Posts Tagged ‘Social Media Marketing’
Guest post by Dave Landry.
Google+ seems to be an enigma in the social world, the quiet kid in the corner of the room that most are afraid to interact with. This is particularly so in marketing. But it doesn’t have to be that way. In fact, Google+ can be friendly and a resource with amazing results when a respective marketer learns how to utilize it in the right manner.
Google+ is all about visibility, exponentially so when it comes to B2B campaigning. Learning about Circles, Communities, Influencers and Authorship is the first key to G+ B2B domination. You’ll also need to be prepared to:
- • Keep Up With Your Plus Stream
- • Share Content Daily
- • Reach Out to Influencers
- • Use Google Hangouts
- • Use Communities
- • Monitor Follower Growth
Need more details? No sweat! This infographic below will have you on track to G+ B2B marketing success. Good luck!
About the author: Dave LJ is a financial expert who also studies and writes about social media’s use in business and marketing efforts. He is very excited to contribute to Webbiquity.
Note: the following is an excerpt from the book The Social Employee by Cheryl and Mark Burgess. Reprinted with permission.
The first step toward transitioning to a culture full of empowered social employees is to address some of the most common concerns brands face when considering going social. The following lists the most common concerns surrounding social media, as well as why these shouldn’t be concerns at all.
There’s nothing quite like good, old-fashioned fear. Everyone has heard Franklin Roosevelt’s famous Depression-era quote, “The only thing we have to fear is fear itself.” It’s remarkable how often these words go unheeded. In truth, fear often arises out of lack of knowledge, but brands can’t afford to be ignorant in any era. Fear of social media will likely result in paranoid, overprotective, and ultimately misguided business decisions. Even worse, it will make a band seem out of touch and unwilling to see the writing on the wall.
If brands have anything to fear, it’s not social media, but losing touch with customers. Marketers need to remember that just because something is new and different doesn’t mean it’s bad, or even dangerous. And in all honesty, social media isn’t even that new anymore. It’s time to face the music. Brands should be aware that “I haven’t done this before” only works as an excuse the first time they use it. Afterwards, they’ll just start to look rigid and stubborn.
2: What If I Do It Wrong?
Many Brands express misgivings as to how they should enter the social media fray. What if the wrong platform is chosen or organizations are not properly structured to accommodate these new technologies? On the surface, this may seem like a legitimate concern. As we’ve already discussed, social media certainly isn’t a static entity. But no technology is. Using the same logic, brands shouldn’t use computers simply because they continue to change as well.
The point is this: just because something is constantly changing doesn’t mean a brand is unable to adapt right along with it. Whether it’s with social media or not, brands can’t avoid risk. All things considered, we believe in the old adage that there’s safety in numbers. Countless brands are struggling with transitions into social business models at this very moment, and they are all learning from each other. It’s better to jump in now and learn through trial and error with everyone else than try to wait it out. If the latter is chosen, the competition will have a clear advantage over the more reticent brands.
3: Social Media Policies Don’t Offer Concrete Metrics or Proven ROI
This May have been true at one point, but as you will see from our success stories in the following chapters, pioneering social businesses do indeed measure investments in social media against real returns. Even the value of contributions from individual social employees can be measured, and tremendous results are being seen. As Dion Hinchcliffe and Peter Kim say in Social Business by Design, unlike the early days of social media, results are not the problem managing the richness and sheer scale of outcomes presents the greater business challenge.”
The social media versus ROI debate has actually become somewhat of a punch line in marketing circles. As much as business culture can have its own memes, the ROI conversation has certainly become one. For our favorite example, we suggest checking out “The Social Media ROI Conversation” on YouTube.
It’s important to note here, however, that even though brands are finding proven ways to measure the ROI of social endeavors, it is generally agreed that ROI, in some ways, is beside the point. When talking about social business, the discussion refers to building a culture of empowered, engaged social employees who are as confident working collaboratively as they are working independently. Social business then, is a long-term game plan for corporate sustainability, accountability, and transparency. The benefits of social business grow exponentially- and will continue to be felt for generations to come. Thinking simply in terms of ROI is, quite frankly, far too narrow a view when experiencing nothing short of a cultural revolution.
When thinking of inertia in business terms, think of a brand’s forward movement, or in this case, the lack thereof. It’s far too easy for brands to dismiss global changes in the business world as fads, or as somehow inconsequential to their individual enterprises. Dismissive brands are content doing what they do, and have no desire to go beyond that, despite the many indicators suggesting that perhaps they should.
To a certain extent, there can be no talking sense into brands or executives who stubbornly cling to such a mindset. The truth is that the inertia mentality has been dangerous to businesses long before social media came along. Time and time again, brands have been dragged kicking and screaming into the future. Even though a fierce resistance was initially shown, most have been happy with the results. The most successful brands year in and year out are the ones ready to challenge the status quo. These are the brands that don’t accept the idea that business as usual is god enough. In order to foster a culture of engaged social employees, brands must disavow the dangers of inertia directly in their mission statement-and then make sure they put their money where their mouth is.
5: Lack of Internal Structure
To many of the unindoctrinated, the idea of social businesses sounds like pure anarchy. Without a clear organizational hierarchy, wouldn’t the whole enterprise simply descend into chaos? Let’s put it this way: If a brand lacks leadership, it doesn’t matter how elaborate-or sparse-its internal structure is. Without leadership, brands will lose the confidence of their employees, and if this happens there will be much larger problems to worry about. Social business is not an argument for abandoning a structured approach to organization and collaboration. Instead, its an argument for enriched interaction, stickier connections, and more organic collaboration. In other words, social business is about putting your employees first in order to expose and promote pockets of expertise and skill sets that tend to go unnoticed in traditional command-and-control models.
As the case studies in this book demonstrate, social businesses still maintain clearly defined roles for their employees. However, the difference is that these new social employees have much more freedom to maneuver within these roles, and they are better connected to the enterprise as a whole. To some brands, this approach might reflect the fear of losing control we addressed in Chapter 1. We think it’s more important to focus on the upside of this new approach. Social brands put more trust in their employees than previous business models have allowed the to. The wonderful thing businesses are finding is that employees are almost categorically rewarding them for this newfound trust.
This issue may actually turn out to be the root of all other concerns we previously listed. Sure, everyone has heard the term “social media” as nauseum at this point, but its exact meaning and application remain elusive. Social media in business extends far beyond networking platforms like Facebook and LinkedIn. As the brands in our case studies demonstrate, going social affects every aspect of business, including the way a company structures itself, communicates internally, and communicated externally. the sort of brand engagement the public sees-external social branding-is only the tip of the iceberg. If brands are afraid that the concept of social business is too big of a pill to swallow, we encourage breaking social initiatives down into more digestible pieces and tackling them one step at a time. No one can go social overnight.
Cheryl and Mark Burgess are the principals of Blue Focus Marketing and co-authors of
the best-seller The Social Employee: How Great Companies Make Social Media Work.
The old days when SEO meant writing key-stuffed copy and then begging for or buying as many links as possible, from any willing website, are long gone. That’s clearly good for searchers, as search engine results have become more relevant and useful. But it’s also good for marketers, as it forces a focus on understanding buyers and providing them with value rather than manipulative gaming of search algorithms.
In Optimize: How to Attract and Engage More Customers by Integrating SEO, Social Media, and Content Marketing, Lee Odden provides the definitive guide to SEO and its extension into social and content marketing for the new, more sophisticated world of search and web presence optimization.
Divided into three sections—Planning (tactics, audience research, content), Implementation (persona development, keyword research, content optimization, measurement) and Scale—the book provides a comprehensive roadmap for using integrated digital marketing tactics to drive business results.
Among the specific pieces of wisdom Lee shares in the book are:
- • Search is a moving target. “Search results have evolved from 10 blue links to situationally dependent mixed-media results that vary according to your geographic location, web history, social influence and social ratings…at any given time, there are from 50 to 200 different versions of Google’s core algorithm in the wild, so the notion of optimizing for a consistently predictable direct cause and effect is long gone.”
- • You need to know where you are before you can know where you’re going. “Audits are a key part of search engine optimization, allowing marketers to access the current state of the website in ways that identify any conflicts or inefficiencies for search engines.” Audits also help establish baselines—the starting points from which progress can be measured.
- • Five different types of SEO audits are vital for establishing baselines: keyword research, content audit (“a website must be the best resource for a topic, and content optimization takes inventory of all content and digital assets that could be a potential entry point vis search and recommends SEO copywriting tactics to showcase those pages as most relevant”), technical SEO audit (making sure the site is easy for search engines to crawl), link footprint and social SEO audit.
- • PR is now a vital component of SEO. “The public relations function within a company often produces nearly as much content as marketing in the form of a corporate newsroom with media coverage, press releases, images, video, case studies, white papers, and other resources…Each of those assets is an opportunity for journalists to discover the brand story through search engines or social referrals…Companies that optimize and socialize their press releases give new life and extended reach to their news by making it easy for bloggers and end consumers to find and share press release content.”
- • Content isn’t just the job of marketing and PR. It’s also crucial to optimize content produced by customer service (FAQ’s, common how-to guides), HR, and subject matter experts in field consulting, engineering and sales for search. Marketing may have to scrub and polish some of this content for public consumption, but it’s vital to tap expertise across the organization.
- • Your online competitors aren’t always your real-life competitors. “In the search and social media marketing world, the competition isn’t always who you think. Companies need to understand that online competition isn’t just made up of companies competing for market share in the business world, but also information and content published from a variety of sources that compete for search engine and social media users’ attention.” It’s not unusual for university websites, government agency sites, and reference sites like Wikipedia to “compete” with a company in search.
- • Monitor search results to spot new opportunities. “A trending story may cause news or blog results to appear high on the page, which might prompt you to comment on a high-ranking story or reach out to a journalist or blogger to offer your point of view…When you notice that the search engine tends to favor certain media, such as video, for one of your target keyword phrases, it may prompt you to focus on video content and optimization for a particular target keyword phrase.”
- • It’s vital for a business to “be seen” in different places. “48% of consumers are led to make a purchase through a combination of search and social media influences.”
- • Search visibility isn’t important only for prospective customers. “95% of journalists use search engines…89% of journalists use blogs and 65% use social networks for story research.”
- • Develop content for your prospects, not for search engines. “Write down some of the high-level characteristics of your best customers. What motivates them? What do they care about?” I would add “what keeps them awake at night?” and “what will compel them to take action” to this list. The answers to those questions will be crucial in developing your content strategy.
- • Make fact-based, data-driven decisions. “Keyword research tools are designed to override the false assumptions often provided by the two most flawed tools that you can access—your gut and your brain.” It isn’t that you aren’t smart, but rather the words used inside of your company and those that your prospective customers use to describe the same product or service are often very different.
- • Think about blog post topics from a variety of angles to keep it interesting. “Typical categories for an editorial calendar can include breaking headlines, industry news, ongoing series, feature stories, in-depth product or service reports, polls, special promotions, events, tips, lists…the important thing is to be relevant: to your customers, your brand, and to search engines and social communities.”
- • You don’t have to do it all yourself; content curation is as important as creation. “Pure creation is demanding. Pure automation doesn’t engage. Curating content can provide the best of both.”
And there’s much more, including several useful lists such as analytics tools, “20 different content types” and “sources of news to curate.”
Even in books I really find valuable, I usually find at least a few points of contention, or things the author just plain got wrong. But even though I wore out a red pen highlighting passages in this book, I didn’t find a single point where I think Lee missed the mark.
The only thing I would add is an over-arching framework to fit all of this into. “SEO, social media and content marketing” is descriptive, but a mouthful. Add PR and online advertising to the mix, and it gets really awkward without that model. Optimize fundamentally provides an excellent how-to primer for utilizing the web presence optimization framework. As Lee notes:
“If a company doesn’t see the bigger-picture synergy of how to break social media, content, and SEO efforts out of departmental silos and approach Internet marketing and public relations holistically, how can they grow and remain competitive?…Integrating social media marketing and engagement with search, content marketing, email, and other types of online marketing tactics can results in substantial benefits.” But “For many companies, it can be very difficult and complex to implement a holistic content marketing and search optimization program.”
Recent research makes clear that, for high-value consumer purchases as well as b2b procurement, being as “findable” as possible online is critical to winning the business.
Of course that means it’s imperative to produce relevant, compelling, optimized content for your company’s website and blog, but online visibility goes beyond that. It also requires an active presence and network of relationships in social media, coverage in industry press, and carefully targeted online advertising to be where your prospective buyers are looking, when they are looking.
Optimizing online visibility then requires the coordination of public relations (PR), content development, social networking, SEO, digital advertising and marketing communications efforts. Without coordination, the efforts of these different individuals or groups are like the blind men and the elephant; none of the experts are wrong, but none get the big picture either.
We refer to this maximization of online visibility as web presence optimization (WPO): the combination of PR, content, SEO, SEM, marcom and social media efforts to make a company as ubiquitous as possible, with relevant content, everywhere online that prospective customers are looking when they are searching for what the company offers.
As a practical matter, the WPO process includes:
Research: a number of questions need to be answered before a tactical WPO plan can be roughed out, such as: where are your prospective customers congregating online? (e.g., are they more likely to use Facebook or a specialized discussion forum? What online publications do they read? What groups do they belong to?) What topics are they most interested in exploring or discussing? How are your competitors approaching the market?
Execution: this includes multiple avenues of content creation, distribution and follow-up. For example, a news release may be written, search-optimized and then distributed through wire service like Marketwire or PRWeb. But it may also be sent to specific journalists and bloggers, who need to be followed up with, shared socially, and have any questions or comments responded to.
Measurement: What was the result—how much online visibility was achieved with a particular piece of content? How much website traffic did it drive? How many conversions? How does this compare to other activities? Lessons learned and intelligence gleaned from these metrics feed back into the execution phase, driving and refining additional projects.
(This is the essence of the web presence optimization strategy and approach we’ve been using at KC Associates for the past year. We research a client’s current competitive and digital landscape, develop a WPO and content strategy, execute, measure and refine.)
The WPO framework has evolved over the past 34 months from the spaghetti-ish original WPO model to the refined definition of web presence optimization a year ago to today’s streamlined version focused on the five broad areas of presence:
Content strategy is developed based on market interests, competitor moves and company or product differentiation then shared through one (or more often a combination) of channels. Content creation, optimization, distribution and sharing results in five types of measurable online presence:
Press Presence (news release pickups, news articles, product reviews, publication-sponsored directories, etc.)
Social Presence (tweets, Facebook posts, LinkedIn updates, social bookmarks, videos on YouTube, presentations on SlideShare, etc.)
Website Presence (content published on a company’s own website, blog or microsite which ranks highly and attracts organic search traffic)
Industry Presence (trade association articles, association membership lists or directories, trade show exhibitor lists, industry analyst coverage, etc.)
Paid Presence (search engine ads, banner ads on trade or publication sites, social network ads)
To learn more about the WPO framework, check out this free whitepaper.
The coordination of the various specialties—PR, social, SEO, SEM, content marketing—depends upon having a clear, unified view of actionable metrics. This single, comprehensive (but not overwhelming) view of results keeps a team in alignment about next steps, what to do more of, what to drop, and what to do differently.
One of the most valuable features of Google Analytics is the ability to drill into detail on traffic sources; not just how much traffic came from search or social media, but how much came from each specific search engine or social networking site.
First off, by definition, direct traffic is all visitors who “arrived at your site directly (by typing the url) or via a bookmark.” Technically, there are other possible sources for direct traffic as well such as clicks on links within an Outlook email signature or Word document, but direct entry in a browser address bar or bookmark click account for the bulk of direct traffic.
Second, direct visitors fall broadly into one of two groups: let’s call them “old friends” and “new friends.” Old friends may include, among others:
- • Current customers (for example, clicking on a bookmarked link to your support page or user community area)
- • Partners (channel, technology, implementation services, etc.)
- • Vendors
- • Investors
- • Employees (accessing the site from outside the corporate network, e.g., from home or on the road)
- • Media and analysts already familiar with your company
“New friends” are (generally) predominantly sales prospects, but also include potential future employees, media who are new to your company, prospective investors and/or partners, vendors and other influencers. The “root” sources for this traffic may be online or offline.’
Online Direct Traffic Sources
PR / media relations: media exposure builds brand recognition. Visitors may type your URL into their browser address bars based on seeing a company profile, product review, news release pickup, subject matter expert quote or other mention in industry media.
Social media: social networking and content sharing also builds brand awareness and credibility. A click directly from Twitter, Facebook or another social media site will be recorded in Google Analytics as a social media visit of course, but there’s now question that some percentage of direct visits are inspired by exposure through social bookmarking and other social media activity.
Industry presence: listings in industry-specific directories, trade show sponsorships, industry association memberships and other similar industry presence links can lead directly to referral site traffic or build brand recognition that leads to direct visits.
Offline Drivers of Direct Visits
Face to face meetings and other “business card events”: the most prominent source of these direct visits is trade shows, but other venues may include Tweetups, conferences at which a company executive or subject matter expert speaks, social media breakfasts or happy hours, business networking events or anywhere a representative of your company is able to give out or exchange business cards with prospective buyers.
Printed media: yes, people do still use media like print advertising, direct mail and sales collateral. In fact, in a crowded online world, a well-crafted direct mail piece can make your company stand out–your prospects’ “real” mailboxes today are likely far less crowded than their email inboxes. An ad in an actual printed publication, a clever direct mail piece (more creative than a simple letter or postcard), or even a leave-behind or brochure handed out at a trade show can often lead to a “direct” website visit.
Old-fashioned word of mouth (WOM): while so much attention today is lavished on social media marketing (and not unrightly so necessarily), the fact is–people still talk. Particularly at the executive level. Whether at a breakfast, mixer, phone call, golf outing, conference or other event, executives and subject matter experts talk. If you’ve captured their interest and are relevant to someone else’s needs, your name is likely to come up. There’s no way to measure the effect precisely, but equally no doubt it affects those direct visit figures.
The segment of direct traffic worth optimizing for is of course prospective buyers. While it’s impossible to separate out this group with precision, it is possible to quantify and analyze the behavior of this group roughly be creating a custom segment in Google Analytics that excludes certain pages more likely to be visited by non-prospects (e.g., the media page, careers pages, and support area of the site) and known customers based on their network name.
Optimizing for direct traffic then requires a mix of online and offline tactics. Utilize best practices in social media marketing and online PR. Be active in industry groups, trade shows, conferences and local events where you can meet people in real life. And considering that paper production is actually up 180% in the past five years, don’t completely over traditional marketing channels like trade media advertising and direct mail.