A Personal Branding Infographic
I was recently chatting with an up-and-coming professional speaker about some of the best presenters I’ve seen on stage. I immediately launched into an unplanned sales pitch for Gary Vaynerchuk, or Gary Vee, as many of us know him online. Within minutes I was citing important milestones in Vaynerchuk’s life, such as his pre-school move to the United States from what is now known as Belarus, his experience operating a number of lemonade stands when he was just eight years old, and his college years working in his parents’ liquor store. After I walked away from the conversation, I tried desperately to recall when I had seen the bestselling author speak, or more importantly, if I had ever met him in person.
While I have chatted with Vaynerchuk a few times over Skype, I slowly realized that I have never been in the same room as him (but have watched quite a few of his keynotes on YouTube). Nonetheless, here I was, a thousand miles away from where the well-known entrepreneur lives, spouting off personal details about his life. Yes, Vaynerchuk has achieved a long string of professional milestones in his career, but what makes many of us feel as though we know him is the stories he regularly shares about his life, including moments like this passionate rant from his airplane seat 30,000 feet in the air.
As promised Monday, here is your Personal Branding Master Plan
Today, we begin Phase 2 of the class – this is where you’re forced to document those things you’re supposed to have been thinking about yourself. Last year’s class received the PWC Branding eBook, but your class will be one of the first to use the new PWC Personal Branding Workbook and Master Plan.
For class today, we will go through the Workbook, in detail, so you can spend this week (and next) working on it. Wednesday, I will give you the Master Plan – but you NEED to have completed your Workbook to even be able to fill out your eventual Master Plan.
I realize that Spring Break is next week. Coincidentally, this gives you a perfect chance to consider all of this before you do something stupid while on break.
Here’s a PDF of the Workbook. Download it and follow-along while documenting answers to each section separately, or print it out – if you need to – and simply write your answers to each section right on the Workbook itself.
This excerpt originally appears here at the Wall Street Journal.
That “Like” button, it seems, can work two ways.
If a potentially embarrassing product has the popular Facebook button or Twitter icon next to it, consumers are less likely to buy than if the social-media links are missing, two marketing scholars have shown. But if a reputation-enhancing product has the links, consumers are more likely to buy.
In the study, nearly 200 people, ages 16 to 45, rated their likelihood of buying items presented on a mock shopping site. When men considered the acne medicine Clearasil and women looked at Spanx body-shaping underwear, ratings on an “intend to purchase” scale were 25% lower when social-media symbols were present. But when men looked at bike shorts and women at fashionable perfume, the likelihood of buying rose by about the same amount. The icons made consumers act as if they were under surveillance by their social networks, the authors said.
“The ‘Conspicuous Purchase’ Effect,” David Neal and Claudia Townsend, paper presented at the State of Style Conference, New York (February)
Just when you thought you had mastered the job search on all social media platforms, along came Pinterest.
What’s the Big Deal?
For those of you not in-the-know, Pinterest is a social networking site where people can create and share content within the context of visually-oriented pinboards. Its recent explosion in popularity has helped this site expand beyond cute baby/dog/porcupine photos and wedding event planning tips, which are still plentiful. Now, with something in the neighborhood of 6 million users, you’re a fish in a pretty big pond.
Instead of butting heads with the “big three” social media sites, Pinterest complements social media usage by tying into Facebook and Twitter.
Much like Facebook or Twitter, job seekers are using their Pinterest account to share portfolio work, personal content and yes, their resumes.
Apart from the fact that it’s still the hip new thing — and it still requires an invite, though it’s not hard to secure one — Pinterest serves as a new and convenient avenue for job seekers looking to share content. It’s not like a blog that demands attention, and it doesn’t run the risk of having that one obnoxious friend who tags you in photos you don’t remember.
Gossip has always been with us, says author Joseph Epstein, but the internet has made it faster and meaner
GOSSIP HAS LONG had ferociously bad press. But the major rap against it, that it is trivial, is no longer the main thing to be said about it, if ever it was. For gossip has come to play a larger and larger role in public life in ways that can thrum with significance and odd side effects.
Until the invention and widespread use of the Internet, gossip could be conveniently divided between private and public spheres. Private gossip, the engine of English novels from Jane Austen to Barbara Pym, is largely restricted to include friends (and enemies) and acquaintances. Public gossip, which has been around since the printing press, is about people who appear in print or on radio or television, broadcast for the titillation of the larger world. To qualify for public gossip, one formerly had to have achieved some measure of fame or notoriety. But with the advent of the Internet, one can arrive at notoriety without having first achieved anything. And like the distinction between gossip and news, that between the private and the public has become blurred in the digital age.
“The Internet,” writes legal scholar Daniel J. Solove, “is transforming the nature and effects of gossip.” In his book The Future of Reputation: Gossip, Rumor, and Privacy on the Internet, Solove recounts the story of an insensitive remark that appeared online, supposedly spoken by the clothing designer Tommy Hilfiger: “If I had known that African Americans, Hispanics, and Asians would buy my clothes, I would not have made them so nice.” Hilfiger is also supposed to have confirmed that he made this most impolitic remark on Oprah, causing Ms. Winfrey to throw him off her show and tell her audience not to buy his clothes. The effect of this caused Hilfiger’s business to slump drastically. The problem is that Tommy Hilfiger never made the remark, nor had he ever appeared on Oprah. But the story was out there in cyberspace; you will find it is still out there today.
Why Most Companies Have Fallen Asleep at the Wheel
Over the holidays I got an email from a radio-marketing executive in India about one of my columns, headlined “Advertising is business, not a holy war.”
Rishikar Krishna, group manager-marketing at Radio Mirchi in Mumbai, agreed with my premise that advertisers seem to be going out of their way to avoid the grubby job of selling.
“Just look at the way awards are being given out at the various advertising festivals,” Mr. Krishna wrote. “Ogilvy’s concept of an advertisement that sells has been devoured by the so-called need of recognizing ‘creativity’ and originality of an idea.”
Mr. Krishna sent me a photo of a banner on a liquor store reading: “On account of New Year free liquor will be served between 8-9 p.m.” Such an ad, he said, “is bound to draw footfalls and in turn increase sales, but it will never be [honored] at any award forum. And hence the pursuit of a higher calling continues.”
The aesthetics of the banner ad Mr. Krishna sent me might not be out of the ordinary, but you must admit the proprietor has taken firm control of his brand.
Truth in marketing? Capital One’s past business practices speak louder than ads.
I agree with the premise of Bob Garfield’s Jan. 2 piece for Ad Age: The core value of a brand must be real and sustainable, and everyone in the company must believe it. The trouble with advertising philosophies like those of Lovemarks and Humankind is that they let consumers decide what a brand stands for. Bob’s thesis is that its stewards throughout the company must take control.
There’s nothing new about any of this: It’s believing in what you sell, and selling with conviction.