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Newsroom: e-Newsletter Spring 2007 – News from CHEN PR Greetings!Earlier this year, Boston-Power CEO Dr. Christina Lampe-Onnerud was named a DEMOgod™. She achieved this distinction at the unveiling of Boston-Power's next-generation, lithium-ion battery for notebook computers at DEMO 07. Dr. Lampe-Onnerud was also honored as one of Mass High Tech's "Women to Watch," for her passion, drive and success in the energy industry. Congratulations Dr. Lampe-Onnerud - your successes are an inspiration to young women and all of us to take the road less traveled. In this issue:
The Road to DEMOgod™ Status CHEN PR Launches Boston-Power at DEMO 07  For a brief case study on CHEN PR's work with Boston-Power around DEMO 07, please see below. A core component of Boston-Power's strategy for success involves effective team-building. The company emphasizes this strategy with outside consultants as much as internal employees. In fact, a key criteria Boston-Power looks for in its consultants is their ability to fully integrate with the company, in a sense becoming virtual employees. This strategy obligates the company to take the hiring of consultants very seriously. Why did Boston-Power choose CHEN PR from among the other agencies it interviewed as part of this rigorous process? "We place a lot of emphasis on personal chemistry, in addition of course to professional experience and skills," said Dr. Lampe-Onnerud. "We were also looking for more than a traditional PR agency - we required a trusted business partner. Among the agencies we spoke to, CHEN PR stood out as best meeting these requirements. The individuals on our account team work side by side with us - and we work very hard, so that's saying a lot. They are as committed to our success as our own internal employees. But, like our own employees, they also believe in humility, honesty and treating others respectfully. That's a core part of our company, so it's essential our PR agency share these traits." "Further, we saw that in addition to delivering media and analyst relations counsel, CHEN PR had the skills and experience to provide invaluable insights and guidance on a host of areas that extend beyond PR. In all of these areas, CHEN PR has delivered as we expected. We are thrilled with our PR program results, and pleased to have added a strategic business partner." Mike Feinstein, a member of Boston-Power's board of directors who led Venrock Associates' venture capital investment in Boston-Power, commented, "I had high expectations for Boston-Power's PR program, but CHEN PR exceeded even those. In just a few short months, Boston-Power has learned to deeply trust and rely on CHEN PR's counsel in a broad variety of areas within and outside of PR. The agency has given Boston-Power consistent, senior-level strategic guidance combined with flawless execution. The very impressive coverage results speak for themselves." Case Study: Presenting at DEMO 07 Presenting at DEMO requires a tremendous amount of planning and preparation. The premier bi-annual launch venue for new technologies, products and companies, Chris Shipley and her team got hundreds of applications, from which the 68 presenters were chosen. Boston-Power's achievements at DEMO were the result of careful planning and teamwork in conjunction with CHEN PR. To fulfill high expectations for coverage, CHEN PR recommended and executed a comprehensive, multi-phase strategy. The team:
At the end of the day an agency measures itself by its clients' satisfaction. Boston-Power has told CHEN PR that it is ecstatic with the results the agency achieved on its behalf. In addition to calls from potential customers, partners and investors, these included:
In all, CHEN PR secured 60+ articles for Boston-Power in conjunction with its launch at DEMO 07 - framed copies of which now line the walls of the company's highly trafficked reception area. To review the coverage, visit Boston-Power's site Three Questions With David Weinberger  It turns out that the way we've organized ideas, information and knowledge for thousands of years duplicates the limitations on organizing physical objects. That's a terrible constraint that the digital world escapes. So, instead of thinking that we should have subject-matter experts come up with complex organizational schemes, we should instead just make a big honkin' pile of stuff - and put in every scrap of information, because it's not like we're going to run out of space in our digital bookshelf or closet. And rather than organizing it all ahead of time, give users the tools to sort and order it as they want at the moment. Then let users add their own information about the stuff, which will enable others to find even more. This enables businesses and their customers to get much more value out of the information available, it reduces the cost of building and maintaining the organizational system, and it greatly improves the customer experience. But, not coincidentally, it also challenges the authority of institutions that used to be able to tell us what's interesting and important in the huge miscellaneous pile of what we know. So, this is a big change not just in how we organize information, but in who gets to control what we know. Earlier this year, you spoke at the MIT Enterprise Forum's Brave New Web conference and touched on Web 1.0 and Web 2.0. What's important about the differences? Web 2.0 points to three basic phenomena: sites opening their data and services for use by other applications, the rise of content by users, and businesses taking advantage of "the network effect," i.e., the emergence of new and unexpected value as networks get bigger and more intensely linked. The first makes it far easier for people to create new applications, including "mashups" that combine the strength of multiple sites. The second was always the key driver of the Web's remarkable adoption curve. From the beginning, people jumped into this new world because we got to talk about what mattered to us, in our own voice, with other people. That's not new, but with the arrival of blogs, wikis and other social software, it's gotten even easier. The third - using network effects - has also been with us from the beginning, but as more people join the online world and as we create more and more links, you could say that the network effect has undergone its own network effect. In your book, you talk about "meta-business." What's that about? For decades we've been telling managers that, next to their people, information is their most important asset. But if you want the Web 2.0 network effects, you should let a lot of that information go. For example, airlines do very well by enabling sites like Expedia, Travelocity and Orbitz to have access to their flight schedule information. The travel sites add value to that information, if only by aggregating it with all the rest of the airlines' information, making it easier for people to make travel plans, and reducing the airlines' transaction costs. The same sort of externalizing of what used to be internal information is happening in industry after industry, from iTunes for music to Zillow for real estate. It's all part of the way business is becoming more miscellaneous, contributing to the huge pile of information, enabling people to innovate around how we're going to sort through it and find exactly what we need. Coverage Highlights eWeek - Why Encryption Didn't Save TJX About CHEN PR CHEN PR helps firms market their vision and sell their products and services. We accomplish this by partnering with clients to define their brands and maximize their valuations via thought-provoking, results-driven communications. Our work showcases how their ideas and innovations redefine the way we work and play. Founded in 1996, the agency works in a wide range of technology areas including enterprise and open source software, security/privacy/compliance, networking and telecommunications, life sciences, energy, storage and semiconductors. To discuss how CHEN PR can assist your company, please contact Vice President Randy Wambold at 781-672-3119 or rwambold@chenpr.com. | |
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