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Holtz Communications + Technology

Shel Holtz
Communicating at the Intersection of Business and Technology
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Remember Razorfish?

Mike Manuel blogged recently about the sudden introduction of blogging practices appearing across the PR landscape. He makes the excellent point that…

...field-tested bloggers are behind these business moves and driving the adoption of these practices.  And I think this point underscores an obvious, albeit essential fact that to really know and talk the game, you have to simply play the game.  Period.

Mike’s exactly right about that. But I wonder about the wisdom of practices dedicated to any single aspect of communications. Not that I don’t wish those engaged in such practices all the success in the world. My podcast partner Neville Hobson is involved in just such a specialty practice, the recently-launched Blogging Planet, and I hope he and his colleagues make a ton of money. The same goes for Steve Rubel’s Micro Persuasion practice at Cooper Katz.

But as all these practices spring up around blogging, wikis, social networking, and RSS, I can’t help but remembering Razorfish and all the other Web development companies that littered the dot-com landscape in the mid-1990s. They focused exclusively on the Web, they charged huge fees, they attracted top-tier clients…and most of them are gone. Those that aren’t are significantly smaller than they were in their heydey.

The problem with the specialty-practice approach is lack of integration. I remember an excellent Web site created by one of these companies for Ragu, the Lipton-owned spaghetti sauce company. The site featured “Mama,” a grey-haired Sicilian grandmotherly type. She had attitude. Even legal disclaimer adopted Mama’s sardonic outlook: “This next part was written by Mam’s newpher Peter, the lawyer.” Mama was everywhere on the site. She gave lessons in Italian. She asked why you never wrote (allowing you to subscribe to an occasional e-mail update). For visitors to the site, Mama became the brand.

The only problem was that Mama was never incorporated into any other aspect of Ragu’s marketing or advertising. If I were a frequenty visitor to “Mama’s Cucina” (the name of the site—you got there at http://www.eat.com in addition to http://www.ragu.com), and eventually decided to buy some Ragu (maybe because I took Mama up on her offer to download a coupon), I’d be inclined to scan the store shelves for Mama. But Mama wasn’t there.

Today, the Ragu site reflects the same branding as the rest of marketing effort, adapted to the Web. If I visit the site and then the store, the product will be recognizable from the branding I saw on the site. That happened because the people behind Ragu’s marketing efforts have integrated the Web as an element of their comprehensive effort.

So it should go for blogs and the rest of the new new-media. Rather than turn to specialty practices that will produce efforts in isolation from the rest of the communication effort (e.g., Mama), account executives and others should learn how to incorporate these tools into their work. We all agree that blogs are tools; they should be part of the toolkit.

Mike’s right; we should have the work done by people who know what they’re doing. At Fleishman Hillard, for example, an interactive media group stands ready to become part of an account executive’s team when the AE determines interactive media should be added to the mix. But isolating the practice from the rest of our communications isn’t always the best approach. If it were, we’d have press release specialty practices, VNR specialty practices…and we’d still have Web specialty practices.

Like I say, I hope all my colleagues undertaking this approach do extremely well and prove me wrong in the long run. But I can’t help being skeptical. I have stacks of old issues of The Industry Standard magazines that gush about the many Web design and development companies that today are nothing more than memories. Come to think of it, the The Industry Standard is just a memory (although it has re-emerged as a Web site). I can’t help but wonder how long it will take for all these specialty practices to be absorbed into the regular businesses of the agencies that started them or to fade into the same memories where Razorfish is housed.

 

10/16/05 | 6 Comments | Remember Razorfish?

Comments
  • 1.Shel,
    good points all around. I'd like to add my nickel's worth. Many agencies still do have specialty web practices. The ones that don't still use outside web development firms like mine. The difference between firms like ours and the Razorfish/Organic/late '90s model is that ours actually works. The ability to charge a million bucks for a website lasted about five years. Why could technologists get away with that then? Because IT was mysterious...because IT professionals controlled the medium and communications professionals didn't.

    As you're well aware, and in part because of your leadership in the space, a. communications pros understand technology better, b. technology is more user-friendly than in those days, and c. the realities of the marketplace have forced the technology to be produced more efficiently and thus be more cost-effective for the businesses using it.

    The fact that our company can build an open-source content management system and sell instances of it for less than $5,000 a year is fairly remarkable when you look at the pricing of a decade ago. And we're selling it to agencies who are then selling it to their clients and creating new revenue growth.

    Now, the business communications professionals are launching the specialty practices rather than the IT professionals. That's a key difference. The inmates are no longer controlling the asylum...

    Dee Rambeau | March 2005 | Denver, CO USA

  • 2.I echo some of Dee's comments. I have recently started a blog consulting practice (it's a subset of services, along with my information architecture services).

    For the eight years previous to starting my current firm I owned/ran two web development firms with success. We had a singular focus, the web. But we never tried to be a Razorfish, iXL, etc...we just focussed on the small to medium sized companies and put customer service above profit. Many times I would have to make the decision, do we grow or not? If so, how fast?

    If I knew I could take on a job and make X dollars, but after the project would be done I would have to layoff X workers, I would not take the job.

    On the other hand I can point to a number of agencies in my market that tried to provide web development services as part of a suite of traditional services that failed. It was our specialty that allowed us to survive.

    Of course any consulting firm (web/blog/you-name-it) depends on the people.

    Josh Hallett | March 2005 | Celebration, FL

  • 3.Dee and Josh:

    Thanks for your comments. I never meant to suggest that this work can't or shouldn't be outsourced. Not every agency can or should maintain the technical expertise to handle production. Hell, how many agencies have their own print shops for production of four-color projects? (None, I'd wager.) I'm working on copy for my Web site that will explain my blog, podcast, and wiki services. And I plan to make it clear that these are offered in the context of the overall communication effort.

    My only point is that, however the work gets done, it's integrated into the bigger picture and not treated as a standalone entity, outside the scope of the overall marketing and/or communication effort. I can imagine some blogging agency setting up a marketing-focused blog that works great but is entirely out of synch with every other message the organization is sending about that brand.

    Not that you guys ever would!

    Shel Holtz | March 2005 | Concord, CA

  • 4.I assumed I'd see a post from you here, Neville!

    Of course, knowing you -- and knowing something of Elizabeth -- I had no doubt that Blogging Planet in particular would be positioned to integrate its offerings into the business mix. I'm concerned, though, that other consultancies will follow that only want to do blogs and wikis -- and that some prospects might approach these consultancies with no interest in integration, only in getting a blog started.

    As I noted in my previous comment, I have no issue with outsourcing, or with specialists offering their services. The early Web development companies -- before Xceed and the others came along -- did the same thing. My skepticism lies in where the trend may lead us.

    I'm going to offer blogging, wiki, RSS and social networking consulting within my practice. If I'm engaged to implement one of these specific tools, I'll do so after conducting a thorough evaluation of the organization's communications and identifying where the tools will fit, how they can enhance rather than diminish existing communication channels, and with whom I would need to partner in the organization in order to ensure everybody's on the same page. If I'm brought in to conduct a communications audit or develop a communications plan, I'll recommend these tools as an element of a coordinated, integrated communication effort. As you so wisely say, Neville, it's not about the tools. I don't even think it's about the communication. It's about the business outcomes.

    I'm sure you'll take the same approach because I know you and I know your background, experience, and philosophy. I only wish I had the same confidence in any blogger who hangs up a shingle and proclaims him or herself a consultant ready to help organizations blog. And if history is an indicator, a few of those could grow to be large albeit short-lived companies.

    Shel Holtz | March 2005 | Concord, CA

  • 5.Welcome to the "dark side," my side of healthy cynicism.

    Jeremy Pepper | March 2005 | Scottsdale, AZ

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