Tag Archives: ceo info

We’re All Marketers Now

Courtesy of McKinsey Quarterly

For the past decade, marketers have been adjusting to a new era of deep customer engagement. They’ve tacked on new functions, such as social-media management; altered processes to better integrate advertising campaigns online, on television, and in print; and added staff with Web expertise to manage the explosion of digital customer data. Yet in our experience, that’s not enough. To truly engage customers for whom “push” advertising is increasingly irrelevant, companies must do more outside the confines of the traditional marketing organization. At the end of the day, customers no longer separate marketing from the product—it is the product. They don’t separate marketing from their in-store or online experience—it is the experience. In the era of engagement, marketing is the company.

This shift presents an obvious challenge: if everyone’s responsible for marketing, who’s accountable? And what does this new reality imply for the structure and charter of the marketing organization? It’s a problem that parallels the one that emerged in the early days of the quality movement, before it became embedded in the fabric of general management. In a memorable anecdote, one of former Chrysler CEO Lee Iacocca’s key hires, Hal Sperlich, arrived at the automaker in 1977 as the new vice president of product planning. His first question: “Who is in charge of quality?”

“Everybody,” a confident executive replied.

“But who do you hold responsible when there are problems in quality?” Sperlich pressed.

“Nobody.”

“Oh, shoot,” Sperlich thought. “We are in for it now.”1

To avoid being “in for it,” companies of all stripes must not only recognize that everyone is responsible for marketing but also impose accountability by establishing a new set of relationships between the function and the rest of the organization. In essence, companies need to become marketing vehicles, and the marketing organization itself needs to become the customer-engagement engine, responsible for establishing priorities and stimulating dialogue throughout the enterprise as it seeks to design, build, operate, and renew cutting-edge customer-engagement approaches.

As that transformation happens, the marketing organization will look different: there will be a greater distribution of existing marketing tasks to other functions; more councils and informal alliances that coordinate marketing activities across the company; deeper partnerships with external vendors, customers, and perhaps even competitors; and a bigger role for data-driven customer insights. This article provides some real-life examples of these kinds of changes.

Marketing’s cutting edge is being redefined every day. While there’s no definitive map showing how companies can successfully navigate the era of engagement, we hope to help senior executives—not just marketers—start to draw one.

The evolution of engagement
More than two years ago, our colleagues David Court, Dave Elzinga, Susan Mulder, and Ole Jørgen Vetvik unveiled the results of a research effort involving 20,000 customers across five industries and three continents.2 Their work showed how collaborative the buying process has become and how difficult it is to influence customers by relying solely on one-way, push advertising. In the words of American Express chief marketing officer John Hayes, “We went from a monologue to a dialogue. Mass media will continue to play a role. But its role has changed.”

Over the past two years, that evolution has only accelerated. More and more consumers are using digital video recorders to fast-forward through TV commercials and are consuming video content on Web sites such as YouTube and on mobile devices. Billboards alongside train lines and bus routes struggle to capture the attention of people absorbed by the screens of their smartphones. Meanwhile, today’s more empowered, critical, demanding, and price-sensitive customers are turning in ever-growing numbers to social networks, blogs, online review forums, and other channels to quench their thirst for objective advice about products and to identify brands that seem to care about forming relationships with them. Individuals even are posting their own commercials on YouTube. In short, the avenues (or touch points) customers use to interact with companies have continued to multiply.

The problem for many companies is that the very things that make push marketing effective—tight, relatively centralized operational control over a well-defined set of channels and touch points—hold it back in the era of engagement. Many touch points, such as calls to customer service centers and interactions between the sales force and customers, sit outside the traditional marketing organization, which has little or no permission to reach into other business functions or units. Companies have traditionally divided responsibility for touch points among functions. But a comprehensive strategy for engaging customers across them rarely emerges and, if one does, there’s often no system for executing it or measuring its performance.

More pervasive marketing
To engage customers whenever and wherever they interact with a company—in a store; on the phone; responding to an e-mail, a blog post, or an online review—marketing must pervade the entire organization. Companies such as Starbucks and Zappos, for which superior engagement has been a critical source of competitive advantage from the beginning, already exhibit some of these traits. But these companies aren’t our focus, which instead is the kinds of actions everyone else can take as they strive for world-class customer engagement.

The starting point is a mind-set shift around customer interaction touch points. Companies typically think of them as being “owned” by a given function: for instance, marketing owns brand management; sales owns customer relationships; merchandising or retail operations own the in-store experience. In today’s marketing environment, companies will be better off if they stop viewing customer engagement as a series of discrete interactions and instead think about it as customers do: a set of related interactions that, added together, make up the customer experience. That perspective should stimulate fresh dialogue among members of the senior team about who should design the overall system of touch points to create compelling customer engagement, and who then builds, operates, and renews each touch point consistent with that overall vision. There’s no need to worry about traditional functional or business unit ownership: whoever is best placed to tackle an activity should do so.

Design
Designing a great customer-engagement strategy and experience depends on understanding exactly how people interact with a company throughout their decision journey. That interaction could be with the product itself or with service, marketing, sales, public relations, or any other element of the business.

When the hotel group Starwood sought to enhance its engagement with customers, for example, the company pored through data about them and identified clear demographic groups staying at its more than 1,000 properties. In 2006, the company unveiled a specific new positioning for each part of its brand portfolio, ranging in affordability from Four Points by Sheraton to its Luxury Collection and St. Regis properties.

Each brand seeks to deliver a different customer experience, on dimensions ranging from how guests are greeted by staff to the kind of toiletries offered in rooms. Crucially, for each type of property, Starwood sought to design not only the desired experience but also how it would actually be delivered. It therefore had to decide what coordination would be necessary across functions, who would operationally control different touch points, and even what content customers wanted in the company’s Web site, in loyalty program mailings, and other forms of communication.

Starwood’s experience underscores the fact that, despite the growing impact of digital touch points such as social media, effective customer engagement must go beyond pure communication to include the product or service experience itself. “At the end of the day,” says Virgin Atlantic Airways chief executive Steve Ridgway, “we fly exactly the same planes as everybody else. If we get our customers off the plane happy, and they go on to talk about that and get others to come and then come back again themselves—that’s a huge marketing tool.”

Build
Once a company designs how it will engage with customers, it needs the organizational capabilities to deliver: adding staff, building a social-media network infrastructure, retooling customer care operations, or altering reporting structures. Functions far removed from marketing often have important roles to play, so one or more marketing teams at the center may have to build skills in other parts of a company. A global energy company took that approach and then largely dissolved the group when those capabilities were in place.

Allocating responsibility for building touch points is increasingly important because of the degree to which Web-based engagement is requiring companies to create “broadcast” media.3 Some have built publishing divisions to feed the ever-increasing demand for content required by company Web sites, social media, internal and external publications, multimedia sites, and coupons and other promotions. Many luxury-goods companies, for example, have built editorial teams to “socialize” their brands: they are transforming the customer relationship by producing blogs, digital magazines, and other content that can dramatically intensify both the frequency and depth of interactions.

Last year, LVMH Moët Hennessy–Louis Vuitton, for example, launched an online magazine, NOWNESS, that offers what the company calls “information reference” about its luxury brands. The site presents a daily multimedia story with little pure advertising and (in conjunction with LVMH’s efforts on Facebook, Twitter, and YouTube) seeks to deepen the engagement customers have with the company’s brands. British luxury brand Burberry has undertaken a similar venture with its Art of the Trench site. France’s Chanel has for years used its own creative and artistic directors to develop content, without any need for help from external agencies.

Content-oriented strategies like these require creative employees who can feed the customer’s ever-increasing need for timely, relevant, and compelling content across a variety of media. They also provide an opportunity for productive dialogue within companies about the role of marketing versus other functions in building critical touch points that drive engagement.

Operate and renew
For companies in industries as diverse as consumer packaged goods and financial services, digital technology has upended the engagement expectations of customers, who, for example, want one Web site to visit and a relationship seamlessly integrated across touch points. Meeting such expectations requires extraordinary operational coordination and responsiveness in activities ranging from providing on-the-ground service delivery to generating online content to staying on top of a customer care issue blowing up on YouTube.

Behind the scenes, that new reality creates a need for coordination and conflict resolution mechanisms within and across functions, as well as budget procedures that allow flexibility and rapid action should the need arise. PepsiCo, for example, has sought to provide a single point of contact for its digital-marketing efforts by creating the role of chief digital officer: an executive without line responsibility who drives the application of best practices across the beverage group’s global digital efforts.

Companies also need a clear approach for monitoring touch points and renewing them as needed. At one major hotel chain, for example, a single group circumnavigates the globe acting as a “monitor and fix” SWAT team. It meets with hotel licensees, educates them about the company’s customer-engagement approach and management of key touch points, demonstrates new behavior, and trains the staff in new operational processes. Given the speed of information sharing today, constant monitoring and adaptation—indeed, continuous improvement of the sort that came to the operations world long ago—is bound to infiltrate marketing and grow in importance.

The marketing organization’s new look
As the chief marketing officer collaborates with the chief executive and other senior-team members to nail down a shared approach for designing, building, operating, and renewing customer touch points, he or she also will require a new kind of marketing organization. For marketing to truly become the customer-engagement engine that orchestrates the delivery of the end-to-end customer experience, it must evolve along four critical dimensions.

Distribute more activities
As marketing becomes more pervasive, the marketing organization will increasingly be defined by a core set of tightly held responsibilities, such as branding and agency relationships, and a set of responsibilities distributed among the functions and groups best placed to manage and use the information generated by customer interactions. Procter & Gamble, for instance, has created a group within the purchasing function to buy digital-media advertising space. The group spans geographic boundaries, reflecting the global nature of the medium, and while it sits within purchasing, it is staffed by people with marketing experience.

At companies where the marketing organization’s responsibilities will be split between core and distributed activities, CMOs will increasingly be held accountable for the performance of groups that don’t report solely to them. When CEOs ask for the marketing-org chart, they will see a complex web of solid- and dotted-line relationships showing the roles that marketing plays in designing, building, or operating touch points across the whole organization.

The chart will also show where marketing activities have been embedded in other functions. One major logistics company, for example, puts marketing resources within each sales district to adapt corporate-level marketing initiatives to local circumstances. This approach mutes complaints from sales reps who feel bombarded with marketing pushes from the head office by giving them simple, customized ideas for driving sales within their regions.

More councils and partnerships
While leading companies have long used marketing councils to boost management coordination, the new marketing organization will require many more of them, with greater representation from other functions. One global financial institution, for example, has created a digital-governance council with representatives from all customer-facing business units. The company’s goal was to ensure that data and analytics are shared, that customers receive the same experience regardless of channel (such as Web sites, branches, call centers, or automated teller machines), and that IT systems meet the customer’s digital-engagement needs.

More robust formal and informal external partnerships will be critical too. Customer forums, such as the one Virgin Atlantic Airways used to create a taxi-sharing app for smartphones, are one example. More structured relationships with distribution partners also can enhance engagement. The consumer-packaged-goods company Nestlé, for example, manages its relationship with retailer Wal-Mart Stores via what it calls the Nestlé–Wal-Mart Team. This unified cross-business, cross-functional group is responsible for everything from in-store activity to promotion, logistics, innovation, and product design. As a result, Wal-Mart has a single point of contact with one of its largest suppliers, Nestlé enjoys a stronger relationship with the retailer, and, critically, both companies gain a better understanding of, and engagement with, packaged-goods consumers.

Elevate the role of customer insights
Generating rich customer insights, always central to effective marketing efforts, is more challenging and important in today’s environment. Companies must listen constantly to consumers across all touch points, analyze and deduce patterns from their behavior, and respond quickly to signs of changing needs.

One implication is that the types of talent required to derive such insights will change. A premium will be placed on problem-solving and strategic-marketing skills, rather than on traditional market research capabilities such as designing surveys and commissioning focus groups. Some organizations also may need help from external partners, a pattern that’s already apparent at several insurers and health care payers that have neither the time nor the budgets to build the necessary data-gathering and -analysis capabilities in-house and at scale.

The insights group’s position in a company could even change. At one high-end hospitality business, for example, responsibility for generating customer insights has moved out of the marketing function entirely. The group now reports directly to the head of strategy, who uses information from it to redesign core business elements such as pricing, sales targeting, and the selection of properties for development.

More data rich and analytically intense
Reinforcing the importance of all these changes is an exponential increase in the volume of customer data and the intensity of the analysis required to process and act on it effectively. Without cross-functional collaboration and a clear delineation of roles, it will be impossible to gather, collate, gain insights from, and disseminate data that streams in from every customer interaction. The sheer volume of data is extraordinary: social-media gaming company Zynga, for example, generates five terabytes (the equivalent of about 1.5 million song files) of data on customer clicks every day.4 What’s more, “Marketing is going to become a much more science-driven activity,” says Duncan Watts of Yahoo! Research. In the trenches, this change suggests a shift toward sophisticated data analytics similar to the revolution that has already taken place in industries such as financial services, as well as in airlines and other industries where yield management is important. Some marketing organizations are already making their moves: to send targeted e-mails to customers, retailer Williams-Sonoma, for example, analyzes an integrated database that tracks some 60 million households on metrics including income, housing values, and number of children. These e-mails obtain response rates 10 to 18 times as high as those sent randomly.5 Such capabilities don’t necessarily have to be built in-house: many companies will enter into creative arrangements with outside parties to exchange data and run joint tests of alternative marketing tactics.

The major barrier to engagement is organizational rather than conceptual: given the growing number of touch points where customers now interact with companies, marketing often can’t do what’s needed all on its own. CMOs and their C-suite colleagues must collaborate intensively to adapt their organizations to the way customers now behave and, in the process, redefine the traditional marketing organization. If companies don’t make the transition, they run the risk of being overtaken by competitors that have mastered the new era of engagement

Advertisements

Bare Naked Brand Names

Courtesy of Internet Business Law Journal  by Naseem Javed

Last century business names were colorfully dressed with uniquely stylized lettering, colorful logos, slogans and contextual support. This century, such ‘stylized dependency’ has been pushed over the cliff by neo-socio-mobile-media-lingo. They’re stripped and typed in black and white text as soundbite-sized ‘bare naked words’, blending into chat lines alongside abbreviations and numbing-mumbo-jumbo. The majority of big name brands are losing their luster. Powerful imagery from the old newspaper era of double sized full page ads are replaced by typed words on small portable devices.

Can you identify the high maintenance big brand names on the following social media chats?

…just checked the wind at the mall, grand service but tag too high…

…I have no option but united, they would know where my real goodies are…

… no matter what, for me prime is the way to go before I try orange or wave…

…and then she gave me a rolex…

Highly distinct brand names like ‘Rolex’ or Panasonic are identifiable in any typed conversation while diluted names like ‘United’ ‘Premier’ ‘Orange’, ‘Wave’ ‘Wind’ disappear in the bursts of text making no sense, causing confusion and least building any distinct name identity. Camouflaged brand names are only going to end up invisible.

Today, the socio-mobile-lingo-depository is the fastest growing and the largest communication pool in the world. Tweeting, Facebooking, MySpacing, YouSmiling, MeWatching, YouListening or Linkedining, alike have transformed name brands into ‘typed lingo’.

The largest majority of the last century names do not fit the next generation digital platforms. If global socio-mobile marketing is mandatory for high level results, names must pass a ‘nudity-test’: a name must be inserted into an everyday social media conversation and checked to see if it’s still identifiable or lost within the text. If it doesn’t, it provides instant proof why cash registers aren’t ringing and what’s killing all the potential sales.

Last century, when names with special styles of lettering appeared in full page ads, there was no need to clarify the meaning or connection of the name with the subject. ‘United Furniture’ with furniture arranged in shape of the letters, ‘United Logistics’ stylized with a large cargo ship or ‘United Bank’ with a monetary symbol and logo to create distinction. Everybody understood what was what.

Today, with some 250,000 different businesses around the world already using ‘United’ as a name brand, the typed word has to appear lost in the depths of the English dictionary. The name values and visibility for such style dependent names are dying on upstream and downstream social media.

In this socio-mobile-marketplace only the very small percentage of highly distinct names has a clear competitive advantage. Microsoft, Rolex and Panasonic are easily identifiable in any sentence, in any format without question.

Corporations are shy to face the nakedness of their own names. When the management of ‘United Logistics’ sees their name brand, they are so conditioned to first see the stylized logo, the slogan and the whole package, with a globe replacing the ‘o’ in the ‘logistics’, a tiny plane forming a circular line arching over the name and bold italic letters telling the fast dynamics of the logistic trade. Now try searching ‘united’ as an example on social media; it will demonstrate the instant erosion of a branded name identity.

Currently, studies show that the largest majority of business names are based on dictionary or geographic words followed by surnames and acronyms or initials. Less than 1% of business names are distinct and unique. While global ad expenditures are touching $700 Billion, why is this aspect of global naming complexity not on any syllabus at any of the MBA programs in the world? The question remains; what is the reason for this waste, and more importantly, who benefits from it?

After the massive success of social media, new domain name management platforms will further kindle huge fires up the major global branding and marketing services. A new stage is being set by ICANN the International Corporation of Assigned names & Numbers and their gTLD global top level domain name program, where name-centricity will drive the digital branding explosion. What should the brand owners do? Strip their business name clean of every support, attachment, and gimmick and assess the risk of them being lost in the crowd of common language. Without a professional name evaluation report the entire marketing and branding budget may be questionable.
A distinct name identity is what separates a name from a word; the stripped down identity test will prove this.

Naseem Javed, founder of ABC Namebank, is a globally recognized authority on corporate nomenclature and related issues of global naming complexities and especially market domination via name identity. He is a lecturer, syndicated columnist, and the author of Naming for Power.  www.abcnamebank.com

Use Storytelling Skills to Transform Your Web Content

Courtesy of PR NEWS.

By Stephen Terlizzi

Traditional PR approaches relied mostly on a well-defined network of contacts to whom you pitched news or an idea and some facts, and the reporter created a story. However, like that famous book about the moving cheese, many PR professionals are asking lately, “Who moved my reporter?”

As the economics of the information age have taken their full toll on the publishing industry, the “well-defined network of contacts” is looking more like a ghost town than a thriving metropolis. What’s key to remember is that these folks didn’t just disappear into thin air. Instead, many of the old school journalists have shifted and are now independent consultants who are writing for their own blogs and the Web sites of others.

The tables also have turned on traditional publications during the past 10 years, and they are now syndicating more content from major online sites. In today’s new ecosystem, a well-placed story in TechCrunch or GigaOM can have significantly more impact than any single article in a major local paper.

This means that if your company isn’t a major industry player, you shouldn’t expect to get much share of mind in a fast-paced digital world where everyone is competing for eyeballs—unless you have an exceptional story to tell.

Becoming the person who knows how to mesh “what will be published” with “writing what will be published” puts you in the perfect position to develop ready-to-go stories that will stand out from the digital noise bombarding online reporters, editors and bloggers. Let’s examine what makes a compelling story and how it translates to digital public relations.

Meet Both Needs
Regardless of the type of story, there are always two people in every story: the author and the reader. The author, or client, has a point to make while the reader wants to learn, be informed, entertained, amused, etc. An effective story meets the desires of both parties, whether it is written for an online audience or traditional media.

In the book The Tipping Point: How Little Things Can Make a Big Difference by Malcolm Gladwell, the author talks about three types of people that are critical to the success of any word-of-mouth initiative: connectors, mavens and salesmen. As you can image, the connectors connect, the mavens inform and the salesmen convince. I think it is an excellent analogy for the purpose of writing a PR story for a client—a story to promote, a story to envision or a story to validate.

Note the use of the word “or” in the last paragraph. You must write stories that have a single, simple objective and have simple elements, as online writing must be more direct and shorter. So focus on doing one of the three points well as opposed to doing none of them well. In today’s time crunched society, deliver the point succinctly and close the story. We are not writing Dostoevsky’s Crime and Punishment.

Stephen Terlizzi is the managing partner and head of the social media practice for Tanis Communications.

This article was adapted from PR News’ Digital PR Guidebook, Volume 4. This and other guidebooks can be ordered at the PR News Press online store.

Introducing the NEW Facebook Timeline

Courtesy of SOCIAL MEDIA TODAY.

You may have heard that Facebook will be rolling out their new profiles and features, including “Facebook Timeline”. As developers for Facebook, the team at MarketMeSuite got early access to it.  This post explains the new lay out and features. The big change is actually on your own page, not so much on your news feed/homepage. The layout is completely new and different.

1- Cover Photo

The big change is the photo across the entire top of your page, the “Cover Photo”:

As Facebook themselves say, it will now be the first thing anyone visiting your page see. It packs a punch and the visual impact is something not seen o Facebook before. You have complete control over the photo, much like a profile photo and it can be changed and updated as often as you like so you don’t have to worry about it being set once it’s in place. However, it is not something you an opt out of and remove so be sure to pick images you like!

Do note though, that Facebook has banned using this space as a banner for advertising, commercialization or infringement of others.

2- Data Storage

New Facebook will be storing your data is a newfangled manner. All in one place! Whether it’s you photos, videos, your friends list, apps or anything else, they will all be located in the same place. This is not to say it will all be a jumbled mess on your page but rather set in a clear and precise row where you can select the topics of your choice:

It’s definitely much easier to see what you are looking for and access it easily. When things are set out clearly, time and patience are saved, this is something that may make Facebook much more stream lined and efficient.

3- The Activity Timeline

Here is one of the key new features, where the idea of the “Timeline” really comes into its own. The activity timeline shows all of your updates, friend making, photo uploads etc that you have ever done. From the very first day you started using Facebook. It is also where you will be controlling your privacy settings for all posts, past, present and future.

This data can not be seen by any of your friends or other Facebook users so you can rest assure that your information will be secure and private so you can be as selective in your publishing and topics as you like! Be aware, this is not your notification prompts, they remain the same in the top bar.

4- The Real Timeline

The timeline, of everything you do on Facebook and in your day to day life. Whether you log your events in updates or fill in the blanks, add photos or videos, talk to friends, it is all logged here from day 1 to now! Whether you want to scroll back manually or select a date form the side side bar, you can see every single piece of data you wish.

This is great if you wish to locate a certain update, photo, status update or “Liked” data. Knowing you can find it easily but date or just scroll through means you have all your data at your fingertips ready to share with others or keep for yourself.

For Better Or Worse?

This new Facebook has been an eagerly anticipated event. Even though it had not been released to even developers until last week, it’s a popular topic of conversation or many social media fans. And it’s caused a ripple and divide in opinion. Some consider it a masterpiece in social networking future technique. After all you have every single piece of data you would ever need, you have control over it and it gives you far greater control over your social media and online sharing and interaction.  However, others consider that it may be invading too much into ones personal life, as they will be asked to add D.O.B, key events, memories, personal events and feelings that happens outside of the social  network. Does Facebook really need to know this? Is it all just advertising and an act of power at showing how influential they are? But saying that, people have the option to opt out of adding that data and keeping it as limited as possible so do Facebook really hold any sway over its users? People also argue that Facebook make far too many changes and it’s hard for users to keep up with them and be constantly learning new ways of how it works.

Key Take Away

When this new Facebook is pushed out to everyone, the only person whose opinion matters will be yours. You get to pick what you add, which data to share with Facebook. It’s an objective view and it will be a change which will have provoke various outlooks and opinions, sure to be heard through many a blog and article and even among friends. One thing is for sure, it’s a change that you will have to get used to, love it or hate it.

Who Wrote This Article?

I’m Nikki and I work at MarketMeSuite, the social media marketing dashboard. We have some Great news! We are now free! Please check it out and be sure to let me know what you think!

When Your Brand Message Doesn’t Match How People Search

Courtesy of SEARCH ENGINE LAND.

SEO is all about words. Which words people search with; how to use them; and where to put them. Choosing the right keywords is imperative to the success of any SEO campaign.

Unfortunately, selecting these keywords isn’t always as simple as it would seem. Many B2B companies have very specific marketing and messaging philosophies that may not always line up exactly with the way prospects search.

What? We Can’t Use Those Words!

This is not a new problem. It is often said that SEO is the art of compromise. There are times when a B2B company is presented with SEO recommendations and the response is, “we don’t want to use that word/phrase on our website”.

While the keyword or phrase may be highly relevant and have great search volume, the phrase itself may not be appealing from a brand message perspective.

For example, your marketing team may refer to your service as “demand creation”, but the vast majority of your prospects are searching for “lead generation.”

Your CEO may be in love with the term “enterprise telecomm services”, but most buyers search for “call center.”

What should a B2B marketer do if their company’s brand messaging does not align with the way prospects search?

Six Factors To Consider

Here are six factors to consider when evaluating whether or not to include keywords in your SEO strategy:

  1. Keyword relevance
  2. Search volume
  3. Competition
  4. Searcher Intent
  5. Market Position
  6. Internal vs External Industry Jargon

Relevance & Volume

First, does this word or phrase describe your business or your products/services? Is it highly-relevant to your business? If yes, the keyword should at least be considered for inclusion in your SEO program.

Second, does research indicate that this keyword or phrase is commonly used?

Look at total search volume as well as the amount of variations of the keyword or phrase. If volume is high for both of these metrics, this phrase is most likely often used by prospects in relation to your business.

Competition

A third data point to consider is whether your direct competitors are using the phrase.

If a majority of competitors use these words on their websites – there’s probably a very good reason why! Be cautious about going against market trends when it comes to common search phrases and the way people describe your products and services.

Searcher Intent

Can you tell if the person conducting the search with this keyword or phrase is looking for your product or service offerings? Or does this word/phase have a variety of meanings and uses?

For example, acronyms often have high search volume, but searcher intent can be hard to determine due to different meanings.  ”ERP ” usually means Enterprise Resource Planning, but it can also mean Effective Radiated Power, and Electronic Road Pricing!

In order for a keyword to be an effective element of your SEO campaign, the intent of the searcher must be to find the exact service your firm offers.

Market Position

The next factor to consider is market position.

If you incorporate a keyword/phrase into your website, will it negatively impact your company’s position in the market? This may be the case if the keyword describes only a small part of your overall service offering or is not entirely reflective of your company.

Overall, if it is not likely that having this keyword (or phrase) on your website will negatively impact market position or audience perception then the risk associated with including this keyword or phrase in your SEO program is low.

Industry Jargon

Finally, the issue of industry jargon must be addressed.

It can be hard to remember that a word doesn’t always carry the same meaning to the whole world that it does within your company. B2B marketers often create a new description for products or services that they believe sounds better than the common name or search phrase.

While it is important to have a unique selling proposition, the new description may not match the way your target audience would describe your product or service.

Remember, successful SEO is dependent upon speaking the same language! Beware of building your SEO strategy around internal marketing jargon – rather than the words prospects actually use to search.

SEO Benefit vs. Market Position & Perception

In my opinion, an effective SEO program requires that a company stand behind all of the keywords and phrases they are targeting. These six considerations can help you evaluate the pros and cons of including keywords in your SEO strategy.

There are times when a B2B company must adapt their brand message and times they should stay the course.

SEO agencies and B2B companies alike must thoughtfully consider the potential impact a keyword can have on SEO results and how this keyword may influence the market’s perception of your firm.

Why the QR code is Failing (and How To Fix It)

[tweetmeme]

Courtesy of Sean X. Cummings and iMediaConnection.

They have become the standard violator appearing on advertising; in the corner of print ads, across billboards, on buses, or in pieces of direct mail — even peppered throughout this article. You’ve seen them; that little block of even littler squares. Unfortunately the technology behind QR codes was not invented for advertising and marketing; we are just co-opting its usage, and it shows.

From the relative lack of public understanding of what they even are, to the dearth of creativity in their usage, the QR code is destined to become just the little box that geek built. But if it does go the way of CueCat, only we are to blame. Here’s why.

The current use of QR codes in advertising is…
I could finish that statement with “stupid,” “useless,” “uncreative,” or “uninspiring.” Surprisingly, that is not news to anyone at advertising agencies or brands. QR codes seem to be a last ditch effort; an ignored piece of “Hey, throw a QR code on there that leads to our website.” But why bother? The general public seems largely oblivious to what they are used for, and why they are on all those ads. In my informal “on the street” survey of 300 people last month, I held up a sign with a QR code on it and the phrase: “Free gift if you can tell me what this is.”

I was not asking them to decipher it, just tell me what it actually was. Here are the results:

  • 11 percent correctly answered QR code or quick response code
  • 29 percent responded with “Some barcode thingy”
  • Seven percent guessed some variant of “Those things you stare at that get 3D when you cross your eyes. What picture is it? I can’t seem to get it”
  • The remaining 53 percent tried everything from a secret military code, Korean (uh really?), to an aerial street map of San Francisco

My survey was conducted in San Francisco, the veritable Mecca of the planet for tech, so it only goes downhill from here. When I asked those who knew it was some type of “barcode” how they could decipher it, 35 percent answered “with their phone.” When I asked them to actually “read” it with their phone? Only 45 percent of those were able to do it, and it took an average of 47 seconds for them to take out their phone and find the application to read the QR code — not exactly a “quick response.” Remember that agencies are putting these on moving buses and highway billboards.

To read the rest of the article, CLICK HERE.

Search…Out…Discovery…In

[tweetmeme]

Courtesy of Adam Singolda, MEDIA POST’s VIDEO INSIDER.

In the mid ’90s, webmasters started to optimize their site so that when a search engine had sent its “spider” to crawl the page, data would be properly extracted and visible to users proactively searching for it. That was SEO.

Better visibility on search engines meant more users landing on your website’s content. More users landing on the website meant more revenue.

That discipline later evolved to also offer a paid option for getting users into your sites — now considered one of the primary money makers for search engines.

15 years after, people still use search, true — but not as much as they used to, and in my opinion, will barely do so in the future.

Why? People have no idea what they want to do next, so how can they search for it?

The world is transforming from actively pursuing to passively discovering. People might search for an article or a video, but then discovery vehicles will get the user to bounce from one piece of content to another. In fact, I’m not even sure that search will remain to be the anchor as it is today for people to land on the first article or video. As an example — social channels are already getting massive momentum and users are spending more time on them (Facebook versus Google)

The biggest asset on the Web, in my opinion, is “owning” where users go. Today it’s primarily Google through its search engine — a very lucrative business indeed. In the not-so-far future, I think that discovery tools — from social vehicles to recommendation engines spread all around the web content pages, offering people content they might like from the Web — will win.

If that’s true, the huge market of optimizing search and paying for it (SEO/SEM) will slowly transform into optimizing and paying for Discovery tools that own users’ attention and help navigate them to the “best next thing.”

I would call it discovery engine optimization (DEO).