Daniel Burstein

Marketing Analytics: Now that marketers can collect data, interpretation is the top challenge

May 3rd, 2013

Technology is fantastic. But, it’s not magic.

Marketing analytics can be extremely powerful. However, just like any other tool or technology, it takes hard (and smart) work to turn data into knowledge.

So, in the MarketingSherpa 2013 Marketing Analytics Benchmark Report (sponsored by Paramore), we asked marketers …

Q: What were your organization’s most frustrating challenges with marketing analytics in 2012?

Then, we asked your peers what they thought about this marketing research. Here’s what they had to say …

 

Interpretation of data

What is interesting is that the top two challenges are related to the interpretation of data, not the collection of data.

We have finally turned the corner on the basic blocking and tackling of data consolidation through technology and processes, and now the most important challenges are focused on how to effectively use the analytics for improved decision making.

It has taken a long time to get to this point, but it is encouraging to see that 42% of respondents stated that acting on data to improve marketing performance was their #1 challenge, followed by combining data from multiple sources to draw correlations and make predictions (41%).

Integrating systems and siloed data finally has fallen to the bottom as most marketers have the technology and tools to do this process. Now we have to do the hard part and make the data talk to us, guide us, and give us insights.

– Cyndi Greenglass, Senior Vice President, Strategic Solutions, Diamond Marketing Solutions

Read more…

Emily Munns

Test Planning: Create a universal test planner in 3 simple steps

May 2nd, 2013

One of my responsibilities as a Research Analyst is to manage ongoing test planning with our Research Partners and at times, keeping tests running smoothly can be a challenge.

This is especially true when you consider testing is not a static event – it’s more like a living, breathing continuous cycle of motion.

But even with so many moving parts, effectively managing test plans can be made a little easier with two proven key factors for success – planning and preparation.

Today’s MarketingSherpa blog post is three tips for test planning management. Our goal is to give marketers a few simple best practices to help keep their testing queue in good order.

 

Step #1. Create

Creating a universal test planner everyone on your team can access is a great place to start.

For our research team, we created a universal test planner including:

  • Results from prior testing with our Research Partner
  • Current active tests
  • Any future testing planned
  • A list of test statuses definitions that everyone on the team understands – (test active, test complete, inconclusive, etc.)
  • A brief description of what is being tested (call-to-action button test, value copy test, etc.)
  • A list of who is responsible for each task in the test plan

 

Step#2. Organize

As I mentioned in the previous step, the status of a test can change and, based on the results, so will the ideas and priorities for future testing.

Some tests will move forward in the queue, and others will be pushed back to a later time.

So, to help keep our team informed of changes in the testing environment, we update the planner throughout the day and in real time during brainstorming sessions based on results and Partner feedback.

This allows us to focus our research and testing strategy efforts on expanding on discoveries versus chasing our tails to keep up-to-date.

Read more…

David Kirkpatrick

Infographic: Customer experience in the digital age

April 30th, 2013

For today’s MarketingSherpa blog post, we have an infographic from Kentico, “Customer Experience in the Digital Age.”

The research behind the infographic was an eight-question survey of 200 Internet users via SurveyMonkey in February 2013, and the survey was open to both consumer and B2B brand interactions.

 

Here are few data points on the surveyed Internet users:

The gender breakdown was 54% male and 46% female, and the age breakdown included …

  • 18-24 – 10%
  • 25-34 – 20%
  • 35-44 – 24%
  • 45-54 – 19%
  • 55-64 – 15%
  • 65-74 – 10%
  • Over 74 – 2%

To help put this infographic – and the research that went into the content – into context, I had the chance to interview Thom Robbins, Chief Evangelist, Kentico Software.

 

 

MarketingSherpa: What were some of the key findings?

Thom Robbins: Company websites were second (25%) behind word of mouth (28%) in weighing most heavily on impacting brand affinity. In-store experiences factored [at] 18%.

Perhaps most surprising was the discovery that only 7% of respondents felt their brand experience was affected by social networks such as Facebook or Twitter, but I think this may be misleading. People may be influenced by social media a lot more than they think they are, through both direct and indirect interactions.

 

MS: Did any results come as a surprise?

TR: Other than the small role social media seemed to have, which I think merely shows us it’s a channel still on the rise, I was most surprised to see that 69% of those surveyed said they were willing to give up personal data in exchange for more customized service.

 

MS: Were there any results that might inform future research, or uncovered data points that deserve/require a deeper dive into customer insights?

TR: Well, I thought it was very telling that 97% were ready to forgive poor service as long as the company offers up a quick response or correction.

It’s important for businesses to know that while mistakes will be made, in the age of social media, every single customer experience counts. You can’t afford [to have] anyone to walk away unhappy, and there’s really no excuse given how forgiving customers are as long as you respond quickly to complaints.

Read more…

Daniel Burstein

Marketing Analytics: Managing through measurement and marketing as revenue center

April 26th, 2013
Comments Off on Marketing Analytics: Managing through measurement and marketing as revenue center

“What gets measured is what gets done.” So says the old business maxim, at least.

We wanted to know what marketers get done, so to speak, so in the 2013 Marketing Analytics Benchmark Report, we asked…

Q: Which of the following are you involved with tracking, analyzing or reporting on for your organization?

 

We asked the MarketingSherpa community about these results, and here’s what they had to say …

 

Managing through measurement

These results highlight the indifference, or perhaps lack of experience, when it comes to tracking marketing, especially social media marketing.

As these channels can be tracked offline (via call tracking) and online, via dynamic numbers and email tracking, it still seems as though there are trackers and non-trackers in terms of marketing specialists.

Even with a nudge effect of marketing across several channels, the ROI of these nudges is important and should be tracked.

The old adage of “managing through measurement” is still important and not having accurate measurement to call upon leaves marketing specialists arguing based on their opinions rather than facts. (And, that’s a sure way to the exit door).

– Boyd Butler, Consultant

Read more…

Tony Doty

Testing: Go big, or go home?

April 25th, 2013
Comments Off on Testing: Go big, or go home?

One of the most common questions and debates we have here at MECLABS is, “How radical do we go?”

Let me explain – for every test, we have an objective we’re trying to accomplish and a set of metrics we’ll use to judge the performance and success of the test. If we “go radical” and change lots of different elements on the page, we might hit it big, or we might tank. But, either way, we wouldn’t know the true impact of any specific change.

If we “go conservative,” we’ll be able to directly tell what the impact of changing a specific element was, ensuring we learn something, but might never be able to hit that lofty conversion goal our team has set.

So, which approach is right? Well, the short answer is they both are. The long answer is the rest of this post.

 

The right blend between radical and conservative tests

That may sound like a cop out, but a successful test strategy needs to find the right blend between radical and conservative tests. Let’s try an analogy …

Let’s say you just started playing baseball. You’ve had batting practice with your coach and just can’t seem to connect on any pitches. So, your coach starts tweaking. Widen your stance. Lift your elbow. Tilt your head. Tweak, tweak, tweak. But you’re still not hitting anything.

Then, you try something radical. You walk to the other side of the plate and take the first pitch into the outfield. Turns out you bat lefty. That would have been good to know an hour ago. Chances are, you were never going to succeed with small tweaks, because there was something fundamentally wrong with your approach.

The same goes for testing. If you’re making progress with small tweaks, a headline here, button color there, you may never reach your true potential.

We always want to get a solid learning from every test we perform, but looking back through the archives, a lot of the largest wins we’ve ever achieved don’t come from single factorial tests, or variable clusters where we try to focus in on specific elements of the MECLABS Conversion Sequence heuristic like friction or value.

Instead, they come from radical redesigns, where we test a totally new approach or simultaneously improve numerous elements we identified as issues with the page.

Read more…

Emily Rogers

Who’s Running Your Marketing Department, You or Legal?

April 23rd, 2013

I’ve recently been involved in projects for some big-name companies. We carry on through the project path and set up our testing strategy to optimize its landing page. Everyone’s all excited, and then BAM, roadblock. The party fizzles momentarily because these words are muttered:

“We have to get it approved by Legal …”
“Legal needs to approve this …”
“We’ll need to run it by Legal …”

As a research manager, those words translate into:

  • Nine more meetings added to the calendar
  • A three-week extension to launch the test
  • Wondering what the results would have been if our ceiling hadn’t been capped by Legal

Now let me be clear, in no way am I suggesting you subvert or choose not to follow the proper legal procedures within your company. I simply wrote this blog post to inspire you to push the legal department a little harder, so you can push the boundaries with your marketing.

The beautiful part about testing is we can shut down a test immediately if a treatment is failing miserably, or if legal issues arise. At MECLABS, we stress that at minimum, we will come out of any test with a learning – regardless if it produced an increase in revenue. Our creative teams are eagerly waiting to improve website design and copy.

But, we know your website and copy may prove to be better than ours. All we want is the chance to test the waters and learn from the results.

I worked with a Research Partner and we were pretty limited to testing these elements on the landing page:

I can’t even imagine the results we would have produced if Legal would have approved additional testing.

Read more…

Daniel Burstein

Email Marketing: Segmentation, integration, automation and personal interaction

April 19th, 2013
Comments Off on Email Marketing: Segmentation, integration, automation and personal interaction

“Hey, look at me!” While strolling down the Las Vegas Strip during Email Summit 2013, I couldn’t help but notice all of the flashy signs, and individuals, trying to get my attention.

The challenge is equally difficult (although hopefully less gaudy) in the modern inbox, so in the MarketingSherpa 2013 Email Marketing Benchmark Report, we asked …

Q: Which of the following tactics is your organization using to improve the relevance and engagement of email content delivered to subscribers?

We asked your peers how they could use this data …

 

Segment email campaigns based on sales cycle

Stage-based marketing is the future. Breaking your marketing down to map to a consumer’s research cycle means understanding they will do research in multiple sessions, and at each session, be looking for different content. Best practice will suggest that you will need to engage with them in two or more different sessions, so you will need two or more stages.

Content needs to be short and targeted. Having a single large document is no longer best practice. Content should be targeted to each stage of the research cycle, and be easily consumed in under five pages.

– Mathew Sweezey, Marketing Evangelist, ExactTarget

 

How closely integrated are your sales and marketing departments?

I would have loved to see another question asked: How closely integrated are your sales and marketing departments? From my experience, those using segmentation and trigger-based emails are those who make sure that marketing and sales are closely aligned. A lot of the triggers “look” like they come from the sales team based on Web behavior with the ultimate objective to drive conversion, of course.

– April Wilson, Director of Analytic Products, RevSpring

Read more…

John Tackett

Value Proposition: 3 techniques for standing out in a highly competitive market

April 18th, 2013

Marketing in highly competitive environments can be difficult as pressure mounts to stand out amongst fierce competitors in a space that feels like its constantly shrinking.

So, in today’s MarketingSherpa blog post, you will hear three ideas to inspire you from a MarketingExperiments Web clinic – “Discovering Your Value Proposition: 6 ways to stand out in a crowded marketplace.” Our goal is to share a few simple techniques to differentiate your offers in highly competitive environments and avoid “me too” marketing.

But first, let’s clarify what a value proposition is.

According to the MECLABS Value Proposition Development Online Course, a value proposition is defined as the answer to the question – “If I am your ideal prospect, why should I buy from you rather than your competitors?”

So, how would you answer this question about your offer?

Take a few minutes to brainstorm on how you would answer this question.

Now if what you wrote down read like any of these …

  • “We empower you with software solutions.”
  • “I don’t sell products and services; I sell results — my guarantee.”
  • “We help people find their passion and purpose.”
  • “We are the leading [insert your service here] provider.”
  • “Get found online.”
  • “This site has what the person is looking to find.”

Then, it’s likely your campaigns are underperforming. Here are some techniques you can use to plug some of the leaks in your sales funnel.

 

Technique #1: Craft offers that focus on your “only factor”

Your value proposition must include one aspect that differentiates you from your competitors. This one singularity is your “only factor.” If your value proposition doesn’t do this, you’re already at a disadvantage.

The goal here is to craft offers with a powerful only factor that will ideally have the right amount of appeal and exclusivity. Offers that are short on either of these elements can result in the following:

 

  • Offers with appeal but not much exclusivity lose appeal in a crowded marketplace with lots of competitors, and choices, for your ideal customer.
  • Offers that are exclusive but lack appeal quickly lose their leverage because not enough of those ideal customers will likely be motivated to act on your offer.

 

Technique #2: Support value propositions with clear evidentials

Evidentials are supporting claims in your offer that can be quantified and verified. To illustrate this point, let’s revisit the hypothetical car dealership owned by our Director of Editorial Content, Daniel Burstein.

Suppose Daniel decides to make a commercial for his dealership and in the ad he says:

“Please visit us at Burstein Auto; we have Florida’s best selection of cars for you to choose from!”

That statement is not very quantifiable because almost anyone can make the claim that they have the “best” of something.

Now if he were to instead say something like this …

“Please visit us at Burstein Auto; our dealership spans across five acres of land with over 1,500 new cars for you to choose from.”

The claims made in the second statement are quantified and have greater credibility because they can be verified. An overall goal for evidentials is to use them as bulleted points of information that support your claims strategically.

Here are a few key questions to ask yourself or your team about your evidentials:

  • Is our claim quantifiable?
  • Can our claim be verified?

Read more…

Jonathan Greene

Marketing Metrics: Do your analytics capture the real reasons customers buy from you?

April 16th, 2013

How can you track the most impactful elements of your marketing funnel? Let’s start with an analogy …

I once had a crush on a girl.  I talked to her every day, but she rarely took notice of my existence.  She liked the “bad boys,” and I was kind of a nerd.  It seemed as if the stars were aligned against us.

I tried asking sweetly, coming up with inventive date ideas, even appealing to her sense of pity, all to no avail.  Finally, after a year or so of trying, I wrote her a letter telling how I felt.  She finally accepted my invitation and we went on a date.

My takeaway from this exchange was letters work best. (Admittedly, my letters are particularly awesome.)

What I didn’t know was my letter had relatively little to do with her decision.  Years later, I asked her why she finally decided to go out with me.  She admitted my persistence played a role, but the bigger factor was how she had her heart broken by one of the afore-mentioned “bad boys,” and decided to give a nice guy a chance.

I was floored.  I had no idea these events had ever transpired, and more importantly, had vastly overestimated my letter writing ability.

What I had was essentially a last click attribution model. This is the way in which countless organizations currently measure conversions.  We, as an industry, have come a long way in terms of being excited about measuring and testing our marketing efforts.

However, looking at the last click before conversion as a sole contributor to the conversion decision is as near-sighted as assuming the young lady accepted my date invitation based upon my letter writing skills.  The letter was a factor, but it wasn’t the only factor.

I need a better model.

 

Where should I spend my marketing dollars?

Using the last click attribution method, I can determine the value of a conversion generated from an email campaign.  I might arrive at the conclusion my marketing dollars are best spent on building email lists and optimizing email campaigns.

While there may be truth in that statement, it’s only partially correct.  The real story in this scenario might be a customer first interacted with my brand when a friend shared a product review on Facebook.  From there, a likely scenario of events could be:

  • The customer visited and liked my Facebook page, and then left.
  • Weeks later, I launched a new product via Facebook post.  The customer saw the post and then left the platform to do some research.
  • While researching the new product on Google, a PPC ad appeared and convinced the customer to click through to my site.
  • Once on the website, the customer joined my email list.
  • Two weeks later, I sent an email which the customer subsequently viewed and converted, purchasing my product.

From this example, it’s obvious the customer was nurtured to conversion through a series of interactions including social media, PPC, landing pages and email.  Now, how much of my marketing dollars should go to each channel, since in this case, they were all obviously necessary for conversion?

 

Attribution models

Solving this problem requires the use of a different attribution model, and not all attribution models are created equal. I remember how happy I was when I learned there were multiple varieties of steak.  I had always eaten sirloin, because that’s what my dad always cooked.  So, you can imagine my excitement the first time I tasted filet mignon!

Similarly, there are a wide variety of attribution models to suit everyone’s taste.

One example is the linear ratio model, which is a dynamic model that attributes different values to different purchase and research phases. For instance, it might:

  • Attribute 5% of revenue to Facebook for the research and awareness piece of our sample transaction above.
  • Assign 25% of that revenue to PPC ads.
  • Finish by assigning 70% of the attribution to the email campaign that caused the click.

There are many  implications to using a model such as this. The social media manager is very happy because he just went from being a nonexistent entity in this conversion to owning 5% of the revenue.

The email manager might not be quite as happy, but the marketing executive should be thrilled.

There are many more models to experiment with. First-click, U-shaped, custom models and linear modeling are just a few. We’re getting closer to really understanding why people buy our stuff, and how they arrive on our pages.

Moreover, we’ve attributed our revenue to particular interactions along the funnel, which should get us started in the process of assigning value to each marketing activity we undertake.

To learn more about each of the above attribution models, see Google Analytics’ definitions here.

  Read more…

Daniel Burstein

Email Marketing: Only 21% of marketers integrating mobile with email

April 12th, 2013

No marketing tactic is an island, so in the MarketingSherpa 2013 Email Marketing Benchmark Report, we asked marketers about which marketing channels they are integrating with their email marketing …

Q: Which marketing channels does your organization integrate with your email program? Select all that apply.

As usual, we asked your opinion of this research …

 

 

Mobile integration requires investment

A question is raised in the blog about the poor representation of mobile in email integration. That’s because the top two mediums hog up the highest share of the marketing budget, with the balance to the next three. Mobile integration requires new planning and visual strategy for which there is very little or no dollars left.

– Shailesh Merai, Creative Lead, Omesa Creative Studio

In the MarketingSherpa Chart of the Week article in which this chart originally appeared – “Marketing Research Chart: Marketing channel email integration” – Brad Bortone, Senior Research Editor, MECLABS, asked, “Are you surprised by how poorly mobile integration placed in this chart, when compared to other tactics?”

Shailesh chalks the reason up to investment, or lack thereof, in mobile. From his experience, most budget goes to the top two integrated tactics (75% of marketers integrate the website with email, 56% integrate social media with email).

According to Shailesh, the rest of the budget goes to the next three most integrated tactics with email – 40% of marketers integrate email with events (for example, tradeshows and webinars), 35% with blogs and 31% with search engine optimization and/or pay-per-click advertising.

This leaves only 21% of marketers integrating email with mobile.

To help you secure the budget and resources you need, here are a few articles to show your marketing and business leaders the benefits of mobile email integration, along with the challenges you need resources to overcome …

Mobile Email Marketing: iPhone-targeted landing pages boost conversion rate 40% for Ritz-Carlton Destination Club

Mobile Email Marketing: 50% more app downloads from device-targeted ads

Email Marketing: 58% of marketers see mobile smartphones and tablets most impacting email

Mobile Marketing: 31% of marketers don’t know their mobile email open rate

Read more…