Black Hat is over, but SQL injection attacks persist

Last month, Yahoo found itself so overly distracted with kicking out and hiring yet another CEO that it fell prey to an old school SQL injection attack. Security gurus reacted with scorn and dismay at Yahoo’s allowing 400,000 user names and passwords to be carried out the door then displayed on someone’s front lawn for all the world to see, like a yard sale with no buyers.

How could the company not be using a damp towel to wipe the egg from its face? It had fallen prey to a hacker trick so well documented that any online search for the phrase “prevent SQL injection” will cough up 600,000 results.

We can excuse Yahoo for not being the only household brand victim, thanks to SQL attacks on Sony, LinkedIn, even Lady Gaga and another 115 million web applications, according to data protection vendor Imperva.

Full article published in Wired.com/Cloudline:

http://www.wired.com/cloudline/2012/08/black-hat-sql-injection/

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Video spot defines Content Marketing perfectly on cue

This has got to be the best video definition of Content Marketing I’ve ever seen:

Now the only thing missing is how to write great content. That’s where MediaPR comes in!

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Filed under Content Marketing, Lead Generation, Search Marketing, SEO

Battle of the Cloud Awards: who wins?

Cloudline | Wired.com:

http://www.wired.com/cloudline/2012/06/cloud-competitions/

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Microsoft’s Biggest Cloud Deployment: Make or Break?

http://www.wired.com/cloudline/2012/05/microsoft-india-cloud/#more-5193

 

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PR Spin Debate: Is Terrafugia Flying on Hype Alone?

http://bit.ly/Hnp6NN

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When Being Shallow is a Good Thing

I love telling this story about a CEO who messed up a once-in-a-lifetime New York Times interview. (Granted, he should have been forced fed interview training.)

The problem with this CEO was that he went too deep. Too deep into explaining what his company did, when the article’s focus was not at all about him or his company. He failed to stay on theme.

He also failed to listen, resulting in the reporter’s inability to pose a question.

The CEO simply fire-hosed the interviewer. The result? A one-word mention. This, after talking non-stop for an hour.

A basic interview rule was breached: The interviewee is there to service the interviewer, not vice-versa.

As PR pros, we have to remind our clients that the story/article must come first. We are there to service the press. We are there to service the story. We should be doing everything we can to help the writer write the best story they possibly can.

An interview is not a platform to sermonize how great your “solution” is. Wikipedia editors who are gifted with well-developed draconian noses for smelling puffery, call this kind of puffery “peacocking.”

Expert sources are sought after by the press. Since most stories are about people and not companies, we need experts to humanize our pitches. So-called “domain experts,” like to show off their expertise, more so if they had to suffer through long classroom lectures to earn a coveted certification. And when this happens the interview can suffer. The expert source goes too deep. He goes subterranean. He images himself a professor standing before a lectern.

The interview was about the gains in speed, agility, and convenience that can be achieved by a flying car. The pontificator instead chose to talk about the physics and mathematics involved in making the car fly.
He got too myopic, and he failed to listen. He was the expert, after all.

But he didn’t service the call. A grade ‘F’ showing appeared on the final published report.

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Be aware of Vendor Myopia

As someone who has booked hundreds of one-on-one media interviews with technology company CEOs, I have seen a certain insidious disease crop up again and again.

This disease is something I call Vendor Myopia.

Vendor nearsightedness happens naturally in most closely knit communities. It happens within families, teams, clubs, clicks and clans, just as it happens within companies.

How does this happen?  It happens because closely knit groups tend to develop their own private language that can easily alienate outsiders.

It’s a condition developed by too much familiarity among employees sharing common corporate messages that circulate for years inside of walled gardens with little ventilation or outside influence.

Jargon & Acronyms:  these are the children of Vendor Myopia.

So when conducting interviews with people outside of your immediate company circle or industry, be aware that these outsiders– people who you need to evangelize to, who you need to buy into your products and services or philosophy —  are likely hearing your company messages and POV for the very first time.

So you need to temper your communications accordingly.  And make the assumption that outsiders have little to no prior knowledge about your company.

Don’t get caught with Vendor Myopia disease.

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