How do you find these types of bloggers? And what’s the best way to manage them?

Model bloggers

Before we get to that, let’s look at some examples of executives who effectively engage the blogosphere. Chuck Hollis is vice president of global marketing CTO  at EMC. He’s been at EMC for 15 years in a variety of technical and marketing positions. In other words, Hollis knows his stuff. He’s comfortable writing easy-to-read posts about everyday life (such as “What iPads did to my family”) and is not afraid to state his views about EMC activities.

Take, for example, EMC’s bidding war against NetApp for Data Domain last year. Although some company executives may stay silent on such company activities, preferring to speak through their PR or legal teams, Hollis posted a blog about his personal perspective of EMC’s move. Not surprisingly, that post attracted multiple comments.

Hollis’ opponent at HP (they often cross swords on each other’s blogs) is Calvin Zito, author of HP’s Around the Storage Block blog, and StorageWorks marketing communications manager. Like Hollis, Zito has held a variety of positions in marketing and engineering.

Zito is a prolific writer with a great writing style, and commands a regular audience—including Hollis.

Ideal traits

Judging by their blog posts and the frequency of their updates, both Hollis and Zito are comfortable writers and are quick to analyze their markets. The results are thoughtful and engaging blog posts. Hollis and Zito are quick to respond to reader comments—both complimentary and not—and engage with readers of other blogs by placing comments there.

Once you’ve identified executives who have the necessary traits to write blogs, how do you manage them?

You don’t.

Opinion writers

View such corporate bloggers as you would opinion writers on newspapers. By all means run a blog that is a mouthpiece for your organization, if that makes you feel more comfortable. However, encourage other voices to speak as well.

It’s not possible to silence people who have strong views, but B2B readers are mature enough to decide for themselves whether these bloggers are stating their own views and not those of their employers. (Some bloggers state this on their blogs, particularly if they’re hosting the blog themselves.) Of course, it helps when these bloggers are senior executives and not entry-level employees.

It is better to have employees who are able to engage with readers and get the blogosphere talking than to run a bland corporate blog that commands no attention whatsoever. You’re now in the publishing game, so be prepared to loosen the reins.

The most useful session was one conducted by another 2009 SNCR Fellow, Vanessa DiMauro, on B2B online communities. It’s hard sometimes to find social media info specific to the B2B case, but her preso was chock-full.

We spoke with Hewlett-Packard Marketing Communications Manager Alex Flagg about the “HP Engineers Say It” viral video campaign he led last year. A longtime Tendo customer, HP conceived the series in response to aggressive competition from IBM. (Full disclosure: Tendo does produce video content but did not contribute to this series.) Learn how Alex combined a process with proof points to successfully execute a viral video series that did more than just entertain.

How did you conceive the idea for the HP Engineers viral video series?
In April 2008, IBM began an aggressive competitive campaign claiming their Power6 products had superior performance on a smaller system over HP’s Superdome Integrity at 93% of the cost. So we organized an overall marketing strategy to come up with competitive proof points against their mainframe, such as superior power savings and superior TCO savings. But we don’t have the advertising dollars that IBM has to be able to blast out this message. We decided that we should do something humorous and aggressive using viral videos—if it gets noticed and gets out there, you get free media.

Was the viral video part of a larger campaign?
Yes, the overall campaign was called “Out-market IBM,” and the other elements included an offer to give NonStop hardware away for free for the first year to those migrating off of a mainframe. There was an internal employee contest that invited people to come up with alternative uses for IBM’s mainframe; the winning one used IBM’s mainframe as an ice fishing hut, which we used in posters for the sales force. We did lots of press outreach. We created leave-behinds for customers—there was a slide rule that calculated TCO of the mainframe vs. HP Integrity, which we used for direct marketing in the United States, and there were announcements at conferences.

What audience were you trying to reach?
The broadest audience was the press, analysts, and mainframe customers. To reach mainframe customers, we needed to rely on communication channels—such as viral video—since they may not be receiving installed-base communications. The second-level audience was current Integrity and NonStop customers—we wanted to be able to reinforce the value that we are giving to them. The last audience segment was HP employees and the sales channel. The sales team especially had to feel confident in our product line.

What other approaches did you consider for achieving your objective?
We discussed a “Myth Busters” idea. This would have been good because it captures the scientific-analysis vibe in HP’s data-driven engineering culture, but it required us to design a real experiment that we didn’t have time for. We needed to do these quickly.

The video concept we landed on was more of a process than a script. We held a casting call and invited every engineer in the Bay Area to audition. We got about 140 responses and invited 50 people to read, just to get the funniest engineers possible. The reason we wanted to use real HP engineers with no script was that we wanted to capture the HP culture. We wanted to get the offbeatness and social awkwardness of having engineers star in the videos.

What did they do during the casting call?
Each one played a character and read a script from the “MythBusters” idea, and we evaluated them based on their energy, their persona. From that, we chose 15 engineers to videotape.

We then came up with six simple proof points about the IBM mainframe, like “the IBM Mainframe z 10 uses 8,000 watts more than the HP Integrity Superdome.” We simplified it even further by telling the engineers the proof point and asking them to show how they’d demonstrate 8,000 watts in power and cooling savings. We gave them a week to write their own scene using whatever materials they wanted. We also asked them to send us their idea and tell us what they were planning on doing a few days before the shoot itself.

Did you give the HP engineers any incentive?
We gave them a small employee award if their video was one of the seven or eight that we selected.

What part of the process contributed most to the success of the videos?
Let’s first define success, because it was successful in some ways and not so in other ways.

It was very successful in capturing the HP culture blended with the TSG (Technology Solutions Group) look and feel, and also tying the videos back to actual proof points. A lot of viral videos forget that they’re marketing tools and tend to be more movies or entertainment. What’s the point of doing that?

Many of these tech viral videos go for entertainment over messaging, so you need to strike a balance between how viral and entertaining you want to make it and how much you tie it back to the business. If you go too far to the entertainment side you forget about the message. Putting the competitive message in the foreground was important. From that standpoint, the videos were successful.

They didn’t become million-view videos, but according to some metrics, seven of the eight videos achieved 20,000 views total over a period of four months. It’s not bad for corporate marketing videos in our category.

Another thing that we did right was have more videos rather than investing in a single video. It spreads the risk, and collectively you get more views because each one feeds off another.

We also tried a new measurement technology, working with an agency called Zocolo (a social media agency specializing in measurement methodology). We measured the height, the width and the depth of the digital footprint. The height is the volume of discussion around the videos on blogs, or how many views are being generated; the width is the overall scope of influence of the social content, measured by incoming and outgoing links to other networks and videos; and the depth is the level of messaging and tone toward the brand—whether it’s negative, neutral, or positive. They create indices for each one of these and then aggregate them to get a metric.

Where we were fairly successful was on messages. We put the videos on YouTube, HP’s video site and Viddler, and we created a microsite to host the videos. And we invited bloggers to check them out. But the most successful distribution vehicle was HP employees, their friends and their social networks.

Did the video series accomplish what you’d intended?
Overall, the videos were successful from an executional standpoint. We’ve been able to repurpose them and use them at conferences and in press articles. They were successful in taking our proof points, isolating them, and making them simple and accessible.

Rather than go for pure entertainment and have it be very light on marketing, we decided to go for something in between “Gatorade Girl” and a PowerPoint presentation. In doing so, we had a good volume of quality views within a targeted audience. It’s hard to tie them to a message and have them be wildly entertaining. We don’t have a product like Apple that’s naturally exciting—we’re talking about high-end servers and mainframes.

The most success we’ve had is gaining confidence from our HP sales force and employees, who say, “We should be doing more of this sort of thing.” It fires people up and makes them want to fight IBM.

How long did the whole process take, from conception to posting?
About a month and a half for the videos only. And then the website was about six to eight weeks.

Any other advice for corporate marketers experimenting with video content?

• Don’t be afraid to try it, but set your expectations low because there’s no formula to making corporate viral videos that tie back to your message.
• Don’t outsource your creation to a vendor and just rely on them to come back with the idea. If you do that you’ll get a slapstick video with no message and no content. Start with the marketing message and proof points you want to communicate.
• Make sure the viral video is a reflection of your brand. Because it’s so creative, it’s easy to have them go too far off brand.