Listening: A Strategy and Change Blog | Hosfeld & Associates

By Kathleen Hosfeld

A recent Forbes article on the changing nature of web search rankings kicked up a firestorm of controversy. In the cross hairs was the practice of trying to “game” the search ranking systems. Recent changes to Google’s search algorithms, however, give privilege to real content especially that which is shared out via social networks.  Author Ken Krogue wrote:

“The bottom line is that all external SEO efforts are counterfeit other than one:

Writing, designing, recording, or videoing real and relevant content that benefits those who search.”

Not surprisingly, the ability to write and tell compelling stories is becoming increasingly important to businesses and non-profits.

I recently partnered with journalism professor Cliff Rowe, of Pacific Lutheran University, to deliver a writers workshop for non-profit organizations who produce organizational blogs and newsletters.  We created this workshop to focus on writing compelling content: headlines that bring you into the heart of the story immediately, and stories that keep readers reading. Stories that get shared.

We subsequently discovered a terrific writing book that we plan to share in future workshops because we think it’s a great fit for this type of writing.  It’s “The Writing Book” by Paula LaRocque, a writing coach.

Any good writing book will include sections on grammar and style, and this one does too.  Chapters cover good sentence construction, avoiding passive tense and jargon words, sharpening otherwise vague language.  What makes this book special and especially appropriate for the purpose described above is its emphasis on storytelling. Chapters 13-22 focus on aspects of storytelling such as “archetype, character and plot,” use of metaphor, and advice like “write fast, edit slow.”

As Cliff puts it this section “is a practical, straightforward approach to writing that is intended to, indeed, tell stories.  Not report stories…or formally craft stories…but to really TELL stories.”

As the role of real content becomes more important to your online visibility, treat yourself to expert advice from a seasoned writing coach, and get inspired to tell your stories in the most compelling way.

Read the book:

The Book on Writing

This article is one in a series of reports about the Spring 2010 Journal of Public Policy and Marketing special edition on Stakeholder Marketing. See an introduction to and a summary of our coverage of this edition here.

By Kathleen Hosfeld

Bhaskar Chakravorti, a senior lecturer at Harvard University and a partner of McKinsey & Co. writes in his article “Stakeholder Marketing 2.0” about one contribution that social media marketing can make to stakeholder commitments in marketing.  Marketing with customers rather than at them is one of the paradigm shifts that occur in the movement to a stakeholder perspective.

In a traditional setting, he writes that “the intended targets (customers) did not have the opportunity to interact with decision makers; provide feedback; and influence the product, the experience or the brand in an ongoing manner ….Consumers were downstream participants and suppliers, partners or employees played their respective roles upstream.”

What social media marketing tools allow companies to do is to create manageable forums for interaction – what Chakravorti calls “harnessing distributed intelligence.”  Specific examples of “crowd sourcing” that he cites are Dell’s Idea Storm for external stakeholders and EmployeeStorm for internal stakeholders, Starbucks’ MyStarbucksIdea.com, Mujii Awards and Staples Invention Quest.

Chakravorti describes five characteristics of desirable social network solutions for stakeholders – by which he means primarily customer and employee stakeholders. Chief among them is an emphasis on encouraging diversity of participation, making the decision-making model for the company clear in the design of the system, and preventing the potential for manipulation such as minority coalitions campaigning to create greater weight for their ideas in the system.

Chakravorti notes that research has not yet proven that utilization of these ideas results in better financial performance or enhanced stakeholder marketing outcomes. Given the overwhelming curiosity that business has in social media networking, I doubt that this caveat will deter any company of a size from investing – and perhaps considerably — in designing social media programs like Starbucks’, Dells’ and Staples’.