Every industry has its own vocabulary.

“ANFO” was lingo I learned in my first PR agency job, writing a monthly column called “Shot Rock” for Pit & Quarry magazine.  My account was a commercial explosives business that had been spun off from DuPont, and ammonium nitrate was a mainstay for blasters.

At UPI, articles we promised to write for newspapers were called “skedders,” because they were scheduled ahead of time.

PR Newswire loved to refer to its clients’  heifers.  It was newsroom lingo for “HFR — Hold for Call.”  Nothing to do with cows.

So when I took on my first operating role since leaving PRN, I expected that I’d have to learn a new vernacular.  Context Optional, where I’m vice president, strategic accounts, has developed many of the most popular branded applications on Facebook. Clients include Clinique, Target, OpenTable, Microsoft and the U.S. Census Bureau.

I’m no newbie to Facebook. But it isn’t until you look beyond your “wall,” “news feed” and “live feed” that you realize how damn confusing the platform can be for anyone — let alone a brand — trying to harness the power of the medium as a way to attract and engage fans.

Facebook does have a sales team to work with deep-pocketed consumer brands.  Often, though, CMOs want to do more than advertise to create a tighter bond with online consumers.

That thirst for engaging content has created a nice business for the select few who understand the always-changing technical underpinnings of Facebook and the rules concerning user privacy and best practices.

The fact that Context Optional has earned the coveted “Facebook preferred developer” label is just a starting point.  It’s my job to bring my new colleagues’ API-driven creativity to those marketing and PR pros charged with attracting and retaining fans and followers, and to do it in a manner that achieves business goals and is culturally acceptable on Facebook.

So I’m learning about the differences between canvas applications and apps that live on tabs.  I’m diving into Facebook “boxes” and trying to understand why they are about to be discontinued.  And just when I was starting to forget about the investor relations profession’s nightmare transition to the financial reporting language XBRL, I am told that Facebook code is written in FBML.

Luckily, the fans of Einstein Bros Bagels don’t have to worry about any of that to get a coupon for a free bagel and schmear.  All they have to do is click on the “free bagel” tab.  My new employer has handled the back end integration with Facebook to make this special offer work.  My guess is that the fan base will soon be well north of today’s 22,000.

The 548,000 fans of Chanel were awarded this week with the option to download screensavers that display the time with two vividly recreated J12 timepieces.  Budget-wary teens were given a fun set of viral “Stop Me From Spending” tools.  Still other soon-to-launch apps are aimed at Valentine’s Day, the Vancouver Winter Olympics and even a mobile phone texting competition.

Needless to say, I am having a ball working with brands to creatively earn the right to have a relationship with consumers on the Facebook platform and beyond.  Just forgive me if I don’t yet know the difference between a poke and a nudge.

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(Note:  I remain an active board member at dna13.)

There’s something special about a guy who isn’t a rock star yet has three times the Twitter followers of Bob Dylan.  He’s not a deep-pocketed electronics retailer, yet his social media presence dwarfs Best Buy.

Jeremiah Owyang is an influencer in Web strategy, a futurist, a gadfly and — most important of all — someone who listens, studies, engages and shares.  A partner in the newly formed consulting firm Altimeter Group, Owyang earned his nearly 60,000 followers the hard way.

Since I dived into the social web after leaving PR Newswire, I found that Owyang’s Forrester research reports provided a well-grounded reality check that validated fundamental shifts in consumer behavior, marketing methodologies and the demand for new PR and marcom tools.  He’s routinely quoted by CMOs during conferences and, unlike many celebrities, @jowyang almost always tweets back immediately.

During my recent visit to Altimeter Group’s new headquarters in San Mateo, California, Owyang showed no signs of being jet-lagged, despite returning less than a day earlier from one of his frequent overseas speeches.  He also demonstrated keen knowledge of an increasingly confusing vendor community supplying social media monitoring, analysis and curation tools.

To illustrate why the public relations industry should familiarize itself with social customer relationship management systems, Owyang shared an anecdote about how appliance maker Whirlpool  failed to appease a disgruntled customer, and the damage it caused due to that customer’s ability to influence millions through social media.

“Customers do not care what department you’re in,” said Owyang, predicting that some forward-thinking companies will take on the challenge of building smart systems that inform Support, PR, Marketing, Product Development and offer a single view of the customer no matter where they touch the company.

I am aware of one large food manufacturer whose PR department is heading into the new year with amped up monitoring capabilities and a plan to pipe real-time data into their customer service call centers.  If the readers of PounceNow are aware of organizations where PR is embracing the challenge, please comment on this post.

Don’t let the mustard-colored sports coat fool you.  Tom Kunz is one hip CEO.

As head of Cenury 21 Real Estate LLC, Kunz is in an industry that’s being disintermediated by the Internet      and ravaged by the recession.  Yet I have never met a more positive, open-minded and technology-friendly executive.

What does he do right:

• He’s not afraid to experiment. Century 21 pulled its TV advertising budget and spent the cash to bolster its presence online. Kunz says brand recognition for the franchise was already in the high 90s, so there was no reason to spend millions on 30- and 60-second image spots.  The company is contemplating a switch back to TV, but it would be a web-based format where Century 21 branding was visible at all times on the screen.

• He understands the time-sensitive nature of news. When Congress extended incentives aimed at first-time homebuyers, Kunz dropped what he was doing to record a 2 minute presentation on a tiny, inexpensive Flip video camera. His comments were up on Century 21’s YouTube channel within minutes.  As of today, the video had been watched nearly 1,700 times.
• He takes counsel from Matt Gentile, Century’s 21’s director of corporate and brand communications. In an interview with PR Week’s Eric Iacono, during the Next conference, Kunz talked about making media outreach in local markets a priority.  By incorporating interviews with local print and broadcast media into trips, and inviting local Century 21 franchisees to participate, the organization lands extended coverage rather than the short soundbites afforded by national media.
• He doesn’t hoard good information. While many CEOs would stay silent about marketing strategies, Kunz is a walking dictionary definition for transparency, even sharing his age (61) with the crowd.  As for naysayers, he advises them to watch the AT&T  “Lost Dog” YouTube spot to explain power of social media.

I also liked Tom’s ability to be self-effacing in a manner that seemed genuine:  “I’m a gadget freak,” he told those attending the Next event at the Waldorf Astoria. “It doesn’t mean I know how to use them all, but I buy them all.”

Tom was kind enough to do a short interview with me following his appearance at Next. Please excuse my camera work, as his head is halfway out of the frame for portions of the video.  Yet another reason I never worked in TV.

Let’s take the social media temperature of the airline industry.

United breaks guitars. Bad situation, though I loved spokeswoman Robin Urbanski’s quip:  “This strikes a chord with us.”  She was classy while under fire.

Southwest allows its flight attendents to rap the pre-flight safety demonstration.  When SWA’s Paula Berg speaks to PR pros about emerging media, she always plays that wonderful video.

jetBlue has 1.4 million Twitter followers.  When the airline tweeted about a unique $599 pass that allowed unlimited flights during a traditionally slow month from mid-August to mid-September, they quickly sold out.

Malaysian carrier AirAsia trended on Twitter and was a top story on many news sites because a baby born onboard one of its jets was awarded free flights for life.

Delta issued a statement saying that laptop computers are prohibited on the flightdeck of  its flights and those of its Northwest Airlines unit.  Media reports, including this blog entry on LaptopMag.com, say the pilots overshot Minnesota’s Twin Cities airport because they were distracted by their laptops.

“I know whenever I get to playing Bejeweled Blitz on Facebook hours and hours can go by without my noticing. And I’ve missed my stop on the train more than once while heavily engaged with Chess Titans,” wrote K.T. Bradford.

Delta is a global company that serves plenty of developing nations.  These are some of the same regions where Nicholas Negroponte sought to distribute inexpensive, rugged, wifi-equipped laptops to help educate the world’s poorest children.  It seems to me that Delta could earn high marks from its customers by introducing a welcome distraction into the lives of kids who could benefit from a laptop: a large contribution to One Laptop Per Child.

I would value comments from readers on whether or not Delta should take additional public action, beyond its October 26 statement.

Walking to work, I decided to look into the front door of a white tablecloth Italian restaurant called Nanni’s to see if there was a menu on display.

I hope what I saw was not on the menu.  A black and white cat was sitting proudly on top of a nicely set table, while an employee chatted on the eatery’s pay phone.

With a blog called PounceNow, cat-related items are kosher, right?

I don’t expect diversity in the New York supermarket business.  Rightly or wrongly, I have long associated chains like D’Agostino and Gristede’s as places managed by brawny Italian-American men.

In the public relations professions, the spotlight has been shining on the lack of adequate representation by non-male, non-white personnel for quite some time.  Similar criticism — and in some cases, litigation — has been lodged against the advertising and financial services industries.

But the world has changed since Don Draper types ruled on Madison Avenue, right?  Surely, the next generation of technology-driven marketing services would be led by people who more closely resemble those who live in our global communities where our clients sell their wares.

If the speakers and attendees at last week’s Inbound Marketing Summit in suburban Boston were an accurate sampling of who’s guiding us through the transformation from command-and-control “push” marketing to online and offline consumer “engagement” by brands, the answer is no.  The vast majority of those behind the books, speeches, opinions, videos and business models showcased at #IMS09 were  white males, mainly in their 30s and 40s.

One exception was Candace Fleming, CEO of the social media analytics platform Crimson Hexagon.  Another was Tina Hoang, whose Palo Alto, Calif., venture capital firm was trolling the event for companies to back.

While at PR Newswire,  where I worked from 1989 until recently, one of our overarching goals was building a healthy corporate culture and products that represented the needs of our communities.  Key to our success was attracting and retaining talent of all shapes, sizes, colors, orientations, religions and ethnicities.  The many postage stamp-sized images of my former PRN colleagues I see on Facebook each day confirms that we made plenty of progress.

Why is this important?

Census data from 2008 shows 54% of the U.S. population will be 54 percent minority groups — that is “everyone except non-Hispanic, single-race whites” — by the mid-21st century.  Professions that continue to rely on pale, male and stale people, practices and ideas are much more likely to be irrelevant.

One recent research paper on the topic, Elizabeth L. Toth’s  “Diversity and Public Relations Practice,” outlined the challenge for our profession.  Organizations like the Public Relations Society of America and the Institute for Public Relations have dedicated resources to address the issue.  But traditional PR agencies and corporate communications functions are morphing into new entities so quickly, it’s questionable how much impact the longtime industry standard bearers will have influencing the fledgling inbound marketing field.

There is  plenty of wildly successful marketing work being done in Africa, Asia, Europe and in the Americas using digital tools and creative  ideas from people who have never written a book or proclaimed themselves social media experts.  Events like the the trends-and-technologies Pop!Tech conference, in Camden, Maine, Oct. 21-24, have a broad roster of philanthropic doers who are glad to share their successes and failures with PR and marketing pros who want to learn new skills.

For people without thousands of dollars to spend on conferences like Pop!Tech and TED, last week’s Inbound Marketing Summit was well worth the time and investment.  I’d love to see next year’s event held in Indonesia, Argentina or Tunisia.  If not there, at least invite some of their digital marketing superstars to visit Boston.

Most corporate communicators would steer clear of a news event involving charged racial tensions and the police.

But President Obama’s use of a “beer summit” to calm the war of words between Harvard University scholar Henry Louis Gates Jr. and Cambridge, Mass., police Sgt. James Crowley opened the door slightly for gutsy PR pros who might want to latch onto the wave of media coverage surrounding the issue.

The new owners of my hometown beer, Genesee, in Rochester, NY, timed their pitch to perfectly, landing a nice item in Jennifer Rossa’s Private Equity Beat Wall Street Journal blog and a bunch of other TV, radio, newspaper and social media coverage.  Genesee brewed up a controversy over Obama’s choice of Bud Light as the beer he will be drinking tonight.  Bud’s parent, Anheuser-Busch InBev NV, is based in Belgium.

“We think it’s great that the President is getting together over beers to have an important discussion. A lot of good solutions have surfaced when people can relax and talk over a couple cold ones,” said Rich Lozyniak, CEO of The Genesee Brewing Company. “We just hope the next time the President has a beer, he chooses an American beer, made by American workers, at an American-owned brewery like Genesee.”

The lesson here is that every big news story — in social media as well as mainstream print and broadcast — creates demand for sidebar material.  Cheers to the Genesee beer team for understanding the news cycle and pouncing.

A comment made by Brian Solis at this week’s Media Relations Summit in New York triggered a walk down memory lane, or at least a flight over an island my avatar once visited.

Brian and his co-panelists were chatting about the current popularity of Twitter when he declared that the only completely worthless foray into social media thus far has been Second Life.

His slam on the Linden Lab virtual world stuck with me while full-time tweeters for jetBlue Airways, Southwest Airlines and Ford Motor Company received accolades for their stewardship of their respective brands.

Before joining Ford, Scott Monty worked with the self-described “social media insiders” that launched the agency Crayon by holding an event on the virtual island “Crayonville,” inside Second Life.

While Second Life and its currency of Linden dollars did not scale into a viable mass-marketing medium, it earned plenty of mass-media coverage and spawned experimentation that helped define a new career for people like Monty, jetBlue’s Morgan Johnston and Southwest’s Christi Day.

I was fortunate to work in a corporate environment with a long history of skunkworks projects.  PR Newswire EVP John Williams created an interactive T-button for press releases while most people were still using 9600-baud dial-up modems.  So flying around in Second Life in 2007 was not only  acceptable, but almost expected by PRN clients who were happy to see a partner willing to explore a world where avatar anarchists routinely trashed corporate buildings and disrupted attempts at commercialization.

What did PRN do in Second Life?  We gave away public toilets and changing rooms.  Of course, these rest rooms featured video display boards that carried the headlines of press releases originating from in-world businesses as well as out-of-world copy pertaining to social media.  We didn’t charge for distribution of releases inside Second Life, instead opting to collect donations for the Denver-based charity Water for People.  We also created the position of Ambassador to Second Life to build relationships with the owners of media properties and businesses in the community.

Needless to say, there wasn’t a sustainable business model for PR Newswire and most other companies inside Second Life.  But it was far from a failure on many levels.

Our “ambassador” picked up skills for one of the hottest customer service/PR/marketing jobs today — that of community manager within a social network like Twitter or Facebook.  A clean-water charity received a nice corporate donation.  Employees and select customers got the satisfaction of knowing PRN had dippped its toe in the water from an imaginary pixelated island to see if there was any business value.

In a way,  Solis, Crayon and other bleeding-edge marketers were also winners.  Sure, they were mocked for Coca Cola’s “virtual thirst” vending machines and Nissan’s attempt to give avatars Sentras to drive, but many of us were envious of their creativity and that they worked with clients who embraced new ideas.

New Yorker Sandy Cohen has started an unconventional translation company, Speaklike.  Rather than thriving on the conversion of encyclopedia-sized documents from English into Arabic or Portuguese, Sandy’s start-up offers Twitter users an inexpensive way to translate their 140-character messages into just about any language.

At about 25 cents per language per tweet, this can add up in a hurry.  But it’s a godsend for B2B and B2C users of Twitter who cater to multicultural and global audiences.   His service could also be used in the email and Web fulfillment world.

In another departure from the mainstream, Sandy is taking a play out of the Wikipedia playbook by crowd-sourcing his network of translators.  The similarity to Wikipedia ends there, though, as a fraction of each micropayment  will trickle down to the translations.  (Will this be the basis for a new Twitter economy in Brazil and Belarus?)

I just started using SpeakLike today and look forward to seeing if anyone in the Spanish-speaking world cares about my tweets.  My new Latino persona is @SenorDaveArmon.

The other interesting crowd-sourced translation business model involves Web video.  dotSUB , created by Michael Smolens, is free for users to upload video and a transcript so each spoken word appears as closed-captioning on the bottom of the video  (click on the “CC” button at the bottom of the player).  Those two steps opens up your video to the hearing-impaired audience.

For video producers who want to reach those who speak another language, dotSUB has a network of professional translators who will do the work for a few bucks (the charge was around $10 a video minute the last time I checked).  There are free translators who know how to use the dotSUB tool, but the content has to be interesting enough for someone to volunteer their time to convert your video into something that will win an Oscar in the Ukraine or Nepal.

There are already a few examples of marketing programs taking advantage of dotSUB and Speaklike.   Use the Comment function below to let me know your thoughts about these tools.

Being politically correct is not working in New York politics.

I am not surprised but terribly disappointed that the Empire State’s legally blind, African American governor, David Paterson, is being vilified by right and left, black and white, poor and rich.

“Paterson’s so low, Spitzer looks good,” read Tuesday’s front-page headline in the free New York City commuter daily Metro.

For those who are not riveted by the antics of Albany, Paterson became governor abruptly in March 2008 when the testosteronally overcharged Eliot Spitzer resigned after getting caught with a call girl. A veteran pol whose father has been a fixture in the state’s Democratic party since the 1950s, Paterson had time for neither formal media training nor staff vetting when he was thrust onto center stage.

The results have been nothing short of a disaster for someone who has dedicated his life to public service.

The Marist College poll, reported in Metro, shows Spitzer was the preference for 51 percent of those questioned versus just 38 percent for Paterson. The question asked by pollsters was, “”Who would you rather have as governor right now?”

I don’t think I’m sticking my neck out here by saying that being man of color is not the problem. Barack Obama seems to be getting on just fine in the White House, enjoying a 68% approval after 100 days. Only two presidents in the past half century – John F. Kennedy, 83 percent, and Dwight Eisenhower, 72 percent — had a higher approval rating at this point in their presidencies.

Analysts point to a lack of strong leadership for Paterson. Yes, he embarrassed Caroline Kennedy and blabbed far too much about his decision-making process in filling the U.S. Senate seat vacated by Hillary Clinton. He has also taken flack for legislation regarding gay marriage and solving unprecedented fiscal woes, like funding New York City’s perennially mismanaged Metropolitan Transit Authority.

What no one’s saying is that Paterson shows up at every major disaster and crime scene — from the ambush of a police officer in Rochester to the murderous rampage by a suicidal immigrant in Binghamton — and that the state budget was passed just one day late. The budget was weeks or months late when Republican George Pataki was governor.

My contention is that Paterson’s public image problems relate to his blindness.

Unlike Stevie Wonder and Ray Charles, New York’s governor, who was 3 months old when he suffered optic nerve damage because of an ear infection, does not hide his off-center eyes behind sunglasses. His salt-and-pepper beard contributes to an appearance uncharacteristic of Hollywood-ready governors and presidents.

With no provocation, the media has pounced on Paterson with venom usually reserved for public figures who are either prison-bound, like Rod Blagojevich of Illinois, or morally devoid but not yet convicted of being jerks.

Saturday Night Live’s Fred Armisen has used Paterson’s disability on a number of occasions to draw laughs as he keeps one eye closed while holding charts upside down, walking aimlessly around the set and bumping into chairs.

Sean Delonas, a cartoonist for the New York Post, depicted Paterson sitting behind a desk on which sits a framed photograph of the bumbling animated TV character Mr. Magoo. The Delonas cartoon also included a seeing-eye dog.

Paterson has had to work harder than his sighted peers to graduate from law school and achieve his professional accomplishments. There’s nothing in the LexisNexis news clipping database that portrays him as a jackass.

Yes, he has faults.

Paterson, and his wife, admitted marital infidelity. The governor, a former assistant district attorney in Queens, also talked openly about youthful cocaine use.

Coincidentally, Obama’s autobiography also chronicles his use of cocaine.

As someone who has spent my career in news and PR — including a brief stint in the state Capitol bureau of United Press International — I would love to see Paterson address the issue of media discrimination of the handicapped in a more forceful manner.

With poll numbers like these, he doesn’t have anything to lose.

(Disclosure: I serve as a volunteer member of the marketing and education committees at Lighthouse International, a 104-year-old New York-based not-for-profit agency that provides services to the blind and visually impaired. Two of my four sisters are legally blind.)