My article, “Brand aid: Creating opportunities in your customer community,” appears in the June print and online editions of PRSA Tactics.  It looks at how public relations practitioners can identify interesting stories and conversation material by monitoring various aspects of their organization’s online communities, or really any Web communities where their customers and prospects congregate. I’m interested in any additional suggestions you may have regarding PR’s use of, or involvement in, customer communities.

There are several folks who I would like to thank for their assistance.

My appreciation as always to the Public Relations Society of America and the Tactics editorial staff. Also, thanks to Mike Hardy who took time to speak with me about the Pitney Bowes customer community, as well as Dan Ziman, Neil Beam and Jeff Porter at Lithium Technologies for sharing background on the inter-workings of successful communities. Finally, big thanks to Susan Etlinger at Horn Group who provided some PR agency perspective for the piece.

Next up for me: I’d like to write an article about measuring the impact of social media use. I’m looking for suggestions regarding the types of metrics to establish and the best tools to track them.

It’s about the coffee, not the couches claims the current “Dunkin’ Beat Starbucks“ advertising campaign that employs the classic blind taste test format. This tactic’s most famous incarnation would likely be the Pepsi/Coke challenge from the mid 80′s. But what might Dunkin stand to gain from such an effort?

Dunkin’ Donuts is willingly inserting itself into a java duel with Starbucks in an effort to gain ground on a formidable competitor, and at least generate some awareness along the way.

I don’t mind the bold approach. I think it’s a logical action for Dunkin’ to attempt without assuming too much risk, although some branding and marketing experts would warn against such tactics. Laura Ries’ recent post comes to mind. I agree with Rie’s opinion that Dunkin’s campaign may be too little too late (btw, she also offers sound advice not to tinker with your brand in this present economy). My interest here, though, is specifically Dunkin’s straight-forward assertion, and how it might succeed in creating some momentum the company could possibly build upon.

Perception-wise and otherwise, I believe, Dunkin’ is #2 alongside Starbucks at the beginning of this campaign and my guess is they expect to still be there at its end.

Speaking of perception, there’s also the whole “Dunkin’ servers blue collar folks while Starbucks caters to white collar professionals” thing to  consider. I get that Dunkin’ has the well-priced drinks and donuts for regular Joes, while Starbucks has beverages and select pastries sold at a premium, plus the aesthetic atmosphere and various trinkets that may appeal most to those with more discretionary income. In fact, I frequent both establishments. Starbucks is  where I’m heading if my plans include the laptop or catching up on some reading. Dunkin’ Donuts has equally good products that I call upon during my more fast-paced business and family moments such as mid-day meetings, after Church on Sunday, or running in while en route to activities with family and friends. This is how the two brands grab me.

Returning to the taste test campaign, here’s a few thoughts on what could be brewing:

• It’s a good time to throw a punch. While Starbucks has announced various store reductions throughout the year, Dunkin’ in turn has been talking expansion. A direct challenge to Starbucks has some applicability here, even if considered a David & Goliath pairing.
• Positive controversy. I don’t expect this campaign will move mountains for Dunkin’ yet it has merit as an eye-opening way to generate some coffee buzz. A few social media tools also directly or indirectly tie with the campaign to give it some legs. A Dunkin’ Twitter account and YouTube channel are among them. Not bad. (Starbucks meanwhile has its own success with its My Starbucks Idea community.)
• Taking the Avis approach. Others have proven that it’s ok, admirable, and profitable to be number two. And while Dunkin’ clearly isn’t calling themselves #2 in this latest campaign, its residual effects may still bring attention and strength to this position.

It’s still about eyeballs to some degree, but now more than ever it’s very much about having conversations. Kudos to Dunkin’ for encouraging this one.