Don’t bother me kid; go ask the Chief Culture Officer (CCO). That’s the latest solution out of the business world. The CCO is an emerging corporate role created to establish a “systematic way of understanding” people’s contemporary lifestyles that allows a company to maintain a “very vivid presence” there, according to Grant McCracken, Research Affiliate at MIT. To put it plainly, the CCO’s task – and it’s a daunting one – is to figure out what people care about and identify opportunities based on those findings. For perspective, McCracken believes Steve Jobs embodies all the characteristics of a successful cultural know-it-all. (Those of you reading this on your iPhone are proof that McCracken is an expert on the subject.)

Given the oh-so-cluttered marketplace and the increasingly discerning customers that meander there, it seems advertising is an industry in the aforementioned business world that might benefit from the CCO. Or, at the very least, someone with a similar job description. Maybe Trend-Spotter-Slash-Account-Planner? Someone with a sixth sense for The Next Big Thing as well as analytical chops. Someone that can establish a connection between the innate desires of an individual and the bottom-line interests of a company. Someone that believes in the intrinsic value of studying the composition and malleability of the cultures that we marketers attempt to penetrate everyday.

And yet, without an established set of metrics to define it, this soft science remains a hard sell. Are you buying it? Or, is the CCO just a pseudonym for positions that already exist within your infrastructure?

Each year, the Webby Awards hands out a slew of oddly shaped trophies, honoring excellence on the Internet. Often referred to as the Emmys of the Web, recipients are selected by a 750-member body of experts, business figures, luminaries, visionaries, and celebrities, many of whom are former Webby Award winners themselves. Needless to say, it’s a highly coveted honor. One only the most creative humans on the planet are lucky enough to enjoy.

Well, humans and puppets. This year, the award for Viral Video of the Year went to — wait for it — the Muppets for their rendition of Queen’s classic Bohemian Rhapsody. For some, the announcement may have been surprising given the long list of worthy contenders, which included “Auto-Tune the News” from Next New Networks, “David After the Dentist,” “Lindsay Lohan’s eHarmony Profile” from Funny or Die, and the “Love Project” from BBDO New York. But the Muppet’s video isn’t without merit. It stars an ensemble cast, including Kermit, Miss Piggy, and Animal. It puts a creative, humorous spin on the lyrics (a spin that also manages to censor the song for children). And it garnered more than 14,000,000 views thanks to a high pass-along factor in related forums and online communities. Certainly, it’s hard to argue with the judging panel’s decision when looking at the video’s credentials.

We, the people who would seriously consider selling a kidney for 14,000,000 views and a Webby Award, could learn a thing or two from those fuzzy little critters. The Bohemian Rhapsody remake had all the ingredients for viral success. It featured a relatable cast. It delivered a message in a creative, entertaining manner. Most importantly, and often the most overlooked ingredient, was the distribution model that delivered the video to a target audience — parents and children — with a high likelihood of forwarding worthwhile content to their network of family and friends. It was a well-planned, well-executed effort that gave the people what they wanted, while building the Muppet/Henson brand. In the end, isn’t that what advertising is all about?

According to CNET News, it all started with Greenpeace, which has long been putting pressure on Nestle to eliminate palm oil from its products, an ingredient linked to deforestation, greenhouse gas emissions, and endangered species loss. Part of the environmental activist group’s efforts was to encourage supporters with Facebook accounts to change their profile pictures to anti-Nestle slogans. This was a bold move, which garnered press coverage and prompted a response from Nestle that marked the beginning of the aforementioned firestorm.

Rather than replace the ingredient altogether (read: create its own positive PR) or simply mediate the situation (read: talk with fans), Nestle countered with this mild threat: “We welcome your comments, but please don’t post using an altered version of any of our logos as your profile [picture] – they will be deleted.” Later, the page administrator thoughtlessly posted the following comment: “Oh please… it’s like we’re censoring everything to allow only positive comments.”

As CNET News staff writer Caroline McCarthy put it, the responses “come across as two instances where [Nestle] is attempting to stifle criticism.” That’s putting it lightly. In a forum meant for publishing opinions and collaboration, Nestle screwed the pooch. The onslaught of reactions from Greenpeace proponents ranged from, “Hey PR moron. Thanks [for] doing a far better job than we could ever achieve in destroying your brand,” to, “It’s not OK for people to use altered versions of your logos, but it’s OK for you to alter the face of Indonesian rainforests?”

Not surprisingly, Nestle quickly issued a public apology in the wake of the backlash, including a personal message from the page administrator addressed to Facebook fans. But that won’t be enough to wash away the bad aftertaste. If irreparable damage hasn’t been done to its brand character already, Nestle will have to work overtime to regain the trust of would-be fans that occupy the same social spaces. Specifically, more than simply brand a Facebook page and call it a day, Nestle must dedicate the majority its social resources to stimulating ongoing interaction with customers, acknowledging their needs, and responding accordingly. In this case, address the issue head on. Talk openly, honestly, and politely with consumers about it – stop talking at them. And ultimately create a solution that satisfies both public demand and business objectives. Easier said than done, obviously. But if you’ve hit rock bottom and want to get back on top, there’s no way to avoid the uphill climb.

Read the Article on CNET

Taking full advantage of this ever-growing trend – something all advertisers would benefit from nowadays, UNICEF launched a Denver-based campaign in support of the Tap Project, a national effort to bring clean water to millions of deprived children around the world. Between March 25th and April 21st, consumers could donate a dollar – the cost of providing 40 days of clean water to a single child – in exchange for 60 seconds of fame. That is, donors had the opportunity to project a personal, 75-character message on buildings and windows in the Mile-High City for a full minute. Think of it as a Tweet on steroids.

It was a simple, yet downright awesome idea. Essentially, the renowned non-profit organization sold ad space to “Facebookers”, “Twitter-holics”, and other recreational “networkers” – people that would love to see their “posts” beyond the confines of their friends and followers lists and have their name thrust into the spotlight. All for an amount of money typically found under couch cushions. Best of all, UNICEF has now taken another step toward improving access to safe water and sanitation facilities in schools and communities everywhere. Talk about a win-win.

See for yourself at http://sixtyfortyproject.com/.

Perhaps the most significant statistic of all was that 91% of mobile device users go online to socialize compared to only 79% of traditional desktop users. More specifically, 45% of mobile device users are posting comments on social networking sites, 43% are connecting with friends, 40% are sharing content with others, and 38% are sharing photos.

As mobile technology advances, becoming more widely accessible and easy to use, more and more people, even less tech-savvy users, will be surfing the web, downloading apps, and interacting on the go. The desktop computer is officially old news. The smart phone, along with mobile social networking, is the new norm.

For those of us charged with increasing brand awareness and generating sales, this cultural shift brings to light some never-before-seen opportunities. No other device is as personal and interactive as the smart phone. It goes where the customer goes, it’s always on, and it’s always within reach. The most successful advertisers will exploit this budding medium. They will develop more innovative creative solutions in the shape of SMS and MMS, banner and full-page ads, search ads, in-application advertising, and interactive video. And they will base it all on more precise ad targeting, such as location and context.

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It didn’t take long for CEO, Patrick Doyle, to respond. He issued a public apology via the same channels that had delivered a significant blow to the Domino’s brand and its core product. He promised a full investigation, thanked loyal customers, and guaranteed changes abound.

Fast forward to January 2010. Domino’s launches a fully-integrated ad campaign called the Pizza Turnaround — the true story of how the nation’s second-largest pizza company and the largest deliverer of pizza is facing its harshest critics and attempting to remake its pizza from the crust up. The campaign addresses the problem directly, with current employees sharing footage of product-bashing focus groups and unkind quotes from social networks such as, “[It] tastes like cardboard.” In addition, the brand is promoting its move toward selling pizza via social networking sites and popular mobile devices in hopes of meeting customer demand while appealing to a younger audience.

If nothing else, in the wake of the public relations nightmare that started in early 2009, Domino’s honesty is refreshing. If more advertisers took this kind of approach, especially during the so-called social media revolution the industry is facing, they’d be better off. But can this truth-in-advertising approach work for such a tarnished brand? Can Domino’s reshape perception and build loyalty with the simple proclamation, “Our pizza sucks and we’re going to do something about it”? It’s probably too early to tell, although initial reactions have been positive. In the end, it will be the quality of the product (read: does it taste more like freshly baked dough and cheese than cardboard) that decides if the Pizza Turnaround is indeed a revolution.

Check out www.pizzaturnaround.com and share your thoughts.

In today’s participatory culture, where consumers engage with and influence brands constantly, perhaps the most interesting aspect of the campaign is the budding viral component. Rather than just the love of a product (reference: A Positive “Spin” on Viral), the pass-along effect in this case is growing out of consumers’ love of an advertisement.

This isn’t the first time that’s happened, but it’s rare. So, what’s the magic formula? There isn’t one. Discovery Networks struck brand awareness gold by genuinely connecting with its audience. Obviously, it’s easier said than done. But by allowing people around the world to put their own spin on ‘Boom De Ah Dah’, the brand found a unique way to engage its audience and gain exposure. Now, Discovery Networks is asking for even more submissions from all of their “talented friends out there.” That’s what I like to call striking while the iron is hot.

John Freeman thinks there’s plenty. Author of The Tyranny of E-mail, he argues “reacting to demands on our time by simply speeding up has canceled out many of the benefits of the Internet.” Moreover, he believes innovation has “isolated us from the people with whom we live” and makes it more difficult to “listen and mean it, to be idle and not fidget.”

Did you hear that? It was the sound of generation X-ers and Y-ers everywhere collectively rolling their eyes. But Freeman’s manifesto for slow communication isn’t without some merit. Since the late 18th century, it seems progress has favored quantity over quality. The most popular means of communication currently are good examples. Take Twitter. Can we really expect to send meaningful messages in just 140 characters? Then there are platforms like Facebook. As more and more people rely on social networking to keep in touch, handshakes are replaced by friend requests and human emotions are reduced to animated emoticons.

It’s a valid argument – relevance has diminished and face-to-face interactions have dwindled. But in the end Freeman’s ideals end up sounding archaic and nostalgic. The web is evolving and social media platforms are the cause. According to Erik Qualman, founder of the theory of Socialnomics™, social media represents a “fundamental shift in the way people interact.” Consider just a sample of his statistical research: Ashton Kutcher and Ellen DeGeneres have more followers than the entire population of Ireland, Norway, and Panama; it only took Facebook nine months to acquire 50 million users (to put it into perspective, it took television 13 years); and there are over 200,000,000 million blogs with more than half of the bloggers posting content or “Tweeting” daily. By the time you finish reading this, those numbers will likely have increased. In short, the world runs – and will continue running – on the web.

The Social Media Revolution depicted by Qualman represents the most significant societal change since the Industrial Revolution. Fast talk is just a byproduct of that evolution. Freeman would warn that the rate at which we communicate is diminishing the value of those communications. Maybe. But the advantages of innovation far outweigh the disadvantages. We are interconnected like never before, seamlessly communicating with friends, families, and colleagues whenever, wherever. Facts, opinions, and information alike flow freely 24 hours a day, seven days a week. Companies that offer real value to consumers scale overnight, while imposters disappear with the blink of an eye. With upsides like those, the revolution can’t turn fast enough.

Watch Erik Qualman’s Socialnomics Video

Read John Freeman’s “Not So Fast”

We have a saying around here. Everything communicates. Actually, it’s more like a mantra – a pillar of our strategic model and a familiar tune to our clients for sure. It’s simple, really. Everything you do, from the way you answer the phone to advertising, is a reflection of your brand. For better or for worse.

That goes for Twitter, too. Yep, a tweet can say plenty. In fact, with a unique angle (read: you have something interesting to say) and enough followers (read: people are actually interested in what you’re saying), 140 characters are enough to build a brand.

Or, kick it in the groin. Take J.R. Smith, a point guard for the Denver Nuggets. Recently, The Denver Post raised questions about whether his tweets were gang related. Consequently, J.R. pulled the plug on his account to avoid the bad publicity. Then there’s Antonio Cromartie, a defensive back for the San Diego Chargers. He was fined $2,500 for complaining about the food at training camp, claiming the team hasn’t reached the Super Bowl in the last few years due to malnutrition.

It wasn’t long after the two incidents that ESPN issued a memo prohibiting affiliated “personalities” from using Twitter unless it serves the network’s agenda. The call for censorship isn’t surprising when you consider that the athletes are essentially employees of ESPN, a brand with a reputation to maintain among its viewers, a.k.a. customers.

The same goes for your brand. Share insights, answer questions, entertain, and provide links. In short, if you’re going to communicate with customers, be relevant. It will help serve your company’s agenda. But don’t do it without a level of control and thoughtful restrictions. After all, in a world powered by social networking, it doesn’t take much to smear a brand these days. Just a tweet will do.

The Most Interesting Man in the World is just that kind of rarity. This immeasurably popular Dos Equis campaign is a beacon of originality in a sea of sameness. Not only is the protagonist a gray-haired father figure, the seen-it-all “life connoisseur” openly admits that he doesn’t always drink beer. Compare that to every other beer commercial and Dos Equis shines like a beacon in the cluttered aisles of supermarkets, too.

In fact, during a time when imported beer sales have dropped 11%, the man who “once had an awkward moment just to see how it feels” has helped Dos Equis boost their sales by 17%. From TV and radio spots to online advertising to viral videos, this tightly integrated campaign is a testament to the power of big ideas and the value of branding. Especially in tough economic times.

Read the Full Story at AdAge