Digital Marketing Bootcamp
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Sydney May 2010
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Digital Marketing Bootcamp
- 1. Digital MarketingWhat, Why, How? Kate Carruthers May 2010 1 May 2010 | © K. Carruthers
- 2. Kate Carruthers Marketer Technologist Educator Senior roles with: GE AMP Ltd Westfield NSW Treasury Strategist with Hyro Ltd working with Enterprise and Government clients 2 May 2010 | © K. Carruthers
- 3. Rules of engagement Interactive (don’t be shy) Your chance to ask any questions Practically focused Don’t panic – the slides are online It’s the interaction that makes it all come together 3 May 2010 | © K. Carruthers
- 4. Slides available: www.slideshare.net/carruthk Business: www.hyro.com Personal: www.katecarruthers.com Twitter: @kcarruthers 4 May 2010 | © K. Carruthers
- 5. The most important question… So What? 5 May 2010 | © K. Carruthers
- 6. 6 May 2010 | © K. Carruthers
- 7. 7 May 2010 | © K. Carruthers
- 8. 8 Source: http://weblogs.hitwise.com/alan-long/2009/11/bebo_out_from_downunder.html May 2010 | © K. Carruthers
- 9. 9 Source: http://weblogs.hitwise.com/alan-long/2009/12/social_networking_and_forums_t.html May 2010 | © K. Carruthers
- 10. 10 Source: http://pewinternet.org/Infographics/Growth-in-Adult-SNS-Use-20052009.aspx May 2010 | © K. Carruthers
- 11. Social media & Social Networking 11 May 2010 | © K. Carruthers
- 12. 12 May 2010 | © K. Carruthers
- 13. No point trying to do it all! Pick the ones that make sense for you and your customers 13 May 2010 | © K. Carruthers
- 14. Keep control of your own customer lists and data 14 May 2010 | © K. Carruthers
- 15. A few popular ones 15 May 2010 | © K. Carruthers
- 16. Don’t forget traditional ones These are the basics – don’t leave home without them 16 May 2010 | © K. Carruthers
- 17. Customer Engagement 17 May 2010 | © K. Carruthers
- 18. Customer Intimacy Now we are marketing to an audience of one 18 May 2010 | © K. Carruthers
- 19. Customer Intimacy Data collection and management are key to managing intimacy 19 May 2010 | © K. Carruthers
- 20. Businesses need to… 20 May 2010 | © K. Carruthers
- 21. Spheres of influence 21 May 2010 | © K. Carruthers
- 22. Monologue Hard to talk or listen to customers Expensive Unreliable Source: http://www.danielresearchgroup.com/MarketResearchServices/FocusGroups.aspx Old marketing and advertising model 22 May 2010 | © K. Carruthers
- 23. Dialogue 2 way communication Cheaper Faster Better??? Source: social Media Sydney Xmas 2008 – personal collection K. Carruthers Social media marketing model 23 May 2010 | © K. Carruthers
- 24. Example Gary Vaynerchuk grew his family business from $4 million to $50 million using social media http://winelibrary.com/ http://socialnomics.net/2009/11/12/social-media-roi-examples-video/ Nov 2009 24 May 2010 | © K. Carruthers
- 25. Wine Library results $15,000 in Direct Mail = 200 new customers $7,500 Billboard = 300 new customers $0 Twitter = 1,800 new customers. http://socialnomics.net/2009/11/12/social-media-roi-examples-video/ Nov 2009 25 May 2010 | © K. Carruthers
- 26. essential tools Resources 26 May 2010 | © K. Carruthers
- 27. Example: Network of content RSS Twitter Blog/web Email subs YouTube Foursquare 27 May 2010 | © K. Carruthers LinkedIn
- 28. Website or blog This is fundamental for every business Must control it and its content Need to ensure access to site (passwords etc) Must be current and relevant This is the modern version of a phonebook listing! 28 May 2010 | © K. Carruthers
- 29. Blogging with influence Ari Herzog’s 5 steps: Content Passion Care Authority Distinction http://ariwriter.com/blogging-with-influence-in-5-steps/ 29 May 2010 | © K. Carruthers
- 30. Social media presence Elements that bring website or blog content alive Tools that enable sharing of messages with communities of people who are interested Enables dialogue Move from monologue to conversational style of interaction 30 May 2010 | © K. Carruthers
- 31. Reputation tracking There are some great paid services that can monitor your online reputation Free tools Google Alerts TweetBeep Social mention Google search RSS 31 May 2010 | © K. Carruthers
- 32. Rules of engagement 32 May 2010 | © K. Carruthers
- 33. Rules of engagement Not-fixed Experiment Adjust Recalibrate Measure Listen Real-people Share Relax Reciprocate Don’t panic – be prepared to regroup and retry 33 May 2010 | © K. Carruthers
- 34. Rules of engagement 34 May 2010 | © K. Carruthers
- 35. Tools don’t matter Customers don’t really: Care about your brand Find your product fascinating Love you because of your CRM or social media strategy It’s all about the customer! 35 May 2010 | © K. Carruthers
- 36. Desire Relevance Valency Trust 36 May 2010 | © K. Carruthers
- 37. Tony Hsieh grew Zappos “gross merchandise sales from $1.6M in 2000 to over $1 billion in 2008 by focusing relentlessly on customer service” Amazon Buys Zappos; The Price is $928m., not $847m. 37 May 2010 | © K. Carruthers
- 38. How can you find out what these are? Listening: both off and online 38 May 2010 | © K. Carruthers
- 39. Action Planning 39 May 2010 | © K. Carruthers
- 40. Your mission 40 May 2010 | © K. Carruthers
- 41. How to build trust 41 May 2010 | © K. Carruthers
- 42. 7 questions re technology 42 May 2010 | © K. Carruthers
- 43. Content strategy model 43 May 2010 | © K. Carruthers
- 44. Elevator pitch 6 Questions: What is your product or service?Briefly describe what it is you sell. Do not go into excruciating detail. Who is your market?Briefly discuss who you are selling the product or service to. What industry is it? How large of a market do they represent? What is your revenue model?More simply, how do you expect to make money? Source: http://www.businessknowhow.com/money/elevator.htm 44 May 2010 | © K. Carruthers
- 45. Elevator pitch Who is behind the company?"Bet on the jockey, not the horse" is a familiar saying among Investors. Tell them a little about you and your team's background and achievements. If you have a strong advisory board, tell them who they are and what they have accomplished. Who is your competition?Don't have any? Think again. Briefly discuss who they are and what they have accomplished. Successful competition is an advantage-they are proof your business model and/or concept work. Source: http://www.businessknowhow.com/money/elevator.htm 45 May 2010 | © K. Carruthers
- 46. Elevator pitch What is your competitive advantage? Simply being in an industry with successful competitors is not enough. You need to effectively communicate how your company is different and why you have an advantage over the competition. A better distribution channel? Key partners? Proprietary technology? Source: http://www.businessknowhow.com/money/elevator.htm 46 May 2010 | © K. Carruthers
- 47. Digital marketing plan Competitor Analysis Goal Objectives Target Audience Key Messages Strategies Tactics Channels Measurement Budget 47 May 2010 | © K. Carruthers
- 48. Competitor analysis Who are they? What are they doing? Why are they doing it? What are their results? 48 May 2010 | © K. Carruthers
- 49. Goal What do you want to achieve for your marketing initiative? Summarise it in a single statement 49 May 2010 | © K. Carruthers
- 50. Objectives S.M.A.R.T. objectives for the plan: Specific Measurable Achievable Realistic Time-bounded 50 May 2010 | © K. Carruthers
- 51. Target audience Who are they? Where can you find them? What do they like? Who else is targeting them? 51 May 2010 | © K. Carruthers
- 52. Key messages This is your narrative A few simple ideas you want to get across Think about it from an audience perspective 52 May 2010 | © K. Carruthers
- 53. Strategies What methods will you use to get your message across? Include the who, how and what of achieving your objectives. 53 May 2010 | © K. Carruthers
- 54. Tactics Tactics are the specific action items to support your strategies and meet your objectives. Each should include a deadline and cost estimate (S.M.A.R.T.) 54 May 2010 | © K. Carruthers
- 56. Social networks
- 58. Direct mail
- 59. Events
- 60. Podcasting
- 62. Traditional media55 May 2010 | © K. Carruthers
- 63. Measurement Identify the key metrics pre-launch Metrics can rarely be retro-fitted Plan how to capture the data 56 May 2010 | © K. Carruthers
- 64. Budget Look at budget last It is easier to make trade-off decisions later if you have done all the homework 57 May 2010 | © K. Carruthers
- 65. Slides available: www.slideshare.net/carruthk Business: www.hyro.com Personal: www.katecarruthers.com Twitter: @kcarruthers 58 May 2010 | © K. Carruthers
Notas do Editor
- Image source: Greg Verdino 2007
- Image source: Greg Verdino 2007
- Image source: Greg Verdino 2007
- Image source: Greg Verdino 2007
- Meet the personGet to know themUnderstand how you fit togetherImportance of foreplay
- necessary part of your social media arsenal is that you control it and all of the content therein. This assumes that you to host your own site & have access to all the data. If it is hosted or managed by someone else then your data is at risk if the relationship breaks down or their business has a failure.
- Social media & social network presenceSocial networks and social media are the elements that bring website or blog content alive. These are tools that enable sharing of messages with communities of people who are interested. They also provide an opportunity to move from a monologue publishing style to a conversational dialogue style of interaction.
- This kind of monitoring should be setup and reviewed regularly.Regular participation, care and feeding of social media is necessary as it is now part of the marketing mix. Social media and social networking are part of both the place and the promotion of a brand or product.Online should be monitored similar to the way we used to monitor customer feedback, newspapers and magazines in the past.
- Valency = the capacity of one person or thing to react with or affect another in some special way, as by attraction or the facilitation of a function or activity.
- Ability refers to an assessment of the other's knowledge, skill, or competency. This dimension recognizes that trust requires some sense that the other is able to perform in a manner that meets our expectations. Integrity is the degree to which the trustee adheres to principles that are acceptable to the trustor. This dimension leads to trust based on consistency of past actions, credibility of communication, commitment to standards of fairness, and the congruence of the other's word and deed. Benevolence is our assessment that the trusted individual is concerned enough about our welfare to either advance our interests, or at least not impede them. The other's perceived intentions or motives of the trustee are most central. Honest and open communication, delegating decisions, and sharing control indicate evidence of one's benevolence. [Source: http://www.beyondintractability.org/essay/trust_building/]
- 1) What is it and what does it do?With this question you can find out how much the person recommending it actually understands. If someone can’t explain what the proposed technology is and what it does in plain English be very suspicious. Seek alternative perspectives if they are unable to answer this question in a way that makes sense. I always say – “if you can’t explain it to someone’s grandmother so she can understand what it is and does then you don’t understand it properly yourself”.2) How does it work?Don’t be afraid to openly ask “Can you explain to me how it works?” It is similar to the previous question but digs in more on the functions that it can perform and how it does so. Uncovering assumptions – such as that the proposed technology assumes access to high speed broadband – is critical. These assumptions generally add unanticipated cost to implementation of the solution.This question also uncovers information about potential extra costs. For instance, if an application is hosted in the cloud (a.k.a. software-as-a-service or SaaS) then you will need likely need an extremely reliable and robust internet connection.3) How does it make or save money for me?This is an important question. Often the person suggesting technology for your business does not correctly understand its profit model. The revenue model for your business in relation to the new technology needs to be clear, otherwise calculating the payback period is impossible.4) How long is that payback period?Strong and confident off-the-cuff answers to this question are invariably wrong. A sensible answer to this question will depend upon a number of variables, some of which are particular to your business, time and place. I have seen more dodgy payback assertions than I’ve had baked dinners. It’s worth digging into this question and doing a proper ROI analysis.5) What are the indirect costs of this technology?Often the focus is on the capital cost of the technology and little consideration is given to the total cost of ownership during the life of the asset. Indirect costs include:External costs: hardware and software maintenance (a good rule of thumb is 20% of original capital cost annually adjusted for CPI), additional support, ongoing minor enhancement requirementsInternal costs: this is usually the cost of time for staff to look after or use the technology; sometimes the technology adds new tasks that must be considered & often these tasks require some level of technical skill; also often overlooked is the possibility that you will need to take on new staff to run the technology6) How updateable is this technology?This is a big question. If there are improvements in the technology will you have to buy a new model or can the existing model be upgraded? Given how fast technology innovation cycles move these days, being able to upgrade or expand the technology is key to having a decent useful life for the asset.7) Who else uses it & how do they use it?If nobody else is using the technology yet then there needs to be compelling answers to all of the other questions. Further, if there are no other local users (i.e. in your country) then the support infrastructure might not be there ready to offer effective support. There is nothing worse than the support help phone line being in a timezone that is opposite to your own.