If you don't know Bill Sobel, you should. Sobel is the Chief Connections Officer at SobelMedia and founder of NY:MIEG/The New York Media Information Exchange Group. He's has been described as a master connector — someone who opens the door to "an interconnected world of endless opportunity."
Starting this week, you'll get a chance to connect, too, through his column — Connecting ... with Bill Sobel — on CMSWire. "I'll be interviewing interesting, unique people who have a lot to say about customer experience management and social business tools and practices," he said. Enjoy! — Noreen Seebacher, Chief Editor, CMSWire
Social Media Strategies
We kick off today with an interview with Mardy Sitzer, principal of Bumblebee Design & Marketing in New York City. In addition to running the business, she conducts workshops on topics like social media, marketing and branding, and teaches social media for business at Fordham University.
Sobel: Tell me a little about your background in marketing.
Sitzer: I started out in traditional sales and marketing, and have a background in database management and print. I started my company in 1993 with the goal of leveling the playing field for small- to mid-sized companies. I wanted to provide access to technology, tactics and resources at affordable prices.
Sobel: So what's changed since 1993?
Sitzer: Everything has changed — and nothing has changed. The strategies have changed, and the platforms we market on and the tools we market with have changed dramatically. Unfortunately, my experience has shown that what hasn’t changed enough is how companies organize their marketing efforts.
Bigger companies are still holding themselves back with their need to control and vet everything and insistence on keeping departments separate. What overshadows marketing in larger companies is caution and fiefdoms, resulting in watered down campaigns and disconnects from target audiences. You have public relations (PR) on one side and customer service on another, rarely with a bridge between the two unless there is a crisis.
With entrepreneurs, it's a bit different. Risk is part of their DNA, and their organizations tend to have a flatter structure, creating a more inspired and team oriented approaches to getting their messages out to the market.
The real winners are those who have understood the potential of connecting directly with customers, prospects and influencers, and have made in-roads to accomplish this online.
Sobel: Thirty years ago, the Apple Mac was the driver of change. What drives change in 2014?
Sitzer: The common denominator today is that we are drowning in data and overwhelmed with the social media environment. Leaders and managers are uncertain how to respond, plan or proceed. It is like learning to dance on ice when you have a 2,000-pound elephant on your back. To thrive in 2014, companies have to invest in the right tools and the right people to reach their market potential. In the past, companies selected an advertising or marketing agency from a pool of known agencies, like in Mad Men. Today, the market is flooded with new players — making it difficult to vet service providers. Companies find it challenging to choose or hire, as well as manage the team and its processes.
Sobel: Do you recommend companies outsource their social media activities or hire 20-somethings to handle it for them?