A blog by the Brick Factory The Brick Factory

Our Media Monitoring and Measurement Process

One of our practice areas here at the Brick Factory is media monitoring and measurement through our product ImpactWatch, so we want to tell you a little bit about how we do things. All of our ImpactWatch work consists of two components. A service offering, comprised of the Media Analysis Team, In-House Developers, and Project Managers, and the ImpactWatch platform itself, the web-based software tool that we use to do the work. The ImpactWatch platform is powerful, and thus, complex. Having the Media Analysis Team to manage all of the articles, the developers to make customizations, and our Project Managers to ring lead it all enables us to offer a complete measurement solution.

Human Media Analysts

Our Media Analysis team is really the core of the service we provide. You just can’t get the same quality of article tagging, de-duplication, and sentiment analysis with purely automated systems, and the qualitative value of your media suffers if you try. Nuances in language used across different industries and media types vary quite a bit, and it’s difficult for automated systems to pick up on those subtleties.

Don’t get me wrong, the ImpactWatch Analysis Team utilizes tools to create all kinds of automation when media pieces come in to the system. But, ultimately, our team of analysts reviews every client article to ensure the accuracy of automation, and to pick up anything the software missed. No search string is perfect, so irrelevant articles will always be coming in. These are all removed from the system by the Analysis Team. Identical articles that come in from multiple sources are all associated with a single primary source so you don’t have to wade through all of the pickups. Finally, each article is analyzed for sentiment toward our client and its competitors.

We know every measurement project and client is different. Our media analysts become subject matter experts in the topics associated with your business, based on a specific protocol that we collaboratively work with you to define.

Customizability

I told you it was powerful… ImpactWatch has been in development for over a decade, and has been designed from the ground-up to be as responsive to client needs as possible. For instance, most of our clients have distinct business units with unique key messages, initiatives, products, and competitors. These tags are easily modified within each business unit without affecting tracking for the other units. Articles in the database are filtered according to each business unit so that only applicable tags are displayed. This saves time for our Analysis Team which in turn lowers costs.

This customizable system adds flexibility and allows us to add, change or remove tags at any time. In addition to personalizing article tracking, ImpactWatch also allows for virtually unlimited interface modification. The organization and display of news items, trend tracking, graphing and reporting tools reflect the preferences of each client. As a software firm, we also have the resources to add custom modules to the system, ensuring that ImpactWatch adapts to our clients’ workflow.

Qualitative Metrics

If your measurement program is only using quantitative metrics to score your media mentions, that’s fine. Lots of people do it. Straight article volume, circulation, and even Advertising Value Equivalency provide a consistent baseline from which you can measure your media over time. However, we don’t feel that paints an accurate picture of your media posture.

In addition to those metrics we also factor in some fairly easy to gather values that are qualitative.

  • Where was the mention in the article? Headline? First paragraph? Last paragraph?
  • Was the article a full length feature or just a short brief?
  • Were there any quotes from company executives or third-party analysts?
  • Last but not least, was the mention in the article Positive, Negative, or Neutral?

That’s right; if it’s a negative article we actually give it a negative score. Quantitative metrics are all positive additions to your overall score, casting a blind eye on whether or not the mentions about you were actually good ones.

That’s a bit about how we approach media measurement here at the Brick Factory. Let us know what your thoughts are.

Albert Einstein and Steve Jobs

I love a good quote.  When I was in college I kept a list of them in a giant word processing document.  I would drop them pretentiously into my papers, hoping some of the wisdom of others would rub off on my own mediocre writing.

Given that it is no surprise that our Brick Factory website and biographies pages include liberal servings of quotes that we hope help explain our philosophy.

Freddy Trejo from our design team has created accompanying illustrations for some of our favorites quotes for posting to our Facebook page.  I think they are great, so wanted to share a few of them here.  Click on either of the quotes below for a full version of the illustration.

Albert Einstein Steve Jobs

Keys to a Successful Client Consultation

At The Brick Factory, we liken the process of building websites to that of building a house. In both cases, building something truly great is predicated on establishing a strong foundation on which to build. For us in the web development world, the foundation for any new project is forged not with brick and mortar but by establishing client rapport and setting project goals in the initial client consultation.
We place a lot of stock in our initial client consultations and wanted to share a few helpful hints that we use to lead successful initial consultations.

Do Your Homework

We love initial client consultations because it is the first opportunity we have to flex our creative might and provide innovative ideas for the future of our new client’s web program. In order to think outside of the box of your client’s current web program, you have to know the box you are working with – so do your homework.

I’m with you, everyone dreads homework. With that being said, wipe away those horrifying memories of 10th grade trigonometry homework and take the time to learn about the client’s organizational structure and mission, what audience they are targeting, and how their web program is currently operating before the initial consultation. By doing so, you will be able to be an insightful advisor from day-one and set the tone for the overall project.

Ask the Right Questions

The most important factor in facilitating a successful initial consultation is asking the right questions to nail down the goals and scope of a new website. At the Brick Factory, we have developed and continue to tweak a standard question list that we ask all clients to ensure that we fully understand the direction that the website needs to take. Through asking the right questions, one should be able to determine the overall goals of the new site, how the website will be hosted, the overall direction of site design and structure, and the process that will be used for managing the redesign.
Always remember, asking the right questions is worth nothing if you aren’t actually listening to the answers.

Define Success

Organizations we work with often have no established goals for the new website we are building them. It is imperative to define what metrics, whether it be website visitors, donations online, or email subscriptions, are most important to the client’s overall organizational mission.

What metrics will define whether a new website is successful or not are important to discuss on day one because these ultimately guide the structure, design, and strategy of the new website. Remember – You can’t carve a path to success if you don’t define what success is, so be sure to discuss strategy from the get-go.

Set Expectations

One of the keys to a successful client/web development firm relationship is setting mutual expectations and then delivering on them. During the initial consultation, be sure to walk the new client through what they can expect from you in terms of the website development schedule, budget, and project management. Equally as important, be sure to define what is expected from the client in order to build a world class website that fits their needs.

While these four concepts are very simple in nature, by following them you will be bound to start every new project on a strong foundation.

Three Lessons From My First Year as a Business Owner

bf_cubeOn October 1, the Brick Factory turned one year old.  We had a great first year.  We are in a good place financially and have done some fantastic work that I’m really proud of. 

On a personal level, the launch of the Brick Factory has been a big change for me.  Transitioning from running a five person department to a twenty person company has been more challenging than I thought it would be.   In the last year it feels like I have gotten accounting, law and business degrees while  holding down a full time job as a web strategist at the same time.   It has been stressful and fulfilling.

And not surprisingly, I’ve made a ton of mistakes.  In an effort to hold myself accountable and refocus, I wanted to share the three biggest lessons I’ve learned in my first year as a small business owner.

(1) Solve the hard problems.

Those of you who know our company are familiar with our back story.  The core Brick Factory team worked together at a firm called The Bivings Group for many years and split off to form the Brick Factory last Fall.  I learned a ton during my time at The Bivings Group, and when I started the new company I had a long list of improvements I wanted to make.  We have gotten through a lot of our list.

We launched a 401K.   We instituted disciplined and transparent financial procedures.  We transitioned to a much better time tracking solution.  We moved our email hosting to Google Apps.  We transitioned most of our hosting to the cloud.  We implemented a regular review process for employees.  We started holding regular company events.   Employees are paid via direct deposit.  Etc.

All of this is great, but when I look back it is clear that I focused on solving easy problems, or problems I had no choice but to address.  The bigger, messier challenges we face weren’t tackled aggressively.  We failed to address problems that that would take months to fix as opposed to days or weeks.  Two specific examples come to mind.

  • Our personality as a firm is put our head down and do our work.  It simply isn’t in our company DNA to self promote.  While I think this trait is admirable in today’s world, it can be limiting.  It has prevented us from putting together far reaching marketing plans for the company.  As a result,  we don’t have the mindshare we should given our size and accomplishments.  As we look to grow in year two, we need to force ourselves out of our comfort zone and work to more aggressively promote the company. 
  • Our core team has worked together a long time.  As a result  a lot of our processes for developing websites are very informal.  As we’ve taken on larger, more complicated projects, this informality has led to inefficiencies and unneeded stress.  We always seem to do things the hard way.  As we enter year two, we need to take a critical look at all our processes and fix what is broken.  This is hard, tedious work, but it is something that has to be done for the company to scale.

In year two, we need to continue to solve small problems, but not because we’re avoiding the hard ones.

(2) Think beyond the financials.

Founding the Brick Factory was a big risk for me.  I have a lot at stake professionally and financially.  I also know that financial mismanagement is the number one reason businesses fail.   Given that, it should come as no surprise that I have placed a big emphasis on financial success in year one.   This focus has largely been a positive, as we have been very disciplined and have hit all of our financial targets so far.

But it has also led to a bit of tunnel vision.  I have been so focused on the financials that I have lost sight of other aspects of the company at times.  As we enter year two, I need to spend just as much time and energy on non-financial business goals as the financial ones. 

(3) Run the whole company.

I worked at The Bivings Group for ten years and spent seven of those years running the Client Services department.   Given my background, it shouldn’t come as a surprise that at times I’ve fallen into the trap of acting as the head of the Client Services department instead of the head of the entire company.  I was actually really good at thinking about the big picture in the beginning when everything was fresh and new.  But as the year went on I started throwing myself into client work more than I should have, and not doing a good enough job leading other aspects of the company.

Moving into year two, I need to make sure I manage the whole company every day.

Living in a HTML5 World

Web development is sometimes like playing Whack-a-Mole. Since there are several different browsers (Internet Explorer, Chrome, Firefox, Safari, others) running on different operating systems, it is really frustrating to develop for all of them since each has their own quirks. Fortunately, the most recent versions of Chrome, Firefox, and Safari render sites enough alike that we rarely run into differences between them. However, when dealing with Internet Explorer 7, 8, and 9, the rules completely change, causing us to spend a ton of time tweaking sites to render correctly when using them. It is important to keep the differences between browsers  in mind when incorporating new technologies like HTML5 — the focus of this post — when performing web development work. Understandably, older browsers (even those that many people still use) do not support newer technologies, and accommodating older browsers should remain part of the strategy.

HTML5 is a new version of HTML that is continuing to gain more widespread adoption.  It offers web developers new opportunities, but older browsers — including IE 7 and 8 — don’t support it.  Further, since HTML5 is a evolving standard, browsers support different HTML5 features.  Even considering all of this, we have decided to develop features in HTML5 — even if we have to account for older browsers.  As web browsers and the Internet continue to evolve, using HTML5 is a must.

Another important reason why we’ve done this is to better conform to the rapid rise of mobile browsing. For instance, Apple’s iPad, iPhone, and iPod don’t support Flash, but they do support HTML5.

Here are three factors that we keep in mind when developing sites with HTML5.

Backwards Compatibility

So, if HTML5 isn’t supported by older browsers like IE 7 and 8, then how can we use HTML5?  Fortunately, there are workarounds for older browsers.  For instance, we have used javascript libraries like Modernizr to modify the HTML5 elements in older browsers so that they work.

There are times when such workarounds are not sufficient, and that is when it is important to develop an alternative version of a feature for older browsers.

Two Pronged Development

HTML5 uses elements like svg (scalable vector graphic) images well.  However, there are some known issues with such elements in some browsers.  For instance, in IE svg graphics don’t work well.  An example of an issue is when there’s a transparent overlay above the svg image  to add additional information to the image, the overlay prevents events that occur when one hovers over or clicks on a section on the svg.  Thus, when using a svg image for an interactive map, this would require a Flash version that is used in concert with browser detecting code set to display specific versions in specified browser versions.

Mobile Development using HTML5 and device specific apps

When it comes to mobile development, using HTML5 has its advantages.  For instance, by using HTLM5 developers can focus on one user experience versus variations between multiple versions of applications (one for iPads/iPods/iPhones, one for Droids, etc.).  For awhile Facebook decided to place major emphasis on the HTML5 browser version of its site so that it could more quickly update it across multiple mobile platforms. However, Mark Zuckerberg concedes that this approach has a significant negative side when he said, “I think the biggest mistake we made as a company is betting too much on HTML5 as opposed to native.”  That is because they did not write the HTML5 application in a way that was as efficient as it could be on mobile devices.

While Facebook still needs to focus on HTML5 since many people still access Facebook through their mobile browsers, it devoted “too much” attention to the HTML5 version of the site, and in hindsight Zuckerberg feels that Facebook did not devote as much attention to developing and improving its device specific apps as it should have. Recently, it has rectified that by releasing a new version of its app for Apple devices that has better performance.

It is important for organizations to make an assessment of their mobile strategy. How many resources should the mobile version of the site receive? If developing an app is deemed important, how much attention should that enjoy to ensure that the apps run smoothly? The answers to these questions will vary from case to case.