MarketingSherpa Blog

With A/B testing, you’re examining and exploring the mind of the customer. You’re learning about your customers and you’re the one asking the questions. However, the newly released MECLABS Online Testing Course explains in great detail why you can’t ask just any question to get the answers you need.

There’s a formula for what goes into that question, and it’s all built around one imperative word.

Which.

The word “which” demands specifics and precision, allowing you to focus on something that can be answered with a split test.

Let’s expand this further by looking at one of the key principles Flint McGlaughlin, Managing Director, MECLABS, discussed in Session 2 of the course.

• A properly framed research question is a question of “which” and sets out to identify an alternative (treatment) that performs better than the control.

The guiding force of online testing is seeking to better predict the behavior of your customers. To achieve this, you need a research question to tests your hypothesis.

“If your research question is framed wrong, the entire outcome of the test is dubious because you haven’t approached it properly,” Flint said.

Below are some of the examples presented in the course that convey the importance of this essential word.

Not this: What is the best price for product X?

This isn’t specific. The question doesn’t set out particular items to test. “Best price” could be anything.

But this: Which of these three price points is best for product X?

This utilizes the imperative “which.” The implementation of “these three price points” gives you three precise price points to test.

Not this: Why am I losing customers in the last step of my checkout process?

Sure, you may ultimately want to discover why it is you’re losing those customers, but you must start out smaller. This question doesn’t narrow anything down. The last step of the checkout process is quite complicated and there isn’t just one element present.

But this: Eliminating which form element best reduces customer drop-off?

There’s the “which” again. The “form element” is the metric allowing you to compare one specific element to another. This gives you a particular element to test rather than just presenting a broad idea.

Read more…

Having written close to 1,000 emails for MarketingSherpa promoting our marketing products over the past few years, I’ve learned a couple of things I thought I would share with you, many of them from my own mistakes.

At Summits, when people recognize my name from their inbox, they ask, “What have you found that works?” What a loaded question, right?

I’ve felt much like Edison, but with a marketing spin on it. I have not failed, I’ve just found 10,000 ways on how to not write an email.

Much like you, my writing over time has evolved to include some semi-universal best practices which many of us are familiar with, but sometimes get lost in the marketing translation from company logic to customer logic. So, here is a quick refresher.

Tip #1. Write your copy with the understanding that your audience is likely not reading, but skimming

It’s been said most people are either “filers,” who create a specific file folder for each email, or “pilers,” who let the inbox pile up with no hope in sight. Either way, your message is up against an already overflowing inbox. Standing out – and quickly – is the only hope you have.

I’m not saying all email messages have to be short, but they should be readable in a skim format. Your audience should be able to understand the main message in five to 10 seconds. Subject lines should be point first or last, not middle. Intro paragraphs should also be short and lead into the body copy, usually three sentences or less. Overall, you should test your email subject lengths to know what your audience prefers to read.

Tip #2. Stop selling to your audience and offer real value

Nobody enjoys being bombarded with product offerings and specials. Don’t get me wrong, we all like a good deal, just not all of the time and not every day. Your emails should be an ongoing conversation and always offer real value. Ask yourself, “Does this pass the ‘so what’ test?” If not, then scrap what you have and start over.

Use benefit-focused language such as “Get” or “Receive” without making them think about all of the things they have to do. You need to build some trust with your audience and make sure you provide an email address so they can respond with feedback.

Tip #3. Clarity is the key

Have you ever read an email and not understood what they were trying to say? I know I have. From internal acronyms nobody outside the office understands to copy containing three or four calls-to-action, too much clutter is a conversion killer.

Focus on one key benefit, map it to their pain point and solve it. Your email tone should convey a helpful and friendly voice. Never use words that don’t convey value, like “Submit,” or “Click.” When possible, provide more clarity and quantify your message. For example, use “Get instant online access to all 32 marketing search journals” instead of “Download now.”

Read more…

According to the MarketingSherpa Inbound Marketing Handbook, companies that create content “produce higher-quality leads that are more likely to convert than organizations that do not.” Although effective, content creation is difficult.

At B2B Summit 2012, Daniel Burstein, Director of Editorial Content, MECLABS, sat down with a panel of marketing experts: Eddie Smith, Chief Revenue Officer, Topsy Labs; Nichole Kelly, President, SME Digital; and Chris Baggott, Chairman, Compendium. They exchanged insights on content creation, the importance of genuine content and how marketers can kill their career with inauthentic content they create or repurpose.

Watch as the panel discussed the value of harnessing a company’s internal email power, verifying sources and using a human tone with customers. Discover why Nichole said, “Email is the biggest wasted content resource,” and what marketers can do to utilize it.

Creating inauthentic content was one of the five career killers the panel discussed. Watch the full free presentation to see the rest of this discussion as well as the other four social media career killers, including:

• Thinking your CFO is your nemesis
• Single-use content
• Treating social media as “special”
• Not soliciting outside content

Read more…

Originally published on B2B LeadBlog

Earlier this year at MarketingSherpa Email Summit 2013 in Las Vegas, I had the chance to enjoy many conversations with my email marketing industry friends. This post grew out of one of those talks.

I asked Matt Bailey, President, SiteLogic; Christopher Donald, CEO and Lead Strategist, Inbox Group; and Loren McDonald, VP Industry Relations, Silverpop, about comparing “batch and blast” email strategies against some of the more targeted and personalized email approaches. Here are their answers.

David Kirkpatrick: Email marketers are being told to employ aggressive database hygiene on email subscription lists, engage in tactics such as microsegmentation to individualize and customize the content in email campaigns, and begin emphasizing mobile form factors in email design to encourage engagement with campaigns on mobile devices.

At the same time, they are being told to get away from the traditional batch and blast or “spray and pray” efforts.

What are some advantages and disadvantages of these areas of emphasis in email marketing?

Loren McDonald: Email marketing is not “either-or.” A successful program relies on a combination of elements – broadcast, automated triggered emails and segmentation. Each element has a specific role to play in your email program. If you focus on a single one to the exclusion of the others, you’re leaving money on the table.

First, a well-designed broadcast email program makes sense because you will always have email messages that you should send to everyone on your list.

Part of email’s role is to nudge your customers into buying something they didn’t necessarily know they wanted, to reach out to the person who wasn’t planning to buy from you.

Having said that, I do believe that the more behavior you can capture, the more relevant your messages become, and you can automate more messages. Recipients value these messages because they’re more relevant than most broadcast emails.

Automated messaging helps you capture incremental dollars on top of the revenue you’re driving already with your broadcast emails.

Matt Bailey: As much as neither of us would recommend a batch and blast approach, it is still a “better than nothing” proposition.

I find that in many companies, the traditional email batch marketing is the sole or the primary way of corresponding with existing customers. So, in this way, it is better than no communication. There is little to no time spent improving the database or much thought into the messaging of the emails – it’s simply a task to be done.

Now, fortunately or unfortunately, when I audit these types of companies and their marketing, and come to their email programs – it’s a profitable venture. Because so little is put in, besides the creative, the email service provider (ESP) and the blast, but yet it produces the primary source of repeat business.

I say unfortunately, because many times it is profitable because there is little spent and even less attention to segmentation or database management. I say fortunately, because making simple changes and becoming better and more intelligent with microsegmentation, triggers, etc., will only make an already profitable activity soar in results.

The issue then becomes one of paying more for something that is already working and investing in it to grow. Meanwhile, the sexiness of social media is competing for the marketing budget, and the new sexy options tend to get the attention, whereas the already profitable and predictable email marketing gets overlooked.

Christopher Donald: There is definitely a lot of benefit to being able to segment and target based on the data. We like to look at pretty much everything – from browse data to email data. You know, what [your customers] are responding to and not responding to from previous purchases.

So, you can get segmentation or even microsegmentation. The problem is not everybody has the bandwidth or budget to do that.

So they still live in the batch and blast world, and it can be very effective. There are a lot of companies that all they do is batch and blast, and it does really well for them.

You can increase your ROI and your revenue through targeting and through better segmentation and messaging to those segments based on previous activity, but it takes time and money.

Some people do batch and blast just out of necessity, but that doesn’t mean it doesn’t work.

DK: What effect on that final conversion to sale (rather than other email metrics such as open rate and clickthrough) do these two different approaches exert on campaigns?

LM: The one-to-one approach, especially those emails that are triggered to the individual based on a behavior or event, typically have significantly higher conversion rates than one-size-fits-all broadcast emails.

On the other hand, conversion rates on broadcast emails are typically less than 5%, but the emails are sent to all or a majority of your database versus a tiny percentage on any given day of the one-to-one emails. But with automated email programs, the power and math is in that they are triggered 24/7/365 and that as you build your program you might have dozens of these emails going out every day.

So as I mentioned earlier, the key is to combine a growing number of these one-to-one automated emails with segmented and broadcast. Companies that add a significant number of automated email programs often see them contribute 25% to 50% of their total revenue from email.

MB: Oh, there is no contest. Every test, every campaign and every client that develops microsegmented campaigns or persona-based emails sees lifts in every category. It all comes down to relevance. Even if I have subscribed to your company’s emails, unless it is relevant to my needs – at that exact moment – it is spam. The more targeted your emails [are] by relevance, personalization and timeliness, the more significant all metrics increase, especially the ones that count – revenue and profitability.

CD: I think it all depends on what it is you are selling, right? If you simply sell a widget in 10 different colors, then segmentation probably isn’t important and isn’t even going to get you that much more revenue for the amount of time and cost that will be involved.

Revenue should always be your main indicator.

It is your main indicator of whether what you are doing is working, or not. I have seen clients spend huge amounts of money and time segmenting and on hygiene and managing inactives and doing everything they can do, but the bottom line – the return on investment of doing those things – doesn’t always pan out.

For others, it does. It is really looking at what you are selling. If you are selling lots of different products, it makes all the sense in the world to segment.

DK: Is relying on batch and blast because it still works possibly selling short a longer-term strategy of an engaged, if maybe smaller, subscriber base? And possibly risking eventual issues with deliverability, recipient fatigue (and the resulting opt-outs, or worse, spam/junk status) and/or brand credibility?

LM: If your email program is almost entirely batch and blast, then you are simply leaving a lot of money on the table. That is the fundamental reason to go beyond this approach – deliverability concerns and related issues are secondary. Remember, your goal as a marketer is to make as much money as possible for your employer while at the same time balancing margins, customer expectations, choice, list churn and other factors.

The simple truth is that sending more email makes you more money. But “more” doesn’t mean just sending more of the same old thing to everyone – but more relevant emails at the individual, segment and broadcast level. As my friend Dela Quist of Alchemy Worx says, “Don’t be stupid.”

You have to be responsible with your broadcast program. You must test frequency and monitor engagement across your database. Concentrate on activating your new subscribers right away. Use technology and data to identity customers who are becoming unengaged and then move them into different tracks. You also need to understand the longer-term impact on churn and revenue when simply sending more broadcast emails.

Additionally, one of the goals and purposes of your broadcast program is to drive subscriber behaviors that then trigger those one-to-one emails that lead to higher conversions and engagement. Without the regular cadence of broadcast emails you will have fewer behaviors from which to trigger the highly personalized emails.

MB: Absolutely! I believe that the batch and blast approach is only profitable because we are in a unique place in digital marketing. It’s the “grace period” before we hit a critical mass of personalized, targeted marketing. If your company isn’t doing it, then you will get overwhelmed by your competitors and others who are engaging your customers at a more personal level.

CD: I think it does hurt in the long run, for sure. I think you can turn off your audience over time [with batch and blast email].

But, sometimes it is a knowledge issue. There are a lot of plug-and-play services with recommendations based on browsing, or cart abandonment, or targeting based on data.

Sometimes people are email marketers by default, not by choice.

DK: What emphasis should email marketers place on mobile platforms right now when designing new email campaigns and overall email marketing strategies?

MB: I would look at your metrics to see how your customer base is interacting with your emails. While the data suggests that email is the number one activity on mobile you need to see how that is stacked up for your company. Just because reports state that you still have to see what is happening in your own business.

Now, after verifying how people are using your emails and where they are opening – if you see even the slightest trend or predilection to mobile, then you need to be exploring, designing or planning. Don’t ignore it.

CD: I think [email marketers] should take it very seriously.

You need to find out what percentage of your [audience] are opening and reading on mobile. We have a B2B client with a mobile open rate of only 4%.

You would think [being] business to business, the mobile open rate would be huge, right?

But, with this particular client, they have been sending this newsletter on a monthly basis for seven years and the newsletter is content heavy. It generates 1.6 million PDF downloads of new insurance policy information for agents.

Because it is a large format newsletter and a lot of content, there is no way to make it mobile-friendly.

DK: What are your overall thoughts or ideas you’d like to share on this topic?

LM: While I am a major proponent of one-to-one, behavior-based automated email, success is still all about balance and knowing what works with your customers.

You need to find the right balance among broadcast, one-to-one and segmentation based on your business, resources, budget and customer and purchase lifecycle. If you overemphasize one approach at the expense of the others, you’re leaving money – perhaps a lot of it – on the table.

MB: Metrics are powerful, and they are absolutely necessary to prove our assumptions. Even though your traditional email campaigns are profitable, it doesn’t mean that they will remain so next year. Even the simplest segmentation strategy will make a remarkable difference in your response rates, conversions and even more – the customer perception of your company.  All of which will be important as the personalization of digital marketing explodes over the near term.

MarketingSherpa Email Awards 2014

Did this blog post get you thinking about your own email marketing strategies and tactics? If so, let us know about your best campaigns from the past year and enter those efforts in MarketingSherpa Email Awards 2014. You have until September 8, 2013 to enter.

Related Resources:

Email Marketing: 208% higher conversion rate for targeted emails over batch and blast

Automated Email Case Study: 175% more revenue and 83% higher conversion rate

Email Marketing: 900% more revenue-per-email from Restaurant.com’s automated strategy

Email Marketing: Two ways to add relevance, and why you must be correct

There is an inherent paradox in the marketing and media industries.

We need creative people, yet we need corporate structure. Creative people need freedom to thrive and yet, we work tirelessly to bang square pegs into round holes until the hammer is busted, the peg becomes warped and the creative talent is defeated.

For instance, when I worked at an agency, and would get my ninth sub-order of redundant changes to a postcard, I used to joke about it this way …

We were wild mustangs once …

Free to roam across the Great Plains as the wind whipped through our hair. When lightning would strike in the distance, spooking the herd, it was up to us, the mighty stallions, to chase them down and lead them to safety.

In our corporate environment, it can feel as if our creative spark is only a shadow of its former self.

It has been reduced to the old bag of bones nag you see tied to a revolving wheel at the county fair for the kids to ride.

We trot round and round, day after day, staring at the tail of another old nag in front of us, while some snot-nosed kid pokes us with a stick saying, “Look, he likes to eat rocks. Watch. You can just shove them in his mouth!”

But even then, if you look deep enough in our eyes, it’s still there. That wild spark.

You must never let your team lose that wild spark

Now that I have the distinct privileges of running my own team of creatives, and interviewing  some of the most creative and effective minds in marketing, I look at our stable of talent  this way – it’s on us to make sure they never lose that wild spark.

If you’re working with a team of creatives, either at an agency or on the client side, here are a few suggestions I propose to challenge you to help keep your team’s creative spark alive and well.

1. Ask, “Who really, really, really needs to be in this meeting?”

The fastest way to kill your team’s creative output is with a stack of invites to meetings they don’t need attend. I try to keep my team out of as many meetings as possible.

Before I send out invites, I also ask myself “Do we really need all these people in this meeting?” or even better, “Heck, do we really need to have a meeting at all?”

If a meeting isn’t avoidable for your team, then try to sacrifice your own time to protect theirs. Take the meeting on the chin yourself, and then go back and fill your team in on the two minutes of relevant information that applied to them.

2. Stop carbon copying everybody

The only thing that screams “corporate” more than meetings is the mass-copied email, so I try to avoid sending them if possible.

3. Give them a chance to run with the wild herd

A great way I’ve discovered to do this is through industry awards.

I remember how rejuvenated I would feel winning ADDY awards. I also remember how I’d feel my creative juices sparked even more by watching my peers win as I thought, “that was pretty darn good!”

The creativity that was a linchpin to their success was often just what I needed to keep my spark alive and recommit to coming up with better work.

I’m on the other side of things now, judging awards. For example, we just launched MarketingSherpa Email Awards 2014. There’s no entry fee, so there is no excuse not to tell your team to enter.

For example, the Best in Show winner from Email Awards 2013, NFL.com, had some really innovative features in its emails, like “Countdown to the Game” clocks and a “Who Will Win? Vote Today!” dynamically updated poll.

It’s creative ideas like these from marketers across a wide range of companies that continue to inspire me.

4. Measure and share results

I think there’s a false impression that creatives are art snobs who only care about aesthetic appeal.

We have, after all, decided to work in a corporate environment, even though it chafes. Let them see the fruit of their labor.

Earlier in my career, writing an ad that was successful in The Wall Street Journal for six months versus the previous ad that could only pull leads for two weeks was a huge morale booster.

Now, working more in the digital media space, I love receiving feedback through social media (I’m @DanielBurstein if you’d like to tell me what you think of this post) as well as A/B testing, even when the more creative ideas lose.

At the end of the day, we know results matter. After all, a man’s gotta eat.

I know when I’m judging the Email Awards, results will be at the top of my mind. I’m sure they are important to you as well as you manage your creative teams and agency relationships.

Read more…

“You’re not the people we want to sit down with,” Karyn Scott, Director of Enterprise Marketing, Cisco Systems, Inc., said during her B2B Summit 2012 presentation, echoing the voice of her target customers.

Years prior, Cisco’s reputation had perpetuated sales, but it was now losing sales on the margin.

According to the MarketingSherpa 2013 Marketing Analytics Benchmark Report, 42% of software companies relied on gut instinct for its non-analytical decision making, which is exactly what the team at Cisco was doing. When Karyn and her team began to investigate, they discovered the company’s target customers found only 3% of what the sales team had to say was useful to them.

The marketing strategy had to change.

The above video excerpt from B2B Summit 2012 underscores the importance of identifying customers and Karyn’s team’s goals to strategize marketing around customer motivations.

Once Karyn’s team identified their audience, they had to completely rebuild their strategy to create a relevant sale.

In the above video excerpt, you’ll see how the marketing team equipped the sales department and gave them the supplies they needed to make convincing sales, help the customer and incorporate a two-way conversation into the overall strategy.

To see the rest of Karyn’s presentation and see how she integrated role targeting into marketing strategy, watch the entire free presentation. See her metrics, what her sales team had to say and the new ways Sales appealed to diverse customer segments.

Read more…

Originally published on B2B LeadBlog

As marketers, we’ve all heard the buzz about native advertising.

We’ve heard how it’s going to revolutionize advertising and begin to phase out traditional display ads. But despite all of the hype, it seems like everyone still has varying ideas of what native advertising actually is.

In today’s B2B Lead Roundtable Blog post, I wanted to share my view on native advertising from a business intelligence perspective and the role I believe it has in the future of Internet marketing.

Question #1. How can we use native advertising?

What do you think of when you hear the term “native advertising?” An advertorial? Valuable content with a paid placement? Promoted tweets? Search engine marketing ads? Promoted stories and posts on social media networks?

Over the last year or so, I’ve heard countless different arguments about the true meaning of native advertising.

So, I asked myself, “Why does everyone seem to have such differing views?”

Why isn’t defining native advertising as black and white as some of the other marketing concepts we deal with on a daily basis?

Well, if you ask me, it’s because that’s essentially what a native advertisement is.

There is no current standard for native advertising, nor will there ever be one, and that’s the point.

A native advertisement is supposed to adapt to the content surrounding it in order to engage a potential customer by using their previously indicated interests. If there were set standards for native advertisements, that would essentially eliminate the advantage native ads are claimed to offer.

Which brings me to another point…

With all of the tools available today, we have the distinct advantage of knowing far more about our potential customers than marketers in generations past.

All of this knowledge allows us to create highly relevant content to attract the attention of those potential leads based on their decision to interact in a specific environment.

So, if there was a set formula, wouldn’t it essentially eliminate the ability we have to provide a user with highly relevant content that, if presented correctly, will engage them when they may have otherwise been disinterested?

Consequently, I would suggest marketers take a moment to stop focusing on a rigid definition of what native advertising is and isn’t to embrace what it can do for your marketing efforts given the adaptability native ads offer.

Question #2. Is native advertising really a new tactic?

Not really.

One thing that has me confused is why everyone seems to think that native advertising is such a new and revolutionary concept.

When I first started to hear the buzz around native advertising, I immediately thought back to my high school cross country days.

I remembered reading an article in Runner’s World about precautions you can take to avoid injuries. As I flipped through the pages, there was an ad placed for Asics shoes that outlined what causes many common running injuries and how its shoes were scientifically designed to help prevent these problems.

I knew it was an advertisement, but it was also highly relevant to the content I was reading. I chose to divert my attention to the ad instead of the content around it.

So, I would argue that Asics’ idea of designing an ad that was relevant to the content surrounding it was essentially a “primitive” utility of native advertising.

Although my example is not a direct B2B example, it’s not a far reach to find native ad adoption in white papers or sponsored posts on Facebook that are also dispelling other myths about B2B social media use.

Question #3. Do our ads offer value and relevance?

Delivering valuable content that is relevant to your prospects is the key to a successful native ad campaign.

Generating quality content can be a difficult task, but it’s certainly not impossible if done correctly.

Producing valuable content that not only relates to the interest of the user, but is also relevant to your business should be the goal of every native advertising campaign you undertake.

So, what does a successful B2B native ad campaign look like exactly?

Well, according to Buzzfeed, it looks a lot like the consumerization of B2B marketing.

GE Aviation created a “flight mode” campaign designed to promote its presence at the 2013 Paris Air Show. When users visited BuzzFeed.com, the flight mode campaign transformed the Buzzfeed homepage into a grid of articles readers could “fly” over with a little plane icon.

Whenever users stopped on content they were interested in, they could hit the space bar and read the article in the normal view.

While a lot of the buzz was centered on the seemingly odd pairing of an ad campaign for an aviation giant’s presence at an air show running on an online publication, the campaign has been considered as a success so far, which brings us back to my point…

Offering quality content that is relevant is central to successfully using native ads as a B2B marketing tactic.

Question #4. What are the risks?

I see a future in native advertising, but from a business intelligence perspective, “Careful you must be when sensing the future.”

Yes, that was a quote from “Star Wars,” but Yoda’s advice actually holds a lot of truth when it comes to native advertising.

While I will not dispute there is a future in native advertising for B2B marketers, I wanted to offer caution to use the tactic of native ads responsibly and here’s why.

Imagine a scenario where your ideal prospect is researching a new product, let’s say software that lets small businesses share voice mails across cloud storage.

Eventually your prospect comes across an article outlining all the benefits of using Brand X’s voice mail clouding over Brand Y’s service.

If the information appears to be from a reputable source, the article may ultimately influence a prospect’s purchase.

But, what happens to Brand X’s credibility the moment the prospect realizes that “article” was actually a carefully constructed advertisement produced by Brand X attempting to appear as impartial, informative content?

Well, I don’t know about you, but for me, the brand is taking a big credibility gamble.

Although this is a completely hypothetical situation, problems could very well arise if companies try to disguise native ads as unbiased content.

Which brings me to my final question…

Question #5. Are we trying too hard?

I know … it goes against everything you have ever been taught.

But when it comes to native advertising, trying too hard to disguise your ads can be the difference between a successful campaign, and losing a prospect for good. My suggestion here is to avoid trying to “disguise” an advertisement as unbiased or pragmatic content.

If the content is native, you won’t have to disguise anything as it engages prospects without jeopardizing your organization’s credibility. I know I’d rather see a brand recognizing and embracing the potential of an advertisement than attempting to trick me by masking it behind the illusion of an unbiased expert.

So, to sum it all up, while I do think native advertising has proven its potential as a content marketing tactic and is now being adopted more frequently into B2B marketing, I want to reinforce that a native advertisement is just that — an ad.

Positioning it otherwise may very well damage the credibility of your business and drive away prospects.

But, if you embrace the ability you have to provide prospects with relevant and valuable content, there is potential for innovative new ways to turn native advertising campaigns into ROI.

Related Resources:

B2B Marketing: 3 reasons for adopting video content into your marketing mix

Lead Generation: Content among the most difficult tactics, but also quite effective

Content Marketing: Slow, steady pay off for manufacturer

As a research manager, when I look at a homepage, I always ask myself two questions …

• Who are the customers?
• Was the homepage designed with those customers in mind?

I often find a homepage design makes perfect sense to the company’s executives, but not to the most important audience, the customers.

As homepages increasingly become the center of a company’s marketing and sales universe, making sure your focus is on the customer is more important than ever.

In today’s MarketingSherpa Blog post, I wanted to share three common telltale signs your homepage is driven by company-centric marketing.

I’m sure this post is likely to raise a few eyebrows, but my goal here is to help you raise revenue by helping you see your marketing efforts through the eyes of your potential customers.

Sign #1. Our homepage is a collage of department products instead of popular products

I generally tend to hope the most popular products and services offered on a homepage within direct eye-path, which is also prime real estate on a homepage, are what customers came to your homepage to find, versus products and services the company wants to sell.

However, it is not always that simple when you are in a large company with various departments with different sales goals all competing for that prime real estate on the homepage.

The big issue with this is when departments become only focused on the product or service, and marketers lose sight of what the customers want.

If a product or service that is not the primary driver of your sales traffic is overtaken on the homepage by a minimal interest product or service, should it really be placed within the customer’s direct eye-path?

The obvious answer is no, and I understand it is more complicated than that.

I also understand the chances of success for a business model that tries to force the sale of products or services to people who don’t need or want them are also slim in the long run.

So, if you find yourself in this position, I encourage you to take a step back and develop a strategy to work collaboratively with other departments to build a homepage that improves the overall customer experience.

Sign #2. Our value copy talks “at” our customers instead of “to” our customers

Have you ever read about a new product and still had to ask yourself, “What is this thing and what will it do for me?”

Unfortunately, this happens frequently.

Sometimes, we try to impress our customers with creative copy, hoping to sound professional and intelligent. This is great as long as it makes sense to the customer.

Remember, you understand your products/services inside and out and your potential customers are more than likely just learning about it for the first time.

The value copy from a customer’s perspective should answer one essential question – what is in it for me?

For example, I did a quick search online about cloud services, which is a complex product, and the first homepage I found left me even more confused.

Some of the cloud’s value copy explained this company’s service features“Open architecture based on OpenStack technology with no vendor lock-in.”

That may be an awesome feature, but I have no idea what it means.

Some of this company’s customers may understand this terminology, but the majority of customers are likely left just as confused as I am. Failing to provide clear and digestible information for customers could induce anxiety, increase frustration and ultimately leave visitors with no choice but to exit your page.

So, when I looked at the next cloud service homepage in my search, here’s what I found …

This homepage makes no assumptions about my level of IT sophistication.

It offers a short video and even lays out copy explaining what cloud service is and how it can help me.

And, there’s more …

Further down the page I found links to the options available that offer additional short videos combined with value copy explaining what cloud computing is and how the option can help me.

Now don’t get me wrong, there’s plenty to optimize on this homepage as well.

The overall point here is to understand that I left the first homepage confused about how a solution could help me and I left this one with a clear understanding of what cloud service is and how it could help me.

  Read more…

Having a multitude of fans and followers on Facebook is a good thing. However, getting more fans on Facebook does not mean you’re getting more customers. In fact, it could be the opposite.

At MarketingSherpa Email Summit 2013, Jay Baer, President, Convince and Convert, presented, “More Alike than Different: Why email is Madonna, and Facebook is Lady Gaga,” in which he explained the relationship between email and Facebook and how marketers can take advantage of the two channels of communication to customers.

In this excerpt, Jay discussed a myth he spends of half his time working on disproving.

“When we talk about social media, there’s this tremendous myth, and I spend about half my time fighting against this concept. This one concept epitomizes what’s wrong with social media for business today,” Jay said.

Many marketers believe they must have as many fans as possible on Facebook. However, as Jay explained, this is not always a good approach to marketing on Facebook. Having more fans does not necessarily mean you have more customers.

Jay explained 44% of corporate social media marketers look at Facebook as a way to get new customers (Wildfire, 2012), but 84% of fans of company Facebook pages are current or former customers of those companies (DDB, 2011). People who have never used a product or service are less motivated to like it on Facebook.

“We like on Facebook what we actually like,” according to Jay.

Watch this excerpt to learn more about the biggest myth about fans on Facebook, and also how your fans and followers can become accidental marketers for your brand.

View Jay’s full free keynote from Email Summit 2013 to learn why social media and email should be integrated at your company, plus many insights on how to make this possible.

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Originally published on B2B LeadBlog

Content marketing is one of the most effective and widely used lead generation tactics, according to the MarketingSherpa 2012 Lead Generation Benchmark Report. Although it is one of the most difficult forms of marketing, second only to trade shows, 62% of marketing budgeters expect an increase for content marketing, according to the same report. Developing a content marketing strategy remains a big undertaking.

To help you learn more about content marketing ideas and tactics at Lead Gen Summit 2013 in San Francisco, we’re sharing this video replay of Edwin Jansen, Director of Business Development, The Ian Martin Group, presenting on content marketing from B2B Summit 2012.

Jansen explained by generating content from within Softchoice, a technology solutions and services provider, it empowered employees throughout the company to become advocates of the content they created. Educating departments on the use of social media and recognizing talents and abilities within the team increased the quality and reputation of the content that the company generated.

This clip features the first of four lessons that Jansen learned in his quest to transform his company’s marketing strategy into a content-rich experience for customers. Others include:

• Managing processes that best serve customers
• Using the right tools
• The one thing he wished he knew before he started.

To hear the rest of Jansen’s lessons and confessions in his journey towards “pull” marketing, watch the full, free presentation from last year’s B2B Summit in the MarketingSherpa Video Archive.

Related Resources:

Lead Gen Summit 2013: Sept. 30 – Oct. 3, San Francisco

Event Recap: MarketingSherpa B2B Summit 2012

Content Marketing: Your questions on B2B online lead gen, metrics, content from SMEs and more

Content Marketing: Targeted persona strategy lists sales leads 124%

Content Marketing How-to: 7 steps for creating and optimizing content in any size organization