During this interview, you’ll learn about his latest book, his views on the state of the publishing industry and about his new venture The Domino Project.

Mike: Let’s start with Poke the Box. What exactly does “poke the box” mean?

Seth: If you’re a computer programmer and you want to figure out how something works, the way you do it is not by reading a manual or following a map. You do it by trying something, seeing what happens, learning from it and then trying something else. That’s how we figured out how the world worked when we were 5 years old, and it’s the way we figure out how to do something new in a changing world.

The reason that I wrote the book is that somehow we’ve lulled ourselves into this feeling that we need to wait for someone else to tell us what to do and give us permission to do it, as opposed to taking action and doing it ourselves.

Mike: You mentioned in the book it was your uncle who designed the “box” and put it in the crib of one of your cousins?

Seth: My uncle has a PhD from MIT. We call him “the admiral” because he was in the Navy ROTC program. He worked with lasers and all sorts of technology.

I have this vivid memory of when I was just 10 or 12 years old. My cousin was born and my uncle built a box—it must have weighed three pounds—in gray steel with one of those big, thick, black electrical cords. It had on it three or four switches and dials, and when you flipped a switch, something happened. A buzzer would go off or a light would flash. You’d turn a dial and something else would change. He plugged this thing in and threw it in the crib.

His thinking was that it’s natural for a kid to play with things, to figure out how they work. In a stable world, we don’t necessarily want people to do that because we want them to work on the assembly line and do what they’re told. I don’t know if you’ve noticed, but this isn’t a stable world anymore.

Mike: Let’s talk about your new book and how it’s different from all the other books you’ve written.

Seth: Well, it’s like The Dip, in that it’s very short. I’ve started a new publishing company called The Domino Project and the book was written with that in mind.

The Domino Project is trying to make ideas easier to spread. I think books are important and book publishers are basically trying to kill books. They’re making them too expensive, too long, too slow, too hard to spread and too hard to find. So the public is just ignoring them and moving on to the next thing.

I wanted to make it easy for someone, if they’re moved by the idea in a book, to hand it to someone else or to hand it to five other people or 50 other people, and say, “This is the way we’re going to do things around here from now on.” That’s what books are great at, and I want to optimize for that kind of conversation.

Mike: I also notice the book doesn’t actually have a cover title on it. It’s just this cool icon of a guy leaping forward. There were no chapters in the book either, so I guess it’s designed to be just one continuous read?

Seth: Sure. Because our publishing company is powered by Amazon, our main source of interaction is going to be online. If a book is shown online, it doesn’t need to have words on the cover because right next to the cover are all the things you need to know if you want to buy it. That wasn’t true in the bookstore, but it’s certainly true online.

Once you get it, if it’s sitting on your desk and it has words on the cover, then everyone knows what it is. But if it doesn’t and someone sees it, they’re going to say, “What’s that?”

Mike: That’s exactly what happened, Seth. Someone was in my office and they picked it up and started reading it because it just grabbed them.

Seth: We looked at every convention of publishing that’s out there and asked, “Why does this convention exist? Should we throw it out? Should we start over or should we do it differently?”

Last week we did a promotion to ask people to sign up for our newsletter.  As a result of the promotion, we ended up lowering the preorder price of this book to $1 on the Kindle. Why would we do that? Well, anyone who preorders it is already a fan because why would anyone spend $1 for something if they don’t know what it is? If you preorder it, and I can sell you the electronic version for $1, I’m not losing any money doing that, certainly. Now what I’ve done is seeded the book to my best customers—to the people most likely to talk about it.

Sure, I’ve lost the opportunity to charge those people a lot because they would have paid a lot, but on the other hand, what I’ve done is used that as my marketing effort. My marketing effort is if I can get 10,000 people in the world excited about the book and talking about it, then in March, I’ll sell another 50,000 or 100,000 copies because those 10,000 people spread the word.

Mike: In your book, you say, “When the cost of poking the box is less than the cost of doing nothing, then you should poke.” What does that mean?

Seth: When I started out in business on my own, I had to walk down the block to buy laser printing output because I couldn’t afford a laser printer. The world wasn’t filled with Kinko’s and it wasn’t filled with WordPress, and it didn’t have Google driving traffic to somebody who didn’t have a storefront. It wasn’t organized around individuals finding out how things worked.

That has shifted. If you want to do recombinant DNA research now, for $500 you can buy a kit and do it in your kitchen. You don’t need a whole lab. If you want to design a car, you can design a car using all sorts of off-the-shelf components. You don’t need a factory in Detroit. For that reason, the cost of finding out is much, much lower.

On the other hand, the cost of doing nothing is going through the roof because people who do nothing end up with “cog jobs.” They end up being told what to do and getting paid less and less.

We’re seeing this in our economy. If a job can be done cheaper somewhere else, it will be. As a result, you have to be the only person who can do it, and the asset that’s almost impossible to take from you is initiation—the idea that “I’m the guy who pokes and comes up with the next thing.”

Watch this video from Seth.

Mike: You talk about Google in your book. What can Google teach businesses about innovation?

Seth: Google is such a special case, like Apple in so many ways. Google has a fountain of money. Since we started having this conversation, Google made more than $1 million in profit, and they do that over and over and over again.

Most public companies just take the money and the problem is that three years from now, the money stops coming in. So Google takes a significant portion of the money and they do things they think will fail.

That’s the secret to initiation. Even if you’re not making $1 million every 10 minutes, the secret of initiation is simple. If you’re only willing to do things that will succeed, then you will fail. But if you’re willing to do things that might fail, you have a shot at succeeding. That’s the magic of Google.

Mike: Where do you think ideas come from and how should we act on them?

Seth: Everybody has ideas all the time. That’s part of being human. But the real question is where do they go? My answer is we have conditioned people to hide them or discard them or ignore them, and winning is in acting on them.

Steve Jobs didn’t really invent any of the products that Apple sells. Other people had all of those ideas first. It’s that Apple acts on stuff.

Mike: What do you mean when you say, “The person who fails the most wins”?

Seth: The statement doesn’t mean that you fail so badly you’re out of the game. What’s implied is you have to keep playing the game. The person who gets to keep playing the game and has the most failures has the better life, and likely has created the most value.

Take the guy who invented the intermittent windshield wiper. Who knows how many times he failed? He hit a jackpot in the end. Congratulations. But in general, what we see is that if you have this mantra, “I’m going to keep failing my way up,” it’s what we were born to do, and we’re great at it.

Mike: You talk about success being tied to defeating the fear that holds us back. How do we defeat the fear that holds us back?

Seth: By not being held back, everybody has a different way to defeat his resistance. Steve Pressfield’s brilliant book, The War of Art, talks about this in detail. I can’t tell you how to do it. Everyone does it differently. Picasso did it differently than Dali who did it differently than Jackson Pollock.

I don’t know anyone’s answer. I just know it’s the problem. Once you acknowledge that it’s the problem, it’s much more likely that you’ll seek out and find the answer.

Mike: What’s wrong with traditional book publishing? Can you elaborate a little bit more?

Seth: It’s filled with really smart people whom I like, who don’t get paid enough and do good work. The problem is that they think their customer is the bookstore.

The other problem is that bookstores demand a very slow cycle of a year to bring a book out, demand books that meet a certain expectation and demand full return privileges on those books. At the same time, that industry is stuck paying big advances to big-name authors, most of which lose money.

When you add all these together, you end up with an industry that has a lot less flexibility and doesn’t realize that its real job is bringing ideas that spread to people who want to hear them. If they embraced that as their job, I think the industry would do far better and the readers would benefit as well.

I’m not going to be able to change the industry all by myself and I have no illusions that we’re going to dominate anything. But I think that a lot of people are going to copy some of the notions that we’re trying to lay out here, and if they do that, I’ll be really pleased.

Mike: Let’s talk about The Domino Project. It’s a publishing company, correct? How do you describe what it is exactly?

Seth: Yes it is. The goal is to reinvent the way publishers think about authors and readers and distribution and pricing and packaging, and the very notion of the relationship between the author and the reader.

We have a really wide mission. We’re starting with Amazon as our backend, which gives us an enormous amount of leverage (Amazon hasn’t done this arrangement with anyone else) that lets us understand who’s buying what and how they’re buying it, and play with different formats.

We’re starting with a series of short books we call manifestos, which are about 100 pages long. There are five or six in the pipeline already. This is an experiment and I have no idea exactly what’s going to come next.

Mike: When you say Amazon is your backend, do you mean as far as distribution and that’s where people buy the book?

Seth: Yes, and they can buy it at a bookstore. Amazon owns a company called Brilliance that makes audio books, and they have a salesforce that regularly sells to bookstores.

We’re also going to sell our books around the world because what we’re discovering is bookselling isn’t local. It’s worldwide and it’s not right to tell someone in Hong Kong they have to pay $85 to get a copy of something.

Mike: So you simultaneously release a print book, an ebook and an audio book every time you do one of these, or at least that’s what you’re doing with Poke the Box, right?

Seth: Right, and a collectible. The collectible is because sometimes you want to treasure the book and touch the book and know that you have a special one. The collectible for Poke the Box costs $75 and is hand-signed with a bookplate. The cover is hand-printed on a letterpress and it comes with a hand-printed letterpress poster as well. We only made 400 of them and they’re on their way to selling out.

Mike: If people want to learn more about your book and The Domino Project, where do they go?

Seth: Just Google “The Domino Project” and there we are.

Mike: Seth, I really appreciate you taking some time out of your busy day to talk to me, and I wish you the absolute best with your new book and your project.

Seth: It’s absolutely a pleasure to talk to you, Michael. Keep up the great work.

Listen to the complete interview below…

Click here to download MP3.

What do you think about Seth’s ideas? How have you poked the box? Leave your comments in the box below.

Social media allows you to match data generated by social interactions with individual’s preferences and general interests. This creates useful profiles that give marketers insight into how to tailor future offers and products to their customer base.

In this article I’ll show you five ways to use the data generated by your social network profiles—and those of your competitors—to expand your reach and sales.

#1: Listening Data

Nearly every social media plan tells you to begin by “listening,” but what are you listening for? Monitoring news related to your local business environment and industry can give you a sense of the conversation around your products or services, but social listening allows you to expand this information and make it more relevant.

Specifically, you can gather data about the reactions to your products and campaigns as measured by interactions with messages on Facebook, retweets, mentions on Twitter and comments on your blog.

Measuring the volume, sentiment and relevance of these interactions—and tracking this data over time—will allow you to determine how new products, services and/or offers are received by your customers.

Here’s a view inside Gatorade’s mission control, where the brand reviews insights from social data to drive marketing improvements.

Tools like Google Alerts and HootSuite allow you to monitor basic volume of interactions. If the volume grows to the point where manual tracking is not feasible, there are a few paid products like Radian 6, Meltwater Buzz and Scout Labs that allow you to track data in a more automated fashion.

Some large-scale examples of using listening data for product development and service improvement include Dell’s new Social Media Listening Command Center and Gatorade’s Mission Control. How can you model your listening campaign on these examples?

#2: Benchmarking Data

In the past, it was difficult or even impossible for business owners to know how their efforts and branding stacked up against their competition, aside from observing the general performance of the competitors’ businesses and anecdotal information. Social media data allows you to understand your performance relative to your competitors, because so much of it is publicly accessible.

Once you gather the listening data based on your own company profiles, compare it to that of your competitors to gain perspective on your performance.

Observe the size of your communities relative to your competitors. Also, analyze the relative activity of those communities. Do your fans and followers post more or less frequently than your competitors?

Additionally, you can dig in to see who is following your competition and your own profiles, and compare to see who has more relevant community members for your industry.

Note the relative level of effort required to gain the number of interactions your competitors are driving. If you’re receiving either more or fewer interactions than your competitor, but posting with the same frequency, note the differences in your content and what is driving the disparity in results.

Be sure to account for competitors in each social channel on which you are active, and if possible, benchmark yourself against competitors that are active across multiple channels.

#3: Strategic Forecasting Data

RapLeaf, a social data company, provides insights on customer trends.

While market research groups provided one channel for companies to learn about the interests and perceptions of a few customers, companies like RapLeaf allow you to identify your customer base by revealing key insights and trends about what social networks your customers use, other popular websites for customers, relative location trends and relative demographic trends.

The use of social data allows you to hone your financial performance projections and product development, especially if you produce specific promotions for each social network, and can track revenue and profit from the activities on individual channels. Knowing this kind of information about your consumer base allows for more accurate targeting and the power to personalize campaigns.

#4: Real-time Tracking Data

Traditional advertising channels like radio, television and print were able to provide estimates of effectiveness through quantifying radio ratings, television viewership or magazine sales; however, these ads were effectively impossible to track with any real certainty. Social data allows marketers to view relevant and real-time trends including how campaigns are performing at given time and how alterations to campaigns affect results.

Tools like HootSuite provide real-time tracking of social data to drive business decisions.

Not only do these tracking mechanisms allow businesses to see how a campaign is performing, they allow them to view consumer data at a granular level, identify positive or negative trends and make instant modifications.

This ability, combined with the real-time tracing of consumer sentiment, can mitigate wasteful spending or funding for a campaign that isn’t working as planned.

#5: Reflection and Insight

No matter the level of preparedness a company has in listening, gauging relevance, forecasting and implementing, there’s still a degree of uncertainty in social media. The advantage of robust data tracking services is that you never find yourself guessing why something worked or what caused it not to work. Here is a great post on how to analyze Twitter performance, for instance.

Consumer feedback is usually statistically significant, mostly unsolicited and readily available for companies looking to reformulate their efforts. By understanding a campaign through the targets’ points of view and gaining the ability to quantify their evaluation process, social data can be an invaluable tool for marketers.

How will you use social data in 2011 to grow your business? Is there a particular suggestion that you’ve already implemented and can discuss? We’d love to hear what’s working for your business, so leave your comments in the box below.

If you heard about a marketing strategy that could substantially lower your marketing expenses and return 600% or more of your investment, would you be interested in learning more about it?

When Social Media Examiner surveyed 1,900 marketers in 2010, half said they wanted to learn more about this strategy.

Of those just starting out in social media marketing, 65% wanted to learn more about it. And 81% of all the marketers surveyed said they would definitely increase their use of this strategy.

No, it’s not Facebook, Twitter, LinkedIn or YouTube.

Sure, Facebook, Twitter and LinkedIn were among the top four social media tools among this group of marketers.

But what was first?

Blogging!

Did you know that Technorati ranked Social Media Examiner the #1 small business blog in the world just five months after it was launched? “We didn’t advertise, didn’t rely on the press and almost none of our traffic is coming from search engines,” said its founder, Mike Stelzner, in March 2010.

Blogging Isn’t Just for Moms Anymore

If you work for a large corporation, you’re probably not blogging yet, are you? Oh sure, you might have your own personal blog centered around your interests, hobbies or political views.

But I’m talking about a corporate blog. A blog sponsored, written and monitored by your company.

I’ll bet these are some of the reasons you or your company isn’t blogging:

• You don’t know what to write about
• You think your employees are too busy to blog
• You don’t want to reveal company secrets

If you’re a small business owner, did you know that nearly half of your competitors will be using a blog for marketing purposes by next year?  What’s holding you back?

Maybe you’re wondering “How can I make sure my message is noticed and not buried in all the other noise?”

Here’s How to Get Your Blog Working for Your Business

Suppose you could hire 23 of the biggest names in blogging to give you proven tips and techniques for using a corporate blog to generate leads, win customers and achieve your sales goals.

Suppose each of those experts came to your home or office and gave you 60 minutes of their time. Each one could easily charge you hundreds of dollars.

But suppose you got all of those experts for less than $300. Not $300 per expert, less than $300 for all of them.  Only $300 for 14 hours of highly implementable training.

That’s exactly what you’ll get when you sign up for the early-bird discount to attend Social Media Examiner’s Blogging Success Summit 2011. It’s an online conference scheduled throughout the month of February 2011. You won’t need airline tickets, hotel rooms, a rental car or a week of fast food.

All you need is an Internet connection and speakers.

Just look at this partial list of the 23 instructors:

• Richard Jalichandra, Technorati CEO
• Darren Rowse and Chris Garrett, authors of the best-selling book, ProBlogger: Secrets to Blogging Your Way to a Six-Figure Income
• Debbie Weil, author of The Corporate Blogging Book
• Douglas Karr, co-author of Corporate Blogging for Dummies
• Joe Pulizzi, co-author of Get Content Get Customers
• Brian Clark, founder of Copyblogger
• Michael Stelzner, founder of Social Media Examiner
  
• Rick Calvert, co-founder and CEO of BlogWorld
• Denise Wakeman, co-founder of The Blog Squad

You’ll also hear from people in the trenches – bloggers and social media marketers from Ford, McDonald’s, Southwest Airlines, Sony, Cisco and Procter & Gamble.

Here are some of the things you’ll learn:

• The State of the Blogosphere: What Businesses Need to Know
• Transforming Your Small Business Blog Into a Lead Generation Machine
• 20 Actionable Techniques to Enhance Your Blog’s Content
• How Big Businesses Are Leveraging the Power of Blogs
• How to Improve Your Search Engine Rankings With Blogging

HubSpot found that businesses with an active blog get 55% more online traffic than those without a blog.

Which part of that statistic are you in?  What do you think your competitors are doing?

To learn more about the upcoming summit click here.

What are your blogging plans for 2011? Please leave your comments in the box below.

During this interview, you’ll learn how Seth employed new media to promote his latest book and his thoughts on marketing and social media.  Note: Be sure to listen to the complete interview at the bottom of this article.

Mike: What exactly is a “linchpin” and how do I know if I’m one?

Seth: A linchpin is the person we can’t live without—the indispensable person who does work that matters, the person who is trying to stand out as opposed to fit in, the one who’s not easily replaceable, the low-paid cog in the giant industrial machine but, in fact, the person whom we seek out.

If someone says, “We’re going to see Bruce Springsteen,” you know that it isn’t going to be someone who’s like Bruce Springsteen performing. It’s going to be “the” Bruce Springsteen.

I guess the question is, “Can someone put the word ‘the’ in front of your name?” You are “the” Michael Stelzner. There isn’t anybody else who could be doing this interview about this topic because you’re him.

Now, thanks to the Internet, Google and the way the world is changing, anybody who chooses to become a linchpin can.

Mike: Do you think most people who are linchpins know it?

Seth: I think that anyone who is at the edge of what they can be doing is doing that on purpose. They are going through the pain and the difficult work and the risk necessary to do their art, to stand out, and to not just be a noisemaker.

Mike: Do you think anyone has the potential to become a linchpin or is this something that only a small percentage of society will ever achieve?

Seth: The first four words of my book are “You are a genius.” I honestly believe that.

When you were 3 years old and painted something with fingerpaints that had never been painted before, you were a genius. You solved the problem in a way that no-one else ever had.

Everyone has the capacity in some way to do the work of genius. I am not saying that everyone can build a profitable company, that everyone can start a Google, or that everyone can fill a stadium with screaming fans.

What I am saying is if you pick the right endeavor, you ought to be able to do work that matters.

Mike: I love the fact that you regularly talk about how you could even be a linchpin in your “day-to-day” job, like the guy behind the deli counter who’s smiling and greeting the customer. You can play a linchpin role in almost any endeavor, isn’t that true?

Seth: That’s right.

I got a note yesterday from a guy who has a fast-food pizza chain. His pizza is better than any other pizza in the chain. The people who run the chain are giving him a hard time, saying, “We want it all to be the same.”

The reason they want it all to be the same is because then everyone is replaceable. Then all the power goes to the person who writes the manual.

But if you look at your job as a platform for doing art, for being generous and for making changes in people, then you’re both getting paid and stretching yourself to become indispensable. When they hire someone to take your place when you move on to the next job, the place won’t be the same, because you won’t be there.

Mike: Let’s talk about you now. When was the first moment in your life when you realized you were a linchpin?  What was the turning point where you recognized that perhaps you were unique?

Seth: It was in 1976. I was on a lake in Algonquin Park, Canada, teaching a 12-year-old girl how to paddle a 17-foot-long canoe all by herself.

As I was sitting there I realized that I had a tremendous responsibility because I could either just do my job, in which case this girl would go back to her day unchanged, or I could take a chance—I could lean forward. I could connect. I could do something that wasn’t asked of me and maybe, just maybe, I could impact her life and help her deal with her bad temper and help her see a different way of navigating through her day. I did it and it worked.

Mike: What happened next?

Seth: It was an extraordinary feeling. Joanna went from slugging people several times a day—anyone who disagreed with her, boy or girl, she would just deck them—to being somebody who was smart and generous and connected and kind and enjoying her life a lot more.

Fifteen years later, she contacted me and it had stuck. In that moment, I got the chance to matter. That’s sort of addictive.

Mike: Was there some sort of resistance going on in your head, like, “Should I do this? Is she going to snap at me? I’m just going to do this?”

Seth: In the book, I talk about the resistance, which was a term coined by Steve Pressfield in a book called The War of Art. The resistance comes from the lizard brain; the part of our brain that is afraid, that doesn’t want to get laughed at and doesn’t want to make a mistake.

If we look at the people who are reading Social Media Examiner and we look at the huge momentum to fit in and follow the standards, as soon as someone does something interesting on Facebook or Twitter, a hundred people copy it. A thousand people copy it. There’s a lot of desire to not get laughed at and to not be the one who did that thing that everyone talks about. That’s the lizard brain. That’s the part of us that wants to fit in.

What I’m arguing is that the last person in on anything happening on the Internet never profits. The people who win are the ones who figured out how to win before anyone else was even paying attention, before there was a manual, before there was a Dummies book and before it was the standard operating procedure.

Mike: Thanks Seth.  On another topic, did you promote this book any differently than your other books?

Seth: Every time I write a book, I try to take my own advice. With Permission Marketing, I set up a website, www.Permission.com, which cost $400. You give me your email address and I send you one-third of the book for free. That led to 200,000 people giving me permission, which changed everything for that book.

In initiating the Ideavirus, I gave the whole book away for free because it was a book about giving stuff away for free. If you Google the words “idea virus,” it’s still there. It’s still free.

With Linchpin, what I said was, “The mainstream media is clearly dying.” The number of book critics is diminishing.  So I’m going to ignore all those people. I’m not going to send out one piece of mail. I’m not going to send out one review copy to the mainstream media. Not one.”

Instead, I reached out to bloggers and people with followings online and said, “Let me do an interview with you, if you’re interested, because you are the new media.”

The second thing I did was go to the people I have permission to talk to, readers of my blog, and said, “If you make a donation to charity, I’ll send you a review copy of my book a month before anybody else gets it. No strings attached. Review it and share it when you’re done if you like. The only reason we’re asking you to donate money to charity is because we can’t give one to everyone. We just want to give one to people who really care.”

Almost 3,000 people took me up on that offer. The book has been reviewed online probably more than any other book I can think of. The day the book went live and Amazon opened its doors, more than 110 people gave it a review.  All of them had read it. None of them had any other incentive to review it.

The end result of this is that it was the biggest launch of any book I’ve ever done and one of the most successful book launches of the year.

Mike: I’m looking at your book right now and on the back cover, there are a thousand little pictures. Tell me what that’s about. Note: That’s me holding the back cover up…  See any subliminal messages?

Seth: Last year I put a post on my blog that said, “If there’s someone you can’t live without, someone indispensable in your life, send me their picture.”

Flickr has a feature that gives you an email address where you can email pictures to yourself and they show up in your Flickr account. I published that email address. Everyone was sending me pictures that ended up in my Flickr account.

I downloaded those pictures and put them into a mosaic. Here is a gallery of people—ordinary, everyday people like you and me—who matter. That’s the essence of the book.

Mike: I thought that was really brilliant.  In your book you talk about gifts.  Can you explain what gifts are and how social media plays into the whole gifts concept?

Seth: A gift is not a gift if you give something to someone hoping they will give you something back. That is sort of an unequal transaction. It is not a gift.

A gift is what Pablo Picasso did when he painted a painting and you get to see it in a museum. He knew you’re never going to be able to buy one of his paintings. He wanted you to see the art. The point of the art is to change people.

When you help somebody out who asks you a question on Facebook or Twitter because you hope one day they’re going to become a consulting client, you’re making a mistake. While that might be an interesting marketing strategy, it is not a gift.

My argument is that linchpins make art. Art is a generous gift that changes other people.

Mike: If I’m a marketer and my goal ultimately is to market a product or service, can I still give a gift even though my intention is to try to sell something?

Seth: I don’t want to call that a “gift.” I want to call that an opportunity to put ideas in front of people so that you can up-sell them after they trust you. That’s fine, but let’s not get confused.

There are plenty of people who read your site who are happy to respond to a pop-up window: “Welcome to my blog. Sign up for my free newsletter.” That newsletter is designed to have valuable content but also to up-sell people. That’s all good. But that’s not a gift.

What I’m talking about is somebody who gives $100 to charity and doesn’t sign his or her name to the letter. There’s no opportunity for anything to come back to the giver, except for the fact that he or she now feels closer to the mission.

Mike: At the end of your book, you mention Frank Eliason from Comcast as a great example of a linchpin. Why?

Seth: Frank works at one of the most hated companies in America, a cable TV company called Comcast.

On his own, without permission, he started searching Twitter for mentions of the word “Comcast.” If you mentioned Comcast in a tweet, he would get back to you, sometimes within five minutes.  He would tell you who he was and ask you to call him directly, or he would try to troubleshoot you right then and there so that you could get back online or back to TV.

It worked. It worked because it was so out of the box, so generous, so remarkable, so opposite of the way people felt about Comcast.

As a result, Frank’s standing at Comcast goes way up and so does his career.  That’s not why he did it. He did it because he clearly loves the company and he wants to help people. The side effect of his generosity is that he’s set for life now because he’s “the” Frank Eliason.

Comcast then hired a whole bunch of people to sit next to Frank because once the word got out that this was the shortcut to customer service, lots of people started tweeting the word “Comcast.”

The lesson from Frank is “do something that hasn’t been done before.” Do it out of sheer generosity. That’s the lesson.

Mike: One of our Twitter followers asks, “What is the catalyst or tipping point that pushes a follower to be a leader?”

Seth: The Tipping Point by Malcolm Gladwell is a great book that I recommend.  It’s about social movement. I don’t think there’s a tipping point for an individual to go from follower to leader, but I do think there are plenty of catalysts.

The real catalyst, in my experience, is no-one goes from being a follower to being president of the United States. There are lots of kinds of leaders. You can be the president of the safety patrol in fourth grade and you’re doing a little bit of leadership.

What really shifts is if you decide that you’re going to take tiny steps toward leading. Those can be leading in your family or leading in your community.

I really believe that this is a path and not an event. The path starts with leading a few people, volunteering at your local animal shelter and then leading a corps of volunteers to make a change happen.

Mike: Talk to me about your time working with Lester Wunderman. He’s the marketing guru behind the American Express Card and Columbia Record Club. What did he teach you about marketing?

Seth: Lester invented the term “direct marketing.” What Lester understood is that it’s not particularly difficult to hire people to follow the manual. His firm, Wunderman Cato Johnson, grew to be a multibillion-dollar firm, with lots of people doing direct mail and direct marketing for lots of companies.

You don’t need Lester to do that. What you need Lester to do is sit down and invent the gold box on the Columbia Record Club so they can go on TV, or invent the American Express Card as a charge card, not a credit card. These sorts of insights and innovations are what he does for a living.

It only takes a minute to come up with one. The other eight hours a day are spent going to lunch and walking around and smiling at people. But in one minute a day, he’s creating billions of dollars worth of value.

We get so hung up, particularly in a tweetified, Facebooked, blogged world where there’s always one more email to answer. We get focused on how busy we are or even how measured productive we are, as opposed to saying, “What did I do today that was important? What did I do today that no-one else can do?” If you spend a little bit more time on that work, you’ll discover that you have enough money to hire people to do the other stuff.

Mike: So what Lester taught you is to focus a little more of your time on coming up with innovations?

Seth: He helped me see that that’s my only job.

Mike: To the aspiring future linchpin, what would be the best piece of advice that you would give him or her?

Seth: Ship. Fight the lizard brain. Fight the resistance. Whatever it is you’re working on, ship it out the door. Ship often. Put things out there and fail. The more you fail, the more you learn. The person who learns the most wins.

Mike: Seth, thank you very much for your time. You’re an incredible fountain of knowledge.

Seth: It was my pleasure. Thanks for doing the great work on the site.

Listen to the rest of this interview (below) and learn a lot more about Seth and marketing…

What do you think about Seth Godin and his marketing ability? Have you read his books?  Did they leave a mark on you?  Leave your comments below.

What is Geotagging?

Simply put, geotagging is the process of attaching geographical data (longitude and latitude) to photographs, videos, websites, status updates and even emails.  This geotagged data shows where the photos, videos, etc., were created or modified.

Google Maps shows the details for a salad bar in Austin, Texas—aligned on a map using latitude and longitude values.

The technology originally started off as a feature, but entrepreneurs like Dennis Crawley and Naveen Selvadurai anticipated that geotagging would become a much bigger phenomenon. As a result, they created Foursquare with foundations based solely on geotagging.

What’s Foursquare?

Foursquare is a social network fused with a game that anyone can play, from anywhere in the world. It allows people to “check in” to any location they visit. To play, all a person needs is a cell phone that can browse the internet (and a decent signal!).

Foursquare lets users "check in" to locations as they travel, unlock items and complete "to do" lists, creating a game around the service itself.

Players are rewarded for their continued check-ins via a point scheme by acquiring badges and earning status ranks. For example, Foursquare will give the “local” badge to users who check into the same venue more than three times in one week. If that person checks into a location more than anyone else, they will become its Mayor.

Why People Love Using Foursquare.

Foursquare Mayors receive special attention for their loyalty. Wouldn't you reward your most loyal customers?

People love a great game, and surprisingly, Foursquare is exactly that.

When you become the Mayor of a venue, it feels like a real accomplishment. It opens you up to added perks that only you are entitled to. You want to brag about it to your friends and networks. It becomes viral.

A pretty accurate rule of thumb for any business is this: Whatever people find fun and engaging is where your business should be.

Andrew McCormick summed it up perfectly in his article in Marketing Magazine:

“Brands support the service by offering deals to participants based, for example, on the number of times someone ‘checks in’ to their local branch.

The benefits for companies include increased footfall and the recruitment of a network
of brand ambassadors who will pass on recommendations to their friends and Twitter followers. Brands can also gather insights into the behavior of customers and what incites consumers to visit their stores.”

Andrew didn’t mention that Foursquare actually integrates with Facebook as well, so there’s an even tastier proposition for pursuing a marketing strategy that incorporates social geotagging networks.

Why You Should Use Geotagging With Your Marketing Strategy

Foursquare is great for generating a buzz around your brand. You can showcase your offers to a wider audience through viral sharing. It also incentivizes people to visit your business, which leads to buying your products/services.

You should take Internet-based games like Foursquare seriously—they are big business.

For example, according to Technology Talks, in 2009, Zynga earned $145 million in less than 6 months as a result of their flagship Facebook game, Farmville.

Foursquare is growing at a steady rate with a user base of around 150,000 people and it’s definitely gaining momentum with new deals and partnerships…

Who’s Already Leveraging This Geotagging Service?

Recently, Foursquare teamed up with movie producers to promote movies like Valentine’s Day.  Also department stores like Debenhams and fast-food businesses like Domino’s Pizza are now partnering with Foursquare to offer added perks to regular customers.

This is why you need to be thinking of ways you can implement geotagging into your marketing strategy—you should be aiming to get a piece of the action while it’s still buzzworthy and free.

A 5-Step Action Plan for Implementing Foursquare

Registering your business with Foursquare is as easy as 1-2-3.

1. Find the button above on the Foursquare home page to register your business. Click it and follow the onscreen instructions. It’s a very simple, quick process (you don’t need to register to create incentives as you’ll see, but if you do your offers appear on the website and mobile apps).
2. Create materials that advertise your participation with Foursquare such as posters for your storefront and for the walls inside.
3. Advertise your participation on your website, blog, Facebook and Twitter profiles and other social networks.
4. Engage with Foursquare users who visit your business. Thank them for playing and let them feel noticed and appreciated.
5. If you’re serious about engaging your users, you could mention the Mayor each month on your website or blog and maybe even offer added perks.The key is in creating loyal, avid fans who will represent your brand when you’re asleep. If you do this successfully, the return on investment should far overshadow the prizes you offer as incentives.

What if I Don’t Sell Location-based Products or Services?

You could even take it a step further and create working relationships with businesses that complement your product or service. For example, if you have a continuity product or service like web hosting, why not approach a local computer store and organize an offer whereby the Mayor gets a 15% voucher off the monthly premium hosting package?

This way, even if the store wants to sweeten the deal and serve up its own perks as well, it could still leverage your service to make a recurring commission from any customer it refers for you.

It’s a Win-Win Situation.

Even if you don’t have a continuity product or service, or you feel that what you have wouldn’t sell on this platform, you can still learn from businesses like Foursquare.

Geotagging is just a vehicle that Foursquare taps to achieve success. Ingredients that matter are engagement, compulsion and loyalty, among others, which gently guide users into the sales funnel.

If you can replicate the same sentiment that Foursquare users feel when they interact with the service, there’s absolutely no reason why you can’t have the same success.

Do you think there’s potential for your business to offer perks to customers through Foursquare? What are your thoughts on this new marketing strategy? I’d love to hear your comments below!

Here are two current studies that show how the integration of social media marketing is changing the way marketers connect and engage with their audiences—online and offline.

#1:  Marketers Ditch Silo Campaigns and Report Social Media as “Critical for Success” (Alterian)

As digital and social media marketing mature, the demand for greater integration is evident. Marketers are quickly realizing that operating in a one-way marketing tunnel makes success impossible in this social media–saturated world.

Listening first and then communicating and engaging have become “musts” for any successful social media campaign. Results of a 2009 survey by Alterian indicate that social media is becoming an integral part of most companies’ marketing campaigns:

• 50%+ direct at least “a fair amount” of effort toward integrating social media marketing into their overall strategy
• 66% will be investing in social media marketing in 2010
• 40% of the 66% plan to shift more than a fifth of their traditional direct marketing budget toward funding their social media marketing activities

eMarketer’s report on the findings of the Alterian study pointed out, “[Social Media] is yet another channel to be incorporated into an integrated communication strategy, rather than addressed on its own. And it can provide unique insights into the consumers who can now use earned media to build brands alongside marketers.”

As with earlier reports in 2009, marketers still feel a need for education and training with social media, as more than one-third reported only being “minimally prepared.”  The good news is 37% planned to invest in training in this area.  In addition to training, the survey also found that 36% are investing in social media monitoring and analysis tools.

It will be interesting to see how marketers begin to use not only Facebook and Twitter to reach their audiences, but also start to take even greater advantage of podcasting, message boards, forums, video sharing and the many other social media tools consumers are using today.

#2:  Online Forum Users Transcend Online and Offline Worlds, Becoming Influential Brand Advocates (Synovate/PostRelease)

Word-of-mouth has always been vital in building loyal customers. Friends—whether online or offline—and family are trusted sources when making purchasing decisions. As mentioned in my previous article, a recent study from PostRelease showed how online forum users are enthusiastic brand advocates and are taking their online activities to the streets, telling others about products and services they recommend. Not only are they recommending brands to their family and friends, they are also more likely to publish blogs and organize meet-ups, compared to non-forum users.

The PostRelease study focuses on consumer’s organization offline. Consumers are merging their online and offline influences, and this could be a huge opportunity for any savvy marketer who sees these new possibilities.

Marketers are becoming acutely aware of the need to integrate new media activities into their existing marketing plans and consumers are demanding greater social media engagement from the brands they follow most.  This could be a win-win situation if carried out strategically.

Now it’s your turn.  How have you seen the growing integration of social media marketing change your company’s marketing strategy? As social media matures, what are some ways you see this integration taking shape? We want to hear from you, so start talking!