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Online Reputation Management42:49 with Rhea Drysdale
Learn how to make your presence last online and how your reputation is more than just a Google Alert.
Awesome, thank you for the vodka. 0:00 It's perfect. 0:02 I really suck at reputation management, don't I? 0:04 I'm already drinking on stage. 0:06 I remember Tom—when I met you 0:08 and Duncan—Duncan at Distilled told me 0:10 that it makes no sense that I do reputation management 0:13 because I'm one of the most crude like outspoken people, 0:15 and it's very fitting because I happen to work at Outspoken Media. 0:18 So hopefully I won't curse too much, 0:21 and we'll get through this. 0:24 And I'm in 4-inch heels, so if I fall off the stage, 0:26 that's going to be awesome for my reputation. 0:28 So let's try to make sure that doesn't happen. 0:30 Okay. 0:33 Usually people like to talk about their professional background, 0:35 and I'm actually going to talk about something a little bit different today. 0:37 I want to talk about my dad, which Laura mentioned. 0:41 Outspoken Media would not exist without my father. 0:44 I had worked for a number of different companies. 0:47 And frankly, I can't work for someone if I don't respect them. 0:49 And that was what was happening 0:51 is I was finding a lot of people that had good services, 0:53 but they weren’t connecting strategy and brand 0:56 and all those big words that we keep hearing about here on a high level. 1:00 And I wanted to start something different. 1:03 And my dad said to me, "Well, you should go start a company." 1:05 Well, I was 26, how do I start a company? 1:08 I don't know how to run a company. 1:10 He said, "You'll figure it out. 1:12 Partner with people—do something smart." 1:14 So I dove in. 1:16 The thing is my dad is not just my hero, he is a hero. 1:18 My dad is a chief of operations in the Jacksonville Fire Department, 1:22 and he has over 900 employees. 1:26 And he is that guy without pulls you out of a house when it's burning. 1:28 He has been hurt, burned. 1:32 My entire life I would come home from school, 1:34 and my dad smelled like smoke. 1:36 When I smell smoke, it smells like home to me. 1:38 Crazy—a little weird, right? 1:41 That warped my perception of the world 1:43 because most of you when you're a kid you hear certain bedtime stories, 1:45 and those bedtime stories are about princesses 1:49 and Cinderella and that type of stuff. 1:51 My version was like this. 1:54 So my dad has this game that he plays with my siblings 1:56 who are really young right now. 1:59 And he says, "Hey, how many car accidents 2:01 happened in the entire city of Jacksonville today?" 2:03 And they have to guess. 2:05 Why are you doing this to small children? 2:07 I don't get it. 2:10 But it's really cool because I think for us, 2:12 it gives us a different perspective of the world. 2:14 Yes, I do feel like the world is a scary place, 2:16 but I also now know how to manage things. 2:18 And maybe that's why I attracted to reputation management. 2:22 I like to be that person that rushes into something when everyone is rushing out. 2:24 I don't have the physical powers of my father, 2:28 so I can't rush into a building and pull you out. 2:31 I probably couldn't get myself out of it, 2:34 but I can do it with your reputation. 2:37 And so that's what I'm here to talk about. 2:39 I spoke at SearchLove recently—back in October in Boston. 2:41 And I think it was a really good presentation. 2:48 I got a lot of really good feedback out of it, 2:50 and thank you Distilled for having me. 2:52 The problem was, no one really cared. 2:54 Like there were like maybe 3 people in the audience that gave a shit. 2:57 That was it. 3:00 Because how many of you have a reputation problem 3:02 that you're battling right now? 3:04 Raise your hand—this is an interactive presentation all the way through. 3:06 Okay. 3:09 So not that many of you. 3:11 So most of you are looking at this going, wow, 3:13 I'm going to be able to check my email during her presentation. 3:15 Fuck you, pay attention. 3:17 [laughter] 3:19 Pay attention. 3:22 This is important. 3:24 Stuff happens—shit happens. 3:27 And when it happens, are you ready for it? 3:30 Most of the time we're not ready. 3:32 Penn State happened, who could have predicted that? 3:34 That's fucked up—that's really awful. 3:37 And the entire school is suffering. 3:39 Football—suffering. 3:43 But football—how about everyone that graduated from there? 3:45 How about the entire faculty? 3:47 It's going to take decades to recover, if they ever do. 3:49 I got this email from someone about 2 weeks ago—no joke, 2 weeks ago. 3:54 SearchLove Boston was back in October, 3:57 and he emailed me and said, 3:59 "I saw you speak at SearchLove. 4:02 "I was impressed by your good ideas, your realistic perspective, 4:04 "and outlining the results people can expect from ORM, 4:06 and I didn't care at all." 4:09 Crap. 4:13 All right., that sucks. 4:15 But at the same time I'm glad he listened a little bit, 4:17 and he acutely ended up moving to a new company 4:19 that's in an industry that has a lot of complaints. 4:21 So he was reaching out and saying, now I do care. 4:23 And I wasn't really that prepared before, but now I'm ready. 4:26 And I need to know this, and I need to work with someone. 4:29 So now we're talking, 4:31 but talking also means money and strategy and time. 4:33 And I really like his approach because he recognizes 4:36 that he needs a long-term plan. 4:39 He doesn't want me to just come in and clean up his search results. 4:41 He wants a long-term strategy that's going to 4:44 allow them to affect organizational change, 4:46 and that's going to be the theme throughout this whole presentation. 4:48 Because playing dead is not a long-term strategy. 4:51 How many of you have seen that Geico commercial? 4:55 Hey, honey, I got you a little opossum, 4:57 and the opossum is playing dead. 4:59 And then eventually—pops back up. 5:00 Audience participation time. 5:04 This is going to be really scary. 5:06 I have a theater background—I'm actually technically more of a techie. 5:08 I've got over a thousand hours in the Thespian Society. 5:10 Not lesbian society, the Thespian Society. 5:14 [laughter] 5:17 So—you know—it's drama. 5:19 We're all a little free there. 5:21 Because of that, I'm not so good on stage. 5:23 And I hate that feeling of being in the spotlight, 5:26 so I figured I would go ahead and share it with all of you. 5:29 So we're going to do something fun. 5:31 I need a light. 5:33 We're going to find someone—someone out there, 5:35 and you're going to help me. 5:37 You there—blue shirt. 5:39 Do we have a mic? 5:41 Where are my mic runners at? 5:47 Dude, you better run. 5:51 I've only got 39 minutes left. 5:53 Thank you. 5:56 All right. 5:58 Something just happened to you. 6:00 Scandal—your CEO just got caught embezzling funds. 6:02 It's in the newspapers. 6:06 Maybe some other stuff was going on. 6:08 It could have been embezzling funds. 6:10 He might have just slept with someone that he shouldn't have slept with. 6:12 I did have a client one time that had that happen. 6:14 He got sued by his mistress because he didn't leave his wife. 6:16 I don't get it. 6:21 But what are you going to do, are you prepared? 6:23 [audience member] I'm under this desk right here. 6:25 You're hiding? 6:27 [audience member] I'm hiding. 6:29 Does your CEO have a good reputation right now? 6:31 [audience member] Yes. >>Are you the CEO? 6:33 [audience member] He's right here. >>He's right here. 6:35 [laughter] 6:38 What does your name look like in the search results? 6:41 [audience member] I don't know. 6:43 You don't know? Uh-oh, I don't know if you're ready. 6:45 All right, we need one more person. 6:47 Who else is out there—who else wants to play this game? 6:49 Let me spot somewhere. 6:51 Guess what happened to you? 6:57 You represent a really large consumer products company, 6:59 and your product just hurt a bunch of kids. 7:02 What are you going to do? 7:07 [audience member] Just go out and apologize. 7:09 [Rhea D.] Apologize? 7:11 That could work. 7:13 What about those search results? 7:15 [audience member] How are we going to prevent it in the future, 7:17 and what are we going to do to avoid it and accept it happened 7:21 and be—just face the reality. 7:25 Just be there and support the community. 7:28 [Rhea D.] How long do you think it's going to take you to recover from that? 7:30 [audience member] It could be long-term. 7:34 I would probably explore all the media. 7:36 I would probably release a video. 7:39 I would probably—it would be very brutal 7:41 because there will be a lot of people complaining, 7:43 but you just have to hand hold and just step out and solve the problem 7:45 and inspire everybody within the company 7:50 to not get impacted by negative deprivation. 7:52 [Rhea D.] It's going to take you about 3 years. 7:56 So when a brand—a big brand disaster happens, 7:58 we can clean up the search results maybe in about 8:01 6 months to a year if we've got a lot to work with. 8:03 Sometimes we can do it much sooner. 8:05 But it's going to take you, on average, 3 years to recover from something like that. 8:07 [audience member] I'll create landing pages on PPC 8:10 and tell them exactly what they need to do— 8:12 or what we are doing. 8:15 [Rhea D.] Yeah, that might work. 8:17 All right, let's—now that we know a little bit more 8:20 about whether or not you guys are prepared. 8:23 Let's talk about insurance—brand insurance. 8:25 We need insurance from ourselves 8:29 because stupid things happen, things break, this girl is on the road. 8:31 We need insurance to protect us. 8:35 I hate Seattle. 8:37 I actually loved Seattle, and then I came to SMX Advanced in June, 8:39 and someone broke into our car and stole my 8:42 MAC laptop and my employee's laptop. 8:44 One of my employees got attached by a bird. 8:46 [laughter] 8:48 I had a credit card that got fraud on it from like Mississippi. 8:50 Someone was buying stuff at Smoothie King. 8:54 It all happened in like one day, which was weird. 8:56 So I hate Seattle. 8:59 At that moment I realize, thank you, I have insurance. 9:01 We don't have insurance for a brand, 9:04 and a brand is an incredibly fragile thing. 9:07 So McDonald's—70% of their value from shareholders comes from their brand. 9:09 There are probably a number of you that are on this list in this room right now. 9:15 What percent of your company is made up of just brand perception? 9:19 And what happens when disaster strikes? 9:23 So your brand is really important. 9:26 What are you doing today to protect yourself 9:29 from something that could happen? 9:31 Or phrased a little bit differently, 9:33 how do we insure a brand? 9:35 Well, there are a number of things that you can put into place. 9:37 You can start setting up social media policies. 9:39 Most of you probably already have these. 9:41 You can look at community management. 9:43 Most of you are probably already investing in that. 9:45 Set up listening tools like Radian6. 9:47 Make sure that you're really investing in brand development campaigns. 9:49 Look at customer service, and audit how customer service is doing their job. 9:53 Do they have the training that they need? 9:58 Do they have points of contact where you're taking the conversation offline? 10:00 Really audit that entire process. 10:03 And this one is a really interesting one that people forget about, 10:06 affiliate management. 10:08 How many of you have affiliate campaigns? 10:10 A lot of you out there. 10:12 Do you have policies in place for what the affiliate can and can't say? 10:14 Because we have found, especially with auto-complete, 10:17 that often the—whatever the company name is paired with scam 10:20 is being generated by affiliates who are just trying to rank for that. 10:24 And when we're able to control the affiliate, 10:29 the auto-complete results drop off. 10:31 So make sure that you're really effectively managing that relationship. 10:33 In the next 10 years there's going to be a 21% increase in the number of PR jobs. 10:37 Why is that? 10:42 It's due to the increase in news results and social media mentions online. 10:45 So news right now in the past has been archived. 10:50 So most newspapers—you know— 10:53 if you want to find something, 10:55 you go to the library and you look it up on microfiche, right? 10:57 They're starting to take all those newspapers, 11:00 and they're now publishing the old newspapers online. 11:02 So if you had a lawsuit or something that happened in your past 11:05 and you thought it was all long gone 11:08 because the local newspapers covered it back in like '82, 11:10 now that we have this thing called the Internet, 11:13 a lot of those newspapers are saying, 11:15 hey, we have all this old content, and everyone keeps saying content is great, 11:17 so let's go publish all that content online. 11:20 And now you with this sleeping problem that you thought was 3 decades old 11:22 all the sudden it pops up to bite you in the ass. 11:26 Greenpeace did a really interesting campaign recently 11:30 with—to basically go after Shell. 11:34 And I'm sure a number of you saw this happening on social media, 11:37 but in addition to all the social that happened, 11:40 there were a gazillion newspapers that covered it. 11:42 So this was a really awful problem for Shell 11:44 because it struck both in social media and in all the news results 11:47 that are now appearing because of query deserves freshness 11:50 for all searches for their name. 11:52 Here are the different campaigns, they created a YouTube account, 11:55 they created a whole microsite, 11:57 they created a Twitter account that got a ton of hits, 12:00 and a lot of people didn't even know that it wasn't Shell. 12:02 It was like a mock attack. 12:04 We're seeing reputation management on the rise, 12:06 and this is just insight data from Google. 12:08 Online reputation management, same thing. 12:11 Crisis management and crisis communication is kind of even. 12:13 This is not a new field. 12:16 Reputation management is new because it's a new term, 12:18 but crisis communication is not new. 12:21 We've always had disasters happen, 12:24 and I don't think that our industry has really caught up to that. 12:26 So this is what Mike King is saying. 12:30 Like these big ad agencies, they know what they're doing. 12:32 They show up in suits, they look good, they look sexy, they have the language. 12:35 I'm an SEO. 12:38 I don't know how to talk to a gigantic corporation 12:40 about reputation management because I walk in there and go 12:42 well, I'm going to clean up your search results, 12:44 and I need to create profiles. 12:46 They have a whole PR team that knows all about crisis communication, 12:48 and we have to get the language and the skills in place 12:51 to be able to talk to them. 12:53 So frankly, you should give a damn 12:55 because this is just going to get bigger and bigger and bigger, 12:57 and more people are going to screw up. 12:59 What is online reputation management? 13:01 This is funny, and I just wanted to share it because Wikipedia sucks. 13:04 But I like this little tactic part about how spam bots 13:07 and denial-of-service attacks to force sites 13:11 with damaging content off the web entirely. 13:13 That's not how I do it. 13:17 Some of you probably do it. 13:20 Yeah. 13:23 Was that Richard? 13:26 No—yeah, yeah. 13:28 If Bob Raines was here, he would say he may have done that. 13:30 But what is reputation management? 13:34 A lot of us think about it in terms of cleaning up the search results 13:36 as cash for gold. 13:38 Registering our profiles—KnowEm? is great, go do it. 13:40 Spinning content. 13:43 I don't do it that way, but I know a lot of you do 13:45 because I get your clients when they get pissed off. 13:48 Acquire complaint sites. 13:52 Someone writes a site about you and you don't like it, just buy them. 13:54 We pay off complaints. 13:56 Or in the case of a rip-off report, we get held hostage. 13:59 Quick note on rip-off report. 14:02 When you are trying to take down a complaint, 14:04 their pricing—not the most transparent ethical thing in my opinion. 14:07 You can have pricing based on the number of reports filed, 14:12 the number of physical locations, 14:15 a flat fee, and then if you have trouble paying, 14:17 they require you to give them financial records of yours proving hardship. 14:19 I don't like them. 14:23 A lot of us think of reputation management 14:25 as flooding review sites with positive mentions. 14:27 Hopefully this law firm or that—this person is not a client of any of you, 14:29 but these are obviously not real reviews. 14:34 Who leaves a review and always mentions 14:38 the client name exactly as it should be? 14:40 I like this—I was not sure who I could turn to for help. 14:43 I would refer anyone to the Nagelberg Bernard Law Group. 14:46 They handled my case great and helped me out. 14:49 I'm really glad I hired them. 14:51 Really, do you do that? 14:53 Like after you work with an attorney, do you write something that generic? 14:55 And they've got like 30 of them. 14:57 We use crowdsourcing to sculpt search results. 15:00 Again, I don't, but I know that many of you have. 15:03 This is Mechanical Turk. 15:06 You can go and setup a hit, 15:08 and according to their terms of service, you're not supposed to be able to say, 15:10 hey, just go search for this term that way we can 15:12 push down all those negative mentions of scam. 15:14 So instead, people are getting more creative on how they phrase it. 15:17 Do a search on Google and answer a question about the search results. 15:20 That's different. 15:23 All those tactics work. 15:25 However, they don't fix the problem. 15:28 He's really cute. 15:32 You're treating the symptoms and not the problem, 15:34 and I want you to stop doing that. 15:36 So let's go ahead and pivot this entire presentation. 15:38 Let's talk about actually getting into the business 15:41 and changing it from the inside out. 15:45 Most of our clients don't want to listen. 15:49 And that is probably really hard to hear. 15:51 I know I have a couple of you in the audience. 15:53 It's not that you don't want to listen, 15:55 it's that there are reasons that you're being held back 15:57 from doing your best 16:01 and being able to give us the work that we need to do our best. 16:03 And we need stop saying fire that fucking client. 16:06 You can fire them—there's a point when you do have to fire them. 16:09 But we have to be more sympathetic and understand 16:12 the ins and outs of that organization 16:14 and how we can work within it, 16:16 especially when we're dealing with a middle man who has his hands tied. 16:18 Organizational change requires 5 different elements. 16:21 And this is from The Advantage. 16:24 It's a really good book, go buy it—best seller of business strategy. 16:26 Nothing I'm saying here is rocket science. 16:28 It's all been said before by really brilliant business analysts that aren't me. 16:30 But in that book he talks about trust. 16:33 If your organization is going to change, you have to have trust with each other. 16:36 You have to have conflict, 16:40 and most of us don't want to have conflict. 16:42 I'm going to get off of this stage later, 16:46 and I'm going to ask you guys how did I do? 16:48 And I guarantee everyone is going to go 16:50 you were great, you were fantastic, oh my God, you were awesome. 16:52 I don't want to hear that. 16:55 I want you to tell me what I could have done better. 16:57 That's conflict, but it makes us better. 16:59 You have to hold each other accountable and be committed, 17:01 and you have to do that within your business every day. 17:04 You have to be trying to go after positive results. 17:07 For all 5 of these things to work, 17:11 you see amazing businesses get stronger and have amazing brands. 17:13 But most of the time companies fail here because they can't get past these. 17:16 But most ORM issues are due to a problem in one or more of those areas, 17:21 which means that changing is going to take a lot of work 17:26 and a lot of concentration and a lot of team building 17:29 and those funny little fuzzy, touchy, happy things. 17:31 And now this is going to be the most difficult part of this whole presentation. 17:35 What is the most common reason for an ORM problem? 17:39 Anyone yell out. 17:42 What do you think the most common reason is? 17:44 Neglect by who? 17:48 By the company—the entire company? 17:50 Bad leadership. 17:56 That's where things get screwed up. 17:58 Because you have a leader with a certain vision, fears, all this ego built in. 18:00 I'm a CEO, I get it, I feel it, I know it. 18:04 And it's really hard to admit mistakes and change. 18:07 And this is where reputation management problems happen. 18:10 So going back to the examples before, 18:15 CEO scandal. 18:17 That was caused by the CEO. 18:19 Defective products—someone allowed that product to go out 18:22 and approved the materials that were used. 18:24 Disgruntled employees. 18:27 Someone is managing employees. 18:29 Those are all eventually going to roll up to the actual leadership team. 18:32 You have to be more accountable to your business 18:36 if you don't want a bad reputation. 18:39 And if you're going to hire someone like me, 18:41 I'm not just going to clean up your search results. 18:43 I want to know what you have done to say, 18:45 I'm sorry—to your point. 18:47 I'm sorry, and we're going to do something about it. 18:49 So who do we usually have to get approvals from 18:52 for these reputation management contracts? 18:54 This is the fun part. 18:56 The same leadership. 18:59 That makes it really difficult. 19:01 You just came to me and said, "I fucked up, and I need help." 19:03 But, yeah, I don't want to do any of that. 19:08 I don't want to do anything. 19:11 I don't want to talk, I don't want to put anything in PR, 19:13 I'm scared, I don't want to have a blog, I don't want to have to answer comments. 19:16 How do you moderate those comments? 19:18 What if someone doesn't like me? 19:20 People don't like you. 19:22 It's just a matter of like fact. 19:24 About a third of you in this room probably don't like me. 19:26 I'm okay with that because the other two-thirds do. 19:28 That's just life. 19:30 You need permission to stop listening to the leadership that caused your problem 19:32 because I'm here to say you have my permission—stop listening. 19:36 And Mike, if they don't listen, what should you do? 19:39 Fire that client—yes. 19:43 So here's my little manifesto for reputation management. 19:48 We will work with those that are deserving of our services, 19:50 not just those that have the biggest pocketbook. 19:53 Brenton—I was talking to her the other day. 19:57 Love Brenton—you're my BFF. 19:59 But Brenton is an amazing account manager. 20:01 Mike Grady said it yesterday. 20:03 And she said, "What kind of clients do you not take on?" 20:05 Like ethically, morally—when it comes to reputation management, 20:08 it's probably the number one question. 20:10 We don't want to take on people that are skeezy. 20:12 I have had puppy killers come to me. 20:14 A vet—for real, they were killing puppies. 20:16 Like not—not one puppy, like many puppies. 20:19 Their Yelp reviews were awful. 20:22 I've had people come to me and say, 20:24 oh, that company over there, 20:26 they have the exact same name, address, and phone number as us, 20:28 but that's not us. 20:30 We didn't do all that stuff, that's someone else. 20:33 Really, they have your name, address, phone number? 20:35 Don't lie to me. 20:38 Just because you have a lot of money, I'm not going to take you on. 20:40 We will work with the organizations that are open to change. 20:42 We will work with the leadership that is willing to admit its faults and move on. 20:47 We will set very clear expectations even when they appear dire. 20:50 And this is very, very important, control expectations. 20:54 As a client you tell me what we can expect. 20:57 Because if I don't know and you're just promising me all these things 21:00 but then it never comes true, 21:04 I need to know that. 21:06 I need to not be spinning my wheels thinking we're going to be able to get all this work done. 21:08 I need to know that up front. 21:10 And as the agency, you have to be very clear 21:12 that even if you give me all these things, 21:15 it's going to take a very long time. 21:17 And we may not be able to achieve results, but we're certainly going to try. 21:19 We're going to let the data speak for itself. 21:23 A lot of people ask, well how do you sell services? 21:25 How do you tell someone that something is wrong and it needs to be fixed? 21:27 I let he data do it 21:29 because if I just go in and say, hey, your baby is ugly, 21:31 they usually don't want to listen to me. 21:33 But if I show them the data, it's much, much easier 21:35 to have a leadership team go okay, this big anonymous group of people— 21:37 that's what's happening versus you looking me in the eye right now. 21:40 We won't take shortcuts, but we will streamline the processes. 21:46 And we won't pay people off, but we will pay for the best tools to get the job done. 21:50 We will make a difference. 21:54 And this is really preachy, 21:56 but this is like my whole platform lately. 21:58 I don't want a company because I just want to make money. 22:01 I own a company because I want to be accountable to myself 22:03 because I trust myself, 22:05 and I know what I'm doing and not doing, 22:07 and I want to make a difference. 22:09 I want to make a difference in the lives of my employees. 22:11 I want to make a difference in the lives of my clients. 22:13 I want to make sure that the clients we work with are able to 22:15 continue employing their employees. 22:17 And that contributes to livelihood. 22:19 And on a global scale, that contributes to positive and healthy economy. 22:21 That's a really big goal. 22:24 But all right, that's my rant. 22:26 So that's the what—how do we actually prove the business case? 22:29 We're going to listen. 22:31 A lot of clients say, hey, we just want to like redecorate. 22:34 Yeah, I just want you to clean up those search results. 22:38 All right, that's okay—we just want to redecorate. 22:40 That's not your problem. 22:42 What the hell happened to your house? 22:44 What is that? 22:47 We see it. 22:49 They don't because they're so into it. 22:51 We just need to put pain on the walls. 22:53 When there is paint on the walls, then people will come in. 22:55 No, they can't get in the door. 22:57 So the perceived problem is usually not the real problem, 23:01 but we're not going to tell them that immediately. 23:03 We just want to listen—absorb. 23:05 We're going to identify organizational allies and threats. 23:07 Usually we talk about sweat analysis in terms of market research, 23:11 but I want you to do it within the company 23:14 and find the team members that are going to help you. 23:16 And they're going to be there, and they're going to listen to you, 23:19 and they're going to have your back 23:21 when they're talking to their team members. 23:24 Then we're going to conduct a needs assessment. 23:26 And for this needs assessment, we're going to start collecting 23:29 a whole lot of data. 23:31 We start very simply with the auto-complete results. 23:33 This is Wil Reynolds favorite, right—He just doesn't hit enter. 23:35 So we're going to look at the auto-complete results. 23:38 And here's SEOmoz, and you can see everything is good. 23:40 The only thing in there that would be a little ORM 23:42 is the SEOmoz review. 23:44 I would be curious to see what they look like, but I'm sure they're very positive. 23:46 We're going to look at the search results. 23:49 What do those look like? 23:51 We're going to look at social mentions. 23:53 This is just socialmention.com—it's very simple, and it's very free. 23:55 They have sentiment analysis, which is always buggy. 23:57 But there's some really good data in here. 24:00 And there a million tools out there 24:02 where you can just start looking at the social mentions, 24:04 gathering a ton of data, putting it all together using APIs. 24:06 We're going to look at customer feedback. 24:10 This is Get Satisfaction. 24:12 Get Satisfaction is cool. 24:15 When we talk about reputation management, 24:17 we want to look at different metrics. 24:19 So some of those metrics are, were we able to affect change on auto-complete? 24:21 Were we able to affect change on the search results? 24:24 But also, how about if it's a customer service driven problem, 24:26 how many customers were you able to get back to? 24:29 Did every single question that came in get answered? 24:32 Were they happy? 24:34 Get Satisfaction allows you to look at that. 24:36 We're going to look at customer loyalty. 24:38 Joanna Lord—amazing. 24:40 Seomoz—she's speaking tomorrow on customer relationship 24:42 optimization—I think. 24:44 So she told me about something called net promoter score, 24:46 and what this score does is it asks one question, 24:49 and it's supposed to be a predictor of 24:52 basically what your customer relationships look like 24:54 and their loyalty to you. 24:57 And it's just one question, on a scale of 0 to 10, 25:00 how likely are you to refer a friend or colleague? 25:02 And that's it. 25:04 And they score. 25:06 And I think it's like 0 to 5 means that they are a detractor from your business. 25:08 They're not going to refer you. 25:11 I think it's 6 to 8—something like that 25:13 means that they're kind of passive. 25:16 And then like 9 and 10 means that they're a promoter. 25:18 And you score is basically the percent of detractors 25:22 minus the percent of promoters. 25:25 And that's one way that you can quantify a brand. 25:27 And you can look at you reputation, and you can start to say, 25:30 okay, how many of our clients 25:33 or how many of our customers are willing to pass us on. 25:35 It's a very simple metric, and it's easy to track. 25:37 Conversations. 25:41 This is just a quick look at some Google organic visits, 25:43 and we see that there are significantly less 25:47 conversion rate to actual sales and revenues. 25:49 So why is that? 25:52 Is it because of a reputation problem? 25:55 That can be an indicator, and that can be a metric that you start to track. 25:57 We can look at a competitive analysis. 26:00 So going back to the auto-complete results, 26:02 maybe you want to kind of measure yourself against your competitors. 26:04 SEOmoz has a lot of really awesome branded queries 26:06 and features and content. 26:09 So Whiteboard Friday—that's content that they created 26:11 that we expect every Friday. 26:13 And we look for it, and we search for it. 26:15 Same thing for APIs. 26:17 How many of you have ever started typing in the tool of anything, 26:19 and if it has an API, it does very well. 26:21 So if you're a software company and you have a reputation problem, 26:24 create an API. 26:27 It works really good. 26:29 Or a tool bar. 26:31 This is Raven, and Raven I love. 26:33 We use them. 26:35 We white label their services, so I've got nothing bad to say about them. 26:37 But their queries don't look as good as SEOmoz. 26:39 I think that they do a very good job of marketing themselves, 26:44 but they don't have as many pieces of content 26:46 that would make me want to go 26:48 and continually search on those pieces of content. 26:50 And a lot of those search results are actually reviews— 26:53 review or even, in my opinion the worst, 26:56 Raven SEO versus SEOmoz. 26:59 I don't want you to see a competitor when you’re searching for my name. 27:02 Audit corporate communication. 27:06 This is just a gigantic list of social media policies. 27:08 And you can go here and see the social media policies 27:12 for hundreds and hundreds of organizations. 27:15 And it's a really nice database. 27:17 And you can start to create your own. 27:19 Audit customer communication. 27:23 Okay, fruit is not like the thing that I'm most passionate about, 27:25 and I know I've talked about the fruit guys a lot lately, 27:28 but they're so cool. 27:30 And I was so impressed by this. 27:32 I wanted to be one of those hip bosses that got my team something, 27:34 and I thought about getting them donuts, but they're all like girls on diets. 27:37 And they were like if you buy us donuts, I'll hit you—I'll punch you in the face. 27:40 So I said, "Okay, I won't get you donuts." 27:43 And then I found that you can have fruit delivered to your company, 27:45 and so I signed up. 27:48 And it's organic fruit delivery once a week—very simple. 27:50 When I signed up, they sent me a quick email, 27:52 hey, remember if anything happens, you can call or email us. 27:55 Okay, cool—you know—that's pretty standard. 27:57 And then shortly after that I got the receipt, 28:00 and in the receipt it said the same thing, 28:02 hey, if something happens, remember you can call or email us. 28:05 Okay, thanks. 28:07 And then thank you again for your order, 28:09 we're just confirming you that your order is being processed. 28:11 Okay, sweet. 28:13 And not only that, but they gave me the name of a real person 28:15 and her email address. 28:17 Next, I got a phone call, 28:19 and I got an email. 28:21 It's just fruit guys. 28:23 But they wanted to make sure that I was being taken care of 28:25 and that I knew that as an organization, 28:28 they would return our fruit no matter what—no questions asked. 28:31 So if we have one plum with like something on it that we don't like, 28:34 we can just call the up, and they replace it. 28:37 Super easy. 28:39 We had someone last week— 28:41 they deliver the fruit, and someone has to sign for it. 28:43 But it gets delivered really early, so we never knew that, 28:46 so every time we show up there's like a box of fruit. 28:48 And so we never put it together, 28:51 and someone named Morena is apparently signing for our fruit, 28:53 and last week she decided to just take it. 28:55 So we're staging something. 29:00 We're going to like attack her one day. 29:02 But we decided that we would call them up and say, 29:04 hey, we're really stupid, and like we didn't know this, 29:08 and you guys deliver really early, 29:10 and we don't get into the office that early. 29:12 And they said, " Oh, don't worry about it, we'll send you a new package, 29:14 and we'll go ahead and change your delivery schedule to 9 o'clock." 29:16 Awesome. 29:19 And I contacted that guy because he had emailed me, 29:21 and I had a relationship with him at that point. 29:23 Also, every time I get my invoice, they reiterate it again. 29:25 Now why does this matter? 29:28 For reputation management, if something goes wrong, 29:30 they don't want me going online and putting a review. 29:32 They want me to call them. 29:34 Take the conversation offline. 29:36 Manage the relationship. 29:38 Because I have someone's name, it's much more difficult 29:40 for me to go online and anonymously say you guys suck. 29:42 On top of that, we connected on Facebook, and we're like making babies. 29:47 So recommendations. 29:53 With our clients now that we've done the needs assessment 29:55 and we've listened to them, 29:57 we want to start making recommendations. 29:59 And this is a really costly lesson that I learned in the last month. 30:01 I did that Whiteboard Friday, Greg mentioned it earlier, 30:05 about switching from the vendor relationship 30:08 to the consultant relationship. 30:10 And it sounds really good in theory, 30:12 but it's much more difficult to implement. 30:14 And we had a client that came to me after that video and said, 30:16 "Hey, I want to give you $8,000 a month, and let's do this. 30:18 This is going to be awesome, and we are so excited." 30:22 But what happened is that we didn't acknowledge 30:24 the work that he had put in for the last 8 years to keyword research. 30:26 And this was a link-building contract. 30:30 It wasn't reputation management. 30:32 But the result of that is that within a couple of weeks 30:35 he kept getting frustrate because we kept trying to give him new keywords. 30:38 And he is saying, I know my keywords, 30:40 I've been doing this for 8 years, I know my industry. 30:42 And we're going, yeah, but you came to us, we have to give you something new. 30:45 No, we don't. 30:47 You don't have to give the client something new. 30:49 You have to acknowledge what they've done 30:51 and see if there is a way that you can market that. 30:53 Or in certain cases help them fix it. 30:55 Or in certain cases build on it. 30:57 But make sure that you're acknowledging what they've done. 30:59 Look for areas for improvement. 31:01 That's really cute. 31:04 I don't even know why it's here, it just—it was cute. 31:06 Quick rant. 31:11 Limitations are an area of opportunity for content creation, 31:15 but just for branding. 31:19 Take content creation and make it branding, 31:21 make it real company shit—whatever you want to call it. 31:23 So limitations, in my opinion, are really, really good. 31:25 So you remember when Wil said his top secret? 31:27 What was it? 31:30 Don't hit enter. 31:32 That's it—oh, wait, here. 31:34 That's really fun—I think I'm funny. 31:36 If you want to know how he's doing that, just go to Google.com. 31:38 All of the links will be in the PowerPoint afterwards. 31:44 So RM is not magic, it's SEO. 31:48 And I think it's funny that a lot of you don't want to ORM. 31:52 Or you do it on like a really like kind of hidden— 31:54 yeah, I guess we could do that for you, we'll see how it goes. 31:56 It's just SEO. 31:59 It's not that complicated. 32:01 And it's just social media, and it's just branding. 32:03 We're just trying to build reputable, relevant, authority-building content. 32:05 Now how do we do that? 32:08 So when talking about limitations—with— 32:10 I just did—I don't know why. 32:13 We had our projector stolen as well. 32:15 It's been a tough month at Outspoken Media. 32:17 Why is everyone stealing our shit? 32:19 So someone walked in while we were in Seattle— 32:21 that was like hell week—never had that happen before. 32:24 Someone had a voodoo doll and was like stabbing it. 32:26 So someone walked into the office where we had one employee, 32:28 and she didn't lock the door, and she didn't hear them walk in, 32:30 and they just walked out with our projector. 32:33 Really depressing. 32:35 So I just typed in projector—it was on my mind. 32:37 And I saw that they had projector and then calculator. 32:39 Why does a projector need a calculator? 32:42 Think about it. 32:44 If you're a projector manufacture, and you're trying to sell a product, 32:46 there are a number of different options out there on the market. 32:49 And if you have a projector—like these have projectors, right? 32:51 What's the distance that you need with the amount of light that you need, 32:54 the size of the room, the bulb in the projector? 32:58 It's a huge complicated equation. 33:01 And so this company, projectorcentral.com, 33:04 put together this really fun little calculator, 33:06 and it gives you diagrams and different diagonals and—I don't know. 33:09 Dials—diagonals, what is that? 33:13 Different dials. 33:15 And you can just put in the manufacturer and then also whatever the product is. 33:17 And this is great because what I think that they're doing 33:20 is they're not just looking at the limitations 33:22 of maybe one manufacture or one product. 33:24 They're actually helping elevate the entire industry 33:28 because this service is very helpful to every single manufacturer 33:30 because you now know what projector you need for your space 33:35 and for the amount of light that you have. 33:38 So new opportunities. 33:40 What do you need? 33:42 You must fit the resources budget and time frame of the client. 33:44 This is where we fail a lot of the time. 33:49 We have really big ideas, 33:51 and we take them to the client, 33:53 and they're like well, that's good, I've got a code freeze for like 3 months. 33:55 Okay. 33:57 Let me go back and think about that then. 33:59 What do we do? 34:01 It happens. 34:03 How about their budget—how much money do they have? 34:05 Again, we've got a really big idea, but it's going to cost you like $20,000. 34:07 Or time frame. 34:10 They may have stuff that they're trying to scale up 34:13 for the holiday season or something else. 34:16 So we want to make sure that every recommendation fits. 34:19 Warning, complicated is not going to make it through legal. 34:22 This is just a basic thing, 34:25 and I talk to my team about this all the time 34:27 because a lot of the time they have those big ideas. 34:29 And big ideas are good in theory, 34:31 but if it's going to require the creation of a whole bunch of sites 34:33 and all this like back and forth with PR and with legal, 34:36 it's not going to happen. 34:39 So just try to find a way to make it happen very simply. 34:41 Always try to boil it down to the most actionable thing. 34:45 Make sure you set clear expectations for achievable results. 34:48 And, Mike, what happens? 34:51 What happens if you're not actually meeting those results or if the client isn't? 34:53 Fire them, exactly. 34:57 It's okay to fire them if you've done all of these things. 35:00 So let the data speak for itself. 35:03 I mentioned this before. 35:05 This is a little sentiment analysis tool for Twitter. 35:07 You pop in QuickBooks or Freshbooks, 35:09 and it's going to be much easier for me to go to a CEO and go 35:11 hey, actually we look really bad compared to Freshbooks right now. 35:13 And I know they're not a direct competitor, but kind of. 35:16 Yeah. 35:19 Freshbooks has the best brand of all time. 35:22 People love you. 35:24 Implement. 35:27 Understand the org chart. 35:29 So we talked about this before. 35:31 Just really making sure that you understand the ins and outs of the organization 35:33 because you want to be able to push things through, 35:35 you want to know who your threats and allies are. 35:37 Talk to the client immediately. 35:39 And as the client, tell you SEO or your ORM person 35:41 because they're going to need to know what needs to go through who. 35:43 Start process mapping. 35:47 So this is the Air Force blog assessment guidelines. 35:49 And basically process maps should be in every one of your organizations. 35:51 You should have process mapped like 35:55 what the rules are for trying to go to the bathroom. 35:57 Like you cannot scale unless you have processes in place. 35:59 And when it comes to reputation management and crisis communication, 36:01 you have to have process maps in place before the disaster hits. 36:04 So the Air Force put this guide together, 36:08 and we work with our clients to develop something similar. 36:10 And it's a really cool guide because it's like 36:13 what happens if you have someone online, and they're just a troll? 36:15 I call them crazy. 36:17 Like what do you do with the crazies? 36:19 Don't poke the crazies. 36:21 But what if it's someone with a legitimate complaint or customer service issue? 36:23 Build out that process. 36:26 Set up monitoring tools. 36:28 This is just a gigantic list of like every single monitoring tool known to man. 36:30 There's a lot of them. 36:32 I'm not here today to tell you about them. 36:34 Go figure it out. 36:36 There's like 150—I don't even know. 36:38 Hold after action reviews. 36:40 Again, this is just basic business strategy. 36:42 Any military people out there? 36:44 You're all very silent. 36:47 After action reviews, have you had to do many of those? 36:51 No? 36:57 You have, all right. 37:01 After action reviews, why are they so important? 37:03 Because you want to be safe, 37:05 you want to make sure that if there is something that's mission critical 37:07 and something went wrong, 37:10 how do you prevent it in the future? 37:12 You want to hold each other accountable, and you want make sure 37:14 that it's not going to happen again. 37:16 So hold an after action review, and this is just a funny slide that I found 37:18 from an Army site. 37:20 An after action review is not a place to just bitch. 37:22 And this happens in all of our organizations. 37:24 We get together and go oh my God, that client or oh my God, that coworker. 37:26 Don't do that—don't waste time. 37:29 Set a meeting time and say within this period of time 37:31 we're trying to accomplish something. 37:33 And what are we trying to accomplish? 37:35 We want to know what the intended results were. 37:37 We want to know what our actual results were. 37:39 We want to know what caused those results, and then how do we improve? 37:41 And it's just very simple. 37:43 And yesterday during Wil's presentation, Rand spoke up and said, 37:45 "Hey, this whole thing that we're talking about, 37:47 how do we actually value a CEO's impact on brand?" 37:50 How do we do that, does anyone know? 37:54 I don't know entirely. 37:58 I don't think there's a secret answer to it. 38:00 We have to work hard at it. 38:02 But before we can value brand, 38:04 we have to—before we can value our impact on the brand, 38:06 we have to know what the actual brand's value is. 38:08 So I mentioned at the very beginning 38:10 that shareholder value for like McDonald's was at 70%. 38:12 Well, how do they know what that shareholder value is 38:16 and that brand value? 38:18 There's 3 different approaches to this. 38:20 You can look at the cost of production. 38:22 Reproduction means if we were to recreate this entire brand— 38:24 so for instance the entire brand of Outspoken media 38:27 or the entire brand of SEOmoz. 38:30 If something happened and we had to start all over, 38:32 how much money and time would that take? 38:34 That's value. 38:36 The other option—look at the cost of comparable industry transactions. 38:38 So there are other companies out there that are probably very similar to yours. 38:40 I've got like 1 minute—I've got to keep going. 38:43 One or two? 38:47 All right, cool. 38:51 So look at other people and make sure that— 38:53 you can basically measure that transaction and see what they sold for. 38:56 You can also look at income, which is just cash flow from your future earnings. 39:00 So those are 3 different models. 39:03 And once you know that, it's much easier to measure your impact. 39:05 Once you've got your proven results and you have your data, 39:07 push harder for the recommendations. 39:09 If they're not listening, Mike, what do you do? 39:11 Fire them. 39:14 If it is working, get your party on and move on to the next level. 39:16 And we're going to go really, really fast through this. 39:20 Add Search Lab. 39:22 I talked about ORM for SERP domination, 39:24 and I also talked about this in a whiteboard—webinar over at SEOmoz. 39:26 So at Searchlove I shared this case study 39:29 where we have a client that came to us—oh no, you can't see it. 39:32 And the client said, "Hey, we actually want you to rank 39:35 for a very competitive short-tail keyword." 39:38 And it wasn't really reputation management 39:41 because they didn't have anything wrong. 39:43 But they knew that it wasn't SEO for us to just rank for—you know—one position. 39:45 They wanted us to overtake the entire page. 39:49 So how do we do that? 39:52 Back in October this is what those search results looked like. 39:54 My stuff, more of my stuff, still my stuff, 39:56 me again, someone else's shit, and at the very bottom we are back. 39:59 So we own 50% of the page. 40:04 And today for both the one keyword and then the modification of the keyword, 40:06 on one we own 60% of the search results and then on the other we own 70%. 40:09 And that 70% looks really good, 40:14 and they're just buying their way to the top. 40:16 And we're making slow, steady, awesome progress. 40:18 So ORM can be a really awesome tool 40:20 for just annihilating you SEO people out there. 40:22 I'm an SEO, too. 40:24 But to summarize, are you prepared? 40:27 We can't insure or replace our brands. 40:32 It's very, very difficult. 40:34 It's this intangible asset, and what happens when we lose it? 40:36 It's devastating. 40:38 We can protect them. 40:40 So I want each of you today—the only thing I want you to do 40:42 is just to care. 40:44 That's it—very simply put. 40:46 Be brave and care. 40:48 And start implementing—putting all those policies in place, 40:50 using listening tools, 40:52 talking to your team, 40:54 making sure that you have a strategy so that when the shit hits the fan, 40:56 you're running in, you're prepared, you're not scared. 40:58 You can face it. 41:01 And that's it for me. 41:03 Thank you. 41:05 [applause] 41:07 Vodka. 41:11 I'm blown away by every—every time somebody comes up and presents, 41:13 my brain just is like what, there's too much to remember. 41:16 Yes. 41:20 There's so much good stuff in that. 41:22 Let's take time for 2 questions before we—before we go off. 41:24 We've got a lot of time for lunch. 41:26 You guys have some questions? 41:28 Is that okay, can we do 2 questions? 41:30 Anybody? 41:32 Or are you taking off? 41:34 Usually people don't want to ask questions about reputation management. 41:36 [audience member] Hello, how are you? 41:40 Good, how are you? 41:42 So my question is I know every crisis is different and— 41:44 you know—you kind of have to create a custom plan for each situation, 41:47 but are there any best practices you could recommend 41:50 for creating a crisis communication plan ahead of time 41:53 so you don't have to scramble each time to create a kind of ad hoc solution? 41:57 [Rhea D.] Absolutely. 42:01 Those best practices are going to be pretty long though. 42:03 So what I would do is follow Outspoken Media on Twitter and our blog, 42:05 and within the next month I'm hoping to have the reputation management guide, 42:10 which we put out years ago, 42:13 completely rewritten—big—awesome. 42:15 It's going to talk about proactive as well as 42:17 combating something when it does happen. 42:19 So just look for that because seriously, it's going to be gigantic. 42:21 And you can email me anytime and ask as well. 42:23 But—yeah. 42:25 It will be free. 42:27 But link to us, please. 42:29 I'm a whore, I want links. 42:31 Sorry. 42:37 They're embarrassed for me, I said whore. 42:39 [female speaker] I know, it's lunch time. 42:41 Okay, thank you, Rhea. 42:43 Thank you. 42:45 That was fantastic. Thank you very much again. 42:47
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