(The English review is placed beneath the Russian one)
Начинается книга ну очень смешно:
Somewhere along the way, her search caught the attention of Kodak’s then–chief marketing officer (CMO), Jeffrey Hayzlett, whose team monitors Twitter for queries such as Ann’s. Jeffrey subsequently reached out to Ann directly on Twitter to suggest his company’s own point-and-shoot pipsqueak, the EasyShare. Oh, and if she had any unanswered queries about point-and-shoot products, Jeffrey added, ask away!
It’s cool that the CMO of a $7.6 billion company reached out to a single consumer.
Не хочу расстраивать любителей подобной литературы, но на самом деле никогда руководство и особенно CEO/CMO не опускается до персональной коммуникации с отдельными клиентами, если это не платиновые клиенты, т.е. клиенты которые приносят непропорционально больше прибыли компании, чем все остальные и которые являются наиболее важными для фирмы клиентами. В остальных случаях задачу по коммуникации с клиентами выполняют, в лучшем случаи, штатные маркетологи. У руководителей совсем другие, более важные задачи, которым они должны отдать всё своё внимание, а не сосредотачиваться на работе, которую должны выполнять сотрудники рангом ниже. Это как если бы генеральный директор лично бы отвечал на входящие звонки, т.е. это просто недопустимо в эффективно работающей компании. Скорее это либо придуманная история, либо часть PR кампании целью которой является, продемонстрировать клиентам и потенциальным клиентам, что руководство слышит и понимает (потребности) каждого клиента. Это известная тактика создания иллюзии приземлённого руководства, в противовес образу руководителей живущих высоко в небе в своих просторных кабинетах из красного дерева. Совершенно типичный образ любого большого начальника, который думает больше о скором золотом парашюте, нежели о проблемах обычных клиентов.
Касательно сути этой книги я хочу процитировать один отзыв, который как никакой другой точно уловил всю суть книги и её главный недостаток: How to make killer webinars? Get webinar software, get a really good speaker, plan a topic, invite people, answer questions, make sure it doesn't get screwed up.
Книга не даст ответа, помимо самоочевидных и советов, которыми наполнен интернет, включая бесплатные видеоролики на YouTube, как создать продающийся контент, т.е. контент который принесёт славу и деньги. Всё что пишет автор в этой своей книги предельно самоочевидно, особенно молодым людям, которые с детства находятся (взаимодействуют) с Интернетом.
Your organization is struggling to differentiate in a crowded market. To succeed, you need to forge a separate and unique identity and create an enduring and memorable brand. And you need to create interesting stuff to be shared through social channels such as LinkedIn, Twitter, and Facebook. In short, you have to stop sounding like everyone else.
<…>
Express your content ideas in various formats, lengths, and media. Think text, video, photos, and PowerPoint, for example. But also vary the kind of content you are producing within each format: mix longer blog posts with shorter posts, timeless evergreen topics with time-sensitive commentaries, personal topics with professional ones.
<…>
What is your audience genuinely interested in reading, seeing, or knowing about? Your job is to generate new ideas and pull compelling stories out of your own organization.
<…>
“Just produce great content, and it’ll speak louder and travel further than you can imagine.”
Возможно, книга писалась для более взрослой аудитории, которые только недавно открыли для себя Интернет, но даже в этом случаи намного лучше посмотреть видеоролики на данную тему на сайте YouTube, чем тратить время и деньги на эту книгу. Ведь вторая проблема этой книги заключается в излишней многословности автора или словесного поноса.
И последнее. Книга присутствует во многих списках книг по маркетингу, что просто смехотворно. Уж кому книга не принесёт вообще ничего нового, так это маркетологам.
The book starts off very funny:
Somewhere along the way, her search caught the attention of Kodak’s then–chief marketing officer (CMO), Jeffrey Hayzlett, whose team monitors Twitter for queries such as Ann’s. Jeffrey subsequently reached out to Ann directly on Twitter to suggest his company’s own point-and-shoot pipsqueak, the EasyShare. Oh, and if she had any unanswered queries about point-and-shoot products, Jeffrey added, ask away!
It’s cool that the CMO of a $7.6 billion company reached out to a single consumer.
I don't want to disappoint fans of this kind of literature, but in reality, management, and especially the CEO/CMO, never engage in personal communication with individual customers unless they are platinum customers, i.e., customers who bring in disproportionately more profit to the company than all others and who are the most important customers for the firm. In other cases, the task of communicating with customers is performed, at best, by in-house marketers. Managers have completely different, more important tasks that require their full attention, rather than focusing on work that should be done by lower-ranking employees. It's as if the CEO were personally answering incoming calls, which is simply unacceptable in an efficiently run company. It is more likely either a made-up story or part of a PR campaign aimed at demonstrating to customers and potential customers that management hears and understands the needs of each customer. This is a well-known tactic for creating the illusion of down-to-earth leadership, as opposed to the image of executives living high in the sky in their spacious mahogany offices. It is a typical image of any big boss who thinks more about his golden parachute than about the problems of ordinary customers.
Regarding the essence of this book, I would like to quote one review that, like no other, accurately captures the essence of the book and its main drawback: "How to make killer webinars? Get webinar software, get a really good speaker, plan a topic, invite people, answer questions, make sure it doesn't get screwed up."
The book does not provide answers beyond the obvious and the advice that fills the internet, including free videos on YouTube, on how to create content that sells, i.e., content that will bring fame and money. Everything the author writes in this book is extremely self-evident, especially to young people who have been interacting with the internet since childhood.
Your organization is struggling to differentiate in a crowded market. To succeed, you need to forge a separate and unique identity and create an enduring and memorable brand. And you need to create interesting stuff to be shared through social channels such as LinkedIn, Twitter, and Facebook. In short, you have to stop sounding like everyone else.
<…>
Express your content ideas in various formats, lengths, and media. Think text, video, photos, and PowerPoint, for example. But also vary the kind of content you are producing within each format: mix longer blog posts with shorter posts, timeless evergreen topics with time-sensitive commentaries, personal topics with professional ones.
<…>
What is your audience genuinely interested in reading, seeing, or knowing about? Your job is to generate new ideas and pull compelling stories out of your own organization.
<…>
“Just produce great content, and it’ll speak louder and travel further than you can imagine.”
Perhaps the book was written for a more mature audience who have only recently discovered the Internet, but even in this case, it is much better to watch videos on this topic on YouTube than to waste time and money on this book. After all, the second problem with this book is the author's excessive verbosity or verbal diarrhea.
And one last thing. The book is included in many lists of marketing books, which is simply ridiculous. If there is one group of people who will learn nothing new from this book, it is marketers.