email to Stephen Halpin of Merchant Soul

Steph

The time has come for us to stop working together.

Currently Ideal Interface is owed £24,600 by Merchant Soul, not including our final invoice due at the end of July for £1,680. This is a significant sum outstanding and has now become of considerable concern to Moya and myself, also meaning we have not able to meet certain financial obligations.

As I see it, there is either a lack of concern on your part or an inability to pay. If it is the former, then I need to inform you that we have been speaking to a corporate lawyer to take action to claim this money back via whatever means. If it is the latter, then there has been no mention of this by you at all and therefore your company is continuing to trade on money that should have been used to pay suppliers such as us.

You have therefore given me no option but to do the following:

1. Conclude our working relationship with immediate effect

2. Inform any known suppliers of Merchant Soul of my decision and that they are also at risk of non-payment

3. Contact Merchant Soul’s digital clients and inform them of my decision 

4. Lodge this debt against Merchant Soul Holdings with the relevant agencies & authorities

However, from my perspective, what is perhaps the most concerning of all is that you have not responded once to Moya’s emails, calls or texts over the last few months. She has gradually escalated the issue with you and not once have you replied, questioned or apologised for leaving us with this amount of money owed.

Hayden

True content marketing is calculating page value

I see so many articles on the subject of content marketing it makes my head hurt. They nearly all just witter on about blogs, infographics and social media, but hardly any even mention one key thing... return on investment.

Its like we've stepped back once more to either around 2008 (when social media gained a lot of attention) or the early days of the dot com bubble in the 1990's. Both were a time when a lot of people lost a lot of money, by not focusing on value.  The value of what you're doing compared to what you get out and the value you're adding.

So before rushing into loads of content marketing efforts and wasting everyone's time and money. .. ask yourself "do I know the value of this page I'm either creating or maintaining?".

If you don't, might I suggest you stop right there and work that out first?

Going Global with eCommerce?

If you're looking to take your Internet retailing wider than just the UK, then you'll need to understand the complexities of multi-country, multi-lingual and multi-currency eCommerce.

I'm a great believer in learning from those who have gone before. So I thought I'd share this email from our pals at Cranberry Panda, who recently filmed every speaker at the EcommerceUK event called Going Global.

Here  Dave Elston, Head of Ecommerce at Clarks, presents the challenges that the shoes retailer faced in reaching a global market.



A copy of his presentation can also be found here:
http://www.slideshare.net/practicology/going-global-clarks-european-ecommerce

How do you segment financial services customers?

In an earlier post I made it clear that I thought a certain way of segmenting customers has had its day. The method of classifying customers just by their life stage is no longer relevant, with both lifestyles and finances having moved on.

So rather than dwelling on this, I thought it better to look at ways that banks in the future could segment their customers. But to be honest, I couldn’t come up with a single simple way of segmenting financial services customers that made sense in the modern world. Nothing really fitted nicely and any possible model had loads of exceptions to the rules.

And then it struck me... that perhaps there's no longer a few simple segments that fitted all financial services customers. Perhaps this subject is just too complex to put into simple terms... or in other words, perhaps now with the advert of clever data analysis and personalisation, there's no need to segment them into a handful of categories, everyone is in their own segment!

It's therefore my prediction that banks will eventually integrate big data analytics into their CRM systems. This will develop their understanding of who each individual customer is, alongside a record of what products and services they have already got do describe how best to meet their needs.

Some financial services companies may already be on their way to delivering this vision and this should be an interesting space to watch as the use of dig data analysis takes off.

Don't base digital shopper activity on ecoupons.. yet

Research just published shows the growth of electronic coupon usage slowing. Does this mean the predicted dominance of ecoupons has stumbled before it's learnt to run?

In a recent report on this subject the use of money off coupons has now grown in usage to cover 90% of all consumers.  However digital coupons have only grown in use by 9% over the same period. 

It therefore seems that paper-based redemption methods are more popular than ever, but that ecouponing hasn't got the mass adoption it should have.

Why is this? 

Here's a couple of possible reasons:

1. Retailers don't support them
The major supermarkets have so far failed to embrace digital vouchers. Even my Tesco Clubcard app on my mobile phone, which uses a simple bar code shown on the screen, only works on a limited number of their scanning tills (and none of their smaller local stores near me, which seem to be the type growing in number right now). Yet I walk in with a handful of paper - based ones (from newspapers, magazines and even self-printed at home via sites such a supersavvyme.co.uk) and they all bleep through with no problem.

2. Brands are slow to use them
Perhaps as a result of the point above, even the major FMCG brands (typically the early adopters of these sorts of things) have not taken up the opportunity to use electronic coupons in any sizeable numbers.

 

Perhaps when both the retailers and brands collectively get their act together on ecouponing, then there will suddenly be lots of  uses, linked in with tracking and other eCRM initiatives for the ideal digital shopper marketing campaign.

What is a good bounce rate?

This is an interesting question I thought I'd answer, primarily following a series of debates with friends and associates in the digital industry.

For those unsure what exactly is meant by the bounce rate, it is usually defined as those visitors to a site who only view one page of the same site in any one browsing session. The metric is calculated by dividing the total number of visitors by those who only view one page and then expressing this as a percentage. 

But is a high or low bounce rate a particularly good or bad thing? Let's take an example....

Imagine a company has a website that showcases their products and uses both SEO (Search Engine Optimisation) techniques as well as Google Adwords for Pay-per-click digital marketing. When investigating bounce rates from their digital analytics we see that visitors from organic search engine sources have an approximately 40% bounce rate. This compares with a rate of around 55% for those coming from pay per click adverts over the same period.

Surely the bounce rate generated from the organic source is healthier? As less people come to the site and disappear straight away, this must surely mean that they are 'better' users is some way?

Or to flip it around, doesn't it therefore follow that the paid PPC campaigns are delivering less value than those from search engines?

Not necessarily.  

 A different bounce rate from different acquisition sources makes sense if you consider these factors:

1.      The landing pages for paid and organic traffic could be different.
Search engine optimisation is not an exact science and depending upon the search terms used, the page displayed in the search engine results pages (SERPs) might well be different from the one you really want them to go to. This may also be different from search engine to search engine. If this is the case, it is likely your paid efforts are pointing visitors to the page of your choosing and one that may well be optimised for this purpose.
Note: this may well mean that the users’ paths to complete their required goals are different and could affect the conversion rate.

2.      The paid advert copy might be different from your organic listing
Now far be it if for me to suggest that any upstanding company would deliberately mis-represent their site in PPC adverts to potential visitors.. but I have seen examples where the Ad Words copy significantly differs from the content of the target page. Now I’m all for experimentation to understand the optimum copy in each circumstance… but when the paid advert content sets an expectation with the person about to click on an ad, don’t be surprised if they bounce straight out if the page doesn’t meet those expectations.

3.      Different visitors use different searching techniques.

I know that I have differing browsing behaviour depending upon: the frame of mind I'm in, the device I'm using and the amount of time I have. And I'm sure I'm not the only one. Online users also click on different paid placements depending on whether there are other PPC adverts displayed and the quality of the organic listings displayed alongside or below those precious Google Adwords ads.

Whatever your bounce rate, you should always take whatever steps you can, not just to minimise it, but to focus on optimising your collective set of site KPI’s and maximising the commercial opportunities your online presence gives you.

Hilton website shows failed users the door

When using the Hilton hotel website tonight, I had a problem. After entering all my details I waited for several minutes while a spinning icon continued to do nothing. Try as I might, the site wouldn't accept the booking for myself and colleague on our forthcoming room  our overnight business trip.

Instead, and after what seemed like a long wait (although it may have been only a few minutes), I was given the image below:

To some users, this may seem like a well-designed error page, something that shows that Hilton cares about such eventualities. But for me, this wasn't the message I took away. Instead all I saw was a closed door with the handle down and the online equivalent of a 'do not disturb' sign hanging there.

Was this really the message Hilton wants to give users who have already had poor site experience?

Does it matter where anything goes?

I've been meaning to write this post for ages, but never had the chance to pull my collected thoughts together before now. In essence, this article is all about the need to continually optimise your digital presence. But it's also about the bigger concept that change is the only constant in the online world and that anyone not innovating and making mistakes is actually taking a step backwards.

So what do I mean by all this?

Well, as I've mentioned in several posts before, the creation of a website (e.g. an online retailing one) is just the end of the beginning... Not the beginning of the end. Your journey has just started. So if you haven't already begun to use AB tests or Multi Variant Testing tools already, I bet you're at least considering the way you can use them to improve your KPI's.

This does consequently create an interesting debate that you might like to have with your web design / development agency or in-house eCommerce team. Centred around the central premise of "Does it actually matter where you place content and functionality on the web page when you're creating it?"

In other words... if you practice the science of 'user centred optimisation',  then very quickly your iterative process of test & learn will find a better way than you came up with at the beginning of your process.

And yes, if you keep doing it... your site should continue to evolve. Therefore leading to the theory that it might not actually matter how you initially design your website, but that it just matters that you keep evolving it quickly and intelligently.

It's not traditional media anymore

I've been struggling with the term "Traditional Media" recently.

I'm not sure why... maybe it doesn't sound right, perhaps the term just doesn't cut it in a fragmented communications world or possibly I've lost a lot of my nostalgic view of newspapers, radio and even television.

Some traditions are great and are quite rightly upheld. Traditions not only show us where we came from, but also serve as a reference point to remind us what was good at a given point in time. 

But now we live in a new world.  An always-connected one where media is streamed, stored, consumed on demand and mashed together across multiple channels and devices.  The consumer of media is now in control and there's really no going back. My 4 year old daughter thinks it 'silly' that the TV doesn't show all the programs YouTube does (perhaps only because I've not bought an Apple TV box yet) and she laughed when I tried to explain that we once only had a TV with 4 buttons for our television... and one of those was for the power supply.

But we now live with those old paradigms, albeit updated for a 21st Century life. YouTube still has 'channels' and streamed digital radio is still referred to as 'stations'. 

So maybe we should change to term from 'traditional media' to something more fitting for a hangover from a bygone age? Perhaps we need a new way of referring to the old ways of media consumption?

Perhaps we should now call them 'legacy' media instead?

The rise of Personal Finance Management services

Last year I was lucky enough have a senior role as the Head of Digital for a financial organisation. This got me back into the Financial Services arena, where I could leverage the experience I’d gained from several years of agency-side delivery in this sector.

Diving into this industry again after several years out of it, I was struck by the changes that had taken place. For example: The reputation of banks was lower than it had been nearly 10 years ago (primarily due to the financial crash, but also because of the rise of customer complains brought on by better communication methods such as the Internet and Social Media) and people were eventually breaking away from the traditional and clumsy segmentation models of life stage and age.

However one thing in particular grabbed my attention more than most, the potential for banks not to own the financial interface with the customer anymore and that a service layer could be placed between the user and financial services provider. In other words, the market was far more likely to use personal finance management tools now than ever before.

But why are online personal finance management services now being considered? Especially when banks have spent so much money and time creating their own direct banking channels?

1. Users want independence
Having a product agnostic platform puts the user back in control. Look at the gradual dominance of the aggregator in financial comparison; from credit cards through to car insurance, online now provides a way of comparing and contrasting multiple products in a single place. This independence from a specific financial services provider gives the user a place they can trust and not have cross-sell and up-sell offers from the same company tirelessly pushed to them at every opportunity.

2. Users need better interfaces
All online banking and services sites are playing catch-up with each other, but all so very slowly. Thanks to lengthy development timescales, the need to comply with in-house governance and the very nature of financial brands to be less agile and more risk averse... you then get products that work, but are rarely shining examples of fantastic functionality, user experience and design.

3. Users have more choice
The financial services landscape has changed. These days users not only have the ability to switch providers for their insurance and banking needs, this switching is becoming a legal requirement that all FS providers must support. Add to this the fact that so many financial companies have now all diversified into as many different markets as possible (usually by white-labelling everyone else’s services) and the choice amongst products is bewildering and still growing...

When you then compare these facts with the ability of smaller, digital-first and more innovative personal finance manager sites, you can start to see why some banks and building societies are getting worried. The rest, well they’ll have a nasty shock when they eventually wake up.

Still segmenting financial products by life stage?

Back about a decade ago I used to work for a digital agency and we had one of the UK’s largest Financial Services as our client. Life was fun and the projects were interesting, for example we developed sites for acquiring new student accounts, we created digital marketing campaigns for first-time mortgage products and we built content-rich portals for customers of added-value current accounts.

Throughout all of this, we focused on targeting prospects according to their life stage. This followed the typical life stage breakdown of:

• Going to university (student account)
• First job (graduate or regular current account)
• Wedding / First house (mortgage, home insurance)

Other products, such as savings, loans and insurances were usually either seen as more opportunistic (e.g. Going on holiday? = holiday insurance or travel money) or obvious up-sells and cross-sells (e.g. Got a mortgage with us? = we think you’ll need contents insurance)

However this segmentation, aided by the banding potential customers by age (e.g. Ignore if under 17, try and grab customers aged 18 – 21, market the heck out of those who are under 50 with money) always seemed fairly rudimentary to me.

Now several years on and with more life experience under my belt, I see that these basic categories and product segments are less and less relevant. Why is this then? Well...

1. The customer is more demanding
They now require financial products based around them and not just any old thing that their existing FS company wants to tout. However most typical products offered still don’t provide the flexibility that the modern informed buyer wants (e.g. Could I find an offset mortgage when I recently went looking for one? Nope!)

2. Life has changed
Society is more diverse and multi-cultural, consumer choice has fragmented and so have the niches that went with this. Therefore the life stage someone is at is no longer as predictable an indicator of the propensity to buy a financial product as it once was. Nowadays a person of 55 and 25 could have the same requirements in cars or property (and therefore the insurances needed to cover both), just as they could also have in music, clothes and food.

3. Trust in finance by younger people has crumbled
Just in the same way as you once would have advised a smart young city-dweller to work in a bank but now wouldn’t so much (for fear of getting a slap), trust in products such as savings and pensions has been eroded... leading a lot of the millennial generation to ignore traditional financial institutions and use alternatives (from the ‘bank of mum & dad and beyond)

In short, people and their finance needs have evolved and fragmented over the last decade, with the impact that the old models used are not the new models now needed.

How they should now segment is perhaps the subject of a different post...

Is digital optimisation the only strategy?

In a recent post, I blogged about how modern organisations have increasingly moved their digital strategies beyond the simple (“let's just understand”) to the more mature (“let’s optimise”). But although optimisation may be a worthy online aim in general, it is not necessarily the end game for all companies.

In short… digital operational optimisation is only one side of the story.

Back in 2012 I mentioned that to be a truly effective digital business you not only need to do things better, you need to do better things. This was something I called the Sir Terry Leahy approach, after hearing him speak on the subject:
http://press20.blogspot.co.uk/2012/03/multi-channel-competency-and-innovation.html

But how many companies actually include innovation as part of their digital strategy? How many try to bake into their culture and products the ability to create better things?
In my opinion, not many. Most are only concerned with playing catch-up with their peers, with some trying to emulate the trailblazers. Very few major companies seem to want to innovate in the digital space beyond the boundaries of what they've seen others do. This isn't innovation, its playing it safe.

And that's a shame.

The philosophy of content marketing

In a previous post I posed the Content Marketing equivalent of a long-standing philosophical question "if words are written and nobody reads them, are they really content?"

But the creation of content doesn't exist in a vacuum. To succeed at content marketing you don't just need great content... You also need:

100% code:
Just developing HTML that just about qualifies as 'fit for purpose' at the time of testing not only means that you may have issues down the line (e.g. when a specific browser is slightly updated) but may also hamper some of your SEO efforts. For example, some blogging platforms (e.g. WordPress) can take quite a lot of effort to get them SEO-friendly.

Killer UX:
Creating a fantastic user experience helps visitors browse your site with ease and complete tasks you want them to using functionality and content to inform them at every relevant step of the user journey.
So does content marketing include the use of  A/B and multivariate testing (MVT) approaches to optimise the user experience? You betcha! Alternative versions of content can have significant influence on visitor bounce rates and understanding... which can lead to improved conversion.

Exemplary 'white hat' SEO techniques
Forget the grey and murky areas of questionable search engine optimisation actions, your content marketing efforts have to be based on sound and utterly legitimate techniques. Why? Well thanks to the recent Google algorithm updates there is now an the even greater chance that less than honourable techniques could negatively affect your website's organic rankings.

Insight from digital analytics
A good analytical understanding of what your visitors are doing when they get to your website gives you the knowledge to evolve your content (text, imagery , video , animations, etc.) by changing it rapidly to respond to trends.

Does content marketing work just on your own sites?

I've been considering the question recently about where it is possible to carry out content marketing. Or to turn this into an actual question: "Can content marketing activity only be done on your own sites?"

My initial answer to this question was a clear "Yes, all CM activity needs to be done on your own sites". Or to put it into more 'consultant speak'... Content Marketing activity only utilises 'Owned' digital sources and does not involve 'Earned' or 'Paid' ones.
Note: Owned online properties are those where you have the ownership and means to change the content. Company brand sites, eCommerce portals, brochureware sites, Facebook pages (where your organisation manages what is posted there) and campaign microsites are all included in this definition.

However, whilst writing a blog post to this effect and therefore thinking it through in more detail... I realised that this initial response might not the correct one. Most content marketing efforts do start on your own sites, but ignoring the paid and earned sources means you are missing out on a significant amount of content marketing potential.

To try and explain my thinking, I've pulled the following quick diagram together:

This diagram tries to explain the following:

1. Your owned properties can be used to push content into the earned space. E.g. Via the use of social sharing tools you can extend the reach and impact of your content.
2. Your earned media can help shape influence and therefore build traffic to your owned media.
3. Paid media can help to directly bring traffic to your site.

This might be presented in some other way that conveys value or link juice more, so as-always I reserve the right to revisit this diagram in some other blog post.

Offer sites are NOT digital shopper marketing

I was recently shown the discount & offers website Casabu and was quite impressed with it. This useful registration-based site has several promotions that offer up to 90% discounts for items that mums might want to buy for their children.

This site was shown to me by a friend as with the description "Hey, you work with digital shopper marketing projects. This is a great example of an online shopper website". However, on this point I took exception.

In my opinion sites that provide discounts and promotions are not digital shopper marketing initiatives, they are what they are... useful platforms for registered people to buy a restricted set of products at heavily reduced prices.

For me, digital shopper marketing sites (in theory part of your multi-channel shopper marketing strategy) should not just give you offers or promotions, which are tasks that you carry out once you've decided to make your move towards purchase. Online shopper marketing should also be there to to guide and influence the shopper's decision to buy with persuasive content.

A data-driven digital strategy

Having a digital strategy for your organisation is a stepping stone to taking advantage of online channels to: make money, save money, maintain & improve service and deliver your brand promise.

Easy eh?

Well... no.

Having a digital strategy is better than not having one, but having the wrong one (or half of one) can be detrimental. And typically the wrong digital strategy is one that doesn't focus on the right things. For example just basing a digital plan on the deployment, use and support of online applications is giving yourself too narrow a scope.

If I could therefore give everyone just one  piece of advice, it is to create a data driven digital strategy; an approach that is:

1. Powered by information from your digital analytics

2. Informed by insight from analysts, who use different data sources to give your organisation a true picture of what your customers are doing and also want from you.

3. Continually updated based upon the most recent understanding of users, trends, their goals and the value this creates for your business.

4. Full of facts, rather than assumptions and guesses

Improving the multi-channel customer experience

I recently read that that 40% of organisations cite 'complexity' as the greatest barrier to improving multi-channel customer experience (hint: it was here).This may at first seem a large proportion of companies who are struggling to either specify, deliver or improve on their multi-channel efforts... But perhaps its not entirely unexpected for several reasons:

1. Understanding the multi-channel customer IS complex

2. The technology to implement it can also be complex to a marketer or other senior exec who has not grown up with it.

3. There is no senior stakeholder commitment to push forward change. Perhaps why only 28% of companies say there is ownership of the customer experience at board or ‘c- level’ (same source)

Who’s afraid of the big bad penguin?

If you’re around the search engine optimisation industry (or in any way connected it to it) then you will hear the words ‘Panda’ and ‘Penguin’ being mentioned more and more in hushed tones these days.

Fear not… these are not some frightening polar animals we are all cowering in fear of, but updates to the Google algorithm that can affect your site’s organic search rankings. Or to be more precise, they are actually a series of different updates to the algorithm to clean up the search engines results pages to display ‘better’ sites that Google thinks are a more relevant match for our query Panda updates started happening in early 2011 and were aimed at reducing the impact of low quality websites in Google’s results. Penguin updates started happening a little later in April 2012 and targeted sites that used ‘black hat’ SEO techniques. Both have had updates by the clever people at the world’s most popular search engine since their launch and are now key events that the digital marketing community gets excited about…. trust me, we do!

However, Google’s head of search spam Matt Cutts has recently stated that there will be a large Penguin update in 2013. One that will have a big impact that could affect a lot of sites. Sites who have so far used search engine optimisation approaches that sit in that grey-ish area between entirely ethical SEO and the darker world of dodgier techniques. The original Penguin release had a big effect on organic rankings for a number of sites (and not just the black hat technique ones). However the forthcoming update is due to be deeper and have a bigger effect than those before.

What effect? Well that's anyone's guess, however anyone who has used less-than-legitimate to get their site up the organic rankings may soon find out that this new penguin makes search engine optimisation a lot more black and white.

Businesses need to get strategic with digital

Oh for heavens sake, can every company that talks about creating a digital strategy actually mean it?

 

In the last few months I've had a bunch of meetings and calls with business prospects who claim "we want a digital strategy" when all they really want is either:

1. A document that bolts online stuff into existing processes or technologies
2. A presentation that just scares the exec board and therefore gives certain people permission to ask for more budget or grab power

However, these aren't strategic digital aims, they are either tactical online plans to try and push digital into the current way of working or political manoeuvring to better specific careers.

 

A digital strategy is neither of these. Instead it is a plan of how your organisation is going to enable and optimise its digital ecosystem

 

Insight, the one digital metric we don’t measure

I hope that by now most large company execs by now will have heard of the existence of website analytics. Some (especially the more marketing and technology focused) may even have seen dashboard reports from their analytics suites.

These displays of graphs and numeric tables can help the senior team quickly get an idea of the value of their digital channels, with ‘Goals’ (online results such as sign-ups or purchases) and ‘CPA’ (Cost per acquisition) figures being obvious KPI’s to get regular updates on.

These hard and fast numbers can go a long way to dispelling half-truths, rumours and ‘gut feel’ that humans instinctively use when there are gaps in their knowledge.
Note: I still see and hear of execs citing ‘hits’ as a great indicator of online greatness, with no understanding of how this figure is derived nor the understanding that traffic without purpose just creates a burden on IT infrastructure more than anything else.

Receiving and reviewing these dashboards might be one way of checking the digital success of an organisation, but a few pie charts and year-on-year comparisons does not even start to show the key output that needs comes out of these figures… insight. Insight that your digital analytics team (perhaps only made up of one person or even just part of a role somewhere) should be craving to provide

Measuring facts from all your digital touch-points is now possible and relatively easy in the online world. You insert a tag or two into each page (or action) of your website and sit back and watch the numbers scroll before your very eyes. Real-time reporting is now a reality, with even the free packages such as Google Analytics telling you where, when and what your visitors are doing at every step of their connected customer journey. But gaining insight from these figures is a different matter and measuring the value of this insight is exponentially more difficult still. Perhaps that’s why to-date it isn’t measured

But actually, it is...kind of. Insight derived online reports can show up in all sorts of ways, usually when there is a feedback loop from this data back into the business, for example:

• Geographic data about where website or app visitors are coming from can inform business strategy. Imagine the mergers and acquisitions team knowing which counties the biggest increases in valuable business traffic have recently come from
• Significant differences in the search engine keywords entered by users to reach your sites can predict market or investor trends. Data that could be of potential use to many central functions, including finance, proposition and commercial teams
• Site bounce rates can not only inform your User Experience team of potential issues, but can reflect on product price, content quality or site speed (or a possible combination of all three plus other factors

It’s a shame however that this contribution to the organisation can’t be effectively measured. You can’t really put a price on the provision of internal data within a company, without coming up with some sort of mad model that will be more hypothesis than fact… the very thing thatdigital analytics tries to constantly minimise

Why I want automated check ins

My wife says she trusts me. I know this because she tells me on a regular basis. She doesn't have to tell me, but it's nice to be told anyway.

However, when I asked her recently why she trusted me, I didn't get the response I expected. Instead she said "I know where you are all the time because you check in on Foursquare". After I got over the shock of her not having unmitigated faith in my activities, I began to realise what she actually meant.

You see she has now got used to seeing my digital waypoints appear at difference intervals throughout the day. Those automated announcements of my majorships appearing on Facebook are actually mini notifications that I'm out there somewhere and activity posting my whereabouts.  Or to put it another way... she has a certain amount of reassurance from knowing I'm voluntarily checking in on one of the most popular location - based online service.

However I can see a time where I'm going to stop using Foursquare.  I'm actually tiring of it a little and am not getting the rewards from using it I want. Why? Well the gamification seems to be getting poorer (for example I don't seem to get many badges for constantly visiting places) and I have such a geographical spread of friends that I'm getting notifications from as far afield as London, Sau Paulo and Somerset.

But if Foursquare automated their service, I would still keep using it. In fact, I'd turn it on, leave it on and have it poll my location on a regular basis. I'd still use it's user generated comments feature to find out useful stuff and still check to see who else is nearby. But importantly Mrs S would get more regular reassurances that I'm alive and on the go.

Or to put it more bluntly.... if I turned automatic notifications off, I could understand why she mighy trust a little less.

Is there a future for tablet computing?

I got asked yesterday what I thought about the statement made by Thorsten Heins ,the Blackberry CEO, that tablets are not a good business model. Mr Heins claimed that there will be no need for tablets  in five years and consequently the news sources have said he’s either a complete loony or a wise technological sage. “So is he completely barking?” I got asked by this friend…. Well yes and no.

As you may have read in an earlier blog, one of my future predictions is that technology will become more complex and yet more usable (complex in the number and types of devices and systems, usable in their interfaces), with the speed of change only increasing too. This speed of digital transformation should manifest itself in the ability of technology suppliers to design, build and launch devices much quicker… meaning they are both more responsive to customer demands and able to plug identified gaps in their products portfolios.  In effect… this all means that we should get more devices, more quickly and doing more things in more ways (that’s a lot of ‘mores’!).
 

So what does this mean for the tablet, a market sector that has only really existed in its current form for only 3 or so year? Well in my opinion it means the complete fragmentation of the tablet market into a range of smaller, bigger, wider, slimmer devices that more closely fit the task(s) required of them.  The computing market has been in a state of flux for some while, with different machines rising and fading in popularity as processors, displays and batteries all increased in specification and capacity.  So will the Tablet continue to exist? Yes, in the short and medium-term. But in the longer terms...  the tablet as we know will it evolve and diversify until the word means as little as “personal computer” does these days.

Note: I was wrong about the take-up and scale of the iPad market when it launched. I could therefore well be wrong now...

In the future this will all be...

Ever wondered what is going to happen in the next few years or beyond that? Well, with my digital crystal ball I’ve come up with a thought or two on where things are headed.

1. The future is going to contain more technology.
It’s going to be faster in its processing (and therefore seemingly more ‘clever’), more usable and even more ubiquitous than it currently is. However (because of this and other factors) it is also going to be more complicated and connected, meaning that even the word we live in now will seem like a pre-industrial medieval state in just a decade or two.
From clothing embedded with NFC chips costing only a few pence that tell you they’ve been at the bottom of the washing basket for over a week, all the way through to comparison websites that automatically compare the information from that telematics insurance box now built into your hybrid electric car.

2. Data is going to be the most valuable currency
We already know that the huge valuations of online services such as Google and Facebook are not just because they have great functionality (such as to link us to our friends & old colleagues) or a great way of finding stuff…  but because they collect, use and continue to build up data on individuals and their habits, preferences, friends and what they had for breakfast. Amplify this fact by an increased population which is online more often via more devices, collecting even more data and you really start to understand how (after water and  perhaps actual currency) data is going to be the most valuable commodity there is.
I’m not suggesting you will always be able to pay for a bottle of water in a street café by giving them your date of birth… but is it that hard to imagine a time when you will be able to use your Starbucks loyalty card to get a free bottle of water in return for signing-up for their new improved reward programme, which just needs to know one piece of information…. Your birthday??

Learning the art of learning

I have learnt a lot more in the last 15 to 20 years than I ever intended. It wasn't intentional... the aim was that I left school and university (actually, it was a Polytechnic until the last year I was there) then went & got a job.

I thought I was done with learning. I'd never really enjoyed studying whilst in the education system. I'd coasted through on the minimum of effort, didn't try to learn any more than I needed to and got distracted by cars, girls, TV & computer games along the way.

But something has happened since then:

1. I now enjoy learning

2. I've learned to learn

3. I now learn so I can can tell others

Nobody told me how to learn, instead I had to work hard at it. This meant spending a lot of time reading, re-reading and focusing on truly understanding a subject.. enough to be confident that I could put it into my own words for others to comprehend it too. However, it has now got to the point that when I'm half-way through browsing through an article or online blog posting I suddenly think "oh, that makes sense... I need to blog about that".

Perhaps now I understand the Oscar Wilde phrase:

"It is what you read when you don’t have to that determines what you will be when you can’t help it"

Organisational eBusiness Maturity

Thankfully, a growing number of organisations are looking to improve their digital channels. Consequently they are looking around for others who have already made a step forward and to learn from their innovations (without hopefully copying their mistakes).  Consequently I have seen certain trends appear over the years that may act as a model of not only where companies have come from, but also where they can grow and develop in the future.

Note: Like most of my work on this blog, this model is a ‘work in progress’ where I post my thoughts before they are completely refined and documented. It is therefore submitted with the aim that it will not only be refined by my own further understanding and application, but by wider feedback (either via comments on this blog or by other means).

 

Here’s how I see the organisational maturity of a company progressing (typically in the retail, financial services and travel markets, but potentially in others where this model can be applied):

Individual
Online initiatives originally sprung up thanks to the innovation and inspiration of specific people. Historically this may well have been a young-ish or passionate person who saw the opportunity to utilise some form of digital technology to improve something or interest to them.  Based in the IT, Marketing or other part of the company, they would initially have had very little influence, but potentially the opportunity to create and learn by themselves.

Department
As the individual has grown in their knowledge, they may well have caught the eye of senior individuals. Aligned with a growing understanding of the possible benefits of digital channels for communication, acquisition, commerce and engagement…  this one-man initiative may have grown into a team of people who have specialist knowledge of digital (marketing, eCommerce, User Experience, Analytics, etc.). From experience this has usually been the ‘land grab’ stage, with different high-powered players staking their claim to know all about modern technologies and taking this department under their wing.

Enterprise
Eventually the rest of the company wakes up and realises it is not just the digital team that either needs to understand and use digital tech, but that the whole organisation has become an e-ebusiness, with a digital eco-system around it… enabling everything from new customer influence and marketing through to existing customer self-service and HR connectivity (e.g. automatic postings to job sites, etc.)

Extended
For a company to truly ‘live’ digital however, it needs to move beyond the connected state (e.g. creating a bunch of fixed  digital connections with its customers and suppliers) it needs to extend some of its functions outside the organisation and embrace co-creation as a way to generate a flow of sustainable new ideas and talent.  API’s and XML interfaces enable these companies to allow 3^rd parties (individual developers, agencies and sometimes even entire industries) to build upon their data and functionality, to reach a new audience or to connect to other web services in ‘mash-ups’. Don’t get me wrong, this isn’t easy stuff and very few companies have the will, ability and braveness to venture into this territory. But for those who do (e.g. Amazon, Google, etc.) the rewards are obvious.

Online advocacy - is it balanced?

Have you noticed nowadays just how many advocates there are for products and services online?

And I'm not just talking about your 'Apple fanboys' who will buy anything that flies out of Cupertino regardless of its quality or perceived incremental improvements over a previous version. It happens across nearly every product category, from stain removal powder through to IT equipment. Plus it doesn't just stop at products.... Services (e.g. Those provided by local tradesmen on 'rate my plumber' type sites ) have their own advocates, as well as critics.

I've also noticed that those who provide recommendations on some items tend to be the ones who do it for others. In short, there's a hardcore bunch of online reviewers out there who provide significantly more than their fair share of feedback and ratings.

Note: I'm deliberately not covering the area of fake reviews and astro-turfing here.

So my question for today is... does this minority of online advocacy really reflect the opinions of the masses, or merely the view of the few? If so, should we really put as much faith in these digital praises or rants as we do?

Multi-channel shopper marketing

A couple of months ago I write a post about how I saw the discipline of shopper marketing (SM) evolve into digital shopper marketing (DSM) and then into Multi-Channel Shopper Marketing (MCSM).

Now I've had a little while to think about this some more and work with clients on this, I thought I would share some more of my thoughts and observations.

1. Shoppers are now multi-channel
It is not simply the case that online marketing influences online purchases and traditional marketing influences in-store transactions. Online and offline are now just different channels, each potentially contributing to the acquisition and retention of the customer over a range of time.

2. Influence has a huge part to play
The path to purchase starts with initial awareness and continues up to the point that the shopper reaches for the product. In between these two events, there is a wealth of channels, touch-points and devices that the shopper uses to make their purchasing choices. Google calls this the Zero Moment Of Truth (or ZMOT for short) and has produced a number of studies to show just how many information sources a modern multi-channel shopper uses before they commit to a sale.

3. The shopper is getting more savvy
We now live in an age of austerity for most people, where nearly everyone is watching what they spend (in a way, this is the way it always should have been). This translates to a change in shopper behaviour, where they now search around for the best price of brands / commodity products and a lot more now look out for discount codes and promotions. This has a clear effect on eCommerce sites, where a lot more visitors now jump out of the transaction funnel just before they compete the payment process...to look at voucher sites and to hunt down any relevant offers.

In the future I hope to dig into the ways that brands and  retailers can utilise this behaviour and get the maximum benefit from the new ways that multi-channel shoppers act.

Yes, but do you build websites?

On a call with a business prospect a few weeks back, I began to get the feeling they really didn't understand either what they wanted or what myself & my team could offer.

Why? Well here's a rough precis of the conversation I had:

Them: "So why should we hire you?"
Me: "We are a team of digital consultants and delivery experts, who have a wealth of online experience across the creative, user experience, commercial, marketing and technology disciplines".
Them: "So tell me about your recent experience with Internet technology"
Me: "Oh, that's a pretty big topic and I don't know what technology we are talking about yet, so I'll talk conceptually"
Them: "So you don't understand about Internet technologies then?" [some scribbling].
Me: "Yes of course we do... however I don't know the details of your systems so cannot dig into the detail. Would you like me to give you an overview of our systems experience?"
Them: "Oh, I thought you understood about these things" [rapid scribbling]
Me: "Yes... Err, we do. Do you have a specific piece of work in mind?"
Them: "We need to improve our customer journey"
Me: "Great, we can review your key personas and user flows, then identify the major drop-off points to optimise your goals"
Them: "So can you tell me how you would improve our customer journey?"
Me: "Oh, as I said... we'd look at your conversions, acquisition paths, hopefully review your analytics and suggest quick wins as well as longer-term improvements" [a small scribble]
Them: "We've been told that we need to improve the customer journey and that we need a content management system. What you've told me doesn't sound like a Content Management System"
Me: "Err... No, what I've explained is our process to deliver site improvements. We can also deliver a CMS for you, design and develop a multi-channel interactive platform and ensure it is delivered then marketed in the right way to meet your KPI's"
Them: "Yes, but do you build websites?

Why optimisation should be your digital strategy

The online market is growing in its maturity each day. More and more people I talk these days about digital technologies, communications and commerce have far more awareness and understanding, have more professional processes for their implementation and are actual users & consumers of online services.  So as a digital strategist, my role is not so much to build awareness and educate clients, but to work with them to develop and enhance an already existing digital strategy.

Let’s be honest, by now most senior execs are only too aware of some of the opportunities that are possible in the connected world. They might not be fully up to speed with the latest techniques and processes… but they have some idea of the potential benefits, such as: cost savings, enhanced engagement and increased market share for those that get it right.

In short, the digital strategy of any major organisation has moved from one of ‘experimenting' or ‘finding our feet’ to one of increasing capability and eventually optimisation of all relevant online touch-points and connections.

The limits of updating an eBook

This morning I received an email from Amazon, informing me that a recent book I have on my Kindle has an updated version. Apparently because the publication has had significant editorial changes made to it, I need to download a new version.

Fair enough, the ebook wasn't expensive (in fact it was free) and dipping back into my Kindle account doesn't take too long. But there is one issue... because the ebook has undergone significant changes, any bookmarks, notes, or highlights I have made will not transfer across to the new version. Now this wouldn't be so bad if this was a novel or other piece of fiction. However the book in question is actually the Amazon's Elastic Compute Cloud (EC2) User Guide.

This irony wasn't wasted on me and neither was the obvious point that I had two options:
1. Download the updated version of the electronic book and lose my page notes and tips
2. Stay using the old version of the digital guide and live with the discrepancies that predicated the major editorial changes in the first place.

This situation therefore begs the question....Why isn't there a clever way to retain the notes I've made on my Amazon Kindle, even if there are editorial changes?
It was after all one of the reasons I got the thing in the first place! Even if my comments were retained and presented back at the end of the paragraph or chapter... That would still be of some benefit to me.

Note:
Yes, I know that with a paper version of the publication I would have to purchase another updated copy of the book and would not be given the option to simply upgrade it at my own leisure... but that misses the point. We now have a number of ebook systems in use and to ignore my ability to make notes in the margin (as I used to do with a lot of my printed reference material) limits their flexibility and eventual use.

Presumably as more books are digitised and placed online, this situation will become a growing issue. I therefore hope that the vendors such as Amazon eventually find an elegant and workable solution to this problem.

How to upset the Omnichannel masses

Oh dear, I fear I've just opened up another can of digital worms.

In my latest article for my other online column, I've had a dig at those that use the term 'Omnichannel' rather than 'Multi Channel' or some other existing phrase.
http://www.thedrum.com/opinion/2013/04/02/omnichannel-what-omnishambles

But let's be honest... Omnichannel is a pretty crap word and to have a bunch of over-blown consultants walking around claiming it's the future is the online equivalent of 'The Emperors New Clothes'

In other words it is more than enough to get my back up and therefore is fair game.

PPC : change nothing and nothing changes

I've helped a lot of organisations over the years optimise their digital advertising campaigns. This means I've seen a number of different ways of setting up and configuring paid search in services like Google AdWords, Microsoft's Bing Ads (previously Yahoo's own Search Marketing efforts) and others.

In several notable examples the PPC (pay per click) campaigns had seemingly reached their peak and the organisations concerned were happy to carry on doing the same thing day after day. In nearly every case the person managing the activity was happy to spend a very similar amount each day or month and deliver the same amount of visitors. (If I'm honest, they were almost scared to make changes once they found a set-up that worked).

Unsurprisingly, this infuriated the heck out of me for various reasons:

1. There is never an optimum way to build PPC campaigns. If you think you're doing the best paid search you ever could, then you're sadly mistaken.
Note: If your digital marketing agency says there is and that they've found it... They are trying to either get an easy ride or hide something

2. Google, Microsoft and the rest of the search engines never stop evolving their products, so failing up change your paid SEM will only risk leaving you with outdated approaches and techniques.

3. New competition comes into the market all the time (and some leave) and the current ones get smarter or more determined. More competition for the same terms will therefore push the bidding price up in systems such as AdWords.
Note: Your clever competition knows that change is good and how it can help to improve customer acquisition costs... Do you?

4. Websites change and therefore variables such as Google's Quality Score vary over time. If you're directing prospects to a site where the content and catalogue information is changing all the time, you can bet your QS is fluctuating too (it might even be changing when you have a static site!).

But more importantly than all if these should be the urge in every online marketer to improve on what is there... Not necessarily by making huge changes to your PPC account on a daily basis, but by the use of incremental changes and small experiments that test new ways and wording.

After all... Don't you want to learn and find out more about paid search? Do you want your skills to stand still in a market place that rewards talent? Don't you want to compete against your peers out there, all intent on bettering those CPC and conversion rates ?
(Or are you just happy to take your employer's or client's money for the short term?)

The straw man digital strategy

If you've been in a business meeting with me lately, its highly likely that you've heard me use the term "straw man" when speaking about the way to create a digital strategy. It's a popular term for me right now, with several clients and colleagues mentioning it.

So what do I mean by the use of the term. "Straw man digital strategy"? Here's several points to explain my approach:

1. With the rate of change in the technology world being so fast, any digital strategy you put in place now will be quickly out of date. By the time you've had a chance to write a document of any length, let alone get an internal review & approval... Things will have moved on. Think how quickly the app economy took hold and became a 'must have' for some organisations... creating and destroying business practices at the same time. That's just the beginning.

2. As the overall online market is still so new in places (especially in the minds of some corporate dinosaurs), the exact ways of doing something new that is specific to your business might not be established. Sure there will be overall best practice, but every organisation is different and therefore the plans to protect or grow it needs to be as relevant as possible.

3. As people move roles and take on different responsibilities in the evolving workplace, skills within the online industry are in constant flux. Consequently many people trying to make sense of their digital way forward might not have all the experience necessary to "dot the I's and cross the T's".

4. Being agile in the delivery of online has created many new and different sites, services and products. These are things that an older 'industrial' era might not have come up with, if the exact specification had been fixed at the beginning. This flexibility in building things can also be applied to the creation of the strategy that runs over the top of each work stream.

5. Putting a straw man concept up before it is complete helps stakeholders understand and contribute to the strategy. In much the same way as a UX prototype helps senior people in your company visualise your ideas, so this approach should not only help you get the input from other clever and experienced people around you, it will also help you get buy-in at the senior level.

Jessops back online

To accompany the relaunch of the company and re-opening of two stores... Camera retailer Jessops is back in business online

It is good to see the phoenix arise from the ashes of the collapse of the company earlier this year. The site was a feature-rich online experience and I hope it continues to be a leader in the digital industry.

Good luck Jessops.com it is good to have you back.

What's the value of a single link?

Today I'm carrying out an experiment, to see what the value of a single link from my blog to a client site is actually worth.

Mactaggart & Mickel Homes

Having posted the link in this blog post, the aim is for me to measure:

1. How quickly a hyperlink to the site is recognised by the popular search engines
2. The direct traffic this delivers
3. The potential impact upon organic placements (if any)

Note:
I will post on any findings I undercover (if they are allowed in the public domain)

Why the role of CDO is needed

In a posting on eConsultancy this week, Ashley Friedlein provided his thoughts on Why a Chief Digital Officer is a bad idea. This article basically stated that a CDO wasn't needed in the modern board room.

Having written on this blog about the role the Chief Digital Officer should have, I thought I would disagree with Ashley's opinions. However, despite the (obvious linkbait) headline, I found myself partly in agreement with the post.

You see, we are living in a time of tremendous technical change, where digital technology has moved on significantly in just one employee generation. This means that there are still very few career digital people on the boards of major organisations... but this is gradually changing and one day all members of the C-suite will be 'digital natives' and have grown up with online.

Until then, the role of CDO is needed, but as a transformation role.

One alternative approach that might work for some major organisations... is to take on a Digital Non-Exec Director. This would be someone who has the full compliment of online skills, to see the company leaders through this evolutionary period. This would have the benefit of integrating a CDO-type person into the organisation, without the need to restructure the board.

Are you optimising your Digital ecosystem?

Digital technologies are not just for online marketing purposes or for providing your customers with the ability to conduct online transactions. They are there to enable the entire organisation to benefit from: better communications, faster supply chains, improved staff training, assessment & retention and help improve a number of other line-of-business tasks that either make money or save time.

In short, your entire business ecosystem should be complimented by online technologies and processes. This then creates a new type of organisation, one that fully utilises a digital ecosystem.

So what does this digital ecosystem look like? Well this depends on your business and the way it operates. However, there are a few common themes that are pretty generic to any organisation, usually based around typical business lines and support functions. 

Here I've recreated an old diagram I used to have, that gives a representation of a business and the different key departments within it. I've then indicated the main functions (of the left side) where online can then help and enhance the ecosystem.

The aim is therefore for any digital strategy to integrate into these key areas and optimise the business processes, data flows or customer engagement in whatever way possible.


Hopefully I will have time to improve on this diagram in future postings...

Social Media and the 'me too' society

We live is a wonderful world, full of fun and great experiences. But look again and you'll see a profound lack of originality. Creatures mimic other creatures, fashion copies fashion and artists emulate other artists in an effort to show their skills. And the same could reasonably be said about the online industry... where words like 'best practice' and 'conventions' are typically uttered by us all. When what we really mean is... "This is what everyone else does, says or thinks; so we're gonna do the same".
Sound familiar?

Perhaps the online problem is exacerbated by social media. Do social networks like Twitter and Facebook encourage the herd mentality and actually stifle original thinking?  Quite possibly.

Social Media has been described as the ultimate echo chamber, a place where thoughts uttered are repeated (or retweeted) and bounced around until some become folklore and even cited as fact.
I see it with my own eyes all the time when posts are 'curated' (In other words: stolen, passed off as someone else's or just made to look like the poster has found the work & shared it... rather than simply removing the name or Twitter handle of the originator).

It seems that in the 'me too' society, nobody wants to be left out and everyone wants to claim the credit for everything. And quite frankly... This gets my goat. Social Media has a lot going for it, it's able to be a great source of original thought and innovative ideas. It's just a shame that so many people act like virtual sheep on sites like Twitter. Perhaps that's why they call it 'following' after all.

Nobody sets out to read ‘content’ online

It seems that everyone is panning for virtual gold in the Content Marketing sector like it's San Francisco in the 1850's. Taking a look at Google Trends for Search, the term "Content Marketing" is currently reaching a feverish peak... somewhat helped perhaps by Google recently clamping down on paid-for advertorial links

It seems that content is having a bit of a Renaissance right now (deservedly so) and the pendulum has swung back away from "design first, content later" to "content first, design later".

But here's my revelation... Most normal people when they use the web don't start by thinking "My, I must consume some content", instead they want to:

• Read opinions
• Gain insight
• Chuckle at rants
• Understand products
• Learn from ‘how to’ guides
• Take a peek at useful information
• Compare reviews
• Watch news
• Hear another person tell stories
• plus many other combinations of the above and more.

So prior to setting out to "do some content marketing" and before considering: search engines, your 'tone of voice guidelines', the design of the page and even your boss or client's feedback... Think about the most important person. Your reader.

Further metrics of content marketing success

In one of my recent posts (here) I provided three important metrics for understanding the value of your content marketing efforts: bounce rate, pages per visit and returning visitors. Furthermore I said I believed that although these three figures are each individually important, when combined they are potentially even more useful.

However, there was a couple of metrics I did not include:

1. Sharing:
   It is possible to measure the use of social sharing functionality in several ways, including: the metrics provided by applications such as addthis / sharethis / etc. that usually come with their own built-in analytics or by tagging actions that integrate with your website analytics.
2. Conversions from links
   Within your website analytics package you should be able to track users from links within your content pages all the way through to them completing their required goals. This gives you another indication of the value of the content you are producing and how it is directly affecting your bottom line (note: it is even possible to tag each link with it's own specific identifier).

Have I missed any others?

Note:
You may also want to read my previous post on Content: Found, read, shared and measured, a useful way to categorise your content marketing activity.

MP's tweet shows effect of social media

Tonight during the 'Red Nose Day" (a TV charity event that raises money for UK and African causes) Fiona Mactaggart (@fionamacmp) the Conservative MP for Slough tweeted the following message:
" I will give £1.00 to Comic relief for every retweet of this message before 9pm"

Come 9pm the total re tweets of her message totalled 14,268 in number.

Now some people have criticised Ms Mactaggart for blatantly buying RT's whilst others have praised her altruism.
Either way, it looks like she is going to stick to her pledge and write a cheque out for the full amount.

You're not focusing on digital retention? Why?

So, even in these austere times... Companies still seem to be focusing more on customer acquisition than retention.

Perhaps it's because retaining customers is seen as less interesting and 'glamourous' than the various customer acquisition processes and tools out there. Or maybe it's because the tools and techniques for retaining customers have now reached a decent level of maturity (e.g. Email is usually the main eCRM tool and best practice around: creative, delivery and measurement are all understood pretty well).

Either way, I think there needs to be a shift in the marketing priorities of a lot of companies and away from acquisition. The race to be top of Google via PPC and SEO techniques can put a big dent in marketing budgets. These £'s spent might be palatable now... but maybe not when compared with the pence to retain customers.

Please note that I'm not completely advocating a radical diversion of all your marketing budget across to retention activites. What I am suggesting however is that if it costs many times as much to get a new visitor compared to getting back an existing one... That companies should balance their marketing spend accordingly.

Why I am not getting into Content Marketing

I think the term Content Marketing has definately become the latest buzzword of the last 6 months or so. Used and abused by digital marketers and consultants it is this season's "social media", "web2.0" or "information superhighway" and it will stay dominant until 'Semantic Web' or some other equally fancy term hits the digital mainstream soon enough.
Note: The only contender for it's crown of hype right now is 'big data'.

I think I've previously given the subject a fairly good coverage on this blog. I've written up a good explanation of what Content Marketing is & isn't, given examples of when it's crap, described how to optimise it and even gone into detail on how to measure it. However, when I also look back at posts on this blog from several years ago, I find I've covered the subject, but I've just not called it by that specific term.

From optimising press releases for social media in August 2010, through to considerations for making your content more portable in April 2008 (my, that does seem a long time ago).

So I'm going to make a bold statement.

 I'm definately not getting into Content Marketing because it's now the latest and greatest thing to be into...

.... as it seems I've already been into Content Marketing for almost half a decade.

Measuring your Content Marketing efforts

In my recent post on Content Marketing confusion I described how I thought one of the most important KPI's for the optimisation of content is the number of returning visitors to your site. You should easily be able to measure this figure using your website analytics package (such as Google Analytics, which even has a specific report for this purpose: Audience >; Behaviour > New vs. Returning ).

But l thought it might be worthwhile to take a bit of time to dig into this subject further. So I've pulled together some other important metrics for Content Marketing that I think are beneficial and how to measure them.

Bounce rate:
This metric is the percentage of all visitors who come to your site and only view one page, in other words they bounce straight off. Usually it is a positive sign if you have a low bounce rate, indicating that a higher percentage of people go on to view subsequent pages... a sign of engagement with your content.
Note: I sometimes exclude paid marketing (e.g. PPC) from this statistic, as paid traffic usually drives people to pages deep into a site to carry out specific functionality.

Pages per visit:
Again an indication of site enagement this metric is quite useful and is sometimes quoted alongside bounce rate. However care should be taken to factor in the site's user experience... for example if content is purposely split across several pages (such as to optimise advertising opportunities) then this figure will be comparatively high.

Returning visitors:
As mentioned at the beginning of this article, the returning visitors figure gives a site owner a good idea of how interested visitors have previously been (e.g. interested enough to come back). However combining this visitor information with the previous two measures (bounce and pages per visit) does provide a better idea of the 'stickiness' of site content and also potential issues. For example: calculating the number of pages seen by return visitors, identifying new visitors who don't bounce and finding those pages that have a high bounce rate even for visitors who come back can each start to paint a picture of where to focus your content marking effort in the future.

What exactly is a good Klout score?

I've recently had my Klout score drop a couple of points. Apparently I'm now only valued at 59, whereas only a few weeks ago this was at 61.

But be honest, I've no idea what this means... Is 59 good, bad or middle- of-the-road?

For those that don't know, Klout is one of several services that tries to gives you a value of your online (and primarily your social media ) influence. There was even some mutterings in the past that these sorts of metrics would be used by potential employers to short-list candidates for specific roles.*
However, in my opinion it doesn't seem to actually be a measure of anything valuable.

Firstly, how am I to compare two different people, with different roles, but with the same score? And secondly, I've never blogged more, built up more followers on Twitter or had more traffic to my company website than in the last few weeks... And yet I've had a 3-4% drop in my digital influence dished out.

I hardly think I'll worry if my score drops further.

* In my experience, most companies looking to hire social media savvy staff haven't a clue how to measure their modern market impact.

CMO vs CIO : the battle for data

"In the future, wars will be fought over water" is a phrase you hear quite a lot these days. And it might well be true... As important global resources become more scarce and as rulers realise exactly what matters (in this case, the health of their population).

However, in the boardrooms across the world, there may well be a number of battles. But this time fought over something very important to both technologists and marketers. Data. More precisely, customer & user data, along with any associated information that helps the organisation function / sell / behave better. Consequently, there is a scenario that is looking increasingly likely, the showdown between the Chief Marketing Officer (AKA the marketing director) and the Chief Information Officer.

Its my belief that as data relating to the customer grows and becomes more and more useful (along with the ability to model and then predict future likely behaviour) these two company board members are the two most likely to both stand up and stake their claim to its ongoing ownership. Customer transactions in branches / stores / premises, their online browsing history, their engagement across social media channels and their contact preferences will be like water to these roles.

However, this doesn't necessarily have to be the case. And not just because I'm advocating peace and love in the exec suite, but for a different reason... It has been a prediction of mine for a while now, that the roles of the CMO and the CIO will evolve and in some cases merge, quite possibly around the need to have a single point of data ownership.

This could therefore give rise to a new role seated around the walnut table of major organisations, the CDO. But not the 'Chief Digital Officer' that I have already mentioned a couple of times on this blog, but that of the Chief Data Officer.

The UK Digital & eCommerce Talent Marketplace

Rupert Jupp, Director at Princedale Partners the digital headhunters & talent advisors, has sent me his first quarterly review of the UK's eCommerce and Multi-channel retail recruitment market... and it makes for an interesting read.

 

Rupert claims that the sector has already got off to a great start in 2013, with the appointment of senior digital roles in companies such as: Debenhams, Selfridges, Argos, SkyScanner, Marks & Spencer, Tesco, Asos and Bodyshop. Jupp even starts his review with the bold claim "There can be few other sectors where the war for both experienced and young talent is so competitive."

 

So this year is looking positive for those in the UK digital marketplace. It also seems that business stakeholders are becoming increasingly aware of the objectives and goals for these senior digital hires. I hope so, although from my recent experiences... there is still a long way to go until we have compete understanding and appreciation of these roles.

 

BTW: Good luck to Rupert in his new venture, which can be found at www.PrincedalePartners.com

The marketing value chain

In a presentation I have recently, I cited the phrase from a McKinsey article a couple of years back

"if marketing has one goal, it is to reach consumers at the moments that most influence their decisions"

This is a fairly broad statement to make and on reflection it sounds like it comes from a psychologist and not a technology driven marketing perspective. However, if marketing is to be efficient in it's delivery, it needs to understand where it sits in the decision making process and ultimately what its goal is... to drive further revenue (and therefore business value).

Below is a diagram I have used fairly often to simply show the marketing value chain:

Although it is a pretty obvious process (and typically used in the context of digital marketing) it does tend to focus the role that marketing of any sort should have:

1. To create the relevant traffic (store visitors, website clicks, etc.) that creates the greatest number of prospects
   Note: Relevancy can mean anything from a greater propensity to buy through to more profitable ones.
2. So that these people then go on to convert (online, this is typically called a 'goal' and can be anything from an online purchase to a downloaded brochure)
3. So that this then creates business value for the organisation.

The digital path to purchase

The path to purchase is dead, long live the path to purchase.

Today's shoppers now have a number of tools at their fingertips to help them chose which products to buy and consumer technology has been the facilitator of this.

Research from Google Analytics has found that over a two-day period customers now interact with a brand 4.3 times before making a purchase. Furthermore the average U.S. shopper now interfaces with a total of 10.4 traditional and online media sources prior to purchasing. That's a lot of browsing before buying (or looking before booking, if you're in an industry such as online travel).
Furthermore, according to further research by Google, online customers are now making the majority of their purchasing decision before engaging with a sales representative,

There's no doubt that the traditional way that shoppers purchase has now evolved and the marketing to these people has changed with it. However a lot of the ideas that the more technology-savvy shopper marketing agency might suggest to a client (e.g. QR codes and online store check-ins via FourSquare or Facebook Places) just don't make the impact required... and therefore turn out to be expensive experiments.

My view is that optimising shopper engagement across the path to purchase needs an integrated approach, one that pulls together: marketing, useful functionality, content and online retailing... then measured and learned from. Without this, brands and their agencies will continue to just experiment.

Digital Shopper Marketing - the new influence

The world of retail is now multi-channel and customers now shop across a number of different devices, at times of day to suit them and in different ways to how they used to (convenience vs. cost, etc.).

 

The area of Shopper Marketing, which originally looked mainly at things such as the in-store path to purchase has now started to merge with the eCommerce / multi-channel retail and even online marketing. This has formed the relatively new discipline of Digital Shopper Marketing.

Here's my take on this:

1. Brands, by placing themselves between the channels of influence and the point of retail (e.g. the store), can affect the buying decisions of the customer
2. A lot of customers now use the Internet to inform their buying decisions (e.g.recommendation and comparison sites, social media, brand micro-sites, etc.)
3. The digital influence doesn't just happen at home and in-front of a static PC these days. Users search sites at work, they have laptops when on the move, they use tablets in bed and over half of the UK population now has a smartphone.

So how can brands disrupt a consumer and get the maximum affect? Well this depends a lot on what consumers you are targetting, their shopping preferences and the mix of marketing that is required.
For example, a particular segment (let's call them "shopper savvy mums") are more interested in ways to:

• Saving: Using vouchers to make the family budget stretch that little bit further
• Sharing: Commenting and gaining opion via Social Media
• Sampling: Trying new or improved products to optimise spend and overall family well-being

The secret for digital shopper marketing suppliers is to find out what works for their client's target audience. And I''ll leave you to find out how to do this for yoursleves.