This is the first of a three-part account of our group’s travel to Tana Toraja. There were eight of us with a 6-year old in tow and we had a fabulous time. There is so much to share about Toraja, the Torajanese’s relationship with Death … Continue reading Toraja is indeed Melo I – Batutumonga and the Bamboo Forest
A blacklist, apparently compiled by communications agency professionals of social media influencers, caused a stir last week when it began to be circulated over Whatsapp groups and then on social media.
The list divided these influencers, aka KOLs (Key Opinion Leaders) aka Buzzers into those with Bad and Good Behavior and invited comments. Since it was prepared on Google Docs it was a collaborative effort to list down agencies’ experience in dealing with the influencers.
Bad Behaviour included not keeping to deadlines, acting like prima donnas, having managers that were difficult, not delivering what was promised and shoddy work. Good Behaviour was generally the opposite.
As expected, anak ahensi, influencers and wannabe influencers took to Twitter and other social platforms to express their approval or disdain for such a list and affront what the Brahmin class of the Netizenry. After all, who dared to question the behaviour of the influencers who theoretically commanded thousands and thousands of followers and supposedly can influence them?
The fact that some anak ahensi did, and that heaven did not fall on their heads, however, is quite telling of the influence of the influencers. Some, such as Elinor Cohen, would say that it exposes the fact that the Influencer Emperors has no clothes. I think a bit differently, that Naked Emperors have some function – to attract attention and therefore to build awareness of a brand or some messaging. But that’s where their usefulness stops as they hardly influence decisions to buy or change attitudes.
So why then do clients and their marketeers turn to the influencers? I’d think its largely because of laziness and fear.
Laziness because without outsourcing the noise making business to influencers, the marketers would have to work very hard to generate the kind of content that keeps them relevant to their audiences. So they get the agencies to hire the influencers who generate noise, that in turn generate impressions, reach and sometimes even engagement. But does all of this help push the sales of their products or change attitudes toward a brand? Questionable.
Fear is the other motivator that keeps influencers employed. Clients do not want to confront the fact that with social media the audience rather than the brands is in control. And the end of the day there is no guarantee that the customer would be herded down the Purchase Funnel to buy your products. So they resort to agencies who resort to professional noise makers.
The Blacklist has since been taken down in the social media hubbub that followed. But it’s actually a good thing. Although some of the influencers are a joy to work with many of them are very young – in their early 20s – who discover they have a knack of attracting followers because they can amuse them with their passion for clothes, make up or other past times or propensity to scold others with acerbic wit.
The path from nobody to Influencer for them is short and devoid of the many stumbles and lessons learned along the way. As such, many of these influencers exhibit the behaviour of people with arrested development, relative children suddenly vested with great superpowers before they learned responsibility, the art of getting along with others and the compromises that one has to make in a collaborative effort. Hence the list of bad behaviour.
If some of these influencers can come to grips that the Blacklist is good, honest feedback then there is hope that they would mature faster and be great guys to work with. If they decide to take umbrage then it’s likely that they will flame out within a short time as the Net throws up influencers by the hundreds every few weeks and the some form or other of The Blacklist would persist, probably in closed social media channels such as WhatsaApp.
As a payback to this Blacklist, some in the influencer camp has threatened to come up with a Blacklist of their own – of agencies who delay payment to the influencers and other vendors for services rendered. I think it would be a good thing if they came up with such a list. There are too many agencies who delay payment to their vendors because the client has yet to pay them.This is unfair on the vendors, some of whom are freelancers or small outfits who rely on a steady cash flow and timely payments to stay in business. Agencies should honour their agreements with their vendors, and if clients do not pay them that shuld not be an excuse to renege on this agreement.
I guess the lesson here is that Blacklists may have silver linings. One of the things the Net does well is to make things more transparent and more transparency can only be the better for the communications business, large swaths of which are riddled with unprofessional and unethical behaviour, both on the side of the influencers and agencies.
Let there be more light.
Unspun thinks its the best idea since tempe but then again, he’s biased to the PR profession.
But JWT has taken a huge step in appointing former Ogilvy PR and Pulse boss Marianne Adamardatine to head its operations in Indonesia, that includes digital agency Mirium.
If it works it will open the doors to lots of PR professionals and possibly usher in a new way of communicating not dominated by the advertising mindset. If it fails, the I-told-you-so guys will have a field day.
Will it work or won’t it? What do communicators out there think?
For more information on the appointment go to my posting in the Maverick blog:
Finally a PR person to head a major advertising outfit
These are interesting times for the marketing communications industry and for public relations.
Like all companies in this area, JWT have been experimenting with how to cope with disruption and media convergence. Their answer is an interesting one in Indonesia: appoint a Public Relations professional to head their team in the country.
Campaign has reported that JWT has appointed Marianne Adamardatine, who has led Ogilvy PR and Pulse for many years, and who was recently appointed by Ogilvy to be their Chief Growth Officer, to head JWT indonesia.
She “will be responsible for expanding the company’s capabilities in strategic brand building, digital transformation, customer experience, marketing automation and commerce activation, as well as driving thought leadership and building business engagement with C-suite clients to initiate integrated campaigns,” according to the company. This means she will oversee the advertising and digital operations, Mirium.
We believe this is the first time that someone from a PR, rather than an advertising background, has been appointed to the top position to a major advertising outfit…read more
Not since Sumardi Ma, he of the coffin notoriety, has a group of humans shown such er…creativity? Unspun had many years ago spent some weeks in the Northern Territory and found a land of great beauty and desolation. Since then it seems that nothing has changed. The … Continue reading IS THERE CREATIVITY IN CU in the NT?
My latest posting at the Maverick blog on Telkom’s decision to block Netflix.
The block and tackle surrounding NetflixBRANDS & MARKETING / CORPORATE COMMUNICATIONS / CRISIS & ISSUES MANAGEMENT / MARKETING COMMUNICATIONS / SOCIAL MEDIA
Netflix’s entry into Indonesia caused a bit of excitement because it offered the consumer more choice. But shortly after its entry into this market it came across a seemingly huge obstacle. State telco PT Telkomunikasi Indonesia announced on January 27 that it was blocking access to Netflix from its platforms IndiHome, Wifi.id. The Great Blockade was ostensibly carried out, said Telkomsel on the headline of its press release, “to protect customers.”
What is it that Indonesian customers need to be protected from? Telkom, again through its press release, listed violence and pornographic content as well as to prevent it from business operations that are “against the public interest, morals or disorder.” Horror! Violence and pornography? Have the decision makers at Telkom watched Indonesian TV or other internet sites recently?
Somewhere along the line Telkom also said that it was upholding the law with the blockade and protecting the “sovereignty of Indonesia from foreign players.”
Very strange reasoning here but while one may be a bit down with a possible rise of moral policing, degradation of the powers of reasoning, and jingoism at any opportunity, we here in Indonesia should also rejoice by the fact that there is competition as well [Read More].
The real question that needs to be asked is: “Are Buzzers worth hiring at all?”
All but the most naive of Indonesia’s Twittersphere have come to realise that these Buzzers are all hired guns and will tweet on any product – politicians, soap, aphrodisiacs, milk, slimming powders, you name it – for the right price.
Knowing this they don’t believe them or are not influenced by their endorsers. So why pay for buzzers at all?
The reason why so many politicians and brand managers still do is that they are lazy and have no clue how to connect with today’s savvy, hyperlinked and skeptical audiences.
They can’t get their act together to figure who their actual audience is, what makes them tick and how generate their own content that is relevant and engaging.
So they take the easy way out and hire Buzzers. The question that arises here is why aren’t the CEOs wise to this and put a stop to this futile practice?
Political parties and politicians need to consider more than just how many followers as Twitter user has when looking at hiring “buzzers” for the 2014 general election, a media monitoring company says.
“The number of followers alone does not guarantee the success of engagement created via the buzzer. There are other factors to analyze and measure,” Awesometrics business analyst Hari Ambari said in an official release on Wednesday.
Awesometrics gave a number of examples, such as actor Ringgo Agus Rahman who charged Rp 5 million per message on Twitter to promote a campaign to his 1.7 million followers, while professional corporate worker Henry Manampiring could charge between Rp 5 million and Rp 15 million to “buzz” his 70,000-plus followers.
The comparison clearly showed that users with larger amounts of followers did not always receive higher prices for a “buzz”.
Hari said political parties and politicians who wished to use buzzers had to consider four other factors: the Twitter user’s potential reach, reputation, usual topics and engagement with their followers.
This is a post I wrote in Maverick’s blog about us winning the Agency of the Year award for the third year running.
Satisfied is a word that comes to mind. But also paranoid because I’d sure like to see us retain that title for the next few years coming, as well as winning other awards. There’s just no pleasing some people.
On being MIX’s Agency of the Year – for the 3rd year runningAWARDS / COMMUNITY ENGAGEMENT / CORPORATE COMMUNICATIONS / DESIGN / DIGITAL /JOURNALISTS / MARKETING COMMUNICATIONS / MAVERICK / MEDIA RELATIONS / PR & COMMUNICATIONS / RESEARCH & MONITORING / RESEARCH AND MONITORING / TRAINING
We are delighted to read the October edition of marketing communications MIX, in which Maverick was named Agency of the Year 2013 – for the third year running.
Journalists were polled by the magazine and asked which PR firm they thought had the best media relations. They apparently voted for Maverick for the third year running, so although we think that PR is much, much more than just media relations and that we are more of a consultancy rather than an agency, we are still pleased by the verdict.
This recognition is important to us because it means that one of our most important “customers” thinks highly of us (the other is the client, who usually vote with their check books and we’ve been fortunate in that area as well). To have journalists giving us the thumbs up on how PR people should deal with them is a rare endorsement as journalists are one hard crowd to please.
As a partner in Maverick I was interviewed by the magazine as a prelude to their announcement of the award. I was asked how Maverick could consistently be at the top of the media relations game for three years running and I told them that there was no big secret to media relations. All we had to do is adopt a customer service mentality when it comes to dealing with journalists. We need to understand what they want, when they want it and how best to give it to them.
Journalists don’t want spin and they despise PR people who go to them with a begging bowl instead of a strong, newsworthy story . And they usually want the information now, or as early as possible before their deadline. So what all the Mavericks are trained to do is to work with our clients so that they have a great story to tell instead of the usual corporate pabulum that their executives are so fond of. We also, using all our skills as consultants, remind, cajole and sometimes push our clients to meet the deadlines.
The tricky part is to have a team of colleagues that understand this and work relentless to super-please the journalist-customer. In this we are very fortunate to work with a great team of consultants who are probably the best customer service professionals on top of their communications and specialised skills. So a shoutout to the Mavbros and Mavchicks, as they like to call themselves, in the Corporate and Marketing Communications practices as well as the specialists in Digital, Research and Monitoring, Design, Community Engagement, Training and, of course, Media Relations.
And a big thank you journalist friends for voting us Agency of the Year once again. We’ll continue to try our best in serving you together with our clients.