I didn't mean to be anti-social. Really, I didn't. 

I shut down my Twitter and Facebook accounts recently because I was failing to maintain these on-line representations of me, a B2B marketing and PR professional, in a way that was adding value. In fact I was hardly maintaining them at all. And that's not the way to be social these days, much less helpful. So, I've temporarily unplugged. (Oh, not entirely. I kept my LinkedIn page up and even updated my profile a bit, but that's beside the point).

The point, as my 20-something reverse mentor tells me, is to get and stay engaged. "Commit to 10 to 20 minutes a day," she said. I know she's right. And I know it's a bit early for a New Year's resolution, but I think I have one already. It's a matter of see and be seen, listen and contribute, or risk irrelevancy.

In an impressive study released today, Business.com reports about
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When the economic recovery begins to vibrate the sales needle in your industry, what's one thing your customers will demand before they buy? Credible references: Other satisfied customers; proof you have handled successfully their type of application before.

Traditionally we tackled this with reference lists and case study articles, often posted on-line with relevant photography. Why not kick this up a notch with video case studies so prospects can see and hear your customers talk directly about their experience with your firm?

Video has impact and authenticity. It's flexible; it can be used on-line and in sales presentations. It is searchable and shareable on the Web, and views can be tracked and quantified. And there is growing evidence that on-line video has a solid place in B-to-B marketing communications and PR programs.

A recent study by Knowledge Storm Inc.
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What can you say about the state of B-to-B PR right now? That it's holding its own in the midst of severe marketing budget cuts? That its value is shining through because it is so cost effective? That it's leveraging social media and social networks in innovative ways that many B-to-B marketers wouldn't have imagined 12 - maybe even 6 - months ago?

I think I would say all of those things, but they are all so obvious, right? There's another level where PR plays that's always important but is absolutely critical in times of crisis, and for many B-to-B companies the current global economic situation is a true crisis.

At its best, PR can help frame issues and articulate policy for senior management. It can then be the engine of communication to all stakeholders. At its best, PR can be the tip of the spear, leading the charge as companies manage through this recession and simultaneously begin to plan for the turnaround. 

PR can be the level head and calm
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About a year ago we started using the term “Convergent PR” to describe the blend of traditional PR techniques and the new, 2.0/social media PR techniques. I was thinking recently about what I’ve learned since then. Most significantly, it’s that PR and search can – and in most cases should – be integrated in a way that delivers impressive results – results like I’ve never seen before or even imagined possible. We’re seeing that play out for a number of clients.

I also asked some other members of our PR team what they’ve learned about the so-called “new PR.” A sampling of their answers follows, and may provide some things to consider for your own PR program.

Matt Gaffney, PR copy director: Social media/2.0 has evolved as a direct, parallel response to the way our lives and businesses have evolved
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I’ve never been a “GE glorifier”, but I have been paying a little more attention to GE lately, as a student of business. Specifically, the strategic leadership of CEO Jeffrey Immelt. In my opinion, he's finally stepped out of the giant shadow of his predecessor and mentor, Jack Welch. Since December 2002, Immelt has sold off more than $75 billion in GE businesses such as its plastics and insurance units, and most recently, appliances (a business once synonymous with its brand name) while spending more than $50 billion on acquisitions in faster-growing sectors including wind power and aviation. Strategy in action.

Mr. Immelt has a very good sense of what he wants the GE brand to stand for going forward - innovation in emerging businesses in the 21st century (for now, that means big investments in health-care and energy.) Much of the growth in GE’s strategy will come
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I’ve been involved in some interesting discussions about brand strategy, and one of the topics that keeps coming up is “living the brand” from the inside out. Consistency distinguishes many great B-to-B brands, and a clear brand vision needs to be shared and understood by a company’s employees (and I mean *all* employees, not only the marketing department and sales organization). At every touch point employees have the opportunity to enhance the brand and to build customer trust and confidence. Of course, external branding efforts are important, but employees literally are the voice and face of the brand. Here’s a reality check: do some “walking around research” in your company to see if employees can articulate your brand vision. If you find many are “off-message,” how can your company possibly deliver a consistent and positive brand experience to your customers? And, what will you do to address this internal branding challenge
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Every company wants to tell its success stories. They go by different names -- testimonials, case studies, proof points, application stories -- and they take different forms (some longer, some more technical). But they usually come down to the same basic idea: our company has a solution to this customer's problem and they are willing to endorse it publicly.

Many of the success stories I've encountered for business-to-business clients have taken longer to complete and seemed more difficult than they should have. While I can't guarantee smooth sailing every time, I can share seven sure-fire ways to reduce the obstacles, frustration and time required to complete a customer success story:

1. Make sure it fits your core communications strategy.  It might be a great project or a big sale, but if it doesn't highlight a success that fits your current go-to-market strategy it may get shot down by your own management.  Stick close to
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