Marketing Wisdom
for 2005:
105 Marketers & Agencies
Share Real-Life Tips
by The Readers of MarketingSherpa
Sponsored By
Yes, you may replicate this report in its entirety, and/or post it on an intranet or Web
site. However, please do not edit or cut pieces to pass along. Thank you.
ISBN: 1-932353-42-9
Without Omniture you might
as well be working blindfolded.
With Omniture’s award-winning SiteCatalyst you gain insights into your online marketing initiatives and what is happening
on your site in real time. You can look deep into your customer segments, fall-out patterns, cross-sell opportunities,
campaign effectiveness and more.
DOWNLOAD A CASE STUDY AND LEARN HOW TOP COMPANIES HAVE:
increased store conversions as much as 50%
increased Google traffic by 300% in just 30 days
increased traffic to a trial offer page by more than 100%
reduced keyword spend by 50% without losing traffic
See why the Internet’s best – including AOL, WalMart, eBay, Timberland and Wine.com – choose SiteCatalyst.
GET FREE CASE STUDIES, WHITE PAPERS, OR SCHEDULE A DEMO TODAY.
www.omniture.com/ sherpa
1.877.722.7088
©2004 Omniture, Inc. Omniture, the Omniture and SiteCatalyst logos are trademarks of Omniture.
All other trademarks and logos are the property of their respective owners. All rights reserved.
(c) Copyright 2005 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 3 -
MarketingSherpa Inc.
Table of Contributors by first name with quote numbers
Adrian Rowe ............................................. 39
Alec J. Rosen .............................................. 40
Allan Sabo .................................................. 87
Angela Morsa ............................................ 76
Anita Campbell ........................................... 1
Anonymous ............................................... 14
Anonymous ............................................... 79
Anonymous ............................................... 84
Anonymous ............................................... 97
Anonymous ............................................. 102
Anonymous ............................................. 104
B.L. Ochman .............................................. 65
Becky Miller ............................................. 105
Ben Chestnut ............................................... 5
Bill Black ..................................................... 43
Brenda Wright ........................................... 75
Brett Crosby ............................................... 21
Brian Carroll .............................................. 52
Brian LeCount ........................................... 16
Brian Muys................................................. 71
Bruce A. Prokopets ................................... 10
Carine Magescas ....................................... 67
Chet Dalzell ............................................... 55
Chris Scott .................................................. 72
Christian ..................................................... 73
Christine Pillsbury .................................... 90
Claudia H. Christian ................................ 45
Clint Schmidt ............................................. 95
Darren Smith ............................................... 4
Dave Freedman ......................................... 91
David Hallmark ........................................ 17
David S. Culbertson ................................. 26
Don Forschmidt .......................................... 9
Don Rua ..................................................... 99
Table of Contents
A Letter from MarketingSherpa’s Publisher ................................................................................... 7
Part 1: Email Marketing ..................................................................................................................... 9
Part 2: Search Marketing .................................................................................................................. 15
Part 3: Site Design & Conversion Tactics ....................................................................................... 18
Part 4: Advertising (Online and Off) .............................................................................................. 21
Part 5: Direct (Postal) Mail............................................................................................................... 23
Part 6: General Advice ..................................................................................................................... 26
Part 7: B-to-B Marketing .................................................................................................................. 28
Part 8: PR & Blogging ....................................................................................................................... 33
Part 9: Agencies & Consultants on Growing & Managing Clients............................................ 36
Part 10: Jobs: Hiring, Looking & Office Politics ........................................................................... 43
The MarketingSherpa Story ............................................................................................................ 47
Practical Reports for You from MarketingSherpa ........................................................................ 49
(c) Copyright 2005 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 4 -
MarketingSherpa Inc.
Dorothie Hughes....................................... 92
Duarte Canrio ............................................ 66
Fred Waugh ............................................... 54
Gina Christiani .......................................... 23
Gordon Cramer ......................................... 58
Grant Hosford ........................................... 86
Heather Logan........................................... 77
Hugh Byrne ............................................... 29
Jay Lipe ....................................................... 19
Jenine Kaznowski ..................................... 48
Jennifer Tabbal............................................. 3
Jessica Albon .............................................. 13
Joe Colopy .................................................. 89
John Coons ................................................. 24
John Schulte ............................................... 41
John Stapleton ........................................... 88
Jon Lisbin ................................................... 20
Josh Katinger ............................................. 15
Jurie Pieterse .............................................. 18
Karen Post .................................................. 68
Kimball Norup .......................................... 61
Kirsten Weisenburger ............................... 50
Leslie O’Flahavan ..................................... 56
Lisa Trager ............................................... 103
Lorne Daniel .............................................. 46
Lorraine Janeway ...................................... 25
Lorrie Morgan-Ferrero ............................... 6
Marc Schiller .............................................. 94
Marilynne Rudick ..................................... 56
Mark A. Patten .......................................... 78
Mark Silva ................................................ 101
Marketing Analyst .................................... 12
Markus Naewie ......................................... 47
Matt Browne .............................................. 27
Matthew Tod ............................................. 32
Michael A Brown ...................................... 51
Michael Harris ........................................... 62
Mike Turner ............................................... 22
Mitch Joel ................................................... 93
Mookie Tenembaum................................. 36
Nat Rosen ................................................... 96
Perry Wang ................................................ 33
Peter Cohan ............................................... 53
Peter Davies ................................................. 2
Peter Majarich ........................................... 83
R. David Gould ......................................... 82
Robb Hecht ................................................ 85
Russ Novy.................................................. 30
Russ Phelps ................................................ 42
Sandy Cahill .............................................. 80
Sanford J. Barris ........................................ 59
Scott Braden ............................................... 63
Scott MacDonell ........................................ 35
Sharon Dotson ........................................... 69
Simon Young ............................................. 49
Stan ............................................................. 44
Stephanie Worthington ............................ 28
Steve Dovey ............................................... 38
Steve Mast .................................................. 37
Sue Barnhill................................................ 70
Sue Duris ...................................................... 8
Suuzen Ty Anderson ................................ 60
Suzanne Galvez ......................................... 31
Tim Slavin ...................................................11
Tom Egelhoff ............................................. 98
Tony Niederer.......................................... 100
Troy Brown ................................................ 34
Uriah Av-Ron............................................. 64
Uwe Sinn ...................................................... 7
Vic Cherikoff .............................................. 57
W. Shillito ................................................... 81
(c) Copyright 2005 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 5 -
MarketingSherpa Inc.
Table of Companies with quote numbers
1-800-CONTACTS..................................... 95
Accession Media LLC .............................. 15
Actif Communications ............................. 58
Active Integrated Marketing ................... 76
AJR & Partners .......................................... 40
ALTI Business Upgrade Consulting ...... 87
Aperion Audio .......................................... 25
APR ............................................................. 69
Bald Eagle Consulting Inc. ...................... 82
Bar Branding Design Agency .................. 83
Black Horse Productions ......................... 43
Bookspan.................................................... 23
Bookspan.................................................... 73
Bronto Software......................................... 89
Business Marketing Services ................... 59
Business To Business By Phone .............. 51
Cahill Consulting ...................................... 80
CFA Institute .............................................. 48
Cherikoff Food Services Pty Ltd ............. 57
Convio ........................................................ 54
CrystalVision Web Site Design &
Internet Services ..................................... 17
D.M. Freedman Company ....................... 91
Data Resource Consulting Inc................. 10
Decifer Solutions Ltd ................................ 81
Delphic Sage .............................................. 78
Delvinia Interactive .................................. 37
Discovery Channel Store ........................... 3
E Diamond Corp ....................................... 24
E-WRITE .................................................... 56
ElectricArtists ............................................ 94
Emerge Marketing .................................... 19
eMergent Marketing ................................. 31
Enquiro Search Solutions Inc. ................. 75
Grandview Consulting Inc. ..................... 46
Harte-Hanks .............................................. 55
Hecht Consulting ...................................... 85
Hodge Communications Inc. .................. 72
Illico Design ............................................... 67
Inesting ....................................................... 66
ING DIRECT.............................................. 18
Integral Impressions ................................. 27
InTouch Inc. ............................................... 52
Kaufhof....................................................... 47
Killer Copy/Maximum Marketing ........ 42
LawMarkets.com ...................................... 60
LegalZoom.com ........................................ 35
LightBulb Interactive................................ 26
Logan Tod & Co ........................................ 32
M4 Communications Inc. .......................... 8
MailChimp ................................................... 5
Media Revolution LLC............................. 33
Microsoft License Secrets ......................... 63
Monkee-Boy Web Design Inc. ................. 74
National Mail Order Association............ 41
Newsletter Spa .......................................... 13
Oasis Public Relations .............................. 64
Open Text Corporation .......................... 100
Orbital Data ............................................... 28
Pacific Shaving Company........................ 44
Paskill Stapleton & Lord .......................... 88
PayPerClip ................................................. 90
Per Annum Inc. ......................................... 12
Point It! Inc................................................. 20
Point of Reference ....................................... 4
Primedia EquipmentWatch ..................... 29
(c) Copyright 2005 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 6 -
MarketingSherpa Inc.
PrimeLight Productions ............................. 9
R.O.Why! Marketing ................................ 16
rabbit eMarketing ....................................... 7
Raymond James Financial ....................... 99
Real Branding .......................................... 101
Red C Marketing ....................................... 39
Red Hot Copy.............................................. 6
Red House Communications LLC ..........11
Rodman Publishing ................................ 103
RTP Advertising ...................................... 105
Share Results ............................................. 50
SimonYoungWriters ................................. 49
Small Business Trends ................................ 1
Small Town Marketing.Com ................... 98
Softpoint Multimedia ............................... 38
Solutions Planning Group ....................... 77
Sterling Commerce ................................... 70
Strategic Communications Group .......... 71
The Harris Group...................................... 62
The Nelson Family of Companies .......... 61
The Open Grove ........................................ 45
The Second Derivative ............................. 53
The Timberland Company ...................... 34
TTPCom ....................................................... 2
TurnerTrends Inc. ...................................... 22
Twist Image................................................ 93
United Virtualities .................................... 36
Urchin Software Corporation ................. 21
Webshots/CNET Networks .................... 30
whatsnextonline.com ............................... 65
ZAAZ Inc. .................................................. 86
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 7 -
MarketingSherpa Inc.
A Letter from MarketingSherpa’s Publisher
Do you ever feel less-than-inspired by your job?
Perhaps like me you’ve been involved in marketing for so many years and run so
many campaigns that your brain begins to feel sucked dry of all enthusiasm.
Plus, it’s not always easy being a marketer with the negativity that surrounds our
profession these days. In b-to-b we are seen as a “cost center” churning out leads
that sales reps claim are never quite good enough. In b-to-c, we are slimy commercial
interests who sully the world with advertising attacking consumers from
every direction.
Advertising, PR, and marketing used to be slightly glamorous professions you
could brag about being in. (Remember Darren in Bewitched on TV?) Now, the
profession feels a bit… tainted.
I’m incredibly lucky because every week I and the rest of the editorial team here
at MarketingSherpa get to interview the world’s best marketers in-depth. Their
passion, their enthusiasm, their lessons, get the blood moving. (I feel a bit sorry
for our own marketing team though, who has to cope with me bursting into their
office every few days with a new idea from the latest story we’re publishing.)
My best lesson for this past year though was to rejuvenate your marketing and
business batteries by helping a not-for-profit who can’t afford a high-powered
marketer like yourself on staff.
I’ve always been such a workaholic that my contributions to help the world were
limited to writing checks for charity. But when my friend Charles Terry of CWT
Consulting asked me to join the Advisory Board of the Glimpse Foundation in
2004, I couldn’t resist.
Glimpse provides a place online and in print for young people studying and
living abroad to contribute essays, photos and essays to. They help all of us gain
insights into countries and cultures around the world, and into what it means to
be a global citizen.
I found myself coming alive in my first Board meeting. It felt so good to have a
worthy help-the-world goal to apply all those hard-won marketing lessons and
skills to.
In this cynical post-20th century world, we sometimes forget how critical marketing
skills are. Marketing can transform a tiny entrepreneurial dream into reality.
PR can get the word out about something that helps many lives. Advertising can
keep brands we all love alive.
So, my advice to you is, if you find yourself feeling weary in 2005, look around
for a good cause to volunteer apply your marketing skills to. You’ll find your
enthusiasm for marketing as a whole revived and you’ll appreciate your day-job
like never before. Plus, you’ll meet some awfully interesting people.
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 8 -
MarketingSherpa Inc.
But don’t just take my word for how great volunteering your marketing services
is — here’s a note from MarketingSherpa reader Claire Thompson of Zed PR
(www.zedpr.co.uk) of how volunteering revived her marketing spirits:
My big lessons for 2004 were learned from a voluntary PR project. The
Action 100 ride runs annually from Bristol to London at the end of
August. The 100 mile ride raises funds for Action Medical Research, a
charity that funds a huge amount of projects based on clinical evidence and
has already resulted in a wide range of medical advances. Volunteering
professional services took me away from my normal comfort zone —
technology and telecoms — into the realms of consumer and regional
media contact.
They may have gained time, creativity and expertise, but I gained contacts,
personal negotiation skills, and the satisfaction of working in a field that
was new to me, but which helped me think outside of the box for my
normal client set.
Everyone should commit some time to a local charity project, even if it’s
only once. It’s a great way to demonstrate how to be really creative on
virtually no budget and will finetune event, people and time management
skills.
Thanks for your support,
Anne Holland
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 9 -
MarketingSherpa Inc.
Part 1: Email Marketing
1It pays to be contrarian. If you want to reach the small and midsize business
(SMB) market, send email on non-typical days. For a monthly newsletter, I’ve
found the best week to send them to this market is the third week of the month.
Most monthly newsletters seem to go out the first week of the month, or
even the end of the last week of the month. Consequently, the recipients are
bombarded with newsletters at the same time. Also, I have started experimenting
sending out newsletters on Fridays, a day I never in the past considered a good
day. However, for this market, where entrepreneurs and small business owners
tend to work at odd hours, from wherever they happen to be, Friday is not a bad
day for B2B newsletters. In fact, a fair number (10% or more) get opened over the
weekend, when many small business owners and entrepreneurs are apparently
catching up on their reading.
I’ve even noticed a few of the other large newsletters intended for this
market are sent out on Sundays, a day I plan to experiment with in 2005. By
sending out emails in these non-traditional days/weeks, I have consistently
gotten 50% open rates.
Anita Campbell, Small Business Trends, www.smbtrends.com
2We dramatically increased click through rates by offering a Chinese version of
our newsletter. 80% of our very targeted audience downloaded the Chinese
version, increasing our effective circulation by 47%.
We license wireless software technology to handset manufacturers all over
the world. About 70% of our business is in Asia. This year we decided to offer
both an English and Chinese version of the newsletter, even though our target
audience has pretty good English. Our English version already had pretty good
statistics. 37% of valid recipients clicked through and downloaded.
This allowed us to create two segregated lists, one which preferred English
and one which preferred Chinese. We now send the email in Chinese as well.
20% of our emails are now in Chinese, and the click through rate for the Chinese
newsletter is a whopping 80%. It showed to us just how important localisation is.
The results have caused us to re-evaluate all of the material we send and make
localisation a top priority for all kinds of material in 2005.
Peter Davies, TTPCom, www.ttpcom.com
3Customers love to feel appreciated. This year we started sending out ‘thank
you’ emails to customers who had purchased in the prior month thanking
them for their purchase and offering an incentive to purchase from us again. Our
repeat purchase % increased dramatically and this turned out to be a super
successful program!
Jennifer Tabbal, Discovery Channel Store, http://shopping.discovery.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 10 -
Part 1: Email Marketing
4The most consistent thing we’ve found from our email campaigns is that Pain
gets far better results than Benefits. In psychology, it’s called hitting the old
brain — the decision making part of the brain that is solely concerned with Me
(your prospect) and is triggered by emotional reactions. Put your prospect smack
in the middle of their point(s) of pain right from the first line of the email, make
‘em squirm, then give ‘em a possible way out with what you offer.
To be most effective with this tactic you must first spend the time to seriously
refine your target list of recipients so you’re hitting the people that actually
feel this pain every day or week.
Note: This may not be the ultimate purchaser of your solution, but could
easily become your staunchest champion within their organization, and that’s
worth its weight in gold.
Darren Smith, Point of Reference, www.point-of-reference.com
5We have a client with a B2C email list of around 80,000. It was several years
old, and so had some ‘opt-out’ members on it. All came from transactions on
his own site (none rented or purchased). Before we would work with him, we
sent a confirmation email to his list requiring recipients to click a link in order to
stay subscribed. If they didn’t click, they’d be automatically removed.
His list lost about 25% of its members after that confirmation campaign
(almost all of them were AOL members). Plus, about a dozen of the AOL users
*still* reported his campaigns as spam, even *after* they confirmed their subscription.
He was initially scared about losing a large chunk of his list, but overall
performance of the campaign (leads generated) stayed level.
Now, his list is nothing but confirmed opt-in. It goes out once a week. Yet it
still manages to get 3 or 4 AOL spam complaints from their feedback loop system
every month (the FBL system sends you a copy of every email from your server
that an AOL user has classified as ‘spam’).
Lessons learned?
• Confirmed opt-in will probably make your list shrink, but that is probably
a *good* thing.
• Even with confirmed opt-in, you’ll still get a small amount of spam complaints
• We think the very small percentage of AOL spam reports are accidents, or
they are his competitors being malicious. Which takes us to the next
lesson…
• A ‘one-click’ unsubscribe link (which embeds the user’s email address or
userID into the link) is extremely handy. If your email is classified as spam
in AOL, a copy is sent to you, but they remove the complainer’s email
address. With a one click unsubscribe link, you can remove that person
from your list immediately, and be done with it.
• If the client ever deviates from his schedule, like sends a day late, or sends
an extra email that week, AOL spam complaints come in (about 2 or 3
complaints each time, as opposed to 1).
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 11 -
Part 1: Email Marketing
• The AOL FBL/Scomp reports are not perfect, but for an ESP like us, with
thousands of users, they’re a good indicator of overall list cleanliness
Ben Chestnut, MailChimp, www.mailchimp.com
6Per your advice, on September 20th this year, I moved my ezine delivery date
from Tuesdays to Mondays. My open rate went from 39.3 percent to a 42.8
percent. Those extra percentage points added up to more dollars in my bottom
line.
Lorrie Morgan-Ferrero, Red Hot Copy, www.red-hot-copy.com
7We work for a few big companies in Germany as well as a lot of midsize
companies. These companies have only a few email addresses and our focus
is to give them the chance to win new subscribers easily. We produced a special
subscription page were the company reps themselves can subscribe new readers.
The trick: parts of the email are flexible, but with a default text.
Example: A high-class restaurant asks his guests for their email-addresses
after they finished their meal. The next morning they get a ‘thank you once again
for your visit’-email that can be personalized in the first sentence and in the
postscriptum. So the email may start like this: Mike, thanks for your visit with
your wife and your lovely kids in our restaurant yesterday. It was a pleasure…
P.S.: You asked for the possibility to arrange a birthday dinner for your
grandma. Of course we are happy be your host then! The effect is absolutely
great — people love this kind of mailings. The additional work for the restaurant
is little, if there is nothing special to say the subscriber just gets a default standard
text. Of course it works only with a few new subscribers per day because of
the additional workload — maybe 20 or so — but then it is a great feature. We do
this for a couple of 5-star hotels and restaurants in Berlin, Frankfurt and Hamburg
and I can really recommend it to other marketers.
Uwe Sinn, rabbit eMarketing, www.rabbit-emarketing.de
8Lesson: For email marketing campaigns, communication is Key and it is your
responsibility that the framework is in place for all personnel before hitting
the ‘send’ button.
I was working with a high-tech company who sold networking equipment.
The company was clearly old school but wanted to do email marketing. Their
email marketing strategy was sketchy at best so we went in there and overhauled
the strategy and got the company on track. One of the email campaigns this
company wanted to do was to develop email campaign to get at least 25 new
firms in channel partner program by year-end.
Process: Met with all internal departments impacted by this campaign for
their buy-in, input and feedback. Had input in planning, development, and
testing phases. Developed, tested, implemented, and managed campaign.
Result: While we exceeded the goal of the campaign and improved the
company’s house list in the process, the Sales Operations Manager decided to
send out an email piece of her own. We did damage control by immediately
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 12 -
Part 1: Email Marketing
sending a ‘we apologize for the oversight’ email, in fact, only a couple of recipients
were bothered. Lesson: We did what we could to enable communication and
we got a lot of GREAT feedback, we know next time, to better educate people on
the campaign, our involvement in it, and how we were helping the company to
reach its ultimate channel goal — more partners = more customers.
Sue Duris, M4 Communications, Inc., www.m4communications.com
9I had been creating marketing letters for sometime to keep top of mind with
my prospects for corporate video production. It was a letter format, printed
on glossy stock, which included a few images from a recent video I had completed
along with a ‘clever’ note. I sent it out every three months or so and never
got much of a response. Some people when I would check didn’t even remember
seeing it with all their other mail. After a suggestion from my ‘Marketing Mentor’
(Ilise Benum) I started to follow-up the letter with an email that had some
repeat of the message and a few of the images I used in the print piece. My
response rate increased from zero to on average 25%. It was sometimes an
acknowledgement they had seen the print piece and other times a request to give
them a call about an upcoming project. I found that the follow-up of the email
enabled my prospects an easy, quick way to acknowledge my promo and say
Hello in a no fuss, no muss way.
Don Forschmidt, PrimeLight Productions, www.primelight.net
10 I started my first job at an online marketing firm in early May as a Senior
Deployment Officer. I was biased and cynical, to say the least, in regards
to email marketing. It only took about 2 weeks to turn my thoughts around.
I was responsible for an email campaign for a client who sold skin cream
supposedly made by a missionary from the 18th century… HOW BORING! I
‘knew’ the campaign would tank. I had convinced myself that this was a total
waste of time and nearly called the client to consult them about maybe changing
their strategy. The subject line they wanted to use you ask? ’18th century nun
cured my jock itch’. Yes, you read that correctly. I figured the best we could hope
for was a low complaint and opt-out rate. I was positive the end user would be
asking themselves ‘A time traveling, jock-itch curing nun, eh? What happened to
good ole Viagra spam?’ I couldn’t be more wrong. The campaign did great with
open rates upwards of 14 percent. Another great one was a campaign for a client
who sold exotic jerky. ‘Man Bites Gator’ was the subject line and it experienced
even better results.
The lesson I learned was one I use everyday here at my desk: Use your
imagination and keep the email exciting. Outrageous subject lines have become a
specialty of mine ever since these two campaigns.
Bruce A. Prokopets, Data Resource Consulting Inc, www.dataresourceconsulting.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 13 -
Part 1: Email Marketing
11This year I was fortunate enough to help one of my clients begin email
marketing against a list of email address leads collected from their
internet Web site. Their product is a high-ticket item and their industry has a
shady reputation at times (not my client, of course). So we expected low open
and clickthrough rates. Many of the addresses also were six to eight months old
with no email sent to them and so we expected high unsubscribe rates. However,
the first email campaign (two rounds of email) went beautifully: low unsubscribe
rates, high open rates (50% on one email), and strong clickthroughs. We generated
strong foot traffic for their open house and a few people became customers.
It was a beautiful thing. We nailed everything.
It was too easy. In the second emailing, the first of two emails sent was a
simple offer email, a personal letter with lots of the same pretty pictures as the
first email campaign but laid out on the page better. We had high expectations.
Then we watched the open rates for that email drop by half and clickthroughs do
worse.
So for the third email we swapped back in the email layout that had worked
in the first campaign. The open rates and clickthroughs increased strongly. I
looked at the low-performing email and suddenly had an epiphany: too few
links or, more precisely, too few opportunities to convert interest into action. I
had gotten too smart and thought a personal letter from the Office Manager with
a few choice links and terrific product photos would perform better than an
impersonal catalog layout with lots of smaller product pictures but more links. I
won’t do that again!
Tim Slavin, Red House Communications, LLC, www.redhousecommunications.com
12We get our customers’ best response when the email messages they receive
are very brief with only 1-2 lines of copy and a small graphic at most. Our
City Diary customers, who order their personal pocket planners each year, rarely
respond to anything other than a simple reminder that they should order a new
diary before the end of the year closes. And when our customers do finally make
their annual visit to our web site they do so with one purpose in mind — to
purchase their diary. And most customers will disregard any other invitations
until that purchase is completed. We own three online business and we’ve found
that the best time to encourage them to visit another of our sites is at the end of
their checkout. This method has been particularly effective with our customers
who have been with us for over 25 years and may not be aware that we’ve
branched out to include other product lines.
Marketing Analyst, Per Annum, Inc., www.PerAnnum.com
13This year, I learned readers really don’t dislike ads in their email newsletters
(no matter what they say) — they dislike poorly done ads in their
newsletters.
One of my clients had a twice-monthly newsletter with the requisite ad for a
product she offered. She tried to keep the ad as small as possible and kept the
focus on her content. But that wasn’t working. Not even a little bit. When she and
I started working together, I took her through all the basic steps of a newsletter
— from branding to personality. And then we got to the idea of crafting a really
enormous offer and call to action.
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 14 -
Part 1: Email Marketing
And that’s when she wrote an ad that I really didn’t think would work. It
was beautifully written and engaging. The writing wasn’t the problem. Rather, I
didn’t think it would work because it was so long. Nearly half the length of her
newsletter in one advertisement. Plus, she put it right smack at the top of her
newsletter. I thought readers would be annoyed, and maybe even a little resentful
— after all, whenever I talk with clients about their newsletters, their big
complaint about other people’s newsletters is the advertising.
But, exactly the opposite was true. Not only did she have banner sales
records, but her readers responded very positively. Since she met with such great
success, I’ve seen other clients try a similar approach — and it’s working. I’d
always heard readers have an inherent distaste for the commercial side of a
business newsletter, and that seemed to set up a combatant relationship (however
subtle) between publisher and reader. ‘How can I just convince them to
buy?’ This year, I saw the power of a well-told story in enticing customers and
I’ve learned that ads don’t have to be a sore spot for readers.
Jessica Albon, Newsletter Spa, www.newsletterspa.com
14I learned that, just because the younger generation has grown up with
computers in their classrooms and with Internet capabilities as part of the
world in which they have grown up, they do not necessarily know very much
about how things like email work. We have phone banks whose agents ask
customers for their email address so we can send them a message of thanks for
doing business with us. However, these agents periodically report email addresses
that start ‘www.’. Another common mistake is having email addresses
reported with the word ‘at’ instead of the @ symbol. In other words, when it
comes to technology, familiarity does not necessarily breed comprehension.
Anonymous
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 15 -
MarketingSherpa Inc.
Part 2: Search Marketing
15Part of the reason pay per click marketing is so interesting is because we
actually got more by spending less. Let me repeat that, we INCREASED
our results by LOWERING our maximum price per click thus dropping our ad
from 1st position to 3rd position, and almost doubling click through. In what
other marketing medium can you REALLY get more by spending less!?
Josh Katinger, Accession Media, LLC, www.accessionmedia.com
16One of the lessons I learned this year (or rather, helped my client learn
thanks to your help) was just how powerful targeted landing pages can
be for conversion rates. My client (a b2b & b2C healthcare services firm) had
been generating qualified leads using traditional offline advertising methods, at
a cost of over $6.00 per lead. We pitched a strategy to test paid search in an effort
to reduce the overall cost per qualified lead. The client agreed, but had many
preconceived notions about the best methods to use. The company was anxious
to increase site traffic and decrease lead costs using paid search, but had a less
than 100% commitment to all of the work required to make PPC programs work
as well as they could.
We outlined the implications that such a program would have for their web
site, its layout and navigation, and of course, the content. The response we
received was not unfamiliar: the client wanted to jump into paid search, but
preferred to delay the site changes we felt were critical to the program’s success.
After weeks of ‘beating a dead horse’ we made a decision to show them in real
life. We launched a PPC campaign that sent traffic to the client’s chosen page —
the home page.
Despite our best efforts, the client vehemently believed that this was the best
page to send searchers to. So we decided to prove our strategies to them. Not
surprisingly, conversion rates were dismal for this campaign. What’s more, we
saw cost per lead actually increase to over $10 per lead. Offline advertising was
the winner. (So far.)
After 3 weeks of doing it their way, (and ‘peppering’ them with many of the
wonderful articles that Marketing Sherpa produces that pertain to paid search to
help substantiate our advice,) we convinced the client to give us 3 weeks to show
them that our way would deliver better results. We produced 4 highly targeted
landing pages with content relevant to 4 different sub-groups of searchers. We
channeled traffic to their respective pages, and used the same offer on each page.
Within 3 weeks we were able to produce qualified leads of at least the same
quality as their print advertising program (in many cases they were much more
qualified) at a cost of only $.58 per lead. A decrease of over 1000%! We also
produced a 50% increase in the number of leads generated. We showed the client
that by delivering content to searchers that was highly relevant to the topics they
were searching on, and by streamlining the signup process we could dramatically
increase the number of leads generated and slash the overall cost per lead.
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 16 -
Part 2: Search Marketing
The client now has a much more cost effective lead generation program that
delivers many more qualified leads, and has since chosen to divert their offline
advertising budget to our online effort (and listen to us much more than before!)
A fantastic success! Thank you for helping R.O.Why! Marketing convert a client
into a true believer of the power of Internet marketing done right!
Brian LeCount, R.O.Why! Marketing, www.ROWhyMarketing.com
17 2004 saw a lot of changes for us. One site we worked on for SEO was best
completed by using a new site vs. optimizing the existing site. Creating a
new site, fresh without re-creating the wheel made it easier, quicker and optimized
from the ground up, we had great results in 60 days. The old ways may
have worked, but using a new site we were able to do things the original
webmaster didn’t take into consideration when building. Our job was easy once
the client understood the benefits and saw the results.
David Hallmark, CrystalVision Web Site Design & Internet Services, www.cvwp.com
18Don’t underestimate the stupidity of your competitors. In search engine
marketing you will frequently find competitors bidding unprofitably high
for listings and undermining the effectiveness and cost efficiency of your campaign.
The problem in most instances is that your competitors are not smart enough
to figure out that they are driving up the cost of advertising to a point where it is
no longer efficient. If your competitors’ job success is measured on being listed in
the top spot instead of gaining cost effective conversions then you will have an
even more difficult challenge to reach your own goals cost effectively.
However, revenge is sweet indeed when a competitor bids $5, the 3rd bid is
$0.43 and you can bid $4.99 in 2nd place. You’re forcing the competitor to pay $5
per click while your effective cost is only $0.44 per click. Not everyone knows
this trick and goes to show that you should never underestimate the stupidity or
superior ability of you competitors to impact your own campaigns.
Jurie Pieterse, ING DIRECT, www.ingdirect.com
19 I learned that pay-per-click is still an undiscovered jewel. An associate
and I set up an online board game retailer in October of this year… fed
primarily by PPC traffic. It is now December 21 (less than 90 days later), and the
company is processing order number 2,531! Over 90% of this traffic has been
generated by PPC and the client is ecstatic. In fact, the online store’s success has
been so overwhelming, the owner is rethinking his initial plan of adding a new
retail store in 2005. Why add costly overhead when you can open an online store
and generate significant sales for just a few hundred dollars?
Jay Lipe, Emerge Marketing, www.emergemarketing.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 17 -
Part 2: Search Marketing
20 One of the most important lessons I learned this year is that paid search
continues to be one of the most effective and quantifiable means of online
advertising, despite increasing bid pressure. Our paid search agency continues to
grow our client list and see their success day in and day out. We feel a great
responsibility to our clientele because of the importance paid search plays in
their marketing and business growth. Tactically, beyond Google, Overture, and to
a much more limited degree Ask Jeeves and Findwhat, there’s no need to waste
you or your clients time and money; but keep on testing and experimenting!
Jon Lisbin, Point It!, Inc., www.pointit.com
21Looking at just conversion isn’t enough. You need to know which goals are
converting and how much that is worth. And if a ppc keyword isn’t
converting, it isn’t always the keyword’s fault. Sometimes it is the landing page,
other times it is the funnel process, and often times it is the ecommerce system.
Finding the breakdown in the process is the best way to improve the return on
ppc keywords.
Brett Crosby, Urchin Software Corporation, www.urchin.com
22We publish a financial weekly newsletter. For the past three years, our
subscription price has been $49.50 per month. We had experienced reasonable
growth in our subscriber base, but we wanted to test the market to see if
we could find a lower price point where the volume of new subscribers would
justify the new lower price. We ran an advertising campaign, primarily through
AdWords and Overture, for this test. The price was dropped to $9.95. We expected
this rate to have a dramatic increase in our signups. It had a small increase,
but certainly nothing to get excited about.
Our second test was astounding… We moved the price to $19.95 for the
TurnerTrends Report and $19.95 for the TurnerTrends Stock Ratings product.
Then, we ran the same ads for the same timeframe. Our signup rate dramatically
improved. We experienced more than a 500% increase in signups. And, the
amazing thing is the vast majority of signups select both the TurnerTrends Report
and the TurnerTrends Ratings, for a total of $39.90 per month.
So, the lesson we learned was interesting for us, anyway. 1) You can offer
your product at too cheap of a price and lose credibility. Our customers just did
not believe a credible financial service would charge that low of a price. and 2)
You can offer a product for under $20, but include additional components and
most subscribers will take the combined product.
Mike Turner, TurnerTrends, Inc., www.turnertrends.com
23It is not necessary to build out massive keyword lists. A carefully selected,
refined list of keywords that speak to your customer is all you need and is
much more manageable!
Gina Christiani, Bookspan, www.bookspan.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 18 -
MarketingSherpa Inc.
Part 3: Site Design & Conversion Tactics
24Our site had gotten a bit stale. Shortly before Christmas season it was decided
to do a ‘quick’ facelift for Christmas. The result was a lower click
thru and volume below last years. My lesson: Never get talked into a rush site
overhaul just before a major buying season, no matter how well intentioned! Our
‘stale’ site was proven a better business generator.
John Coons, E Diamond Corp, www.ediamondco.com
25 I learned that spending a lot of money on a slick new Web site doesn’t
necessarily result in a higher conversion rate and increased revenues. I
learned that even highly gifted people who don’t ‘get’ the company culture are
not the ones to put in charge of marketing communications. I learned that Marketing
Sherpa is a great thing to read, and that we can use the ideas there to
promote our organizational intelligence. (Your informational is regularly read by
almost half of our staff.) Thanks for the great job you do.
Lorraine Janeway, Pres., Aperion Audio, aperionaudio.com
26In 2005, creative Web site design will decline in importance as the use of
analytics rises and people begin to see hard data that proves a functional
Web site is more important than a good looking Web site.
David S. Culbertson, LightBulb Interactive, www.lightbulbinteractive.com
27 The biggest lesson of ’04 has to be the JC Penny case study. I dub ’04 the
year of conversion for me personally. And at the end of ’04 it all came
together in a practical case study. In it I learned the most important lesson of my
autodidactic study, namely that the visitor-to-conversion metric is not the end all,
cure all metric of Internet marketing. JC Penny pointed out that their visitor
conversion was very low in the month proceeding the Holidays. They shed light
on the fact that just because conversion may be low over a specific period of time,
the overall site effectiveness might be at an all time high. I have since grown into
measuring a Web site’s effectiveness as a whole and how it contributes to the
business’ overall mission. Now I am always on the look out to measure a Web
site’s effectiveness beyond the standard visitor conversion metrics. Thanks
Sherpa!!!
Matt Browne, Integral Impressions, www.integralimpressions.com
28 When showing new Web site designs to your CEO, make sure the mockup
uses gibberish instead of something close to the actual text that you might
eventually use. My CEO dug in his heals on what unfolded to be a bad design
because he liked the title. It was a 3-week project delay and additional (unbudgeted)
design revs to get him to come around.
Stephanie Worthington, Orbital Data, www.orbitaldata.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 19 -
Part 3: Site Design & Conversion Tactics
29 Never underestimate the power of simplicity and the free trial. Earlier this
year we were running a clunky, ugly site, circa 1999, featuring a subscription
process requiring the user to complete seven registration screens (and seven
‘submit’ buttons, for that matter) in order to complete a pre-paid order for an
annual subscription. Streamlining that process to one screen and a 30-day free
trial lifted net conversion by 150%, with no other changes to the ugly, antimarketing
design of the old site. By contrast, our mid-year, marketing-friendly
site redesign, complete with plenty of highlighted benefits and ‘try now’ buttons,
only raised conversion by a few percentage points.
While our redesign was time and money well spent, primarily due to dramatically
improved product usability and some great bundling opportunities,
the benefits of giving users a simple, risk-free approach to ordering, regardless of
site aesthetics, was not lost on us.
Hugh Byrne, Primedia EquipmentWatch, www.equipmentwatch.com
30 In our online prints and photo gifts store, we found that placing a simple
10% off coupon code in a pop-up window called “View Current Discounts”
gets discovered and applied frequently by potential shoppers. On average
the “hidden” coupon code can account for an increase of 20% of our total
store sales. And for customer goodwill it makes every shopper feel like they are
getting a deal. To limit your exposure, you can set limits on the coupon.
Russ Novy, Webshots/CNET Networks
31In 2004 I was reminded once again that customers rule and yes, it’s true,
pop-ups must die.
One of the more successful conversion tools we used over the last few years
was a Web site exit offer/survey. The promotion was delivered by a pop-up
window when a customer left a site, and provided clients with an opportunity to
both gather customer feedback to improve their site and save the sale. The idea is
solid and had performed well, but this past year, we saw the effectiveness significantly
diminished.
The widespread adoption of pop-up blockers (enabled by default in 2004 for
Internet Explorer’s browser w. SP2) prevented large percentages of customers
from even seeing the offer. Of more concern is the latest research that shows popups
are now ranked as the most hated form of advertising and customers transfer
their negative reactions to advertisers who use them. With this type of strong
momentum, it’s long past time to change course and come up with new, innovative
ideas and conversion tools.
Suzanne Galvez, eMergent Marketing, www.emergentmarketing.com
32Averages lead to average results — and who wants to be average? This
year we started taking ‘average’ conversion rates from our clients’ sites
(leads generated or sales divided by visits) and by using smart web analytics
tools to divide the data into various segments to see how each segment converted.
We wanted to find out what lay behind the overall average conversion
rates they report. What did we find? Conversion rates from visitors who first
found them through a banner campaign were 85% below ‘average’ where are as
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 20 -
Part 3: Site Design & Conversion Tactics
conversion rates from returning visitors who had previously responded were
150% greater than average. Users of internal search are 75% more likely to order.
We saw a range of conversion rates from 0.25% to greater then 50% depending on
the segment! How can you use an average to cover that range?
Answer: You can’t! If you use averages in your web analytics you are doing
yourself self a real disservice. So in 2005 we plan to ensure all our clients stop
using averages and focus on each segment and how they convert. With this data
in hand we have been able to fine tune landing page strategies, search strategies
and re-engineer sites to optimise them for each segment identified.
Matthew Tod, Logan Tod & Co, www.logantod.com
33 I manage a marketing Web site for a wireless manufacturer’s style-centric
phone line. Over the years we’ve been spending sizeable portions of our
budget on content to feature on the site, including music videos and some original
video content. We had found ourselves in a bit of a dry spell with new content,
and had begun to look to new content partners in the record industry and
elsewhere.
When our client mentioned that they had access to their latest set of humorous
brand-oriented TV spots, we debated whether or not we should add them to
the site. After all, these are TV spots… for a company. We assumed that posting
TV spots would be too overt a tactic; that it would backfire the way selling
corporate logowear on your site reeks of ‘yield to the company’ self-importance.
So we asked ourselves, do people want to see these TV spots, or will it turn off
our visitors?
Taking the risk, we added the three 30-second TV spots to the site. As a
single act of promotion, I submitted a link to the spots on a popular gadget news
blog. Yep, you guessed it. The TV spots increased traffic by a whopping 100% —
doubling traffic — and sustained for over three weeks. Thanks in large part to
referrers from the gadget blog, the spots were the single most effective content
we’ve ever put on the site in its 17+ month life. We found that entertaining and
viral content do not always need to be specifically manufactured, licensed, or
produced. Without realizing it, clients may already have compelling, attractive
content waiting in their arsenal.
Perry Wang, Media Revolution, LLC, www.mrev.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 21 -
MarketingSherpa Inc.
Part 4: Advertising (Online and Off)
34For the first time, we experimented with a Word of Mouth campaign to
help promote awareness and drive conversion of our new custom boot
program called BOOTSTUDIO. This program allows you to personalize and
customize every aspect of one of our most popular waterproof boots. This campaign
enlisted the services of DEI Worldwide and focused on engaging existing
and prospective Timberland consumers via chat rooms, message boards, and
instant messenger conversations.
The overall intent was to drive awareness of the program and ultimately, of
course, sales of the product. We worked closely with DEI to refine the program,
including choosing where we would and would not engage consumers and how
we would and would not present ourselves. Importantly, we elected to be
upfront about who we were — highlighting that the chatter was a Timberland
representative. We believe it is critical to be honest in your representations and
not to ‘fake’ like you are a member of the community. We also learned the value
of arming our chatters with a meaningful offer that could be conveyed with a
promo code. A WOM campaign relies on engaging others to ‘spread the word’
virally through the Internet. So you would expect to see a delayed ‘crescendo’ as
momentum builds. In fact, we’ve seen an increase in page views over time
(indicating increased awareness) and sales volumes have doubled over their
original baseline pre-WOM campaign.
Perhaps more importantly, strategically, is the wealth of information gathered
from the documented conversations with thousands of consumers about our
program. We obtained valuable insights on colors, price point, and other configuration
options that will be included in our program going forward. Not all
campaigns are suited for the WOM approach. But campaigns that involve a story
that can engage consumers and enlist their help in engaging others should be
considered.
Troy Brown, The Timberland Company, www.timberland.com
35As a company that focused mainly (read: exclusively) online advertising,
we felt the need to start branching out into offline vehicles to extend our
reach, while still tracking revenue from our efforts. We felt that radio could be a
good fit. We could afford a decent local test in terms of creative and the media
buy, and we liked the ability to specifically target key demos. Fortunately, there
are radio shows out there that not only fit demographically, they also fit psychographically,
in terms of do-it-yourself listeners, which is perfect for what we have
to offer.
The problem is that we didn’t have a strong radio spot. We also didn’t want
to take the radio station’s offer of ‘we’ll create a spot for free for you’ for obvious
you-get-what-you-pay-for reasons. So, we went the radio host endorsement
route. Key to our decision here was making sure that the host had a long tradition
of doing endorsements with the same company (in other words, it was
working for other companies). The show that the radio host was on was also and
advice-type show, so the listeners were already in the ‘I’m going to tell you what
to do’ mindset.
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 22 -
Part 4: Advertising (Online and Off)
The short of the story is that the local test campaign paid big dividends. We
were able to track sales by looking at the lift in local revenue, coupled with traffic
from the host’s Web site and the numbers of discount requests by listeners (we
did a ‘enter my name in the discount code box and get 10% off’ promotion). In
other words, we easily made our money back and then some. The moral of this
story is this: if you can get a trusted radio host to endorse your company or
product and can negotiate a decent rate, you can make the registers ring.
Scott MacDonell, LegalZoom.com, www.legalzoom.com
36Having an advertising technology that provides users with self-control of
the web experience turned into VERY few opt-out options. In Ooqa-Ooqa
campaigns, giving the users the control was very successful. This is something
the whole industry must learn: To treat the users as you would like to be treated.
Mookie Tenembaum, United Virtualities, www. unitedvirtualities.com
37 Location, location, location … was the lesson we learned when a recent
acquisition-focused online campaign was under-delivering. Over 13
million impressions across 30 of Canada’s most popular consumer sites and
portals were averaging a generous 0.70% click-through rate, but producing poor
conversions results. We reallocated 15% of the media buy to Yahoo! Mail exit
screen, a channel that performed well in the past. One creative, one size, one
area, generated more conversions within seven days than the multi-site approach
did in three weeks.
Lesson learned? Test new ideas, build insight, monitor campaigns closely,
and always have a plan B in mind.
Steve Mast, Vice President Managing Director, Delvinia Interactive, www.delvinia.com
38Affiliate programs don’t start themselves; it takes a lot of proactive work
with the affiliates and networks to generate interest. This means joining
the affiliate forums to see what concerns and joys others are having, regular
product and news updates to your existing affiliates, and actively looking for
new affiliates. Affiliates are one of the best sales forces you can have so treat them
like a part of your team and give them all the material and help they need to go
out there and promote your product or service.
Steve Dovey, Softpoint Multimedia, www.savapoint.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 23 -
MarketingSherpa Inc.
Part 5: Direct (Postal) Mail
39 In the lead up to Easter 2004, we undertook a substantial test campaign
for one of the biggest electrical retailers in the UK. We distributed over
500,000 catalogues both personalised via mailings and non-personalised using
door to door distribution. The campaign was a great success, delivering almost
one million pounds in genuinely incremental sales against matched ‘control’
stores, much to the retailer’s surprise — they were DM skeptics.
But the surprise for us was this. We learnt long ago that you have to get the
store staff ‘bought in’ to any marketing initiative or it will fail, no matter how
smart. So we did motivational training sessions launching the scheme in all of
the stores in the two weeks leading up to the promotion.
They must have been pretty good, because sales in the test stores started to
pull away BEFORE THE PROMOTION TOUCHED DOWN! It was a great
reminder for us of just how important a factor staff motivation and involvement
is in any retail environment.
Adrian Rowe, Managing Director, Red C Marketing, www.redcmarketing.com
40VAC, a developer of audit technology for vending machines, needed to
determine who their target markets were and then customize a campaign
to reach them. Different school districts let individual schools manage the programs
and others managed the process from a central point.
Solution: A multi-tier direct mail campaign focusing on different potential
target audiences across school districts, ranging from district Treasurer to an
individual school’s facilities manager and then tabulating the results to hit the
right person. The direct mail campaign consisted of a series of postcards featuring
a magnifying glass and the search for hidden money to fund school projects.
The final mail drop was a real magnifying glass and a letter. The direct mail
campaign was reinforced with targeted media relations focusing on school
administrators, food & beverage and facilities management.
Through these efforts, the client was able to secure contracts and pilot
projects with three of the nation’s top-10 school districts as well as one correctional
facility.
Alec J. Rosen, AJR & Partners, www.ajrpartners.com
41Even though we are an association we still have to market ourselves like
any other business. And while we have done our fair share of on-line and
e-mail advertising, and continue to, we have found that our direct mail letters,
postcards and the mailing of sample issues of our newsletter are netting us a
better conversion rate than on-line. In fact, we are seeing a little over 3% response
increase in these direct mailings than we ever have before. Same offer, same
prices, same type of lists. We don’t know why this is yet. We can only speculate
that we are now standing out more because people are getting less mail delivered
and too many messages on-line, thus clouding the waters. In 2005 we will be
increasing pieces in the mail, and testing more print advertising in business
magazines to see if the same holds true.
John Schulte, National Mail Order Association, www.nmoa.org
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 24 -
Part 5: Direct (Postal) Mail
42A nationally-known finance company called me to write a direct mail piece
to replace their tired control. Much of it was compelling, much of it was
lacking, and the format begged for a makeover.
I was able to save them money by making over the existing control — revising,
re-writing, adapting instead of a complete re-write from scratch. Not only
that, the new piece I wrote beat their old control (and all competitors) handsdown!
The Lesson Learned?
Before you plunk down $5,000 to $15,000 in copywriting fees — not to
mention royalties — for a new control, consider these ways to get more mileage
and money from your existing control (with mild apologies to my fellow copywriters,
hungry for lucrative new business):
1. Change your headline. A better headline can increase response as much as
900 percent. According to copywriting legend John Caples, sometimes the
best headline is one that makes a startling announcement or gives news.
Other effective headlines promise a breakthrough, feature a glowing
testimonial, feature your offer or make a guarantee.
2. Change your opening sentences. Make sure they flow logically and
smoothly from the new headline(s) you are testing.
3. Change your subheads and transition statements. Make sure they are in
harmony with your new headline and lead the reader quickly through to
your call to action. Smooth out any jarring conceptual “speed bumps” in
the process.
4. Change your package format. For example, if you’re using an eight-page
letter in a 9x12 envelope, test an eight-page self-mailer with headline,
attention-getting graphic and teaser copy visible near the mailing label.
Plaster your best testimonials all over the back cover.
5. Add a step to the sales process and save conversion costs. For example,
instead of mailing a full package, generate leads via direct mail postcards
and/or small ads in targeted media. Send the leads to a direct response
Web site, opt-in e-mail autoresponder sequence, fax-on-demand or other
method that captures and solicits the leads. Rework the copy in your full
control package to follow up with leads. You’ll not only save sales costs,
but also create the opportunity to build a prospect list you can sell to over
and over again.
6. Add more testimonials. If you’ve done your job well, you probably have
accumulated testimonials from happy buyers since you’ve been mailing
your old control. Feature them! The best testimonials are specific, believable
and prove your benefits. Weave them into your selling copy as you
sell the benefits and go for the close.
7. Change the color. If you’re using a boring black on white piece, test black
on bright yellow. Or add more color throughout the piece. This is especially
effective if you have been mailing repeatedly to the same lists. The
key is to grab the reader’s attention with something that looks new and
different.
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 25 -
Part 5: Direct (Postal) Mail
8. Use more graphic enhancements. This includes photographs, illustrations,
charts, etc. — anything that reinforces the selling power, dramatizes the
benefits or proves your claims.
9. Add a “Reasons Why” box or inset in the piece. Under a headline such as
“8 Powerful Reasons Why You’ll (Make Money/Save Money/Feel Better)
When You Own Our Widget,” summarize the key benefits the buyer will
enjoy. Make them “picture with pleasure” how much better off they will
be after they buy from you.
10. Bulletize. If your copy is too dense, try breaking thick blocks of copy into
powerful “bullets” that sell benefits, summarize the offer or give more
reasons why to buy now. The faster they read, the sooner they buy.
11. Test another P.S. Use a deadline warning, testimonial, benefit summary
or offer an additional bonus.
12. Modify the offer. Make it harder or softer. Add a bonus, change the terms
or offer a longer or stronger guarantee.
Russ Phelps, Killer Copy/Maximum Marketing, www.russphelps.com
43 In any type of direct mail campaign — whether it be standard postal mail
or email — the response is only going to be as good as the offer. I recently
put together a 37,000 piece postcard mailer for a client in the hospitality/gaming
industry.
Initially, the offer was for a specially priced dinner/room package, intended
to draw new customers from outlying areas. After some consideration, the client
changed to offer to a 2-for-1 dinner offer. The postcard art was completed in a
very attractive design, and the pieces were mailed. Mind you, 37,000 postcards.
At the time the offer expired, the response rate was 168. That is not a ‘percent’
— that is total responses! 168 out of 37,000! The lesson to take away from
this is — it doesn’t matter how much it is dressed up — or even if it is delivered
to the right demographic — what matters MOST is that the offer needs to be
strong enough to cause the recipient to act! No offer — or weak offer — no
response…
Bill Black, Black Horse Productions, www.blackhorse-productions.com
44A simple, well written, hand-signed letter (yes, letter — not email) expressing
your gratitude for your customers’ purchases and a $0.37 stamp go a
long way in keeping your customers happy and loyal. You don’t need to overcomplicate
it.
Stan, Pacific Shaving Company, www.pacificshaving.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 26 -
MarketingSherpa Inc.
Part 6: General Advice
45We are a small non-profit organization located in Denver, Colorado. Most
of our marketing dollars get directed into our one large fundraiser, the
Heart of the Grove. This year we worked very hard to become completely immersed
in non-profit marketing and fund raising. According to our well research
marketing plan, we advertised in our local paper, we passed out 10,000 fliers, we
put up posters and purchased on-line advertisements. We checked every single
idea off the list.
Did our efforts work? Sure, we received more responses and increased our
profile but only by a little bit. All of the extra efforts, special practices, and great
ideas only brought a small increase in our business. It was the long term marketing
basics that really made the difference. People who had seen our fliers last
year were much more likely to attend this year. People who already knew about
us were much more likely to send money.
What we learned this year is that running a non-profit organization is really
running a business. We learned that good, basic marketing practices and practical
business sense are the true keys to success. All the bells, whistles, great ideas
don’t matter as much as simply and carefully applying the basic principles of
marketing. It’s kind of funny really. We thought we had to share this!
Claudia H. Christian, The Open Grove, www.opengrove.com
46People THINK that they want more choice in products and services but
experience shows that you can give people too many choices.
I certainly did that with a new marketing tool in 2004. We developed an
internal marketing tool for optometry offices that was significantly pre-tested by
Optometrists and their staff. We then designed the final version of the marketing
tool — with 13 variations to suit the specialized needs of different eye clinics.
The response? None. People — even the ones who had been pre-testing the
tool and getting great results from it — were simply overwhelmed with the
number of choices we gave them. I am sure that many INTENDED to respond to
our offer some day, but put it away ‘until we have time’ and of course that time
never arrived. SO, we went back to our offering and simplified. We chose two
main options and on each of those gave two variations, for a total of four products.
Orders started coming in, and now positive referrals are building the
response. People, I learned, want some choice, but are paralyzed in the face of
too many choices.
Lorne Daniel, Grandview Consulting Inc., www.grandviewconsulting.com
47 Customers want direction and support — too much choice makes them
undecided.
Markus Naewie, Kaufhof, mnaewie@whu.edu
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 27 -
Part 6: General Advice
48The lesson I re-learned this year is to remember to write for the reader.
WIIFM (What is in it for me) is not a new concept, yet so many so-called
marketing professionals bypass the benefits and deliverables for the reader in
their marketing messaging so that they can instead talk about the power and
reputation of the organization and its products and services. We had a consultant
come in for the purpose of helping our staff develop our team skills. He pointed
out that to be successful in dealing with colleagues and teammates, it is helpful
to employ some successful sales and marketing strategies. When he asked the
group what ‘WIIFM’ meant, the lesson came flooding back. Thinking about
WIIFM when communicating to a prospective client helps to write from the
reader’s point of view, a lesson that never goes out of date.
Jenine Kaznowski, CFA Institute, www.cfainstitute.org
49 Keep it simple. That applies to everything in your business — marketing,
office layout, how you work with others. The world is complicated
enough without you adding more complication and stress. If things start getting
complicated, expensive, or both, ask why. Keep asking why until you’re either
satisfied it needs to be that way, or you’ve simplified it again. Use simplicity to
focus on the relationships in your life and business. In the end, they’re all
you’ve got.
Simon Young, SimonYoungWriters, http://leadershipissues.blogspot.com
50 In 2004, I learned that intuition is as important as statistics when it comes
to making Internet marketing decisions. We have to remember that, even
though we are working on machines, we are working with people. You can
advise affiliates all day long about their navigation and metrics, demographics
and all that — it’s all very important. But if you don’t have a human connection
with your affiliates and merchants, all the technology and number crunching in
the world isn’t going to inspire them to promote you and drive traffic and make
a campaign work.
The same goes for Web site design, email marketing, search engine advertising
and other online marketing tools. When it comes to finding out why people
are online and what they are looking for — ask yourself why you are online and
what you are looking for. Stand outside the statistics and ask yourself how you
feel about your campaign or Web site and you might be surprised by the creativity
that results.
Kirsten Weisenburger, Share Results, www.ShareResults.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 28 -
MarketingSherpa Inc.
Part 7: B-to-B Marketing
51A client had crafted a campaign for new functional add-ons to their computer
security software. The phone component of the campaign featured
an ‘advertisement — inducement’ message to be left overnight on the phone mail
systems of their active customers for first-thing-in-the-morning listening. They
hired me to write and record the pitch, which the campaign managers insisted be
at least sixty seconds long. I counseled otherwise, but they were adamant. They
did agree to position the campaign as a ‘test.’
The campaign bombed big time. The message was sent to several thousand
customers. We had two responses, zero sales. We called a dozen customers
afterwards to ask ‘how come?’
Lesson learned: when business people first arrive at work and have 150 emails
plus 58 other phone messages, the last thing they want is to sit through a
recorded marketing or sales narrative. So they delete. We decided to test a different
approach … a fifteen second message with no campaign pitch. Rather, an
invitation and encouragement to the web site for important security news.
Results: 100 messages left, 18 web visits (with customer password log-in) within
2 days. Eight sales the first week. Winner!
Michael A Brown, Business To Business By Phone, www.michaelabrown.net
52Sales people want selling time rather than more sales leads. Ask most
executives and marketers what sales people need and they will say, ‘more
leads.’ Your sales people don’t want more leads actually, what they want is ‘more
effective selling time.’ You must realize that the extreme time pressure sales
people face — especially those with a complex sale — requires them to ignore
what is not immediately relevant and highly likely to produce revenue. So before
you invest any more money in lead generation ask this question, how can we
give our sales people more selling time? Then write down your thoughts and
meet with your sales team and ask them the same question. How can we help
YOU get more selling time? Now shut up and really listen… The key is to communicate
and then collaborate.
Brian Carroll, InTouch, Inc., www.startwithalead.com
53The Content-Free Buzzword-Compliant Vocabulary List: ‘Our powerful
software is flexible, intuitive, easy-to-use and integrates seamlessly with
your other tools. Robust and scalable, your organization can enjoy the benefits of
our best-of-breed world-class offering.’
How many times have you read this in marketing materials for software?
Does it provide you with any real information — or is it simply a string of meaningless
buzzwords? When you or your team uses these words and phrases in a
presentation or software demonstration, you risk loss of credibility. Presentations
and demos, in particular, need to focus on facts — not supposition — in order to
achieve technical proof or generate a real vision in the customers’ minds.
Peter Cohan, The Second Derivative, www.SecondDerivative.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 29 -
Part 7: B-to-B Marketing
54Content is still King… Our most successful online campaign last year was
a good, old-fashioned white paper. It was a guide to online fundraising
for nonprofit executives that received a 10% response rate, was downloaded
over 1,500 times, was picked up as a contributed article, and was proactively
mentioned by several organizations as a factor is deciding to become a Convio
customer.
What made it different?
• Taking the time to create a thoroughly researched, well-written piece of
valuable content vs. re-purposing existing content.
• Making sure the content was relevant to the target audience (our marketing
manager has customers review the drafts)
• Making sure the offer tied back to our company’s value proposition. Too
often marketers focus on ‘catchy’ offers like gift certificates or remotecontrolled
cars, that drive good response numbers but do little to further
the value proposition.
Fred Waugh, Convio, www.convio.com
55While marketing has an ever-increasing need to prove its return on investment,
we’ve also found that sales support also has sets of metrics that
must be addressed: in my part of the company alone, when a new sales professional
joins us, we reward him or her with 2+ inches of sales product/solution
training, 20 thick PowerPoints — and that doesn’t even include an introduction
to how we integrate our offering with the rest of the company! So to make it
digestible, we’ve learned the need to make it easier: deliver a thin “playbook”
that provides a fast-start to a sales pro, and keep their orientation less daunting.
It’s really no different from buying a home electronics product — we have the
detailed product documentation, and the “quick-read” to make it functional now.
Chet Dalzell, Harte-Hanks,www.harte-hanks.com
56 In June 2004, we experimented with a special offer: an ‘All-You-Can-Train’
unlimited use license to our writing curriculum. For a $1000 license fee
customers could use our materials to train an unlimited number of people for a
six-month period. The offer gave customers a three-month purchase window.
Great offer at a great price, right? Then why was response so flat?
When we talked with prospective licensees, we were reminded of how many
hoops they had to jump through before they could implement a major training
initiative: needs assessment, coordinating the initiative with multiple business
units, getting legal to review the license agreement, getting the higher-ups to
approve, reserving a training space, identifying qualified in-house trainers. They
simply needed more than three months to get the license approved.
So, we quickly contacted all our prospects and extended purchase deadlines
to accommodate their decision-making cycle. By October, we had sold twice the
number of licenses we had expected to sell. We’ve now made the offer permanent-
no deadline at all to purchase an All-You-Can-Train license.
Leslie O’Flahavan and Marilynne Rudick, E-WRITE, www.ewriteonline.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 30 -
Part 7: B-to-B Marketing
57 My company had to grow its turnover substantially for it to gain the
security needed in a tough industry — food. Everything in this industry
is being commoditised and then purchased on price but I still had the advantage
of specialising in the rare and pretty much unknown area of native Australian
foodstuffs (herbs, spices, fruits and their products).
I created the strategy of optimising my distribution to get the result I
wanted. I began approaching hotels and resorts in selected locations, offering to
run an Australian cuisine promotion; something quite unique and exclusive to
them. This got me into the markets I wanted and airfares, accommodation, meals
and a few other costs covered. Naturally, there was also the sale of the products
needed for the promotion, which added to cash flow.
Once it was all in place, I asked the hotel if they would like to add to their
kudos in their city by holding what I now call a hospitality lunch where chefs,
Food & Beverage Managers and GMs are invited for a free meal and are exposed
to my pre-emininent products. This approach has resulted in leveraging my sales
pitch from one on one (probably by email as a cold call) to me talking to 45 to 70
chefs eating dishes made from my ingredients and all commenting positively on
products they particularly liked.
It was then a simple task to ask this audience about their recommendations
as to local distributors (some were even invited to the promotion over the next
day or two) and I grew my network from 6 countries to 28 in just 9 months.
Incidentally, I also had an absolute ball doing it.
Vic Cherikoff, Cherikoff Food Services Pty Ltd, www.cherikoff.net
58This lesson is about keeping in touch with your customer base and not just
by email. During 2004 I have made a point of delivering seminars and
workshops on the subject of emarketing mostly to SME’s and mostly in Regional
areas. The lessons learnt were these:
1. Face time is the most valuable. During the seminars I was able to conduct
surveys and to discuss in detail some of the issues facing online and
would be online marketers. I have been able to construct a top ten list of
areas of interest, which was surprisingly consistent throughout the series
of seminars and will be focusing on those during the coming year. Online
surveys have terrific benefits but they do not allow the interactions and
group discussions that you will get in a seminar.
2. Seminars are a great place to sign up subscribers, not just the ones who
attend but the ones they recommend as well. I estimate that each seminar
had an effective sign up rate of 55% + due to the referral effect.
3. The sign ups from seminars are proving to be the most interactive when
online and most likely to buy from our range of services. It may sound
trite and it may sound obvious but it was also a reminder for me to keep
up the personal contact with your market and your customers. In the end
it pays some serious and measurable dividends.
Gordon Cramer, Actif Communications, www.actifcommunications.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 31 -
Part 7: B-to-B Marketing
59 I decided to give fax broadcasting a shot. Many of my clients are in the
construction trades, so I decided that would be my first target. I already
had most of their contact information. My total fax number count was 2,138. So,
on Tuesday December 14, 2004, I sent out two different faxes, 1,069 each, with a
different headline. I always test everything, because you never know what’s
going to work and what won’t. My headlines read: (1) Business Owners, $1000
Marketing Secrets — $1.00 each — 100% Guaranteed (2) Business Owners, Are
You Upset — Do your competitors get a lot of the money that should be going
into your bank account? 1,588 faxes made it to their destination.
Within two minutes my phone started ringing, and it rang and rang and
rang. Over the next four hours, I wrote down 78 fax numbers. Every call was a
‘take me off your fax list’ call. Plus, my fax machine was churning out page after
page of the same message ‘take me off your fax list.’ Someone actually wrote
their message, one word per page, and faxed me an eight page ‘take me off your
fax list… ‘ request.
But, as I fingered through the stack of faxes, writing down fax numbers to
take off my list — there it was — the first order.
Now, here’s what I learned. Next fax broadcast will have an automated fax
removal number on it or to be removed, the recipient will have to fax back the
original fax to me. That way we are not wasting time fielding removal calls all
day. 78% of the ‘take me off your fax list’ came from the Fax with the headline
‘Are You Upset.’ I guess they were upset I sent the fax and asking them in my
headline was not very smart on my part. My one order come from the $1000
Marketing Secrets-$1.00 each, headline so I will test that head again. My ROI was
a small loss, but because it generated the first order, I was still happy.
Sanford J. Barris, Business Marketing Services, www.97MarketingSecrets.com
60 I learned that if you’re marketing to a local audience over the web, you’d
better have a product ready to satisfy a national audience as well. My
seminar was planned for just in two cities in southern California and I was
marketing it by local print advertising with the sign-up on my Web site. I kept
the seminar manual on my computer and continuously updated it with additional
information so it could be given in loose-leaf form to attendees at the last
moment. I promoted the manual on my Web site as a benefit to attendees. But if
I’d finalized even an early copy of the manual into softbound, I could have been
selling it effortlessly to the national audience visiting my Web site, as I realized
once requests to buy just the manual began coming in from other states. But with
the seminar impending, I lacked the time to put the manual into a separately
saleable form. Lesson learned! Next time, I’ll be ready for the national audience
as well.
Suuzen Ty Anderson, LawMarkets.com, www.lawmarkets.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 32 -
Part 7: B-to-B Marketing
612004 was a year of going back to the basics of marketing — connecting
people who have needs or pain with our solutions. This ‘conversation’
can happen in many mediums and unfold with myriad marketing strategies, but
by far the simplest (and I think one of the most effective) solutions is to engage
your market with a live event.
In 2004 we created and promoted a ‘Thought Leadership’ seminar series
where clients and prospects were invited to hear industry experts share best
practices and solutions. With between 80 and 100 attendees per event this strategy
helped us create a deep market ‘intimacy’.
Top level benefits:
1. Positioned us as ‘thought leaders’ in the market.
2. Because they were free we received media coverage for our events, our
subject matter (and our companies!).
3. Solidified client relationships.
4. Demonstrated value (without selling anything) to our invited prospects.
5. Gave our sales teams a valid reason to loop back and ‘touch’ their sales
funnels with an invitation to attend.
Kimball Norup, The Nelson Family of Companies, www.nelsonhr.com
62I was hired by a French enterprise software firm to help launch their U.S.
division in 2004. The U.S. sales team had been hired prior to beginning
the marketing, which was a mistake because there was an imperative to generate
leads quickly using traditional marketing. We tried direct marketing and found
that, with no brand presence in a mature market, responses were few. However,
at the same time we invested substantially in PR up front to build awareness
with the industry influencers. As soon as we were able, we shifted most marketing
resources to partner marketing, which would complement the awareness that
was building in the upper tiers of the marketplace. Relationships with key OEMs
and partners blossomed quickly, which led to more leads in the pipeline than any
direct marketing we had done.
Michael Harris, The Harris Group, www.the-harris-group.com
63I sell a b-to-b report and consulting service to a very tight niche market —
my total US customer universe potential is about 5,000 companies. So I
went with a high price point and a lot of value-adds, and intended to use
AdWords as my primary traffic source. The ads worked great for getting traffic
— I averaged 5% plus clickthrough across all of my terms, and up to 20% on a
few highly targeted terms. But my conversion was horrible — regardless of
which keywords brought the traffic in. At the same time, I was contacting trade
magazines to do articles, interviews etc — and with each mention, my site got a
nice spike in traffic and usually a few sales resulted. So the PR is working way
better than the AdWords.
Second lesson — a bonus for you! ;^) The next most successful method for
sales — both in total revenue and in cost per sale — is endorsed offers to other
people’s lists — where I make a deal with the list owner (usually a newsletter
publisher) to endorse my offer to his/her list and take a commission from the sales.
Scott Braden, Microsoft License Secrets, www.microsoft-secrets.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 33 -
MarketingSherpa Inc.
Part 8: PR & Blogging
64In corporate public relations, there is often the pressure to issue a press
release every time a C-level executive feels that the company does something
they’d like the media to know about. Other times, it is the PR people,
looking to justify their position, who drive companies to issue news.
This year I opened my own PR agency to service the large Israeli technology
market. And one of my principles has been focusing my clients to issue press
releases and press pitches that have real news value to the targeted media. Rather
than building press pitch lists of more than 150 journalists, we instead build
smaller press lists based on the coverage our competitors have received, which
helps focus the press list beyond what standard industry lists provide. With
fewer reporters to contact, we have the time and resources to cultivate the necessary
relationships with reporters to better serve them as well as my clients.
Even old news can have news value when it’s properly packaged to the right
reporter who is interested in such stories.
Uriah Av-Ron, Oasis Public Relations, www.oasis-pr.com
65 I learned about how to get amazing search engine placement through a
challenge I issued on my blog to the Public Relations Society of America.
Their 2004 World Conference did not include a single workshop on blogging. I
used my blog, What’s Next Blog, to chastise them for their shortsightedness and
issued a challenge to them to add a blogging workshop. I did that on a Tuesday
in October. By Friday, my challenge had traveled the blogosphere worldwide and
I had been invited to speak about blogging at the conference. The amazing thing,
however, is that within those few days my blog posts hit the top 10 search results
for PRSA 2004 Conference. One post said I challenged them and a second said
they backed down and invited me to speak.
The power of blogging has been proven by many case studies. But this is the
clearest example I’ve seen of the power of blogging to increase SEO rankings.
The result was greatly increased traffic to my blog and a well-attended PRSA
workshop.
B.L. Ochman, whatsnextonline.com, www.whatsnextonline.com
66A business blog will make more present the customer in the company’s
day-to-day life. It’s an evolution of the organization culture for an external
communication that doesn’t have for initial purpose to sell a product, using a
formatted language, but to create a relationship. And a two way one, like a
relaxing and informal chat. Is there a better way to create, manage and develop a
true relation?
Duarte Canrio, Inesting, www.inesting.pt
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 34 -
Part 8: PR & Blogging
67 After submitting pitches and sending product samples to large (print)
publications, we started to actively seek and communicate to smaller
specialty blogs such as treehugger.com and designsponge.blogspot.com. What
we found interesting and appealing was the fact that blogs function as information
hubs for others.
Mentions on six blogs resulted in numerous links from other blogs and sites,
inquiries from offline publications like Budget Living and Jane Magazine, but
also calls from buyers like the Target’s Red Hot Shop. The ‘proximity’ of the
medium works well for us as our business is online and it is also extremely
gratifying to see a product featured only days after you pitch it (vs. months with
offline publications).
Another welcome side effect is that our Google Page Rank increased and we
are now getting more traffic through Google search results. The time that we
spend on seeking blogs and dropping them informal emails has paid off beyond
our expectations. Blogs are now part of our regular press distributing list. Some
even get plugs on products before they are featured on our site at
illicodesign.com
Carine Magescas, Illico Design , www.illicodesign.com
68Don’t underestimate the power of a letter. As a speaker, author and
consultant I constantly look for the most effective ways to market and
expose my services. Six months ago I decided to approach top business publications
about writing a guest column. I selected 10 magazines. I wrote one letter,
included writing samples and suggestive topics for stories. Within 2 weeks
received an email from Fast Company indicating their interest and a contact
person I should follow up with. This one letter secured me a writing contract, a
monthly column, added credibility and already several other big income generating
assignments. When you think you see a good opportunity, act on it today. Be
proactive. Send a letter.
Karen Post, www.brandingdiva.com
69By chance, I scanned your newsletter one day last spring where you
included a call for entries for the Stevie Award competition for women
entrepreneurs.
Well, long-story-short, I entered my best client and lo and behold, she ended
up winning in one of the categories! Because she had a conflict, she flew me to
New York where I picked up the award for her. A wonderful weekend. She won
in the mentorship category. It never would have happened if I hadn’t decided to
click into your newsletter that day. Now she has this beautiful Oscar-like award
that is helping to promote her business.
This is what else I learned: PR consultants should keep a careful eye out for
all sorts of award opportunities. It is a fail-safe way to get positive (very positive)
publicity for your client that lasts and lasts.
This has been a great year. My client also won Pitney Bowes’ Best Small
Business Award and was featured in the company’s beautiful four-color magazine
with a circulation of 800,000 Pitney Bowes small business customers. For
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 35 -
Part 8: PR & Blogging
this article, Pitney Bowes paid for a fabulous photo shoot on location in downtown
Houston.
The good news goes on. My client was also named a finalist in the Inc.
magazines Entrepreneur of the Year competition and won Houston Business
Journal’s Top 50 Woman Owned Businesses. All of this in 2004. The Stevie Award
was especially exciting.
Sharon Dotson, APR, Bayou City Public Relations
70 I hired a great entertainer for a large tradeshow and conference this year
who really wowed everyone with his magic and psychic abilities. Bob
was photographed daily and featured in the Sibos Daily News, but somehow
they always cropped the pictures so that the company name was left out. A
backdrop directly behind Bob with our company name that could not be cropped
out would have provided more name recognition for the company. It was one of
those little things that you just don’t think of. But I will next time.
Sue Barnhill, Sterling Commerce, www.sterlingcommerce.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 36 -
MarketingSherpa Inc.
Part 9: Agencies & Consultants on Growing & Managing
Clients
71Managing client expectations is critical. In an M&A situation earlier this
year, a client CEO was seeking the proverbial ‘pie in the sky’ front-page
story in the Wall St. Journal. I had seen this dynamic many times over in my ten
years as a corporate communicator.
While the relatively modest size of the deal itself precluded such coverage,
we were more confident of the prospects for at least headline pickup by Dow
Jones and proactively communicated this. Ultimately, with expectations set
accordingly, we were able to deliver this coverage and deep trade and business
media pickup. We also secured in-depth briefings with two top-tier industry
analyst firms, one of which resulted in a positive corporate profile and critical
third-party validation of the rationale for the merger.
Lesson learned: No surprises. Set client expectations clearly well in advance
of the promised deliverable. Credibility wins hearts and minds.
Brian Muys, Vice President, Strategic Communications Group, www.gotostrategic.com
72Here’s a classic mistake made by many agencies seeking to serve and
impress new clients, and to which we also fell victim in 2004: Delivering
too much, too soon and raising the bar to unrealistic levels for future service. It’s
one of the most overlooked aspects of doing business — expectation management.
We forgot this mandate with a client that signed up for a customized program
of public relations and marketing communications services, which included
several add-on projects, including a revamp of the company’s Web site.
Because this was the client’s first experience with professional communications
services, expectations were higher than we realized moving into the program.
Initially, things went as planned as the staff familiarized itself with the client’s
operations to better prepare for pitching stories and features to the targeted
media. There was a special need, however, to meet a tight deadline to create a
nomination package for an important industry award. It arose in the two weeks
between the time the contract was signed and when work was to officially start.
Even so, we took on the project to demonstrate ‘good faith,’ and met the
deadline by dedicating one staffer’s efforts to that particular project. Unfortunately,
the pace and quality of work on this front set the client’s expectations for
the pace and volume of future work: The client expected all of the rest of our work
turned around immediately rather than achieved in the weeks or months dictated
by his budget. We should have taken the time to explain to this newcomer to
professional PR and marketing services that these are step-wise processes.
Chris Scott, Hodge Communications, Inc., www.hodgecommunications.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 37 -
Part 9: Agencies & Consultants on Growing & Managing Clients
73We launched our new book service Zooba in April 2004. Bookspan runs
about 40 book clubs and we’re therefore very used to doing the same
things time and again. As this service works and feels quite different we decided
to hire an outside agency to help us promote it. Agency A started with much
enthusiasm but we decided to let them go after only 5 months as our CPO targets
weren’t’ achieved at all. We then hired agency B but had to go through the same
experience all over again. In the end we switched to our in-house media team
and since then we’ve seen a nice increase in customer base and sales. Sometimes
going with what you have pays off way better than bringing in outsiders.
Christian, Bookspan, www.zooba.com
74Lesson learned: The client’s definition of success, might not be the same as
yours. One of our more successful campaigns (in terms of client results),
turned out to be a c-sat loser for us. We were tasked with helping a relatively
small subsidiary of our largest client to improve their search engine driven
traffic, for about 60% of what we’d usually charge for such a project. So, we took
a 30-page site with little indexable content — made up primarily of screenshot
images from PowerPoint decks — and turned it into a site full of keyword-laden
content.
When we started, only three pages were indexed in any of the leading search
engines and traffic to the site was anemic. Within six weeks, all pages were
indexed by the major search engines and search-driven traffic to the site was up
10x. My partners and I were pretty smug when we were asked to attend a conference
call with the VP of Marketing regarding the SEO project. The first words out
of his mouth were, ‘I don’t show up on the first 3 pages of Google…’
His expectations were far from reality — on a phrase with more than 2.5
million results, he wanted to be in the first three pages. I’ll tell you, it’s hard
enough explaining the intricacies of search engine algorithms with a willing
participant, but I felt like I was doing it while juggling on a high wire over a lava
pit. He didn’t care that search traffic had increased substantially or that a site
which was previously invisible to spiders was now getting indexed every day.
As a result of this experience, before we put together a proposal for even the
smallest project, we get an answer to this question: ‘What results will you expect
from this project, in order to consider it a success?’ We include our potential
client’s answer to this question in the overview section of each proposal and
reiterate it on acceptance of our proposal. Not only does this one statement help
manage client expectations, but we’ve found that it also gives the entire project a
focal point that helps minimize creep and distractions.
Monkee-Boy Web Design, Inc., www.monkee-boy.com
75Several months ago, one of our accounts went through a major corporate
reorganization that resulted in the loss of our main Sponsored Search
contact. His replacement was an experienced Marketing executive with little
direct experience in Sponsored Search Marketing. After reviewing our Google
AdWords campaign, the new executive felt that our ad titles were not what they
should be and changed all of them over to a standard format that did not include
the use of keyword phrases.
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 38 -
Part 9: Agencies & Consultants on Growing & Managing Clients
The impact was immediate, and the overall CTR dropped from and average
of 9.8% to just over 7%. When we contacted the new executive regarding the
drop it was clear that she was open to our suggestions. We took this opportunity
to run simple A/B tests (a method the new executive was very familiar with) that
clearly demonstrated the importance of keywords in AdWord titles for her
campaign.
The most obvious result of the testing was that we were able to restore
keywords to the AdWord titles and see an almost immediate return to an over all
9%+ CTR. The most important result of the testing was that we were able to
create a new and strong working relationship with an excellent customer. Further
tests on ads and landing pages are scheduled — and we are working more
closely with this client than at any time in the past — a situation that benefits
us both.
Brenda Wright, Enquiro Search Solutions Inc., www.enquiro.com
76I heard a quote recently by Maya Angelou to the effect of ‘when someone
shows themself to you, believe them.’ Although it was meant for personal
relationships — I believe it applies to business relationships as well. As a small
marketing agency owner, walking away from business is a very difficult decision
to make. However, when a client ‘shows themself to you,’ and you know in your
heart that the fit isn’t right, sometimes it’s just better to walk away, than to try to
make it work. Sometimes despite your best efforts, a client might not appreciate
the value you bring to the table. The lesson learned is that there are many that
will. Your time is better spent going after that business than wasting it with a
client ‘who doesn’t get it.’
Angela Morsa, Active Integrated Marketing, www.activeintegrated.com
77 The Lesson of Bite Size Chunks: As marketers, we all know the importance
of a comprehensive plan — it leverages every dollar in the budget,
assures that interlocking strategies and promotions don’t fall victim to ‘slipping
through the cracks,’ and generates a stronger overall impact, translating to higher
sales and a more devoted customer base. It’s a no-brainer, right?
Wrong! Your best intentions can be the fastest route to a frustrated client… or
worse, a lost account. I’ve found this to be true among for-profits and non-profits
alike, start-ups and multi-million dollar organizations, and new economy or
traditional businesses. Do you remember the famous line in the movie ‘What
About Bob?’ starring Bill Murray? ‘Baby steps… baby steps to the door, baby
steps to the elevator, baby steps to the… ‘
As marketers, our natural enthusiasm compels us to jump straight to the
scene where ‘Bob’ has tied himself to the mast of a boat out on a lake. As the boat,
captained by friends, speeds past the shoreline Bob enthusiastically proclaims to
on-lookers, ‘I’m sailing! I’m sailing!’ That’s us — we want to get right to it, overcome
the obstacles (in his case, fear of water), and start broadcasting for all the
world to hear. It makes us good at what we do… until we notice that our clients
are still back on shore ‘baby stepping’ their way into the marketing initiative.
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 39 -
Part 9: Agencies & Consultants on Growing & Managing Clients
It’s a lesson I learn over and over again. Here are some examples that probably
sound oh so familiar even in your own experience. (I’ll leave the companies
anonymous since my goal isn’t to point fingers other than at myself.)
• The non-profit that invested $25,000 in an acquisition campaign, but
wouldn’t spend $300 to correct the online donation link. Results? Status
quo — no lift in response between pre & post online giving options.
• The real estate developer with a dynamic plan to attract high-end
prospects for site visits, but didn’t vigilantly prepare current neighbors for
the guests or follow the strategic plan to build welcome networks
throughout the community. The outcome was a terrific influx of prospective
buyers confronted with scowls by current residents who viewed them
as ‘outsiders.’
It’s a good reminder that our job includes designing and managing a marketing
strategy that our clients can really get their arms around. One that rollsout
in bite-size chunks so clients can adequately prepare for the back-end responsibilities
necessary to service or respond to all those terrific opportunities we’re
bringing in the front door.
Heather Logan, Solutions Planning Group, SPG@SolutionsPlanning.com
78We’re all so busy helping others promote and grow their businesses that
sometimes we forget to take our own advice. Make the time and just do it!
Mark A. Patten, Delphic Sage, www.DelphicSage.com
79 Two points: First point — I learned that in order to grow my agency, I
needed to base fees on value, not on task. In other words, my clients don’t
care how many focus groups studies, competitive analyses or keyword buys I’m
going to do. Those are tasks. They care about value: how much revenue will they
gain, how much market share they can take, how doing ‘xyz’ will help eliminate
their problems. Ultimately, this is where the value lies.
If you focus on the value the clients gets, the less they even care about price!
In fact, if your clients are price focused throughout your relationship, they do not
understand the value you bring to the table because you have not conveyed this
effectively enough. Tragically, they only know how much you cost.
Second point — Never use time as the basis of your value. In the end, there
are only 24 hours in the day. Project based fees are substantially more lucrative.
Anonymous
80 The best and only way to grow a marketing firm is by producing results
for your clients. The kind of results your clients need: additional revenue,
gaining market awareness, or building brand recognition, but you must produce
results! It may be a slow and steady process (kinda like losing weight — the
slower it is, the longer it stays off) but in the long run, its effectiveness will build
your marketing business. Then, it’s your turn to show off your marketing expertise
by marketing your own company! You will garner word-of-mouth testimonials,
case studies, ROI samples and more which can be marketed via a monthly
newsletter, presented to your networking groups or as part of your company’s
PR campaigns.
Sandy Cahill, Cahill Consulting, www.cahillconsulting.net
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 40 -
Part 9: Agencies & Consultants on Growing & Managing Clients
81What’s most important is providing quantifiable solutions. We’ve changed
the structure of our business and products to enable us to provide an
element of payment on results and payment based on usage for our customers.
W. Shillito, Decifer Solutions Ltd, www.decifer.co.uk
82Never underestimate the power of networking and staying in touch. I’ve
only been in business for myself for 21-years — and am constantly
amazed at how the work and effort I put into networking and staying in touch
with clients and prospects pays dividends — often when you least expect it. The
simplest ‘rule’ I employ is actually the cheapest. Every day I give one business
card to someone that I didn’t know when I got up. I cheat a bit on weekends and
sometimes give away more than one a day — but every New Year I take a moment
to think that there’s about 500 people out there that I didn’t know this time
last year! And slowly but surely it pays off in solid business — and never fails!
R. David Gould, Bald Eagle Consulting Inc., www.baldeagleconsulting.com
83Want to get your clients talking? Send them free beer. I worked with
Aussie company Brewtopia (www.brewtopia.com) to come up with some
custom-made brew for my Bar Branding Design Agency. What client can say no
to a free drink?
Peter Majarich, Bar Branding Design Agency, www.barbranding.com
84I learned this year that all the technology, techniques, tactics, and tools in
the world pale in comparison to the personal relationships you build with
your clients. If you know what you’re doing, and you have your clients’ best
interests at heart, you’ll win every time.
Anonymous
85What my mother always said to us kids growing up is directly applicable
to building strong business relationships: ‘Son, always send a Thank You
note.’
Robb Hecht, Hecht Consulting, www.hechtcom.com
86You can never, ever assume that a prospect is too big or sophisticated for
your services. In fact, the best companies are often the hungriest for best
practices and a fresh perspective on the business challenges they face…
Grant Hosford, ZAAZ, Inc., www.zaaz.com
87 Very small businesses can’t afford consulting. I spent three quarters of
2004 wrestling with small businesses to get my very modest fees. In the
last quarter, I discovered seminars and other ‘one-to-many’ tools of offering my
services that yield upwards of 6 times my hourly rates. Not to mention the brand
credibility and lead generation that comes from these activities. I am very optimistic
about the potential of 2005. Good luck to you all! Allan Sabo President
ALTI Business Upgrade Consulting www.ALTIconsulting.com
Allan Sabo, ALTI Business Upgrade Consulting, www.alticonsulting.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 41 -
Part 9: Agencies & Consultants on Growing & Managing Clients
88 I met a prospect in the last minutes of a conference where PS&L was
exhibit ing. He got us on track to respond to their RFP for a major piece of
work. I wanted this connection to work. Our conversation was good, the email
back and forth was good except for one thing, they would not tell us who we
were competing against, even when it was just us and them. They did ask us for
tons of additional information, keeping us on the line and getting lots of free
consulting. I suspected we were being led on, but by then, it was too late. We did
not win the RFP. It went to a company 30 minutes from the prospect; we were on
the other coast.
That experience has been repeated often enough, the experience of wanting
to respond to an RFP and not listening to that tiny voice that says this is ‘no
good.’ Good prospects really talk to you, they don’t hold things back, and in the
end that is one of things you want from a good client, someone who really talks
clearly and honestly.
John Stapleton, Paskill Stapleton & Lord, www.psandl.com
89 My company has a number of marketing agencies that private label our
email marketing service. We have found that the agencies that organize
themselves around a defined customer set versus just a set of offerings are the
most successful. In 2004, this focus has become more critical as the industry
became more competitive as more and more freelancers entered into the market.
Joe Colopy, Bronto Software, http://bronto.com
90 Our agency launched a new PR firm, PayPerClip, and obtained great
media coverage by positioning it as a new model for the industry. (It
charges clients for results, i.e., media placements, instead of for our time.) Positioning
it as a resource for other PR and marketing agencies helped with media
coverage as well. In addition, we created a free newsletter and notified all current
and former clients and prospects of our new option. Two big lessons came from
this launch of a new sister agency: first, find a way to give the market what it is
asking for and you will find success; second, having two agency models that
provide prospects with a choice builds trust and increases conversion rates.
Christine Pillsbury, EVP, PayPerClip, www.PayPerClipPR.com
91I am a freelance marketing communications consultant. I used to offer
prospective clients a free initial consultation, which often involved taking
a train to downtown Chicago and meeting with a marketing director for an hour.
That’s half a day away from the office, with no backup because I’m a solo professional.
Less than 30% of those consultations resulted in new business. Starting in
2004, I charge a flat $100 for initial consultations. I get far fewer prospects, but
those who pay the $100 are more qualified prospects and so far 100% of them
have hired me.
Dave Freedman, D.M. Freedman Company, www.dmfreedman.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 42 -
Part 9: Agencies & Consultants on Growing & Managing Clients
922004 has been a year of risk-taking, self-imposed change, challenge, crisis
and self-realization. My fiancé and I took an incredible leap of faith in our
quest for crafting a life of balance, creativity and success for ourselves. We left
our east coast networks, friends and families to start over in Denver without jobs
in December 2003. We networked from scratch and used email, phone calls and
daily life interactions to meet individuals in marketing, advertising and technology
in order to create work situations that were right for us.
Instead of following everyone’s advice to find a job beforehand and heeding
a distressed economy, we took the attitude of believing in ourselves, our abilities
and have been able to create a steady stream of contract work individually, as
well as positioning ourselves as a team. We prepared for at least six months’
worth of no income. We lived a little frugally and enjoyed exploring our new
world with our extra time. We learned from every interview, redid our portfolios
countless times and observed our new community’s opportunities in technology.
By contracting in various technology companies, I have confirmed what
works and what doesn’t work to inspire me. It’s a great way to make sure there’s
a mutual fit. I have found others like me who want a life outside the workplace,
who are drawn to the beautiful mountains that surround this thriving city. Those
east-coast friends who thought me crazy are now thinking about moving out
here. In a nutshell: If you want to take a leap, pack your parachute as best you
can. Do your research. Believe in yourself, give things time to evolve and enjoy
the ride. Don’t make yourself fit into someone else’s vision of success.
Dorothie Hughes, Marketing Consultant
93 Can you explain a good search engine optimization strategy as easily as
best calls-to-actions on a direct marketing piece? True solutions are
coming in not marketing with technology but using technology to market and
grow new channels of business. When you have strategy, design, content and
technology in one team, under one roof, all working for your clients, you’ll have
a competitive advantage that small agencies can’t afford and the big ones can’t
ramp up fast enough and still be cost effective.
Mitch Joel, Twist Image, www.twistimage.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 43 -
MarketingSherpa Inc.
Part 10: Jobs: Hiring, Looking & Office Politics
94The lesson I learned this year was not to think short term when hiring new
people. When interviewing people for an open position, it’s important not
only to get the best person for the job, but also to know where that person truly
wants to be in three to five years. Most of my employees have been with me for
many years, and it’s important to discuss career paths early so that we can
develop great people internally rather than have to hire from outside. I now hire
based on career potential rather than if the person is the best candidate to fill the
open position. It sounds obvious, but most people don’t do it.
Marc Schiller, ElectricArtists, www.woostercollective.com
95 I’ve learned that my investment in recruiting and developing a talented
team always pays dividends, and that every shortcut I’ve ever taken with
regard to recruiting and development has come with a cost (financial or otherwise).
Never compromise with regard to the quality of talent on your team. The
online marketing industry evolves too fast; you need innovative thinkers and
thought leaders working on your business, no matter the size. If you’re trapped
in a labor market that’s low on good talent, invest the effort to intensify your
search. It’s always worth it.
Clint Schmidt, 1-800-CONTACTS, www.1800contacts.com
962004 was a year that many of us spent professionally rebounding along
with the economy. Some industries are responding slower than others
and the challenge of finding career satisfaction can be overwhelming. Bottom
line: There is no magic answer — though patience is the key word upon which to
focus. They say that finding a job is the hardest ‘work’ you’ll ever have to do.
That has never been more true than during these past few years.
Push yourself to think outside the box. Network every relevant connection
you have ever had — there is no shame in asking. Reconsider that opportunity
which represents a different company or line of business. And above all, market
yourself with the same ardor and ingenuity that you would for any perspective
boss. Eventually the rewards of all this hard work and creativity will pay off. The
results will be that much sweeter — a manifestation of the intensity of the journey.
Here’s to 2005 — a year that we professionally AND personally thrive!
Nat Rosen
97 An old lesson, but worth repeating: ‘The grass isn’t always greener
when looking for a new job. Before leaving a company, look in your own
backyard to see if there are opportunities within the organization before jumping
from the frying pan into the fire,’ said the singed marketing professional.
Anonymous
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 44 -
Part 10: Jobs: Hiring, Looking & Office Politics
98 The best lesson I learned in 2004 is the ’60 Day New Hire Survey.’ This
is a survey that you give new employees after they have been with you
for 60 days. The purpose of the survey is to discover is the person right for the
job but it’s also to ascertain if you are hiring right. Another important use is that
new employees often see improvements that management might be missing. It
has questions such as, ‘What are the three things you like most about your job?’,
and What are the three things you like least about your job?’ It also asks about
your interest in being trained for other jobs. You can find a copy on the web by
simply searching for ’60-Day New Hire Survey.’
Tom Egelhoff, Small Town Marketing.Com, www.smalltownmarketing.com
99The soft skill that can reap very concrete results for your team: There
are many ambitious professionals and executives that understand the
value of networking, and seek relationships with powerbrokers within their
organization, industry, and community. However, it can reap nearly instant
rewards if those leaders also consistently built relationships and connections
with potential skill players for their team.
For example, a supervisor finds out their terrific office manager, or phone
support staff, has just given 2 weeks notice. It will take HR weeks or months to
put just the right candidate in your hands; meanwhile your team effectiveness is
materially affected by the loss of a strong performer.
However, if the supervisor had always kept their eye out for sterling skill
players, and built friendships with them, a position could be filled in a week or
two. If you treat this skill players like ‘somebody’ when they aren’t on your team,
they might jump at the chance to be on your team when you need them most.
I’ve seen this skill pay off numerous times, and continue the momentum upwards
for the thoughtful leader.
Don Rua, Raymond James Financial
100There are more companies, more career choices and more opportunities
than ever before in history. Use it to your advantage. — Don’t write
your resume to fit the job ad, find a job ad that fits your resume. It’s a simple
exercise but takes some time — but then, you’re worth it, aren’t you? Collect job
descriptions that appeal to you; job ads from a variety of industries, companies,
locations, positions/responsibilities, etc. Piece together the best of each to write
the kind of job ad that has YOU written all over it.
Tony Niederer, Open Text Corporation, www.opentext.com
101Regarding office politics, keep a cannon handy and fire the moment it
rears its ugly head. The consumer, client and Idea are our priorities,
leaving neither time nor energy to waste on such unproductive pursuits. Few
assets are worth defending more than your company culture.
Mark Silva, Real Branding, www.RealBranding.com
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 45 -
Part 10: Jobs: Hiring, Looking & Office Politics
102The Director of Marketing took my idea and presented it as her own!
However, even when you’ve been wronged, professionalism, teamwork,
and chain-of-command can still be followed while protecting yourself and
your reputation. This past year, any of my proposals, large or small, have been
presented to the DOM and the GM together in the same meeting (proposed as a
‘time-saver’ for all involved). Employees that knew first-hand of my effort
involved in the 2004 proposal have also learned who they should and shouldn’t
go to with input. And the DOM’s ‘known creativity’ and, therefore, company
respect is diminishing. I may not be sitting the highest up (yet), but my respect
has been, and is continuing to be, earned in the way it should be.
My largest lesson learned is that thinking ‘outside of the box’ isn’t just good
ethic for innovative marketing, but for innovatively handling the powerful ‘big
dogs’ in the office and coming out on top. And setting a better example than
those above you can be the best revenge, the best career booster, or both.
Anonymous
103The Internet is changing so rapidly, that marketing and online strategies
recommended by professional organizations, such as
MarketingSherpa, tend to be a psychological reach for small to mid-sized businesses.
Change often brings out fear in people even if the change is for the better…
The lesson I learned as Director of Online Services for a publishing company,
is to keep the finish line in site, but realize that you might have to go more
the pace of the tortoise than the hare in reaching the goals you have for your
company.
Lisa Trager, Rodman Publishing, www.rodmanpublishing.com
104There is no such thing as too much communication. I am in the midst of
a career search because I did not ‘Cover my assets’ with regard to a
personnel issue discussed with my employer’s vice president. We discussed a
sticky situation behind closed doors regarding one of my subordinates. A plan of
action was laid out, which I executed. When the resolution did not go as anticipated,
raising the ire of the president, I was made the scapegoat by the VP for
having acted alone on an issue that should have been brought to his attention.
While in a meeting with the President and VP, I could not believe that he just sat
there denying I had ever talked to him about the situation. Had I just sent an
email to the VP summarizing our meeting immediately after it took place, I
would not be writing this.
As elementary as this sounds, I didn’t feel it was necessary in the situation,
as the VP was a friend, and we had always been on the same ‘team’. In hindsight,
I’m looking at this as a positive. I learned a valuable lesson, got out from under a
clearly unethical superior, and have the opportunity to make a clean start. By
working my network, I am currently in discussions with two companies that are
considering creating positions for me based on my skills and accomplishments.
Either opportunity will give me the chance to grow professionally, expand my
network, and better provide for my family and my future.
Anonymous
(c) Copyright 2004 MarketingSherpa, Inc. http://www.MarketingSherpa.com
Yes, you may replicate this report in its entirely, and/or post it on an intranet or Web site.
However, please do not edit or cut pieces to pass along. Thank you.
Sponsored by Omniture
- 46 -
Part 10: Jobs: Hiring, Looking & Office Politics
105The incredibly positive power of accepting responsibility for my
actions is the most important lesson I learned in 2004. My first experience
with this concept as a part of corporate culture was in early 2004 when I
spent a few weekends as a hair model for Redken (a fun break from my job as an
in-house marketer at a large company). On the walls of the model room, handmade
posters illustrated new cuts and color techniques and offered motivating
slogans. A reminder for the Redken employees to take responsibility for all their
actions stood out to me because it seemed so unusual.
I wasn’t sure if anyone really took the posters’ messages to heart until I ran
into a scheduling problem. I mentioned the conflict to the model coordinator and
even though she had had nothing to do with it she immediately apologized that
there had been a miscommunication. She asked one of the stylists what had
happened, and he was quick to admit his mistake and apologize sincerely. There
was no blaming, no fighting, just a calm reaction of, ‘Now that this happened,
how can we fix it?’ A solution was quickly reached, and everyone involved
walked away happy with the outcome.
This contrasted sharply with the atmosphere of the corporation where I
worked. Everyone there was suspicious of each other, quick to blame, and fast to
point out others’ faults. The employees worked in constant fear of making mistakes.
The positive exchange I witnessed with Redken affected me greatly, both
personally and professionally. I began trying this principle in my marriage. It still
amazes me how quickly either my husband or I can end an escalating fight when
one of us chooses to make an honest admittance of our part in the conflict.
Recently, I moved and started working for a small ad agency. To my happy
surprise, I had stumbled upon a company with the same culture of accepting
responsibility. Everyone here at RTP admits their own mistakes, and, even more
unbelievably, apologizes for the part they may have played in other people’s
mistakes! There’s something freeing about saying, ‘That was my fault. I’m sorry,
and I will correct it.’ A sense of teamwork and mutual responsibility pervades
our work and makes our team successful time and time again. The result of this
culture of humility is that I am not afraid to make mistakes. Therefore, I try more,
learn more, and create more than I ever did in a culture of fear. I plan to keep this
lesson in mind, and wherever I work, spread the positive effects of this humble
attitude.
Becky Miller, RTP Advertising, www.ertp.com
The MarketingSherpa Story
Sherpas guide climbers up Mount Everest. This, however, is not
Everest or a Sherpa. It’s Clip Art.
Perhaps you’ve heard of the Sherpas of Nepal?
They’re natives who guide climbers up the
treacherous slopes of Mount Everest.
The climb to marketing greatness can be almost as
tough and exhilarating. Did you know the average VP
marketing’s job tenure in some industries is only 18
months? Plus, figuring out new tactics, such as search
marketing, email segmentation, or online PR — can be
as tricky as climbing an icy slope.
Consider MarketingSherpa your friendly native
guide.
Where did the idea for MarketingSherpa come
from?
From you, actually. During the fall of 1999, our
Founder Anne Holland crisscrossed the US, Canada, and the UK meeting with hundreds of marketers
to ask them one simple question, “What information do you really need to make your job easier?”
Marketer after marketer gave the same answer — Case Studies about marketers (not vendors), reallife
results data, and how-to tutorials for the tough stuff. So, that’s exactly what we research and
publish for you.
Our first newsletter launched in February 2000 to a few hundred friends-of-Sherpa. Now we’re up to
173,000 weekly readers, thanks almost entirely to word-of-mouth from folks like you.
How does MarketingSherpa get Case Studies?
Sheer hard work. Just like mountain climbing, it’s not easy.
100% of MarketingSherpa’s case studies and know-how articles are researched and written by our inhouse
editorial team. We don’t accept outside columnists, contributed articles, or anything written by
an outside expert or PR person.
Instead, we use old-fashioned reporting.
We’re constantly surfing marketing, advertising,
and PR campaigns online and offline. When we
see a marketer using a tactic that might be useful
for others to know about, we call that marketer
up and ask, “How’s it working?” If the marketer
generously agrees to be interviewed, we talk
with them in-depth about what he or she has
learned during the campaign.
Then, we write up the story including tactical
notes, results data, creative samples for everyone
in the MarketingSherpa community to be inspired
by. Our reporters toil away at 499 Main St, Warren, RI to bring you
new Case Studies weekly.
No, we don’t take advertisements in our
newsletters or on our main Web site. And
we never ever rent out email names. We
prefer to remain editorially unbiased and
to serve only one master — you.
How does MarketingSherpa make
money?
When you shop in our online bookstore at
SherpaStore.com, or attend one of our
Summits, your purchase goes directly
toward making MarketingSherpa possible.
We publish a full range of annual
Metrics Guides and Buyer’s Guides for marketers, plus carry “best-of” books and reports from other
publishers you might find useful.
Just please don’t ask us for consulting or agency services. Many of our best customers are consultants
and agencies, and we would never presume to compete with them. We’re a publishing company,
pure and simple, and we aim to stay that way.
Why Rhode Island?
Marketing happens all over the world, not just on Madison
Avenue. MarketingSherpa’s staff is based all over
the world as well — including Austria, Israel, Oregon,
Arkansas, Massachusetts, and Brooklyn.
However, we chose to open our head offices on Main
Street in the small bustling town of Warren, Rhode Island.
We’re conveniently located within a half hour of both
Providence and Newport, and about 75 minutes from
downtown Boston.
We like it here. People are friendly, houses are affordable,
and you can’t swing a dead cat without hitting a water
view. Plus, Warren has great coffee shops, restaurants,
and ample free parking. And with the money we save on
Madison Avenue rents, we’re able to give 100% paid
medical and dental benefits to our employees. You can’t
beat that.
Got any other questions for MarketingSherpa?
We love hearing from you! Your input directly inspires every story we write
and everything we do. You can call us toll-free at (877) 895-1717 (we’re open
during east coast business hours) or email President Anne Holland directly
at AnneH@MarketingSherpa.com.
Thanks for your support!
Thanks to everyone who bought tickets to our Annual Summits this year.
Here’s a shot of the full house at San Francisco in November.
Action Shot – behind the scenes in our Warren, RI offices –
Service Manager Sharon Hamner inspects a delivery from
East Bay Printing before shipping reports out to SherpaStore
buyers.
Anne Holland looking Presidential
MarketingSherpa, Inc. 499 Main Street, Warren, RI 02885 877-895-1717 www.MarketingSherpa.com
877-895-1717 (outside US call 401-247-7655) • SherpaStore.com • MarketingSherpa, Inc., 499 Main Street, Warren, RI 02885 USA
Practical Reports for You from MarketingSherpa
Email Marketing Metrics Guide 2005:
Real-Life Open, Click & Conversion Data
Useful data from 69 research-sources on gathering
opt-ins, open rates, click rates, and what's working in
email marketing. 169 tables and charts including Bto-
B versus B-to-C data. 2,293 marketers
contributed data to help create this Guide.
222 pages. Published November 2004 by MarketingSherpa;
$147 for PDF or $157 for printed copy.
Search Marketing Metrics Guide:
169 Useful Charts on SEO & PPC
Benchmark data on search engine optimization and
paid search ads: costs, clicks, conversion rates. Reallife
numbers from 3,007 marketers and 30 research
studies, collected in one easy-to-use Guide. Useful
for budgeting and results forecasting.
167 pages. Published August 2004 by MarketingSherpa; $139
for PDF or $149 for printed copy.
IT Marketing Metrics Guide: 2004 Data for
Software, Hardware, & Services Marketers
Generate more leads and sales, plus forecast campaign
results more accurately. 185 tables & charts
include data on IT purchase influencers, direct
marketing, PR, trade shows, telemarketing, email,
Web, branding, & search marketing.
202 pages. Published May 2004 by MarketingSherpa; $187
for PDF or $197 for printed copy.
Buyer's Guide to Email Broadcast Vendors:
2nd Edition
Get easy-scan charts plus detailed profiles of 50
vendors offering 69 services. Save weeks of research,
pick the right vendor for your needs quickly. Ultracheap
and top-of-the-line vendors included. Plus
how to avoid filters.
225 pages. Published April 2004 by MarketingSherpa; $149 for
PDF or $159 for printed copy
877-895-1717 (outside US call 401-247-7655) • SherpaStore.com • MarketingSherpa, Inc., 499 Main Street, Warren, RI 02885 USA
Buyer's Guide to Web Analytics:
Software to Measure Your Website & Landing
Pages + $108.00 Bonus Report
Features easy-to-scan comparison charts of 53 Web
analyics software offerings from 48 vendors including
WebTrends, ClickTracks, Vividence, WebSideStory,
Urchin, RedSheriff, Site Meter, and WatchWise.
Compare pricing, reports, clients, and service.
225 pages. Published April 2004 by MarketingSherpa; $199 for
PDF or $219 for printed copy.
Buyers' Guide to Search Engine Optimization
Firms: US, UK & Canada, 3rd Edition
121 search engine optimization firms profiled, including
handy comparison chart and index by clients. Plus tips
on how much to pay, estimating ROI, and avoiding
dangerous practices that can hurt your rankings.
364 pages. Published November 2003 by MarketingSherpa; $149
for PDF or $159 for printed copy.
ContentBiz Buyer's Guide to Subscription Site Technology:
Software that Powers Sub Sites
Explains how subscription site tech works in easy-to-understand
English and useful diagrams. Features Comparison Charts of 22
services from 19 vendors (RealNetworks, Membergate, ClickBank,
etc.) plus 155-item checklist to create your own specs.
167 pages. Published October 2004 by MarketingSherpa; $119 for PDF or $129
for printed copy.
Thank you for your support!
MarketingSherpa
RUSH ORDER FORM
Please rush me the Guides in the formats of my choice:
Email Marketing Metrics Guide 2005 �� PDF, $147 �� Print, $157
Search Marketing Metrics Guide �� PDF, $139 �� Print, $149
IT Marketing Metrics Guide �� PDF, $187 �� Print, $197
Buyer's Guide to Email Broadcast Vendors �� PDF, $149 �� Print, $159
Buyer's Guide to Web Analytics �� PDF, $199 �� Print, $219
Buyers' Guide to Search Engine Optimization Firms �� PDF, $149 �� Print, $159
Buyer's Guide to Subscription Site Technology �� PDF, $119 �� Print, $129
Subtotal
RI ship-to addresses please add 7%
Please add $5 shipping for each printed copy ordered
TOTAL
Name____________________________________________________________________
Company_________________________________ Title ____________________________
Address __________________________________________________________________
City _____________________ State/Prov ______ Country ________ Zip/Postal________
Phone (in case of questions)__________________________________________________
Email (we value your privacy) ________________________________________________
Payment method: �� Check �� MasterCard �� Visa �� AMEX
Card #__________________________________________________ Exp Date ________
Print Cardholder Name ______________________________________________________
Signature_________________________________________________________________
MarketingSherpa Inc., 499 Main Street, Warren, RI 02885 USA
877-895-1717 (outside US call 401-247-7655)
http://www.SherpaStore.com
100% Money-Back Satisfaction Guaranteed:
MarketingSherpa Guides are 100% money-back satisfaction guaranteed. If you're not
satisfied, return your printed copy and/or wipe the PDF from your computer
within 30 days. Let us know and we'll give you a quick, cheerful refund