Tag Archives: Zappos

Can You Have a Business Identity on Twitter?

Imagine a conversation, maybe a group of people standing around talking at a cocktail party or networking event. One of them wears a logo suit, like one of those mascot costumes, that hides the face and presents the person as the logo character only. Maybe it’s something like Ronald McDonald, or Tony the Tiger, the Pillsbury Doughboy, or that Michelin tire character.

Zappos on TwitterWhat sort of conversation is that going to be? If the other people gathered around are people, representing themselves, how comfortable would they be with the logo character?

Let’s assume that all of the others are spouting points of view, equivalent to content. I’m there talking about business planning and small business, you’re there talking about your favorite topics, and we probably share opinions and suggestions about other topics that come up. So we’re aware of our business selves and our various sets of expertise; but we’re still people. And the logo characters aren’t. Or so it seems.

So I’m watching how this works.

I use the Zappos example in the illustration here because that’s an interesting compromise. We see the person behind the curtain, he or she even introduces themselves. That’s sort of like the person in the conversation wearing a company shirt, or name tag. I get it. I’m assuming we follow them, temporarily, if we have a customer service issue.

I see people identified with companies. Scott Monty of Ford, for example. Tim O’Reilly of O’Reilly Publishing. That seems to work well for them, and it works for me too. They’re the person, not the company. I follow them if I like what they’re saying.

I see companies that tweet as companies, announcing deals, sales, products, seminars, and so on, as companies. The moving taco stand tweeting its location. Those tweets don’t seem to come from people. I’d follow them if I had a customer reason to.

I still think the business side of Twitter works best for those individual experts who are there as people, but, when topics come up, people with experience and expertise and opinions. I’d like some, but jeez, I’d need to list hundreds of names. It’s the people tweeting that makes Twitter interesting, not the companies. For the people doing expert business as themselves, Twitter is a very powerful business-related conversational platform. That’s cool. But it’s still conversation that really works.

Technology vs Productivity vs Expectations, Oh My

This post title should be recited to the tune of “lions, tigers, and bears, oh my;” that is if you’re old enough to remember The Wizard of Oz, or young (at heart) enough to have seen it as a rerun. It’s rhythmic and its cyclical and it never stops.

Twitter and Facebook and LinkedIn are potential business advantages right now. Believe it or not, Twitter offers me real productivity gains. If you don’t see it yet, you will, later on. Facebook and LinkedIn do that for others (not me, but only because I can’t deal with too many different media). Businesses that manage these facilities well are ahead of the game, for now. If you don’t believe me, look at Zappo’s valuations when Amazon.com bought it.

Soon, though, they’ll be expected. It won’t be that businesses operating on the leading edge get credit. Instead, it will be that businesses operating behind that edge will suffer.

That’s the cycle: technology boosts productivity, and that boosts expectations, so we go back to the start again.

I’ve seen that same cycle for a long time now, over and over. When I started with spreadsheets, in 1980, they were so new that my use of spreadsheets gave me competitive advantage in business school. (That image to the right is a 1979 ad for VisiCalc, the first mainstream spreadsheet). Not any more; everybody assumes spreadsheets. Complicated spreadsheets don’t buy anybody competitive advantage. The same was true, believe it or not, with word processing (yes, there was a time when business people didn’t all understand word processing). Now we all assume that. There was a time when an early personal computer and WordStar software and a daisy wheel printer was a huge competitive advantage. No longer. And the same thing happened with desktop publishing. First it was competitive advantage, but then the bar was raised, and it became merely expected. And with email, and Internet websites. Technology to productivity to expectations to back to the start again.

True, we got better output. Spreadsheets give us better business analysis, word processing gives us better writing tools, and desktop publishing gives us better output. But we don’t spend less time. We just expect more.

(Photo credit: Woosa Rosa/Shutterstock)