4sight

Conan The Magnificent

In just a few short days, Conan O'Brien gets his dream job - host of The Tonight Show.  In a great profile in this past Sunday's New York Times magazine, the challenge that Conan is facing is spelled out.  Between Jay Leno's 10 p.m. show, Letterman, and the competition from guys like Stewart, Colbert, and Kimmel for audience loyalty, it's not going to be easy.

The elements that work for Conan in an increasingly crowded environment are his devotion to prep and perfection - and that's what stood out to me while reading the article.  Yes, he's got a large well-qualified staff, but it is O'Brien's dogged devotion to getting it right that has already allowed him to thrive in a sea of great talk shows.

Here's a quote from his article that sums up his approach to every show:

"...I did not want to fail.  And now I'm addicted to the feeling of what it's like to do a good show.  There are 35 variables every night - what comedy do we have?  What's the audience like?  Who are the guests?  What time of year is it?  What's my mood?  You need 15 cherries to line up to pay out the jackpot.  And, every now and then, the stars align.  And you keep chasing after that feeling." 

What are your show's 35 variables?  Or maybe there are only 11.  What are the factors that contribute to pulling off a great sales presentation, a successful product launch, or a new initiative?

As the article points out, Jay Leno's reputation was sealed when he had on Hugh Grant to comment after the actor's prostitution scandal.  But in today's environment with the myriad news sources, those types of moments are much harder to create because of the huge mass of media outlets.  To really win, it's about preparation, booking, treatment, and doing your homework. 

But it's more than just prep.  The other interesting angle in the article is Conan's willingness to get out and meet affiliates, even as he's preparing a new show with a new set in a new city (L.A.).  And he's not just showing up in America's glamour capitals, but in middle markets that many might find less desirable.  As he commented, "If you want to host The Tonight Show, you need to go to Kansas City and Cleveland and Milwaukee and San Jose and Oklahoma City.  There's something about the show that does belong to those people." 

In business, it's not hard to spot the difference between the startups that "get it," and are willing to put in the requisite time, prep, and strategizing to make it.  It's hard not to pull for Conan.

Political Capital

Last week, I had the pleasure to participate in a panel discussion with Greater Media Chairman/CEO, Peter Smyth, Kay Olin, the President of Local Focus Radio, and chaired by Marcia McBride, former Chief of Staff to FCC Commissioner Michael Powell, at the Media Financial Management conference in Atlanta.  It was a great opportunity to talk about how radio is handling the digital challenge during these tough times.

After our panel, Evan Tracey, founder and president of the Campaign Media Analysis Group, spoke about the coming political advertising opportunity for mainstream media.

Wait, you're thinking - the election was over months ago, and it will be more than a year before the midterm contests begin.  But Tracey's point is that the Obama presidency is really acting like it's still running for office.  The result?  Advocacy advertising is showing signs of being bigger than ever, and the Democratic National Committee is still aggressively in "campaign mode."  As a result, Tracey expects that the Republicans - who he describes in "survival mode" - will also have to start getting aggressive with getting out their message.  He also noted that many state races are already heating up, too. 

Even though the candidates and advocacy groups will no doubt use new media, the fact is that the Obama campaign underscored the importance and power of traditional media outlets like television and radio.  Tracey believes there are opportunities for "old media" to benefit from these changing political trends.  

Who would have thought that 2009 could end up being a big political year? 

 

Marcia McBride, Kay Olin, Fred Jacobs, Peter Smyth

Forever Young

A recent interview in The New York Times with Zurich Financial Services CEO, Jim Schiro, revealed his interesting corporate philosophy that is obviously a work in progress.

Schiro has canceled his company's midyear meeting (where they used to fly in 400 employees), and now provides his "state of the company" messages on YouTube.  They are typically videos taped from his company "road shows," and they have a very natural feel.  Yes, anyone can access them, but Schiro has bought into transparency and these changing times, believing that there's nothing in these videos that should be hidden from public view.

One of the main influencers for Schiro is youth.  In the interview, he talks about how he now regularly recruits very young assistants to be at his side.  While these youthful employees only serve in that role for six months or a year, they provide the type of feedback and perspective that older employees cannot bring to the corporate boardroom.  As Schiro states, "...a smart, bright, energetic young person" offers a viewpoint and knowledge that is more in-synch with where the business world is moving.

I think back to many of the college and even high school classes where I have been asked to make a guest appearance over the years.  Most often, these speeches have been premised as providing students with a look at "the real world" of radio, and the modern media workplace.  All that assumes is that young people don't "get it" when it comes to how business is done.

But that convention has been turned upside-down.  While professionals, like many of you reading this blog, have a genuine perspective about our business, the teens and twentysomethings who we're supposed to "school" have a view that we could benefit from.

How many CEOs could benefit from Schiro's concept of making sure there's a bright, young, up-and-coming professional at their sides?  Instead of hearing the same, tried-and-true opinions, having a youthful, tech-savvy consigliere could bring a different viewpoint to the company.

It might not be a bad idea to invite a twentysomething to the next board meeting.

iPhone Urban Legend

You may have seen the story that at the recent OMMA Mobile Conference, a major exec from Papa John's Pizza, Jim McDonnell, expressed his disappointment with the company's iPhone app.  There's only one problem - his company doesn't have an app available at the App Store.

If you own an iPhone (or Touch), you know exactly what I'm talking about.  The charm of the iPhone, and the main reason it has exploded in sales growth and customer satisfaction is the App Store - a virtual candy store of apps where new ones come in daily.  Our Tech Poll indicates that better than 8 in 10 iPhone owners download apps - free or paid.  It's the key driver why the iPhone has become the leading mobile device.

When I read the story about Papa John's, I went to the App Store to see why their application wasn't working for them.  And of course, they don't have an app.  A follow-up article about the conference reports that Papa John's has an "iPhone-enabled mobile site" that includes a store locator and a speedier way to order pizza.  

So two problems:

1. If you're playing around with apps (and I emphasize "playing"), it's time to rethink the strategy.  Or in fact, develop a strategy.  Just being available on an iPhone doesn't solve any problems, nor does it address consumer needs.  Too many potential clients come to us here at Jacobs (or jacAPPS, as we're now calling our business), and simply asking whether they can buy an app.  While the interest is flattering, our next step as developers... and marketers... is to sit down with them to discuss the goals and strategies behind the app.  

In the case of Papa John's, there's no driving strategy here, aside from making it a little easier for pizza eaters to find one of their stores.  There are so many other things their app could contain - menus, coupons, a pizza trivia game, and even the user being able to custom design a pizza.  And of course, it would help Papa John's if they actually had an app. 

2. If you're serious about your brand being a part of the iPhone, and you're not providing an app that's available at the App Store, you're making it difficult for consumers.  The essence of the iPhone is elegance and simplicity.  It shouldn't be hard to find and download your app.  But if it's not searchable inside the App Store, and not available with a one-touch download (just like every other app), you're kidding yourself about what you're truly offering consumers.  I don't care how many other cool features your app delivers.  If it's not in the App Store, it's not an app. 

We've now developed more than 60 apps for clients who are enjoying their position inside the App Store, and these apps have now generated more than 600,000 downloads in just six months.  That's not a bad contribution toward Apple's one billion total, and our app business continues to grow.  We're now developing apps for festivals, personalities, as well as games for other brands.  

There's a learning curve here, as Papa John's is finding out.  It's like "Brave New World," and mistakes will be made.  We're studying the analytics, and beginning to conduct research into app usage, accessibility, and utility.  It's part of our responsibility as marketers and developers to figure this thing out, and better serve the brands that want to be a part of the mobile device revolution. 

In many ways, it's like 1993 all over again, when a small number of companies had built websites, and the other 95% were thinking that perhaps it was time to start thinking about building one of their own.  So, again, two pieces of advice.

1. Get a strategy

2. Get inside the App Store