that we do over here (wherever that might be for a virtual company) at Abraham Harrison.

When clients come to us asking for conversion rates, metrics, CPM, penetration, eyeballs, and all of the rest of the numbers that are de rigeur in the world of advertising and marketing, we do our best to oblige. We really do. People want to speak numbers and they really want to be able to strictly quantify the spending of a budget with a nice solid number.

Truth is, as an insider, most of these numbers are sort of bullshit. Not because any firm is bullshitting, but because all the tools suck and because all the good tools are aimed squarely at easy-to-define web1.5 portal and ecommerce sites. Truth is, the influence of blogs and bloggers is generally not directly associated with how many folks visit but who.

Blogs are news sources. And, likes water sources, they’re generative dribbles that coalesce into mighty rivers, the portals and mainstream media. Bloggers and blogs are the source from which all downstream media trade is buoyed. New media bloggers, mainstream media columnists and pundits, and talk radio hosts have disproportionate influence on both the mediasphere in particular and on culture in general.

In my world, it isn’t a game of how many eyeballs, but whose. And since this is essentially a B2B campaign — PR exec to blogger and not PR exec to consumer — it is almost impossible to extract the kinds of metrics one expects from B2C campaigns. We’re not direct marketing, we’re doing pitches to folks who are in possession of their very own platform or organ: a blog or a forum. It is apples and oranges.

We use many of the same standards of success that traditional PR firms do: Are we getting coverage? Are we getting articles placed? Are we getting buzz? Is is the buzz good?

Are people picking up our news releases? Is the coverage directly connected to our outreach? Those sort of things. Also, is the tone of the coverage good, bad, neutral? Is the conversation infectious? Are we winning hearts and minds?

As part of our reporting we show volume, tone, penetration, influence, and trending; additionally, we offer analysis of the campaign as well as deeply consulting with the client in order to make sure our messaging is consistent with both who they are as well as steering towards who they want to be! See!

This isn’t marketing, this is PR stuff!