This is a cool, rare opportunity at General MIlls. We're hiring a social media leader to help us take our game to the next level. What we've done to date is good, but we want to be great. Please come help us. Details here:
(note: I'm not the hiring manager, so please follow the link for the job to ask questions and learn more about the role).
So what I know about Squirrel Bait is merely what is on the internet and from maybe a couple eyewitnesses. That's it. Seems like Louisville's Squirrel Bait, albeit popular in retrospect, wasn't nearly as documented as some of the heavier hitters on Homestead in the mid-80's. And you know what? I'm okay with that.Over the years, I've been looking for live recordings of Squirrel Bait with very little success. The Motorola Cloudburst demos seem to be out and about, but screw that, I want to know what they were like live! And finally, I hit paydirt.
At the bottom of this page is a series of MP3 of one my secret favorite bands. I was never much of a punk fan (the music). But, i got close in high school with this band. Squirrel They were my age at the time, so i was astounded at what noise they could create. It was this huge, thundering sound around songs that sounded like the perfect mix of metal, punk and good old rock and roll. It was a revelation to me, and i turned my back on the Police (the band, not the constables) forever after i heard this the first time.
The difference is not positioning; it’s experience. Branded experiences are designed interactions that leverage the inherent stickiness of participation—the strongest driver of preference we know. Red Bull has woven its brand into human experiences—not just as a sponsor, but as a participant. They walk the walk: the brand could almost be called a fan.
Red Bull’s “sponsored” experiences credibly inspire many of their consumers to authentically participate in creating and sharing “branded experiences” such as Flugtag. Mountain Dew is less credible because it is still using the old guard type of branding and messaging principles.
If a brand says “we want to be seen as X,” the correct response from a marketer is “Are you actually X?” or “Then go be X,” because no amount of positioning can swing the needle if you aren’t actually delivering the experience.
Worth a read if you are struggling with how to create a credible brand in a time when there are way, way too many choices.
Tina's pitch was simple: make Newsweek a strong, vibrant, living brand again, and merge it with a strong, muscular news website, the Daily Beast. That meant a total overhaul from top to bottom of a major international brand. I was sold. Plus, the opportunity to work alongside Tina was a once-in-a-lifetime opportunity. A week into the job I was sending Lynsey Addario to Sudan and hiring Dan Winters for our annual Oscar portfolio. And for the record: I was at Lucky for 5 days (not 2, Keith Kelly), and Brandon Holley is an amazing EIC, but something better for me came along, both profesionally and personally.
For those of us trying to learn (quickly) the art and mad genius of being an editor, watching the real-time evolution of Newsweek is a fun new hobby. You can learn a lot about the choices and assumptions of the leaders by looking at their output, or you could read deep interviews like this one.
Things just got a whole lot more fun. We proceeded to spend the next 15 minutes poring over our options, colluding like '80s kids in a clubhouse trading Garbage Pail Kids, expanding my original list with Thomas' insider information.
You take a passionate Editor (Ed Levine), a willing, knowing audience (serious eats/a hamburger today readers) and a phenomenal foodie (Kenji) and you have food porn gold.
This is a simple, powerful, repeatable strategy: Tweet live during an episode’s first run. Tell your viewers about it with an on-air mention. (I like the Travel Channel’s implementation: clean and simple.) Then prompt them to tweet, too.
Very, very cool. Smart integration of Twitter, and the results of Twitter's media company outreach. There's a Fast Company article somewhere recently (too lazy to Google it) that talks about how they work w/media companies, so this output makes a lot of sense. TV commercials could learn something here.
I've been thinking about the concept of a "strategy tax" while watching Apple's latest round of App Store policy changes. Competition between divisions within a large company has, at various times, been lauded as a best practice. But danger lurks on both sides of the issue. Too much internal competition can lead to a lack of focus, with divisions pulling in all directions at once, causing the company as a whole to stand still. Allowing too little internal competition, as in Spolsky's Microsoft example, results in the absurd situation where a company handicaps its own products.
Very, very interesting. And timely. Large companies seeking synergy and efficiencies often stop/limit some work and innovation within it's business divisions. Scale slows innovation.
So with that perspective going back to the first real inklings of the consumer web, I can say this: There has never been a better time to start a new company—particularly one focused on the consumer internet.
It doesn't matter that I have limited (self-) funding. It doesn't matter that I have two little kids and a mortgage. It doesn't matter that my tech development background is nominal. It doesn't matter that the competition is as ferocious as it has ever been.
Great interview w/the founder of Quickish, a sports news aggregator. I'm not 100% sold on Quickish. I use it, and find it kind of hard to use. Not enough visual separation of what's new and what's sticky, what's important, and what's pulsing. And, i think they have too many sources, and not enough clear signal. They'll get it right, though.