Quality Score & on-page optimisation

Recently I've been a bit of a Quality Score fanatic, trying to get it as high as possible in my Google based PPC campaigns.

Although this has been a quest to find out the best way of optimising marketing budgets, it's also been a method for understanding just what does and doesn't affect on-page Quality Score.

As you probably know, Quality Score is calculated by Google via a mysterious combination of the advert, keywords used and the page you're directing users to. The more relevant Google thinks these are to each other, the better your QS. The best is 10 and the worst is 1. 

A quick point, if you want to find out your Quality Score, you can by looking at the 'keywords' tab in the 'campaigns' tab in your PPC account. Clicking on the white speech bubble  next to any keyword's status will reveal this calculated figure.

So what on-page attributes makes a difference? Well officially the three important factors affecting landing quality score are: relevant & original content, transparency and navigability (although page speed has been mentioned in several blogs, I'm uncertain about its actual influence in this metric).

Helpfully Google publishes its own advice on how you can optimise your site to make your Adwords efforts more cost effective:

http://support.google.com/adwords/bin/answer.py?hl=en&answer=2404197&from=46675&rd=1

Still treading lightly with Social Media?

Social Media is everywhere now and is almost become a laughable topic (if you follow the exploits of fake PR person @perfect_siobhan from the tv show TwentyTwelve, then it really is).

To me it seems that nearly everyone in all parts of the business is now talking about "social media", "engagement" and other similar buzzword. It's like they have just learnt how to play Social Media Bullshit Bingo.

It is now part of various job descriptions across organisations and, for a lot of middle managers, if you don't mention it at a job review or interview, then you kind of feel left back in the 20th Century.
Also (finally), pressure is now coming from the top of the corporate tree to "do something social" or (if they are a touch enlightened) to "create a social media strategy".

But hang on. We've had the issue of 'Return on Investment' to deal with for several years now. And in my words from a while back... If you can't justify moving up the levels of the Social Media Maturity Matrix, then don't!

So before you tread heavily with Social, tread lightly but quickly.

Is the concept of a page now defunct ?

The page is a metaphor that has existed since the web began. It's a simple device that allows users to navigate around the Internet easily and provides a unique location for each individual piece of content & functionality. Big sites have a lot of pages and even bigger sites have loads, that was the way of the web.

However, there are several current trends that could see the end of the page paradigm as we know it:

1. Parametised search

Have you ever gone to a major ecommerce site (e.g. www.johnlewis.com) and started to browse their catalogue of products? If so, then you may have noticed that the multi-select options, typically shown down the side, allow you to repeatedly filter your choices. In a lot of cases this doesn't refresh the page, but just redisplays the available products in the main viewing area. 

2. Browser address bar prominence

As browsers such as Internet Explorer and Firefox have developed over the years, the actual address bar showing the URL has become less prominent. So much so that for a lot of users, this once obvious feature is now relegated to a small letterbox more useful as a way of seeing if a site is secure (using https and sometimes turning green to depict an extra level of security). Conspiracy theorists may say this is a ploy by the browser makers of reducing our dependency on URLs as a way of navigating the world wide web, however I think it's just a natural move to provide more screen real estate and a sign of how the address bar has become less used (perhaps as we now follow more links from Social sourced?).

3. Constant scrolling 

If you use sites like Twitter and LinkedIn you will notice that you no longer have to click 'next page' or anything similar when you get to the bottom of the page you are on. Instead the next set of tweets, timelines, results, etc. automatically appear. This use of clever results that display more when you need them may seem useful, but what if every site did it? Would you ever need more than one page of results? 

And more to the point.... What if Google and other search engines now did this? 

(For one thing, it would certainly make the client demand of "get me on the first page of Google" far easier to achieve)

What it means to be Head of Digital

I've had senior online roles for way over a decade now and have met some of the best people in the UK digital industry along the way. This also includes individuals who have been given or earned the title of Head of Digital (as well as having done the role myself).

I therefore thought I would explain what I think the Head of Digital's role encompasses and perhaps give some food for thought on the subject:
Note: it should go without saying that this also refers to a significant extent to other similar titles such as head of online, vp of ecommerce or director of digital and multi-channel.

1. Leadership
First and foremost, any Digital head must possess leadership. Just because online is a relatively new route up the corporate ladder, it doesn't mean we have to ignore one of the key characteristics needed. I will also go as far as saying that they also need to have two specific leadership qualities:
a) To lead change wherever and whenever they can
b) To provide thought leadership (and not just by repeating and re-processing the ideas of others, I mean by having new and original ideas that are innovative and still add business value - and you though this stuff was easy?)

2. Strategic vision
Clarity of what online success looks like and how to get there is key. You don't necessary need an MBA from one of the top business schools, but you need to have the ability to understand where digital is going within your market and what the latest trends are. Also being able to communicate this vision is also really important (as there's no point having a vision if you don't share it).

3. User Experience insight
Its imperative to have an understanding of the key ways to optimise the online customer journey. From minimising bounce rates on the homepage, through to sharpening up the conversion processes across your site. Note: I'm not saying you need to be a leading information architect (and very few Head of Digital people I have met have actually come directly from this route), but an appreciation of the main concepts and having an understanding of when to focus on this is essential.

4. Advanced Digital Marketing skills
Yes, an understanding of the main digital marketing channels is vitally important for this role. However more and more I'm seeing the combination of data and marketing to optimise the customer contact opportunity (and therefore the revenue).

5. A passion for numbers
Sure, there's all the great innovative stuff to look at, but the data you can now pull from your web analytics and associated packages is immense, not including the challenge that comes from 'big data'. If you're a Head of Digital and you're not prepared to stick your nose into a cross-tabulated spreadsheet now and then.... you're probably in the wrong job.

6. Technical expertise
How to split your readership in one easy way..... by insisting that the most senior digitally-orientated person in an organisation has to have some technical nous. But its true!
Note: I'm not stating that the VP of Internet needs to have the same level of technical competence as your Development Manager, but I'm definitely suggesting they should at least be able to confer on a lot of technical issues.

Have I missed anything?

Getting ecommerce product images right

We should all know "The 4 P's of Marketing" by now, of: product, placement, price and promotion. However for selling online there's a 5th... Photo

If a picture is supposed to 'paint a thousands words', then a product image on your ecommerce site speaks volumes to your potential buyers (did I mix my metaphors there?).

There are a number of factors to consider with images, including their: size, quality, background, etc. Each can help to contribute to a sale and several of them can further help a customer make the important decision whether to buy or not.

Obviously the most important thing is to show the right image for the actual product, unlike this photo on Amazon I found..... Supposedly for a gas barbecue, but actually showing a white striped polo shirt.


Ooops!

Everything online is crap - fix it!

I'm going to approach things in a slightly new way from now on and the title of this post might just give it away.

If you make the assumption that every single website that is out there in some way needs fixing, then in my opinion you are on the right track.

I've previously stated my friend Tristan's thought that "if your ecommerce site isn't broken, you're not looking hard enough" and my approach is really a development of that.

Every website in some way needs help.

Here's what i mean by that comment. It is either:

1. Not fully compatible with all browsers
(a moving feast of web standards and evolving interpretations by the different browser makers - with Microsoft being the primary but not exclusive culprit over the years)

2. Not optimised for the user
(Even the most applauded websites have some barriers to their target users being able to complete all their tasks with the minimum of barriers. From eCommerce sites that sacrifice the smoothness of the user journey by trying to place more buying options in front of the potential purchaser, through to content sites like newspapers that interrupt the reader flow to insert advertising)
Note: and before you comment.... Yes, I know there's a commercial driver to both of these examples, where the site owner seeks to maximise the revenue from either sales or advertising, but this balance between revenue and user experience needs constant review to keep it in check.

3. Not optimised for speed and scale.
(It's actually pretty amazing, given only a few years ago we had to wait ages for a single image to come down the digital pipe via a chirping modem, that we now have such bloated websites that nobody has taken time to optimise the code, images and other assets. I've often criticised the flabby weights of major brand home pages and this is only the tip of the iceberg.
Only a decade ago I had to make sure my online production team got the most out of every kilobyte downloaded, now pages of over a megabyte are not uncommon. Have we not learnt anything from those days from around a decade ago? Apparently not!)
Note: And these site owners wonder why their beautiful, newly-built and interactive platform goes down as soon as more than a few visitors come and take a look....

4. A bunch of other reasons I've previously gone into.
(From bad error messaging through to sites that decide to just break for no apparent reason..... the world wide web is awash with mediocrity that the people commissioning, building and testing them should be ashamed of).

But that's enough ranting. Just accepting it is all crap is not the answer. "Be the change you want to see" said Ghandi (allegedly) and this is what we must all do online.

If you manage a site and it is crap, fix it! If you use a site and it doesn't do what you expect, complain. If you try to buy stuff online and the site does everything it can to make it difficult to transact, don't buy anything (but do feel free to give feedback on why you didn't).

We owe it to others and ourselves to improve the online user experience wherever and whenever possible. We need to fix things and fix them fast!

What is your digital vision?

I hear a lot about corporate online strategy and the need to outline 'roadmaps' for: functional website & mobile development, integrated digital marketing and even business-orientated data approaches.

These are all great things (which sometime even co-exist and work together for some organisations).

However, what is sometimes missing is the even bigger picture. For example "engage existing customers via social media" is not an over-arching digital vision. In fact, that's not even a mature & considered social media strategy! However, I hear lines such as this regularly uttered (or was that muttered) my senior teams in strategic planning sessions about their online presence.

So here's a thought.....

Before trying to document your lengthy digital strategy and outlining the different deliverables you think are necessary for online success, take some time to paint the overall vision of what success actually looks like.

For example, I'm sure Jeff Bezos didn't initially say "I'm going to build automatic product recommendations and a handy one-click ordering system". I think he said something like "I'm going to be the number online bookseller, with fantastic features to help people find & buy what they want as easy as possible".

Have you therefore considered your vision of what success looks like first?

Combining paid, owned and earned media

In a post from earlier this year, I gave my thoughts on the blurring boundaries between paid, owned and earned media http://press20.blogspot.co.uk/2012/04/paid-owned-and-earned-blurring.html . I was therefore very keen to read the report from research and advisory company Altimeter Group on 'The Converged Media Imperative'. This paper lays it out clearly, that brands now need to combine the different media channels of paid, owned and earned to get the most from them.
http://www.altimetergroup.com/research/reports/how-brands-must-combine-paid-owned-and-earned-media 

Now to me, this is hardly a revelation and it is great that this report has been published. My post from last April suggested that rather than there being definitive boundaries between the three, there's significant cross-over. And this is the point Altimeter have explained too. In fact our models of this integration are incredibly similar, see below:

My diagram to show the blurring

(The star representing press releases)

Altimeter's diagram showing the convergence of paid, owned & earned

Is your PPC agency working hard enough?

I've worked with paid search campaigns long enough now to have more than just a basic idea of how the main bid systems work. I've also learnt that there's numerous ways to waste money on PPC campaigns, when just a few changes can yield much better results.... Meaning your online marketing budget can go further. Much further!

This issue can sometimes be amplified when you use a digital agency to run your paid search campaigns. Especially when said agency gets paid a percentage of the budget for setting up and managing these campaigns.

For example, why wouldn't an agency bid on higher priced terms and use up the budget quicker? (Compared to structuring the account around a lot more mid to long tail terms).

There's also no point in the agency advising you when your search campaigns are yielding a low quality score. Why would they? An improved QS merely means there is more work to be done for the same amount of commission.

Why I'm moving to Scotland

A personal post from me today.

Most friends and family will know by now that The Sutherlands are moving to Scotland in matter of weeks. For some this will come as a shock, but for others it will seem an obvious step.

Most people who know us, know that my wife Moya is originally from the Scottish town of Paisley near Glasgow. There she has a large & welcoming family, plus a great set of friends she has had forever. Not forgetting that our kids were both christened in the local cathedral where we got married there.

Moya and I have been discussing and subsequently planning our move (to what my brother once 'politically incorrectly' called "North England") for a couple of years now. So this most definitely is not a short-term venture, this is a change of country, lifestyle and outlook. One of us is going 'home' and the rest are either going because we want to (me) or to get our own bedroom (the kids).

I'm also longing to get out on my bikes more, as both the mountains and road in Scotland are better for cycling compared to West London. This is part of my commitment to lead a healthier lifestyle (and lose that spare tyre that seems to be inflating around my midriff).

So what am I leaving behind?
Well, it's fair to say I've built up a great network of contacts, clients and colleagues in London and the South East. I know my way about very well and I know where to go for business drinks, impressive dinners and the best burgers (Wolfs near Covent Garden do an amazing wagyu beef burgers that IMHO hard to beat). I don't have this sort of knowledge where I'm going, but I'm not one for standing about....

Yes, I will miss running the Ealing Tweetup, something that I've coordinated for about a year and a half. That's been a great event for me, with the chance to build up friendships, meet local social media users and even to sing at the top of my voice whilst backed by a live band (thanks to Brace Yourself).

One question I have been asked several times by those who already know of our departure and that I've avoided answering, is whether our decision to move away from Ealing was influenced by the riots last year. The honest answer to that has to be "no". You see we'd already decided to move by last Summer, however the madness that happened across the UK (but not Scotland) only ratified our decision.

One last thing. Just because I'm moving to Scotland, it doesn't mean I'm not going to be down in the metropolis. You see....

"When a man is tired of London, he is tired of life; for there is in London all that life can afford."
SAMUEL JOHNSON (1709-84)

How O2 is responding to critisism

Although I am currently suffering from having no mobile and data signal for around 7 hours now, it must be nothing compared to the stress O2 must be going through, given the network issues they have all afternoon and evening.

I therefore turned to Twitter tonight to see what is being said on that account. Take a look at this insult from an unhappy customer and the UK online service centre response.

Well done to O2 for being assertive and yet not patronising it it's response.

What your insurance website UX says about you

I've been reviewing a number of insurance websites lately and have been genuinely surprised by the poor user experience they have.

Its not just a few tiny things either..... There's some pretty important issues you can find if you take the time (and boy have I!). These issues include: a lack of contextual help, incorrect or missing error messaging, system time-outs for no apparent reason and accessibility failings nearly across the board.

Are we actually in the 21st Century?

Surely these pretty basic failings (that are more suited to sites 10 or more years ago) actually tell us something about the companies that create them and rely on them as an important revenue stream?
IMHO is says they are still treating the digital channel as an addition to their traditional business.... Even if the web makes up the majority of their revenue now.

It's not all negatives though. Some insurance company sites I've looked at do cover (most of) these essential requirements and a few provide an intuitive experience that seems to have the right balance of mandatory information fields and optimised user journey. These organisations have obviously taken a more considered and user-centred approach. It shows.

Companies in every market really need to keep developing and evolving their ecommerce experience, with insurance companies being no exception.
Because if you don't, then your users will notice and vote with their mice.

The confusing Microsoft messenger

The World's largest software company has me confused (again). But not this time over the naming of their software development tools or their licensing agreements for SME's, but over a seemingly small piece of technology, the enterprise messenger tool set.

It's pretty obvious that Microsoft's general consumer instant messenger product is no longer used by half as many people as a few years ago. In fact a quick sign in to MS Messenger (something I've not knowingly done in years) shows very few of my old contacts do the same. I guess the complete take-over of the social space by Facebook, which has its own messaging service, and Twitter has taken its toll. So many people now use Twitter as a peer-to-peer messaging service, as well as a way to broadcast their thoughts...it's taken over (within my sphere of friends anyway) as the primary online tool for 1-2-1 dialogue..... with mobile chat & text still the major platform with the younger generation.

I've also recently started using Lync, the computer-telephone integrated software that is described by Microsoft as their 'Enterprise-ready unified communications playform'. If you've never used it before, it is: part Messenger, part Skype, with Outlook integration. Note: it even has a mobile app, that I've not yet got to work.

So why then did MS this May just pay $8.5billion for Skype (making it their biggest every acquisition) and then only a couple of weeks ago agree to purchase Yammer, a leading provider of enterprise social networking services for $1.2 billion in cash?

Although Skype will create its own division (department not rift) within the software giant, Yammer will join the Microsoft Office Division. Potentially meaning that it will be integrated somehow with Lync and possibly Skype & Messenger?

This sounds like too many packages all doing the same thing to me. Each has it's own unique productive functionality, but they all also have significant functionality overlap, that will have to be integrated, standardised and quite possibly rationalised.

The challenges of the modern digital marketer

Having recently asked the question of several job applicants "what are the biggest challenges currently faced by the digital marketer?" I thought I'd give my own answer (coming perhaps a little too late if, dear reader, you were looking for any pre-interview insight).

1. The speed of change
The rate things change in the online marketing industry is amazing. What was accepted practice only a month or so, e.g. in a field such as search engine optimisation, is quickly outdated or even counter productive.

2. The complexity of technology
It is no longer enough these days to say "oh, that's technical, I don't need to understand that". Technology is now an intrinsic part of digital marketing and it is only getting more intertwined with other strands (such as content & customer data) and complex.

3. The increasing demands of the user
Although I state that user needs are increasing, I should point out that a lot of their requirements (e.g. An intuitive interface, the ability to do what they want on any device, etc) are not new.... They have just not been possible to deliver, due to technology, budget or other constraints). That said, there's no doubt in my mind that the target of your marketing efforts now expects: timely, relevant and engaging contact via any channel and in a more personalised manner. Gone are the days of 'spray & pray' email campaigns and woe betide any company that doesn't produce a suite of different creative options targeted at specie groups of users.

4. The social feedback loop
There can be no excuse these days for tuning into the social back-channel for your brand or service. Tools are now freely (or paid for if you want a better service or experience) available for listening to what your intended audience is saying. Sure, it comes with its own unique challenges and difficulties, but surely part of the 'fun' is finding these out and solving them?
If you're not listening, you're not marketing.

The 5 steps to creating a successful Digital Strategy

Here’s my 5 steps to creating a successful Digital Strategy

1. Understand …

…. not only the commercial goals, but the stakeholders & team involved. Take time to then walk through the current digital requirements (priorities & dependencies) and all the relevant internal processes that you have to work within  (there will be some, even on a ‘green field’ project – or as I recently said to one senior marketer, who said there were no restrictions: “every green field has borders eventually”. 

2. Review …..

all existing projects, including any project interdependencies with the work done by other departments (e.g. IT),  current suppliers of online services (e.g. Digital Agencies) and make sure you know what KPI's (Key Performance Indicators) are reported against across the business. 

Note: You should also take the time to identify the immediate wins (e.g. is there something so obvious and easy that is can be done now?)

3. Document…

Key Deliverables. This means writing up what has to be done and when it is expected. Focus both on commercial optimisation (operational efficiency) and innovation to gain competitive advantage. Consider all digital touch-points, where possible adopting a user-centred approach and cover all lines of business, such as: B2C, B2B, Back office (e.g. purchasing).

4. Plan….

for success by creating a rolling 30 day plan that keeps delivering wins and fixes over the short and medium term. From this build up a longer-term roadmap that integrates functionality with marketing activity (content, campaigns, etc.). Where necessary develop robust justifications (business cases) for large pieces of work.

5. Future-proofing…

means considering all changes likely to occur over the roadmap timescales. I use the “STEP” acronym as a handy way to classify the different innovation drivers:

a.       Social (what will individuals and groups do differently?)

b.      Technological (what new software or devices are expected?)

c.       Economic (how will and increase/decrease in household income affect you plans?)

d.      Political (why legislation is due that could cause an impact to the organisation?)

 

Aggregator Maturity

Recently I've been posting my thoughts on the online aggregation services, including the more mathematical Herfindahl Index.Last month I was attempting to explain to someone how aggregation got more technically complex as the product or service became more complex and I quickly drew out a table that explained it. So now I have put it up online to shame and to get feedback.Aggregator Maturity

View more PowerPoint from Hayden Sutherland

As always, I see this as 'work in progress' and never a definitive completed concept.

Aggregation and the Herfindahl index

The Herfindahl Index (AKA the Hirschman-Herfindahl Index or HHI) is a measurement of the competitiveness of a particular industry. The index gives a figure between 0 and 1, with those markets closest to zero being more competitive and those closest to 1 being an (almost) monopoly.


An increase in the index typically means that there’s been a decrease in competition and therefore greater market power to those still operating. Whereas a decrease towards zero indicates more companies fighting over the same customer base and therefore the existence of a more ‘perfect’ and competitive market.
So why is the Herfindahl Index important in the online aggregators markets? Well, over the last decade, the appearance of aggregators in different online markets has created a more level playing field for customers; by collating the rates and fees for different suppliers and presenting them to the online user in an easy-to-compare format. Therefore in those markets where price is so-often the defining decision factor, such as utilities, financial services and travel, the use of aggregators increases competition and pushes the Herfindahl Index figure closer to zero.

Take the UK motor insurance market right now. As you will see from the diagram below (sourced from Towers Watson’s report ‘why aren’t we making money’
www.towerswatson.com/assets/.../Why-arent-we-making-money.pdf

In the last 10 years (really since the appearance of confused.com which was the first UK motor insurance aggregator) the HHI has moved closer to zero.

So what are the implications of this? Well, if anything is predictable, it is that the UK motor insurance market is going to get more (not less) price sensitive over the next few years, becoming more like the oil and airline industry in its competitiveness, unless something happens to interrupt this trend……

eCommerce Directors for Dummies

I think there needs to be a new book added to the 'Dummies' range. One that explains the basics for some people on the subject of leading an ecommerce department. Why? Well, it seems that not everyone who reaches this role necessarily knows all the key points needed to stay in it.

Ask yourself:

• Have you told everyone that you know all about pay-per-click strategies, but secretly wonder what all this chat about "AdWords" is?

• Have you got an understanding of conversion rates, but aren't too sure if it is orders divided by visitors or orders divided by visits?

• Do you think data-driven marketing is looking at your Google Analytics to see how your email campaigns are going?

If so, then perhaps you need a copy! (if it is ever published).

Note: Apologies to the 'Dummies' books for such a blatant copyright infringement

the corporate layers - an idea developed

In a recent post I started to work through my thoughts around the development of McKinsey's company software layer concept. I mentioned that I thought there was at least one obvious omission (e.g. web services) and that a single layer to explain it all was too simple.

So now I find myself putting forward an evolved version of this idea, unashamedly taking McKinsey's model as the basis of it.

Corporate layers

View more PowerPoint from Hayden Sutherland

As you can see from my embedded presentation there are now five proposed layers rather than just two.

1. Core business processes
2. Web services & API’s
3. Owned media such as website(s), Apps, Kiosks, etc.
4. Paid media such as online advertising (PPC, etc.)
5. Earned media such as Social, Word-of-mouth, etc.

Although I believe the lines between owned, paid and earned are now becoming increasingly blurred, there is a place for each of the different communication media in my new model.

The digital age – a new world?

The following is a guest posting by entrepreneur Ben Blomerley

I read Hayden’s last blog post about innovation with interest. I was fascinated by the line ‘adaptation and change are just business-as-usual’. It is absolutely true – okay, maybe the pace of change is faster than it used to be, but there are more tools and skills out there than there used to be that help you deal with that pace. But businesses have always had to adapt and innovate to survive – I’m sure Thomas Edison wouldn’t recognise GE now, and what Charles Flint would make of IBM is anyone’s guess!

It’s interesting to take a few examples. Pinterest is fascinating for me, given the way that it seemed to explode from nowhere (it didn’t – it’s over two years old). But what did it do? Revolutionise a business model? Create something completely unexpected? No – what it did was look at the market and realised that social networks massively underserved bored Midwestern housewives. They wanted a way to share, in an incredibly easy way, the things that interested them. And that’s Pinterest – social media for an under-served category. 

And let’s look at that, too – the idea of successful social media (or social media campaigns). Every day I read a story about how people can’t get their social media campaigns moving. Corporations big and small throwing money at it because they have to be ‘in’ social media – or even worse, not throwing enough money at it, leaving it to the interns who, being young, must ‘get’ it. But the principles of social media are easy –something that someone wants to share, someone who wants to share, someone who wants to listen, a call to action, and monitor what’s happening.

A final thing I find very interesting is that I see people who are worried about barriers to entry in this new digital age. If any kid with a laptop can knock up a website, how can established players protect their markets? Whilst it’s true – and fantastic – that you have punchy upstarts shaking up the established order, looking at competition is not a new thing. And there’s plenty than can still be done – punchy upstarts can’t build quality content, for example. And people still want to see something on a website, they need a reason to be there. I found this post by Mark Schaefer fascinating on what the new careers in social media will be (and no reason to think it stops with social media!) 

So – what do these three examples say? Is Pinterest a revolution? Is social media an alien concept? Can nobody defend themselves against an engineer with an idea? No. These are three age old concepts of business. You need to look at your customers. You need to execute well. And you need to look at what your competitors are doing, how you can entrench your position. 

Is innovation new? No. 

Are the fundamentals of doing business in this new world different? Well, what do you think?

Bio:

Ben Blomerley is the founder of AskHerFriends (www.askherfriends.com), which aims to apply some digital age solutions to an age old problem – how a guy can get better gifts for the women in his life!