150 Lead Generation Tips and Tricks
Generating leads is one of the key goals of many marketing teams. We’ve worked on many lead-generation campaigns and have found that it’s possible to optimise them in many different ways. In fact, we have 150 ideas that will help you run better lead-generation campaigns in the future!
Strategy
A great strategy is the basis of all great campaigns. If you think carefully about how and why your lead generation campaign will work, you're much more likely to see positive results as opposed to simply pushing out another campaign that looks much like the previous one.
1. Focus on quality over quantity
The well-known 80/20 rule, which asserts that 80% of outputs result from 20% of all inputs, applies to lead generation campaigns as well as many other things in life. It’s important to understand the campaigns that generate the best results and invest time in making them even better. If you make the 20% of campaigns that generate the best results more effective, it's a much better use of your time than trying to get less effective campaigns up to par.
2. Be topical
If you're able to be agile, creating lead generation campaigns around topical issues is always going to help increase conversion rates. Fortunately in B2B, the news cycle can be quite long, so you don't typically have to respond overnight. However the quicker you can provide content offers that address changes in legislation or hot topics for the industry, the more effective your lead generation campaigns will be.
3. Create offers for different buying stages
We all understand that prospects move through a series of stages before they buy. The simplest model is AIDA (awareness, interest, desire, action) but you probably have your own sales funnel or customer journey. At each stage, the needs of the audience changes, so build a model where you have different content that you offer to meet the needs of the prospect as they move towards becoming a customer.
4. Build personas
Great lead generation campaigns understand the need – or needs - of the customer. Building personas is one of the most effective ways to understand your audience, from what motivates them to the challenges they must overcome. Use personas to understand what your audience cares about and to create solutions that will generate leads.
5. Understand the different members of the DMU
Almost nine out of 10 B2B purchases are made by a decision-making unit (or buying committee). Too often we see lead generation campaigns focusing on only one member of the DMU. The best campaigns engage several key members and group leads together by creating a rich picture of the team making the purchase decision.
6. Understand the customer journey
Building a strong understanding of the customer journey will help you identify the points at which your audience is ready to engage, and the information they need at each of those stages. Although it is possible to use a simple sales funnel model to create lead generation campaigns, the best results are achieved when you precisely target the right information to the right prospect at the right time.
7. Use scarcity
One of the best strategies to engage an audience is to create the impression of scarcity. Whether it's a limited time offer, or you require people to “qualify” for the content or programme you’re offering, creating artificial scarcity is a great way to drive action.
8. Promote offers on product pages
Sometimes lead generation campaigns are seen as separate from other marketing activities such as the company website. This is a mistake! Make use of your website and other marketing channels to promote your lead generation campaign. In particular, offering lead generation content on product pages can not only increase the performance of the campaign, but often provides information the prospect is looking for but can’t find, helping them make a buying decision.
9. Use your blog to host lead gen offers
Blogs are a fantastic place to promote lead generation campaigns. Typically, when someone is reading your blog they are researching or learning, which is an ideal mindset for your offering of helpful content. Driving traffic to your blog is expensive, whether you use SEO or other tactics, so make sure you take advantage of this traffic by promoting your content offers.
10. Create content that follows on from blog posts
A great way to offer relevant content at the end of a blog post is to generate “follow on” content from those posts. This might be a white paper or ebook that goes into more detail than you could within a blog post. This type of content offer performs well on the blog as the best performing blog posts will identify the topics that are of greatest interest to your audience.
11. Use emotion
It's a bit of a cliche that, even in B2B, we are still marketing to humans. However, the desire to follow corporate style guidelines and not say anything controversial sometimes makes our lead generation campaigns a little dull. Don't be afraid to use emotion in your campaigns to grab attention and make prospects understand the importance of what you're talking about.
12. Solve problems or help people get promoted
This is perhaps the best, and possibly simplest, tip to improve your lead generation campaigns. If you want someone to register on a form (therefore generating a lead) you should either solve an issue they are struggling with or offer information that will impress others in the organisation. Put simply, if you can help someone solve a problem or get promoted, your lead generation campaign has a good chance of succeeding.
13. Make your brand stand out
When building a strategy for a campaign, it's important to stand out from the competition. This can be as simple as using a particular colour palette, or as complex as building a campaign that allows you to “own” a key issue within the industry.
14. Learn from your mistakes (and successes)
When you are planning the strategy for a lead generation campaign, it's always useful to review campaigns you have run in the past. Look at what worked, and what didn't, to find out what you can learn from previous campaigns. Most importantly, identify where campaigns failed in the past and don't make that mistake again!
15. Ask for referrals
Don't be afraid to ask for referrals in your lead generation campaign. Whether it's giving someone the chance to share content with a colleague, or using telemarketing to ask if there are similar or partner companies that could be approached, referrals are a great way to get new leads. This is particularly important for Europeans, who tend to be less willing to ask for referrals than our American colleagues.
Martech Tools
Using the right tools makes lead generation so much easier. If you have the right marketing technology, and it’s set up correctly, it will make running your campaign simpler and easier.
16. Have the right tools to track your leads
Make sure you're able to record and track leads in your CRM. You need to go beyond just capturing leads and monitor them throughout the nurture and sales processes. If you can't track leads accurately through their life cycle you won't know the impact that your campaign has had on the business, so any metrics you generate will only tell part of the story.
17. Keep your marketing database up to date
If you're not updating the marketing database, you'll obviously not have the information you need to analyse your campaigns. Spending time making sure the database is updated, and using automation tools to save time, are critical for any lead generation campaign.
18. Segment your database for better targeting
Personalization is crucial, and that is much more than just putting the recipient’s name at the top of an email! By segmenting your database, you'll be able to send more relevant messages, whether you're trying to get a contact to become a lead, or nurture that lead to become a customer.
19. Link your tools together (CRM, marketing automation platform, social, etc)
Today it's possible to link your marketing technology tools.. By sharing data between the tools, you’ll build greater insight about your contacts and also have more information about the touchpoints for those prospects. Some systems offer capabilities for multiple channels - for example, marketing automation platforms - while others have built-in integrations. If integrations don't exist there are middleware platforms like Zapier and Make that will integrate your systems.
20. Use reporting to improve performance
All too often campaign reports are just used to show that money has been well spent. This is crazy! Make use of the data in your reports to understand what worked, and what wasn't so successful. Spending a little time analysing your reports rather than justifying the expenditure (which I hope you already have) is a great way to ensure your next campaign is even more successful.
21. Use the mobile apps for the tools
Many tools offer mobile apps that can allow you to quickly access data about campaign performance when you're not in front of a PC. Setting up those mobile apps means you'll always have information at your fingertips, something that your boss is bound to notice!
22. Make use of automations
It's much easier to think of ideas for campaigns than to execute the campaigns themselves. With the many different channels and tools, most organisations have ideas for far more campaigns than they could ever run. Fortunately, today’s marketing technology systems offer a wide range of automation features and making use of them is one way to increase the number of campaigns you're able to run.
23. Build campaigns around goals, not the capabilities of tools
When your organisation has spent a large amount of money on a marketing technology tool, such as a marketing automation platform, it's often tempting to try to make use of all the features that are available. However, you don't get leads by using features, you get them by executing well-designed campaigns. If you build your campaigns around specific goals, you're much more likely to generate results than if you attempt it using only the latest shiny feature in your favourite tool.
24. Research to allow multi-channel campaigns
We all know intuitively that sending your marketing messages through a single channel is much less effective than a multi-channel approach. Use your marketing tools to research the different channels used by your audience, and to deliver your message across as many of these channels as possible. Although it’s a cliché, “omni-channel” is the way all good marketers should be thinking.
Working with Sales
The Sales organisation can be a great resource when designing and running lead generation campaigns. More importantly, they will probably be the ones who are most vocal about whether or not the campaign was successful. Working closely with sales is essential to creating a great lead generation campaign.
25. Ask Sales what leads they want
Assuming your leads become qualified, they'll be passed to your business development representatives or Sales team. Ask then what they are looking for before you start planning the campaign. If you involve them up front you'll have a much clearer target, enabling you to be far more precise in the way you design the campaign.
26. Target key accounts (ABM)
Account-Based Marketing (ABM) Is a very effective way to target your marketing spend to the organisations that are likely to have the biggest impact on your bottom line. Even if the campaign is designed to address a very broad audience, it's often worth using ABM tactics to target a proportion of the campaign budget at segments likely to generate the best results.
27. Agree a marketing-Sales SLA
Always make sure you have a Service Level Agreement (SLA) with the Sales team. Clearly define what is meant by “marketing qualified” and “Sales qualified” leads (MQLs and SQLs) and make sure the process for nurturing and handing over ,the leads is understood by both sides.
28. Group leads by opportunity (or company)
We all know that the vast majority of business-to-business purchases are made by a group of decision-makers rather than an individual. If you can group relevant leads from a single sales opportunity, or even group them by company, you'll make it much easier for the sales team to piece together who is involved in the decision-making unit. This will make their sales process simpler and more effective.
29. Review progress frequently with Sales
Everyone hates when a campaign has been completes and suddenly Sales says the leads do not meet expectations. It is therefore important to have frequent informal check-ins with the Sales team to avoid the embarrassment and frustration of finding out after the campaign is completed that you were targeting the wrong audience.
30. Filter out the rubbish before it gets to Sales
This should be simple. Any good lead qualification process will ensure that irrelevant or erroneous contacts are filtered out. However, we often see leads that are obviously gobbledegook get passed through to Sales. Ensure you have a robust process to validate contact data and qualify leads.
31. Promote big wins among the Sales team
We all too often hear negative stories from Sales about lead generation campaigns. Like most things, bad news is far more likely to be passed on than good. Make sure you highlight the successful campaign you ran. Don't be frightened of running a little internal marketing to promote the successes: getting Sales to buy in to following up relies on them believing that there will be a benefit to them and the company.
32. Make sure you work with channel partners too
It's not just about your direct Salesforce. Your channel partners are a vital part of your Sales organisation, so make sure you talk to them, too. Frequently we see the needs of channel partners being somewhat different from those of the direct Sales force, so don't assume they will be the same.
Choice of Channels
In today's digital world there are numerous marketing channels you can use to generate leads. Here are some tips on how to decide which channels to use, and how to customise the content f each channel.
33. Use social media to warm leads up
Particularly if you are running an issues-based campaign, social media can be a great way to warm up leads and make them aware of a particular topic. If you have a strong following, social media can be an incredibly cost-effective way to reach a large audience. You can then follow up with lead generation on social, email or other channels to drive the lead into your basket.
34. Make the messaging match the channel
Although your communications will have to match the company voice and style guide, you need to tweak the way you say things for each channel. A corporate landing page may need to be much more formal than a post on Facebook or Instagram. Think about your audience’s mindset on each channel and make sure the style of your content is optimised for the way they're thinking.
35. Use social for retargeting
Paid social is a fantastic tactic, particularly when you use it for retargeting. Think about using audiences that have already engaged with your content on the social media platform, as well as retargeting those who have visited your website.
36. Multi-channel is more effective than single channel
When considering different channels, it's important to think about how you can use multiple channels for each campaign. As well as increasing frequency, which is therefore likely to increase effectiveness, multi-channel campaigns make it more likely that you are using all recipients’ channel of choice. Not everybody is active on LinkedIn, but an equal number of people don't respond well to e-mail direct marketing. Picking multiple channels makes it more likely you will engage with each contact in a place where they are receptive to your messages.
37. Email might look good, but beware of talking to your “fan club”
Often the most effective lead generation channel is an organization's own database. However, because people on the database have probably volunteered their contact details, there is a good chance that you are simply talking to your “fan club”. Don't compare the results of emailing your own database to other channels and tactics without understanding the inherent bias: you need to reach new audiences, which is not something you can do with your existing database.
Email is a great way to generate sales leads, whether you are trying to activate dormant contacts in your own database or using a third party database to engage with a new audience. Email is also usually a critical part of any lead nurture campaign.
38. Recipients are vanity, leads are sanity
Like many aspects of digital marketing, it's easy to get seduced by the numbers. Particularly when running e-mail campaigns, it's often easy to focus on the size of the database to which you'll be sending emails. Quality is always more important than quantity. Make sure you focus on relevant contacts and build analysis around those results rather than the number of emails you send.
39. Write great subject lines
If recipients don't open your email, your campaign won't work. The subject line is crucial, as a poor subject line will be quickly deleted without the content being read. Great subject lines grab attention and make the recipient want to read more, but don't try to be too clever: the subject line should reflect the information offered in the email.
40. Use AI for inspiration
Artificial intelligence tools are beginning to have an impact on a wide range of marketing activities. We recommend making use of these tools to generate inspiration for your e-mail subject line and copy. However, don't rely on AI tools to write everything: today AI generates derivative text that can sound bland and boring. Also, if you're using AI to create images, be careful around issues of copyright.
41. Have clear CTAs
Having a clear call to action is crucial for any e-mail campaign. It's not just about putting a link in the text and a button to click: you need to make sure that the CTA communicates exactly why the recipient should click through, and what benefit they will get.
42. Don’t waffle in emails
Your audience is busy. Don't imagine that they have time to read long emails that give complex and detailed explanations of what you're offering. A great rule is to have only one message and one call to action per email. If you want your lead generation campaigns to work, less is more!
43. Use HTML and plain text
Don't use only one format for your emails. HTML Is great for including eye-catching images and laying out text in a logical and readable way. But HTML looks like an e-mail from the Marketing Department. Including plaintext emails, particularly if the “From” address is a real individual, can make your campaign more authentic and produce better results.
44. Remember the from address matters
Email recipients use the ”From” address as one of the factors to determine if they want to open and read an email, or just delete it. Research shows that having a From address from a real person is likely to increase open rates and engagement. Try to avoid generic email address like “Sales”, which might discourage recipients.
45. Know your DKIMs from your SPFs
Email systems use technology to validate that an email server is entitled to send messages on behalf of the domain in the From address. There are two main technologies: DKIM and SPF. If you don't set up your systems correctly, there is a much greater chance of your emails ending up in spam folders.
46. Use email templates and standard formats
There is no need to continually design custom layouts for every marketing email you send. Your recipients won't remember the layout of an email you sent them three months ago! Use standard templates and formats to speed the creation of your campaigns. It won't affect the performance, but it will allow you to run more campaigns and therefore generate better results.
47. Don’t always reinvent the wheel
You'll often want to send similar campaigns to different audiences, or achieve the same results as a campaign that you ran a couple of years ago. Don't be afraid to reuse or refresh existing content. If it worked well previously, it's likely to still be effective today.
48. Newsletters still work
Although it’s one of the oldest email marketing approaches, newsletters are still very effective. We often see campaigns falter because an organisation does not have sufficient resources to create compelling nurture sequences. Although it's always better to have a custom nurture process, if you have nothing else, adding your contacts to your e-mail newsletter (with permission if you have an opt-in policy) can be surprisingly effective.
49. Consistency wins
Although we have all seen the odd campaign that has been disproportionately effective, the reality is that there is rarely a campaign that works like magic. The organisations that have the best lead generation results are usually the ones who work consistently to create and deliver campaigns. Consistent output almost always trumps an incredibly creative one-off campaign.
50. Multiple emails are better, but there is no magic number of emails
Like almost any aspect of marketing, repeating the message increases effectiveness and delivers better results. Most email lead generation campaigns will see better results with several emails rather than just one. However, there is no “right” answer to the ideal number of emails in a sequence for lead generation. The best number will depend on what you want to communicate, as well as the behaviour of your audience. Tracking campaign results against the number of emails is a great way to ensure you get a better understanding of what works for your audience.
Retargeting
Retargeting is an incredibly powerful tactic that can be used to great effect in lead generation campaigns. Being a little more creative with retargeting can produce a dramatic improvement in your results.
51. Don’t always insist on a registration immediately
Most campaigns designed to generate leads will root the contact directly to a registration form as the first step. If you have a great content offer, this can be the best approach. However, sometimes it can be better to demand less at the start: for example, offering a video on social media, and then retargeting the people who watch it, will enable you to focus your budget on an audience that cares about the issue you're discussing.
52. Retarget people who have visited key parts of your website
Visitors to your website are a fantastic resource for any lead generation campaign. Make sure you consider whether visiting a part of your website indicates a level of interest that could result in the contact becoming a lead. Also, don't forget to retarget people who visit your landing page but don't complete the form: this is a surprisingly effective tactic as people are more likely to fill in a form on second and subsequent visits to the landing page.
53. Use retargeting on social
When thinking about retargeting, Google is often the go-to place. Although Google can offer a great channel for display advertising to your audience, don't forget social media. In particular, LinkedIn can be very effective for retargeting as people are in a business frame of mind when they are on the site, although advertising costs on LinkedIn can be quite high.
54. Test lifetime in retargeting audiences
When creating a retargeting audience, you're able to specify the length of time that contacts are targeted. Your buyer’s journey should help inform the optimum lifetime, but it is always worthwhile checking by testing different lifetimes. Sometimes, however, you will be limited in what you can select if you have a small audience, as a short lifetime might make that audience too small to target on the platform.
55. Exclude audiences to be more accurate
When creating a retargeting audience don't forget to consider who should be excluded. This could be people within your organisation, or you might be able to use behavioural information to determine other segments that will not generate high quality leads.
56. Don’t rely on audience extension or similar audiences
Most platforms offer the ability to create look-alike or audience extension segments. If you are a B2B company with a specific audience, it is highly likely that the algorithm to identify look-alikes will be far too broad. Although it is possible to use these features successfully, most of our clients find the performance of campaigns that use them to be very disappointing.
Google Search Ads
Don't forget search advertising as a way to promote your content! Search engine marketing can generate leads through content offers, particularly if your content relates to popular searches. There are some simple ways you can use search advertising to drive more leads.
57. Do promote content offers with search ads
Probably the most common way of generating leads is through content offers. Don't forget search ads when deciding your strategy to promote this content: if it solves a problem or answers a question, there's a great chance that people are searching around these topics, so maximise your results by running search ads.
58. Target your competitors’ brands
A great approach is to target searches for your competitors’ brands. If you're trying to persuade the audience to switch supplier, then engaging them when they're searching for information about your competitors’ products is a great way to do this. Don't forget, you can't use competitor trademarks in the advert text (although you can bid on searches for trademark terms).
59. Answer important questions
Search is a great way to identify the questions your audience is asking. Using search intelligence, you can find common search terms that relate to the questions your content can answer. If you do this, don't forget to advertise on search engines around the questions you are answering.
60. Long-tail searches work best
The more specific the search terms you bid on, the more effective your campaign. However, these long tail searches often have relatively low search volumes, so be prepared to run your search campaigns for a longer time. We see some “evergreen” campaigns on search that consistently generate leads quarter after quarter.
Direct Mail
Direct mail sounds like it should have been eliminated as a tactic with the advent of the Internet, but in many ways it's more effective than ever.
61. Postal mail is not dead!
It's easy to forget that postal mail is still a valid tactic for marketing and lead generation. In particular, it's great for reaching out to dormant contacts on your database or as part of an account-based marketing campaign. Direct mail, particularly creative and eye-catching direct mail, works well because so few organisations use it in a business-to-business context. Sending physical mail stands out and can actually generate great return on investment if it is well targeted.
62. Find out where your recipient is sitting
After the pandemic, remote working has become more common than ever. If you're sending postal mail, you really don't want it ending up at head office if your contact is based many miles away. So make sure you understand where your contact is based before sending.
63. Be creative
Physical mailers can be expensive, and postage is a significant cost. It makes sense to invest time to be highly creative and generate mail pieces that really grab attention. One of our best physical mailers involved sending a pebble from the beach with a story around it. Ask us if you'd like to know more!
64. Invest in quality for key prospects/customers
Account-based marketing tactics allow you to focus your budget on the targets and customers who make the biggest difference to your business. Where you do identify those most important contacts, it really is worth spending the money to send high quality mailers rather than low-cost postcards or other low-impact items.
Trade Shows
Despite webinars becoming incredibly popular during the pandemic, there is still huge demand for face-to-face trade shows and conferences. Attending an in-person event can be very expensive as an exhibitor, so you need to make sure you optimise the number of leads you generate to ensure a great return on investment.
65. Use give-aways to gather leads
We all love a bit of free swag! It's always good to have something to offer in exchange for a badge scan or business card. Branded giveaways have been proven to work over decades. We recommend giveaways that will either sit on the recipients desk or be played with by their children as being the most likely to continue to remind them of your brand.
66. Business cards are still useful
People still carry business cards! Although badge scanners have largely replaced business cards as a way to gather leads during events, some people still prefer to leave a business card, so make sure you have a glass jar or something similar to collect them.
67. Scan in business cards
It's easy to forget about the pile of business cards you collect at an event. However, there are lots of apps that will scan in business cards to your phone and provide an uploadable file for your CRM or marketing automation system. Make use of these tools and scan in business cards as quickly as possible so you can ensure your nurture campaign runs in a timely fashion.
68. Competitions can gather lots of leads
You've probably seen many trade show booths that have some sort of prize draw. Although it's true that sometimes these competitions generate lower quality leads, having a competition can increase the number of contacts and generate good qualified leads if you primarily offer it to the people who are already on your booth.
69. Make sure Sales people don’t “steal” leads
Salespeople can be sneaky! We've seen many of them put the business card or contact details of the best leads from an event into their pocket rather than feed it through the Marketing team. Making sure the Salespeople see that your follow up process is effective is crucial to gaining their confidence and make sure they don't slip away with the best leads from the event.
70. Have follow-up emails prepared before the event
If you generate leads at trade shows, you'll want to nurture them with follow up emails. Make sure you generate these emails well in advance of the event. If you leave it to the last minute, inevitably the event itself will absorb all your time and you won't get the emails written, resulting in less effective nurturing because your campaign will run some considerable time after the contact details were collected.
71. Invite trade show contacts to engage with other content
The previous tip mentioned nurturing the contacts you gather after the event. At the time, it can be hard to record exactly what any individual was interested in, so encouraging them to engage with additional content after the event will not only help qualify the lead, but also provide more information about topics that interest them.
72. Badge scanners are a good idea
Exhibition organisers charge an extortionate amount for the privilege of using badge scanners. Don't try to cut corners: if you want to generate leads, the most effective way is to scan someone’s badge and you have little alternative but to pay the price demanded by the organisers.
73. Get guest speakers where possible
If you're running your own event, guest speakers are generally more effective for attracting attendees than your own team. Guest speakers give the appearance of independence and credibility, significantly enhancing the impression given to potential attendees.
74. Involve customers to provide testimonials
At events, having customers speak and talk about successful projects with your organisation is incredibly powerful. Don't feel that you can only use customers who had the perfect experience: often tales of how you helped them overcome problems can be the most compelling stories to potential customers.
75. Make events fun
You're running an event because you want to sell something. But don't forget that the emotional response to the event is incredibly important. Make events fun and enjoyable, and your customer will be more likely to buy.
76. Make events and webinars educational
Your customers’ time is extremely valuable, so make your events and webinars as educational as possible. If they feel they gained value from attending, they will be much more open to sales conversations if they felt the event worthwhile.
77. Send multiple invites
You might think your event is the most important thing in the world, but prospects and customers probably don't think the same way. They might not reply to the first e-mail they receive about your event or webinar. In fact they might also ignore the second! Send several invites and reminders before the event to maximise attendance.
78. Promote events on multiple channels
Like other marketing campaigns, events should be promoted across multiple channels. Think about who you want to reach, and which channel might be most effective. For example, if you want to attract existing customers, then getting sales people to share the event on social media is likely to be highly effective. However, organic social media is less likely to reach an audience that is not already engaged with your brand.
79. Partner to attract new prospects
To increase attendance, think about partnering with complementary suppliers. It's amazing how often this approach benefits both sides because, although you're both working in the same market, you probably have very different customer bases.
Content
Most generation campaigns rely on content offers that are gated behind forms. Getting the content right is critical to the effectiveness of this type of campaign, so make sure you check out these content tips.
80. It’s the title (and cover) that matter most
We often see huge amounts of effort being put into the generation of high-quality content, and then little attention being paid to the title and design of the cover. Don't forget that this is typically the only part of the content your audience will see before they fill in the form, so spend time thinking about what would be the most attractive title and how you can make the cover more enticing.
81. Test different titles
Experimenting with different titles, and running AB tests, can make a huge difference to the conversion rate of your landing page and forms. Don't be afraid to test several versions of the same content with different titles to determine which one works best.
82. Talk in your customers’ language
When generating content, it's so easy to write in a way that's attractive for people who work in your organisation. But in practice, your customers probably use slightly different language and tone, so try to make sure you write using their terminology rather than your own.
83. eBooks beat white papers
The white paper has been incredibly successful for a very long time, but testing shows that conversion rates are higher for ebooks.
84. Research is valuable
One of the most effective forms of content is a report based on research you have done. Your customers will want to know how others doing the same job in different organisations think, so survey research around attitudes in the market you are addressing can produce content with exceptional conversion rates.
85. Tools and calculators get engagement
Content doesn't just have to be presented as written text or by video. Although lead generation calculators and other online tools can sometimes seem a little simplistic, they do get great engagement and can be great sources of leads. It can be time consuming and expensive to do the programming work to create a calculator, but often the results are well worth it.
86. Webinars are still great
During the pandemic there was a huge rush to produce webinars. Although demand for webinars has fallen due to some organisations producing poor quality online events, the large number of webinars that are available, and the option to attend face-to-face events, mean that webinars still work. Even if the performance of your webinars have fallen, it's likely that the quality of engagement and return on investment makes the time to produce them very worthwhile.
87. Offer content to follow-on from the webinar
Just as physical events offer content that follows on from your webinar, valuable content is particularly important for subsequent webinars because people are probably attending to learn something more, and therefore will be open to engaging with additional materialabout the topic.
88. Keep webinars short (<45 mins)
It's hard to stay focused on a webinar for a long time. Most of our clients find attendees start to log off somewhere between 30 and 45 minutes after the start. Although some people will continue to watch the webinar for well over an hour, we recommend aiming for around 45 minutes as this seems to be the optimum length.
89. Double-down on the best-performing content
It's vitally important to monitor what content generates the best results. You'll probably find a small percentage will generate the vast majority of leads. Don't keep creating completely new content; repurpose the best performing content as source material for different channels, formats or just new versions of the content you know works best.
90. Try different formats
Most companies focus on a small number of formats. For example, you might be highly invested in the company blog or prefer to create only white papers. Try to avoid such a narrow focus: having a wider range will allow greater reuse of content, which will save you time, and also mean you are more likely to be engaging every member of your audience in the format they prefer.
91. Video can be gated
With many companies posting their video content to sharing sites or leaving it ungated on their website, you might think that gating video is a bad idea. If you have the right video content - for example interviews with board level executives of your customers - then gaiting video might not only be possible, it might be the best way to generate high-quality leads.
92. Worry about design
Although tools exist to create content in different formats without requiring any design expertise, you should be very conscious of good design. Great design not only makes the content more attractive and encourages people to read it, it also makes consuming the content simpler and increases the likelihood of that your audience will remember the message.
93. You can gate content that is publicly available
Just because information is available in the public domain, it doesn't mean you can't gate it. One of the best lead generation campaigns one of our clients ran was a collection of publicly available blog posts packaged up as an ebook. If you can make the content more convenient to consume, then it's definitely worth considering using publicly available information for lead generation.
94. Create teaser content
It's important to try to show your audience what they will get if they register for your content offer. Creating short teaser content, particularly on social media, is a great way to increase interest in your content and therefore improve the conversion rate of your landing page and forms.
95. Test which format is most popular
Just because you like a particular format, it doesn't mean your audience will like it, too. It's important to test different formats to see which one is most effective. Does your audience prefer white papers or ebooks? Is video preferred over written content? Although you can use rules of thumb, your audience will be slightly different from everyone else’s and testing is the only way you will really understand their preferences.
96. Use snippets to promote content
When creating teaser content, don't overthink it. Quite often the table of contents and first chapter of an ebook, which takes virtually no effort to produce, is great teaser content. Think about how you can use snippets from that content as a teaser rather than having to create something new.
97. Promote your offers in other content
If someone is reading, watching or listening to your content, then it's likely they are open to more. So promote within your content. Perhaps the best place to do this is in podcasts, where you can generate leads by offering things such as ebooks to download.
CTAs
Whether it's a social media post or an email, one of the first steps in lead generation is a call to action (CTA). Getting the call to action right is critical to ensure your campaign generates the results you want, and keeps your boss happy.
98. Make sure your CTA is visible (above the fold)
Although it sounds obvious, it's easy to let your call to action be hidden below the fold. This is particularly common with emails that might look great on a desktop, but hide the CTA when viewing on a mobile. Make sure you check that your call to action is clearly visible on all devices.
99. Be clear - not clever - with your CTA
When writing a call to action, it's not the time to be clever or witty. A clear call to action will always outperform one that is more confusing, no matter how clever the language you use.
100. Make your CTAs stand out visually
Make use of visual cues so that your CTA stands out. In particular, think how you will draw your audience’s eyes to CTA buttons through placement, design and colour.
101. Start the CTA with a strong verb
It's a bit of a cliche, but it does work. Starting your CTA with a strong verb, which can be as simple as “download”, is a great way to improve the performance of your campaign.
Forms
In most cases when you're collecting contact data, you'll need a form. The design of the form can have a huge impact on the conversion rate of your landing page, so follow these tips to maximise the number of leads you generate.
102. Limit the length of your forms, particularly for lower-value offers
In general, the shorter the form the higher the completion rate. This isn't always the case, as some research has shown that for high value items, a longer form can perform better. In most cases, however, reducing the number of fields is a good thing so consider whether you can eliminate any fields from your forms.
103. Don’t just use the default text on the submit button
The submit button is a call to action. Make use of the text on the button by having a strong verb and sell the benefits of submitting the form. Leaving the button with the default “submit” text will reduce the conversion rate.
104. Don’t space the form out too much
Although design is important, too much space can have a negative impact on forms. If you space the fields out too much, the form looks bigger and your audience will be less likely to complete it.
105. Use progressive profiling
Marketing automation systems and most form managers can do progressive profiling, where once you have the answer to one question the system automatically adds a new one. By getting your prospects to fill in multiple forms, you increase the information you gain about them without ever making them face a form with a large number of fields. Progressive profiling can therefore enhance your data as well as increase conversion rates.
106. Auto-fill fields
If you know information about the contact, don't make them type it in again. Auto-filling fields reduce the amount of work to complete the form, and therefore increases conversion rates.
107. Hide auto-filled fields
If your systems offer the capability, it's a good idea to hide the auto-filled fields. This reduces the length of form that your audience sees, making them more likely to complete and submit it.
108. Use hidden fields to send more data
You can gather more information than your contacts enter on the form. Hidden fields allow you to gather additional data: a great use of this is to harvest the Urchin Tracking Module (UTM) parameters from the URL, which means you have information about the source of the lead added to the contact records.
Landing Pages
Most lead generation campaigns route the audience to a landing page where they need to fill in a form. The design of the landing page can have a huge impact on the results your campaign generates.
109. Use dedicated landing pages
The first tip is always to use a dedicated landing page. Routing your contacts to pages that are not designed specifically to convert with a form fill will reduce the performance of your campaign because they have much lower conversion rates than dedicated landing pages.
110. Landing pages should only do one thing
Generally, the purpose of a landing page is to get someone to fill in a form and submit it. When designing a landing page you should only have one objective, and typically it's form completion. Although it might seem helpful to have other information available to landing page visitors, this approach will reduce the conversion rate and make your campaign less effective.
111. Don’t use too much text on landing pages
Landing pages should only do one thing. Too much text will distract from the goal. Keep your text succinct and clear, and always remember that overcomplication is a bad idea.
112. Use the thank-you page to make a second offer
When someone submits a form on a landing page they are typically routed to a thank you page where they can download or view the content. This is an ideal place to promote related content, particularly if you have a form with progressive profiling so you can gather more data about the contact.
113. Make your headline action-based
Tests show that landing page headlines are more effective if they're action based. A very simple example of this would be changing a headline from “Marketing Ebook” to “Download Your Marketing Ebook Today”.
114. Have clear subheading
Subheadings can expand on the page headline, and generally landing pages perform better if they have a subheading. Like all content on your landing page, make the subheading clear and succinct.
115. Include an image
A landing page that just has text is not very inviting. Adding images will, in general, compel the viewer to linger and increase conversion rate. Typically landing pages have an image of the item that is being offered, for example the ebook. A good image, which requires good cover design, makes a big difference as the content being offered feels more tangible to the visitor.
116. Use bullet points
Keeping the text short is important, but bullet points arre more effective. Bullet points make it easy for the visitor to see what is being offered and the benefit of sharing their contact details to secure the item. We always recommend using bullet points on landing pages.
117. Make form visible
Don't put the form at the bottom of your landing page. Making the form visible above the fold will increase the conversion rate of the landing page. It's not always possible to have the form immediately visible on mobile, but think about the designed to ensure that visitors don't have to scroll endlessly to find it.
118. Have a text and visual CTA
On the landing page it is important to not only have a clear call to action in the text, but also to have a visual CTA that really stands out. Sometimes we see the clever use of arrows to highlight the form that needs to be completed, although you should match the visual CTA to your brand.
119. Remove distracting navigation
We mentioned previously that a landing page should have only one purpose. Removing distracting navigation content from the template allows the visitor to focus on the content offer and the form, resulting in better performance of your landing page.
120. Make sure your landing page matches the CTA that drove the prospect there
This seems obvious, but if you're running several different campaigns with many landing pages and promotions, you might have a mismatch between the advert, blog post or other item that drives the person to the landing page and the content on the page itself. Always try to ensure the landing page matches the CTA that brought the person there in the first place.
121. Encourage social sharing of landing page
You should make the landing page as widely available as possible. Any “free” promotion of the landing page is a good thing, so encourage visitors to share the landing page on social media profiles to increase traffic and leads.
122. You need several landing pages
Don't feel you only have to create one landing page. Visitors coming from different sources may need slightly different landing pages, and optimising the page to their needs will maximise your conversion rates. Just make sure that each landing page does only one thing.
123. Use social proof
Even if you are a well-known brand, “social proof” is likely to improve the performance of your landing page. Make sure you include customer testimonials, relevant certifications and other credentials that will provide reassurance that you are a reliable supplier and have delivered successful projects to existing customers.
124. Use SEO
Increasing the distribution of your landing page is a good thing, so make the page visible in search engines and think about SEO. Having the landing page rank well in organic search can dramatically increase traffic and therefore the number of leads you generate.
125. Support all devices
Don't assume your audience will visit the landing page from a desktop or laptop computer. Make
sure you support all devices, particularly mobile phones.
Website
Your website should be one of your best lead generation tools. Here are some ideas to increase the number of leads you generate from the prospects who visit your website.
126. Use popups and (not too intrusive) promotions
Don't be afraid to use pop ups and other promotions on your website to generate leads. You obviously don't want to overdo it and spoil the user experience, but having these types of promotions on your website can be a great way to generate leads.
127. Offer gated related content on web pages
Offering related content is a great way to help website visitors. If the content is behind a registration wall, it's also a great way to generate leads.
128. Promote your newsletter
Newsletters are one of the best ways to nurture contacts, and a good newsletter is highly valued by recipients. Don't forget your newsletter when building pages on your website, and make sure that there are multiple promotions and ways to sign up to receive these regular emails.
129. Make sure forms are on key pages
Forms shouldn't only live on landing pages. Make sure you have forms on key pages that coincide with the best performing blog posts or other content.
130. Use SEO to drive traffic
Obviously, you'll be using search engine optimization to drive traffic to your website. Understanding the search terms that are being used to drive people to particular pages can lead to helpful insights about which content to promote. Also don't forget to optimise for organic traffic that is searching for problems your content can solve.
LinkedIn is an amazing lead generation tool and we believe it's worth a separate section of these tips and tricks. The ability to target people based upon company and job role makes it an excellent platform for lead gen, but you need to get LinkedIn right as it can be costly.
131. Use LinkedIn lead gen ads
LinkedIn lead Gen ads are fantastic. They generally produce better conversion rates than your landing pages will. However, the ads can be expensive in terms of cost per lead, so use them for your most valuable prospect companies or job roles.
132. Don’t worry about LinkedIn guidelines
You'll see many different guidelines on LinkedIn, and often the best advice is to ignore them. Like many platforms, LinkedIn wants to maximise its revenue, so suggestions such as the minimum audience size should be 300,000 people are somewhat self-serving. In fact some of the best campaigns we've seen on LinkedIn have targeted an audience of just a few hundred. Small audiences mean more personalisation and relevance, which often produces better results.
133. Understand LinkedIn data you can use
LinkedIn offers you a range of demographic and firmographic information that you can use to target your campaign. It's important to understand the data you can use and its impact on the audience you reach. Experimenting to understand what it means for your particular industry is invaluable.
134. Know how LinkedIn does matching
LinkedIn doesn't always exactly match the criteria you enter when selecting an audience, particularly when it comes to job title. In fact, LinkedIn groups different jobs together, so putting in one job title will result in the campaign targeting people with different, but usually similar, job titles.
135. Review the demographics of people who engaged
When running a LinkedIn campaign, you can review the demographics and firmer graphics of the people who have engaged with the campaign. It's essential to make sure the people who are viewing and clicking your ads are the ones you really want to target. This is particularly important as LinkedIn doesn't always deliver exact matches to your criteria.
136. Link your marketing automation tool to LinkedIn
Many marketing automation tools offer a direct connection to LinkedIn. It's always worth setting this up to avoid the need to manually upload the leads you generate. Let's be honest, uploading leads probably won't be your top priority, and at some point there will be a delay, but getting the contacts into a marketing automation system will impact the effectiveness of your nurture campaign.
137. Use personal networks
Although advertising on LinkedIn is incredibly powerful, don't underestimate the value of organic LinkedIn posts. If you have salespeople with great networks, it's worth spending the time to explain to them the value of posting about your campaigns.
138. Make it easy by sharing canned posts with the Sales team
One way to get access to your Sales team’s great networks is to write the posts for them. There are systems available that aim to make it easier to share “canned” posts, but often sending them as emails is a better way to ensure the salesperson sees and acts on the content you've created for them.
Testing
We've mentioned testing several times in this blog post, and it's vital that you test to understand the behaviour of your audience and what works best for them. Here are our tips to help you develop a better testing strategy.
139. AB test often
Try to make testing apart of all campaigns. The more you test, the more data you'll gather, and the more you'll know about your audience.
140. Ask different people for ideas
Marketing doesn't have a monopoly on the best ideas. This is particularly true when testing. It's always worth asking other people, particularly the Sales team, for their ideas and trying them out. Even if you don't think an idea will work, it can be worth trying: you might be wrong, but even if you're right you might learn something from the test.
141. Have a plan for testing
When you run tests there should always be a reason for doing it. Each test should be designed to answer a question or find something out. Make sure you have a clear plan for your testing. It will not only make the process easier, but it will help you analyse the data at the end of the test.
142. Never think you have reached perfection
It's easy to think you've understood your audience and have the perfect campaign, but people change over time. Even if your campaign is performing brilliantly, it's important to keep testing as attitudes and behaviour can change. You might even be able to improve the performance of what you think is the “perfect” campaign.
143. Remember different personas respond differently
When testing it's important to make sure you run separate tests for different personas. Different personas have different needs and interests, and will not behave in the same way. Each of those personas is also subject to change.
144. Measure quality as well as quantity when testing
Don't be a slave to the numbers when you are testing. Simply counting the number of leads might not be the best measure of the performance of your lead generation campaign. So include qualitative metrics that measure how good the leads are, as well as volume metrics that count the number.
145. Focus on the outcome, not on vanity metrics
With any campaign it's important to focus on the impact to the business wherever possible by measuring the value of business done with the leads you generate. Even if you can't, use metrics that assess the quality of the lead. Relying on vanity metrics like impressions, clickthrough’s and even form fills can be misleading.
Steal Good Ideas
However good your organisation is, you won't have all the good ideas. We strongly recommend looking at what the best in class companies are doing and make use of this intelligence to inform how you run your lead generation campaigns.
146. Monitor your competition
Make sure you also keep an eye on your competition. You don't want to blatantly copy their campaigns, and copies are likely to be less effective anyway. However, you should understand your competitions’ strategy and when you see a great idea executed, it's always worth thinking about how you might do something similar.
147. Ask customers (or Sales) what information would help
Your customers probably have some of the best ideas for lead generation campaigns - even if they don't know it! It's always worth asking customers what information would help. If you can't talk to customers the Sales team is the next best alternative.
148. Spy on Google Ads
Because of transparency requirements, it's possible to see the Google ads being run by your competitors. This is a great source of ideas as well as competitive intelligence.
149. Use social to monitor offers
Many lead generation offers are shared on social media, so monitor what your competitors and customers are talking about.
150. Use an agency for ideas
Our last tip is the one we naturally think is most important: use an agency! Agencies bring a unique perspective because they have run lead generation campaigns for many different companies, and therefore have lots of data, experience and ideas.
Hopefully, you've seen this in the tips and tricks we've shared in this blog post.
A View of the Electronics Supply Chain in 2023
We were delighted to receive a guest blog post from John Ward, Senior Director at Commodity IQ, (part of SupplyFrame), who shares some market analysis and data insights on what the future of the electronics supply chain looks like in 2023.
Recession risks have subsided somewhat, and central banks are advancing in controlling inflation. Still, electronic component lead times are improving faster than prices as demand deteriorates in some markets, inventories are at historical highs, and new disruptions could emerge with a further intensification of the Russia-Ukraine war and China’s continuous COVID-19 challenges.
In early May 2022, Supplyframe predictive intelligence identified the sharp downturn in consumer electronics, PC, and smartphone demand by analyzing the engineering design actions, demand sourcing signals, and contract pricing for specific electronics components widely employed in these sectors like DDR4 DRAM in PCs. We are still experiencing this downturn and weakened hyperscaler and enterprise server demand.
The Supplyframe Commodity IQ solution – which provides always-on, holistic electronics supply chain analytics and analysis – has revealed that the electronic components value chain is getting some pricing and lead time relief for the first time in several quarters. However, price reductions are still hard to achieve despite lower demand and lead times. While inventories may have peaked in some categories in Q4 2022, electronic component lead times remain more prolonged than historical norms, and specific semiconductor devices still have factory lead times of over 48 weeks.
Nevertheless, there is reason to be optimistic. Commodity IQ operational metrics reveal that component availability has largely improved, and prices have stabilized across many commodities and sub-commodities, particularly for passive components. Additionally, Commodity IQ data exposes opportunities for enhanced supplier negotiations, better-timed sourcing events, and 360-degree supply chain visibility.
Commodity IQ forecasts for the first quarter of 2023 point to an 8% decline in the number of rising lead times and commodities with part allocations for active and passive components.
Similarly, according to the Commodity IQ Price Index for Q1, the number of component pricing dimensions will be reduced by 14%. Moreover, and unsurprisingly, global electronic component demand and sourcing activities quarter-on-quarter in Q1 will be down by 2%, while engineering design will be off by 20% – further evidence of demand erosion.
Component inventories, while bloated for some components like memory and small case-size ceramic capacitors, for devices like automotive-grade microcontrollers and FPGAs remain far below the Commodity IQ Inventory Index baseline. For example, microcontrollers/microprocessor distribution and supplier inventories in December 2022 were nearly 50% lower than in December 2021. Analog ICs, microcontrollers, and discrete ICs (especially power MOSFETs) will remain constrained and high-priced in Q1 and beyond.
What does the future hold?
With global macroeconomic and political uncertainty in the foreground, we have entered the new year with positive signs for normalizing supply-demand balance and reduced pricing and availability pressure. For H2 2023, excluding memory devices, the forecast is for 85% of semiconductor pricing dimensions to be stable and the remainder to move squarely in the buyer’s favour.
Extended lead times will endure into the year's second half for semiconductors, including programmable logic devices and passive components like automotive-specific resistors. Yet, as world economies exhibit remarkable resiliency in the face of inflation and threats of recessions, Q3 2023 lead times for all electronic components are forecast to ebb dramatically from Q3 2022. Nearly 60% of lead time dimensions are projected to decrease in Q3 versus about 1% in Q3 2022, and none are expected to increase in Q3 compared to a massive 73% in the same quarter of 2022.
A Napier Webinar: A Practical Guide to Understanding and Using B2B Customer Journeys
A key component of any successful B2B technology marketing campaign is the analysis of customer’s behaviour and the process they go through when choosing products and services. Customer journeys allow you to map these behaviours and provide a tailored marketing and communications plan to quickly move the customer from awareness to opportunity.
Watch our on-demand, 'A Practical Guide to Understanding and Using B2B Customer Journeys', where we discuss what customer journeys are, and cover:
- A simple four-stage model to getting started with customer journeys
- Example customer journey maps
- How analysing customer touchpoints delivers tangible results
- Why different personas follow different journeys
- Designing campaigns to accelerate customers along their journeys
Register to view our webinar on demand by clicking here, and why not get in touch to let us know if our insights helped you.
Napier Webinar: ‘A Practical Guide to Understanding and Using B2B Customer Journeys’ Transcript
Speakers: Mike Maynard
Hi, and welcome to the latest Napier webinar, where we're going to talk about customer journeys. So customer journeys are really, really interesting and an important part, I think of any approach to marketing. But maybe the interesting thing to do is to take a look at, you know what some people say about customer journeys. And so what I'm going to do is I'm going to pick Drake. Now, obviously, you know, maybe maybe r&b stars are perhaps not your useful, or most used quote for information about marketing. But he's got a lot to say about journeys. Sometimes it's the journey that teaches you a lot about your destination, this is very true.
The customer journey, experience treats teaches you an awful lot about the company that you're working with. But I think more importantly, sometimes the journey is actually really amazing. And as Drake says, you know, sometimes you'll look back from that journey or wish you could go there again, because of all the experiences. And I think this is this is really important is that, when we think about, you know, the companies that we're promoting as marketers, it's really important to remember that you are not just promoting the product or the service. But actually, it's important to make sure that whole journey towards becoming a customer is a journey that people can enjoy. And they find useful and helpful.
Because ultimately, that's what's gonna make you know what your product is today. So it's going to be really important to actually, you know, build good and effective customer journeys, because a lot of the way customers perceive, you know, b2b companies today is around, you know, how they experience going from, you know, just sort of starting to talk to the company all the way through to becoming a customer. Anyway, we're gonna move on and have a look quickly at, you know, the different things we'll talk about today in the webinar, and then dive into customer journeys themselves. So today, we're going to do a little bit of history, you know, where does this concept of customer journeys come from, it's actually a relatively new concept just over 30 years old. We're going to talk about the sales funnel, which actually, I guess was the original customer journey, and why it was always wrong. We're going to talk about a concept called the buying journey DNA very closely linked to customer journeys, as the kinds of things you need to think about as you build your customer journeys. And within that, particularly, we are going to look at buying styles. So what people are how people approach buying particular b2b setting.
One of the things I think, you know, a lot of people associate with customer journeys is customer journey maps. And customer journey maps are really interesting. It's kind of a graphical visual representation of the sequence of steps that someone goes through in terms of starting out as a prospect going all the way through to becoming a customer, and hopefully staying with you as a customer throughout the product or service lifestyle. So we'll have a look at mapping and give some examples. And lastly, we're talking about next steps.
So the kinds of things you can do after listening to this webinar, to hopefully help improve your marketing campaigns. So let's start off with a brief history of customer journeys. As I said, customer journeys are a relatively new thing. They were actually first introduced in a book called service wisdom that was published about 34 years ago, by Chip Bell, and Ron Ron's empathy. So these two guys, were really looking at customer service, rather than necessarily marketing. But they came up with concept of the journey. And they said, the goal of customer journey mapping is to create and retain a deep understanding of the customers experiences, while he or she is traversing the path taken between having a need and getting that need met. So they were very focused on this mapping on this, this idea of, you know, really drawing this graphical representation.
And really, it's all about, you know, getting inside of the customer's head, understanding what they're seeing and feeling and understanding their experiences. So I love that. I think that's great, you know, really trying to understand the experiences. And so let's just talk about what actually a customer journey is. And so, a customer journey from our point of view, this is a Napier definition. I mean, there's lots of different definitions, but we see it as experiences a customer has, whilst moving from awareness of a product through purchase, to the time the customer no longer interacts with the brand or products. So very simple, similar to the definition of, you know, going from from having a knee to having the need met. But I think it's really important. I mean, from our point of view, customer journeys. It's not just about what you do as a brand. You It's all the experiences that the customer has, it's definitely something that is more than just what you can influence or control.
And particularly, you know, things like word of mouth information is a key part of a lot of customer journeys, and shouldn't be underestimated. The next thing to say, is a customer journey is not just about, you know, making someone move from being a prospect to a customer, it's not just pre purchase, it actually matters, what happens after the purchase. So, you know, customer journeys is not just related to sales and marketing, it's also related to the whole customer experience. And then lastly, you know, customer journeys, customer journey maps are often used interchangeably, the map is a visual representation. And the journey itself is what the customer experiences. So customer journeys, you know, I think, a fairly obvious thing, you want to track how the customer feels, or how that what they experience, from, you know, this point where they first start moving from awareness, all the way through to when they no longer interact with you. Now, historically, that was very much something that people used to talk about the sales funnel. So this is sales funnel, this is actually the sales funnel, used by Salesforce, and they talk about, you know, going from awareness of the company to interest to evaluation, they need to negotiate the price, then you just close the sale by making a payment, and then you repurchase and that's kind of their, their concept. It's great. There's lots of, you know, really clear stages in there.
But I don't think we ever really believe that people flow through that funnel in a nice smooth manner. So, you know, once someone starts evaluating, it doesn't mean they're going to move straight on to negotiating price. And actually, I think, you know, a lot of people with complex and expensive software products like Salesforce, they may well evaluate, and then go back and be interested, and then come and evaluate again, the following year, you know, very often we see, you know, even hear clients talking about, well, we're looking at, you know, this CRM package or this other SAS package, but we're not gonna do it this year, we're gonna look maybe next year, we're too busy, or we haven't got the budget or whatever the issues are. So if we're to be honest, we never really believed a sales funnel. It's a great model. You know, and the idea of moving people from one stage to the next, I think, is super important, you know, someone's in that interest category, getting them to really evaluate, it's important if they're evaluating, getting into start talking about negotiating a price. I mean, that is super important. It's not really reality. And this is certainly something Forrester thought.
So Forrester famously produced this kind of crazy funnel, where they tried to emphasise the fact that buying decisions are complex. And so what you see is you see the funnel, not not being a one way, route, and also not being a single route. So people can go back in the funnel, and they can also take choose to take different routes. And I think this is much more realistic. I mean, that the this diagram, I think, was very widely cited when it came out. And it really made a very clear point. But the reality is, is that people don't take funnels, they take journeys, and those journeys can take different routes as you go through. So what makes up a journey? What what is the DNA behind the journey?
Well, this concept of the buying journey, DNA was introduced by a guy called Lewis, who wrote a book about why how customers buy very much about b2b purchases. And it talks about several things that make up the buying journey DNA. So behind the buying journey, there's elements. So the first element we look at the top is triggers. So triggers are what start the journey, what caused people to begin that and that might be having a need. Or it might be some marketing information that exposes opportunities, or indeed, highlights that there's a need that the customer wasn't aware of. So we have a trigger that's important that starts the journey that's different from the journey itself. And it's something you've really got to focus on. The next item that Louis put in was steps, steps are the customer journeys, we normally talk about it. So they're the stages of the journey. And it's really important to understand those steps. But equally, I think, you know, it's important to realise the journey and the whole DNA of the journey is not just about a sequence of steps. And particularly in b2b, that's the case. And we're talking about the steps later. And particularly when we look at some journey maps. He said you got to consider key players.
And the key players are the personas basically, that would create the people who buy the product or influence the purchase or, you know, part of the decision making unit. Or if you're an American, you probably call it the buying committee and So these these key players are really important. And actually, these key players will often follow different journeys. So, for one product, you don't necessarily have one definitive journey, it could be different depending upon the persona. We're talking about buying style. And effectively Lewis position, the buying style is having two axes, people either believe that they've got choice, or they go for value. And they want a solution or a product. And we'll talk about that, because I think this is really important. Quite often, there's some trendy marketing approaches, which is just well, we have to sell solutions. Actually, you know, if we look at this, not everybody wants a solution.
There's value drivers or the value proposition that companies offer. And it's really important to understand, you know, what drives the reasons pushing people to buy. And then correspondingly, the last item is buying concern. So the things that will stop people buy. And this is really interesting, because I think if you look at value drivers, you can have a product that produces obvious value for a customer. So let's say you've got a product that reduces waste in the manufacturing process, it cost 10,000 pounds, it will save the customer, customer 20,000 pounds, there's, you know, an immediate return on investment, you know, first year you're actually going to get a 200% return, it's clearly a good thing. Surely everyone's going to buy it. And the answer is no, not everybody will buy it. And there'll be reasons why maybe they don't buy it, you know, and one particularly good reason might be that there are alternative products that might be cheaper, that have a better ROI. Or, alternatively, there might be a different approach to saving that waste, that doesn't require investing in a product, it might be changing the manufacturing flow. And so addressing buying concerns is very important. So this is all together, all the things you need to consider when you're thinking about a customer journey is not just the steps, what we're going to do is we're going to focus on a couple of these. And the first thing we're really going to focus on his buying style, because I think this is particularly interesting for business to business, because a lot of people assume that, you know, conventional wisdom is always the way to go. So what happens is that people have different approaches.
And Lewis said it can be mapped on two axes. And one axes is whether somebody is looking to choose between multiple suppliers, or they've got something that drives them to buy from only one supplier. So typically, they're buying on value on price. And this is this is very interesting. And I think, you know, a lot of people when they're talking about marketing, they look at price driven customers, we all see that in our markets. And they think, oh, no, we really got to work hard, you know, convincing the customer that our price is the cheapest. And actually, that's really hard to do. Because the mindset of a value buyer is there is only one supplier that can provide what I need, I need the cheapest price, only one supplier can provide the cheapest price, they are typically quite closed in the way they approach supplier selection. And actually, it's usually far better to look at buyers who consider they have a choice and market to them because they're much more willing to consider multiple vendors. Unless, of course, you're prepared to be the lowest price supplier. On the other axes, it's really interesting. And Lewis said something about today, you know, I think most marketers are like, Oh, you shouldn't sell products, you should sell solutions. And actually, you know, Louis said no, there's two sorts of buyers. You know, one source knows they've got a problem, they got a need. But they don't know what's going to satisfy that need. They don't know what they want. And the other type of buyer is they've got a need, and they know exactly what they want. You know, and this, this might be a case of, you know, somebody who needs a particularly in an M five nut and bolt, they know what they want, they know what they're gonna buy, it's not necessarily a solution sell. But equally, you could offer you know, products to customers that are looking to attach wings to aircraft where you know, they have a need, they may not have a defined solution, so the solution cell could come in there. So I think it's important to remember that and remember that there are customers who believe that they want value, typically something bought on price, or something that they know is going to deliver a certain level of quality at a certain price and people who want products.
And, you know, Lewis actually went on and he talked about, you know, these different approaches and how they might approach buying. So he talks about Starbucks as being you know, somebody knows they need a product they want value If so, if you know you want a cup of coffee, you're going to potentially go to Starbucks, you know what you're going to get, you know, the price is what the price is going to be. And it's going to be better than, you know, some sort of more sort of bespoke coffee shop where perhaps the coffee might be better, but you're actually going to pay a lot more money. So he talks about that product value kind of axes there. And if someone believes they've got choice, but they want a product, then typically they're going to have a sort of select approach. So they're going to look at the suppliers and offer the product, they're going to put the list of products that are available in they're going to kind of rank them. And this is where, you know, you'll see a lot of, for example, technical sales being done on data sheets, where it's important to get all the information that the customer needs, because they know what product they want. And they know they know the matrix is going to meet all the specs is going to meet. And they just want to sort and select you need to be in that shortlist. If you don't provide the data, they won't be able to so on select easily, you won't actually be one of the suppliers that they consider. If they believe they've got choice, and they've they've, they need a solution.
So they're looking for it, they're going to search and choose this is really interesting. And to me, you know, a lot of this is around, who are the suppliers that people trust and view as being the ones to go to so a lot of this is driven by brand, because they're not going to know exactly what they buy until they start interacting with the different brands. So I think searching shoes is very much a brand different driven thing. Obviously, there will potentially be some shortlisting there. But it's much harder to shortlist solutions than it is to shortlist products. And lastly, and this is a very trendy term in the service industry, which is trusted advisor where a client will come to a supplier, you know, maybe maybe it's a law firm or an accountant. And whenever they have a problem with that particular area, they will just ask for the solution and asked what they should do. And this is something where if you can have a client that is feels they can only buy for you because then you're the only supplier they can really trust you've got this relationship, you've worked with them a long time, you know, the customer believes you're the only one supplier can provide what they need, then you can become a trusted adviser. And that's really interesting. But clearly it requires the customer to not only be looking for a solution rather than a product, but also to believe that they have no choice in terms of where they go. So it has interesting implications on service businesses and b2b.
So these buying styles are very important, as I've talked through them, you'll realise that not only is how you approach the customer, and the way you sell to them very different, but also their journeys very different. You know, if you believe there's only one supplier, you're gonna go straight to that supplier classically in the trusted advisor. If you've got a law firm that you always work with that says the firm you trust you feel they know your business, there's not really going to be any supplier selection, you're just going to go to them and talk to them about your next problem. So that's a very different customer journey, to maybe somebody who believes they've got a lot of choice, and then still looking for a solution, they are going to search and choose amongst brands, and they're gonna have a process of evaluating different brands to see who they believe is going to be the best one to provide the solution. So we've understood that different buying styles have different journeys, same with different personas. So the reality is there can be many, many customer journey maps for selling one particular product. Typically, most people limit the number of customer journey maps they produce, mainly to manage complexity.
And also because the customer journey map should really be very, very detailed, the more detailed you can get it the more effective it is. And clearly it becomes exponentially more difficult with the more personas and buying styles you consider. So let's have a look at a customer journey map. Well, I mean basically a customer journey map can be whatever you want, it can be as simple and complex as you like. But what it needs is it needs the steps or the touch points that you have with the customer. So you need to know what is happening to influence that customer and good customer journey maps will also consider things that are not directly related to your brand. So that might be word of mouth information. Or it might be you know viewing content on a trade publication.
Obviously, you've got those steps those touch points those touch points will then generate actions from the prospect. So you need to know what should happen as a result of each touch point. Mosca customer journey maps also include emotions, so most people want to understand how the customer is feeling. And that can be based upon the challenge they're facing the need Have that's got to be met. Or it can also be emotions that are driven by the touch points. And a lot of customer journey work is done around existing customer journeys, and trying to evaluate where customers are less happy. And then look at ways to, you know, change that. So at that particular touch point, they become slightly more happy. So, emotions are very important. pain points, obviously, a very important is where the customer has a need or a pain point, you really need to understand that and how well that customer understands the need is very important.
And lastly, solutions, you know, as part of the customer journey, you're providing that solution, you might want to also include that in the map as well. So, lots of different things you can put in the map. But there's actually no right format. There's some conventional styles, but you can do really whatever you like, whatever makes sense, in terms of mapping the customer journey, so you can see an example here. But what we'll do now is we'll actually go through, and we'll have a look at a couple of customer journeys that have been created, you know, so you can see some examples. So here's a simple customer journey. It's interesting, you know, the journey has been put into funnel like stages, there's four stages, we can see with the four colours. And what we can see is actually, this, this indicates emotional state, by the line, this line goes up, the customer feels happier. And we can see at each stage, we've got the various steps within each stage. And so we're tracking you know, how well they're doing. And this customer journey, also insert some eventually quotes that what the customer might be thinking.
So, you know, what we can see is, you know, obviously, this person is trying to go to see a film, they're going to a cinema. And you know, step two, their question is, can I find somebody that's closer I don't really want to travel, we then see some issues with travel. So we can see lots of different things as the customer flows through. And this is quite a simple map, and actually, will quite often use maps like this, to work with clients. So here's an example of a customer map that's based on something we did with a client a little while ago, you can see that we've categorised the interactions into basically four stages or phases. And each phase where you've got information about what the customer might be thinking. So for example, I don't know, the mega core offer for station infrastructure and and what they're going to supply us. We'll talk about, you know, the content that will supply. And we'll talk about the touch points. So the channels we're using to reach the customer at the start.
So where customers might have low awareness, we want to drive awareness, you can see well, it using lots of different channels. So you know, we might be posting video on YouTube, we might be doing Google ads, we might be doing ads in publications, all sorts of things to drive touchpoints, because we're going to have to reach quite wide, we don't necessarily have an engagement with that customer. And then you'll see with this customer journey map, we move through and we get much more focused and effectively this is, you know, one of those classic customer journeys that you'll often see with b2b where we're trying to, you know, create content, use that content at the awareness stage to generate a prospect, and then nurture that prospect with a sequence of emails and maybe some Google ads as well. Other customer journeys can look very different. And I mentioned things can be very different. This is a customer journey for a software as a service products. Zendesk, which is a support desk product, and they show the customer journey as a cycle. Obviously, with SAS, there's typically a renewal period, quite often annual renewal. And so it's very important to make sure that you understand that customer journey, and you understand what can cause that customer to either reorder and remain a customer to actually just pick and choose another product or maybe not reorder and then come back a bit later. So perhaps a lapsed customer coming back.
So very different style, and very focused on the different touch points here. You'll notice that this one doesn't include things like customer, emotional state, or anything else. It's very simple, very straightforward, but equally a very clear model and it makes it clear what you have to do to ensure that the customer engages with you and ultimately reorders and remains a customer one of the things I would say is that real customer journeys have an awful lot of touchpoints and so we can see here this is a simple PowerPoint template created by slide salad that they're you know offering as a off the shelf customer journey. I'd always caution against trying to use customer journeys that are off the shelf, almost certainly your journey will be very different to other businesses. And the emphasis on different steps will be very different. But if you want, you can pull off the shelf customer journeys like this. Interesting though this is even itself with all these steps is quite limited. You know, for example, there is no concept of word of mouth.
So there's no idea of the customer, you know, asking either friends or colleagues or anyone else what's happening. And even in b2b Word of mouth is hugely important, and completely omitted from this. So beware if you get those off the shelf journeys, because often they can miss important stages as well. So we've talked about journeys a lot, and we've mentioned how complex they are, and how many steps are. And I think one of the challenges that you know, b2b companies have is, we still tend to think about, oh, we're going to run, you know, an email nurture campaign to move people through the customer journey. And that actually, is often the wrong approach. If you're looking to move someone through an entire customer journey, I mean, for a start, you need a product that is bought in a fairly short timeframe.
And a lot of products actually take a fairly long timeframe to buy. I mean, we have, you know, clients that have products that are large capital investment, that can take years in terms of the customer journey, trying to create campaigns that run over years is just not the right thing to do, you'll never get the timing right, you'll never be able to understand exactly where the customer is. So you need to simplify. And one of the ways you can simplify is actually simplifying down into it to less steps, there's touch points of the customer journey. But actually, a better way is to use something called micro journeys. So here we can see, and this is a consumer example. But it's equally applicable. We've got a customer journey where someone is basically flying on an aeroplane. And we're looking at one element of that customer journey, which is the check in. So if we go and expand here, we can actually see that the customer is checking in. And there's multiple routes through this journey. So we can actually understand that in more detail. And what we can do as marketers is look and see, well, how can we make this journey more effective?
You know, and you can see, actually, maybe this has already been done, you know, there was a route to check in with a mobile app. But also, there's additional routes here where the airline sends either an email, or an SMS, or maybe a call. So help the customer check in, remind them to do it. So you know, quite often, you'll see, you know, different customer journeys being looked at like this, and then people looking at adding extra routes. So if a customer doesn't take one route, there's a parallel route that's going to take them through the maybe includes a little nudge from the company that they're interacting with. So, you know, micro journeys are great, because it then makes this large and potentially quite long term customer journey more manageable.
They're still quite complex. And it is okay to simplify. And the reality is, is no matter how hard we work, we'll probably never perfectly replicate the customer's experience in any customer journey. So, I mean, my advice is to balance you know, getting accuracy and detail alongside making sure that you've got a customer journey model, which is, you know, close enough to reality, but also simple enough for you to be able to, you know, optimise and manage it. And this can be an iterative process. If you've not looked at the customer journey for your customers before, you might start with something fairly simple. And then iterate. Once you've identified the problems in that that journey at a fairly high level, you may then dig a bit deeper produce a journey that is a little more divided up into more steps, and then look and optimise again. So iteration as well, in terms of improving the customer journey is a great idea.
So what do we do next? Well, I think you know, the first thing I'd say is think about customer journeys. and not think about customer journeys, just in terms of a funnel, I need to move on from one stage to another, but gain the customers perspective. They are complex, you've got to remember that. And so you might have to simplify certainly in the early days. But really just try and get into that customer's head that mindset and really understand what's stopping them moving from one step to another. And if there's anything you can do as a marketing professional, to help them move forward. Obviously the way to do this is to ask customers, the best source of information on customer mindsets is the customers themselves. I would say you know me Make sure you think about personas and buying styles. Which buying style do you generally work with, and do different personas involved in the decision take different journeys.
And this is super important. I think it's one of the areas where your customer journeys, you know, a really a dramatic level up from, from simply thinking about the sales funnel, is it's much easier to think about these different personas and different buying styles. And when you've got your journey, definitely split it into micro journeys, don't try and boil the ocean all at once. Just try and take a little segment of the journey and try and optimise it. And then you know, when you've got that micro journey, analyse the stages and look at, you know, not just where opportunities are lost. I mean, obviously, we want to look at where prospects drop out and maybe go to another supplier, see if there's anything we can do. But also look at where progress slows.
And this is something that we're really focused on as an agency is making sure that we can help clients increase the velocity of prospects through the journey. And the reason we're worried about that is that if you can get the prospect to the end of the journey before anyone else, the prospect will be bought, or will have bought with you before they're ready to buy with anybody else. So you're going to win that sale. So don't just look for losing customers or potential customers, but also look for where that's progress through the journey slows down. And look if there's anything you can do to increase interaction, and make it you know, easier for the customer to buy and stay with you. So that's really what I wanted to talk about in terms of customer journeys, it's I think it's covered a lot of what we need to know.
And hopefully, it's going to give you a bit of a basis in terms of how you can go and build your own customer journey. And look to optimise it, obviously now what we can do is maybe look to take some questions. So I'm just gonna check the chat and see if we've got any questions from people. Okay. Okay, so we've got a great question here. How can someone easily spot a weak point in the customer journey? And what are the typical methods to solve this, which is really interesting, I mean, in business to business, quite often, this weak point is something you can pick out with data. You know, and a classic example of a weak point might be, you've got a particular, you know, nurture, campaign or email that you send out at a certain stage in the journey. And that triggers a higher than average level of opt outs, or a lower than average level of interaction. And it's really where you've got these items where you're actually not hitting your average level, you've got to ask, well, is that because of where people are in the journey? Or is that because what I'm sending is not the right thing. And quite often, you know, what's being sent is not the right thing.
So I would definitely say, you know, look through the journey, look at the data. And that usually gives you a good, good insight into where your weak points are. Okay. Okay, we're being asked about micro journey. So the next question is, can we give an example of a micro journey? It's another great question. I love this. And, you know, a really good example might be if you're selling components that have data sheets, so a lot of our clients will have components that might be a semiconductor company, they have a datasheet, that gives you information about that product. And typically, what's going to happen is someone's going to be interested in a product, they go to your page, they'll download the datasheet, they'll do some evaluation. And from that datasheet, they'll then decide whether or not to purchase perhaps, an evaluation board if they need an evaluation board to develop, or maybe a sample if they just want samples to test the product. And quite clearly, you know, there's a micro journey there. And that whole process of buying a product, if you think about a product that needs you know that there's maybe a a complex part like a microcontroller. You know, there's a whole big journey for around that. But just the step from datasheet to development kit is a very small micro journey.
And so thinking about you know, how many data sheets you get downloaded versus how many development kits you sell, and looking to optimise that ratio, so increase the number of development kits per datasheet is a great example of improving the performance of a micro journey. Okay, and we'll do one more question. And the question is, if the customer journey goes beyond purchase, how important is customer satisfaction in the journey? And I think this is this is really interesting. You know, ultimately, customer satisfaction as a metric pretty much determine is that analogous to how well the journey has gone for the customer. So if the customer is happy, generally they've had a good journey. That's not always the case. You know, you can have a customer journey that has lots of, you know, potholes and mistakes. aches and errors. And if you fit fix them, you can still end up with very high customer satisfaction. The reality is is fixing them may not have cost your customer satisfaction, but it's cost you money in terms of time and effort to fix the problems.
So, customer satisfaction is very important. And ultimately, if you look at customer satisfaction, the higher the level of satisfaction, the more likely people are to give word of mouth recommendations. And word of mouth can be very simple. You know, if you look at, you know, a b2b situation where you're selling to a big organisation, and quite often there are multiple projects you could sell into whether you're selling software or components or whatever. And what you want is people already using your product to be, you know, at least positive about the product, and if not, if not, maybe ambassadors and going out saying everyone should use this product. So high level of customer satisfaction, we'll get that high level word of mouth, which will increase your chances of winning future projects. So great question, you know, customer journey.
The satisfaction is really important. high customer satisfaction, though, doesn't always mean that you've had a great customer journey. It doesn't mean the end of the journey has been good. But it could it could still mean that there's problems in the journey. So don't think the two are the same. Well, thank you very much, everyone, for listening. I hope you found this webinar useful. If you've got any questions, please do send me an email. My email is Mike at Napier b2b dot com. I'd love to talk about it. We love working with clients, helping them build customer journeys and then optimise those stages within the journeys. And I hope you're able to build journeys and use it to make your sales processes more effective and ultimately increase the performance your company. So thank you very much
New Engineering and Manufacturing Awards Announced for 2023
The Engineer, Eureka!, Manufacturing Management, Machinery and New Electronics publications have come together to launch the Engineering and Manufacturing Awards, which will showcase the very best that UK engineering has to offer.
Covering all areas of the industry from design, manufacture, production and management, the awards feature a range of categories to allow entrants of all sizes and capabilities to showcase their excellence. Categories include Engineering Consultancy, R&D Product, Production Innovation and Design Team of the Year; with entrants having until 24th February 2023 to finalise and submit their entries.
Here at Napier, we were delighted to hear of another award which will celebrate the fantastic work that is undertaken in the engineering and manufacturing sectors. We look forward to seeing the fantastic companies and entrants who get shortlisted, and the winners at the awards ceremony, which will be taking place on 19th May 2023, at the London Marriott Hotel at Grosvenor Square.
WEKA to Publish Trade Fair Magazine for HANNOVER MESSE
WEKA BUSINESS MEDIEN in cooperation with WEKA FACHMEDIEN will publish the official trade fair magazine 'The Official Daily' for HANNOVER MESSE in 2023.
Editorial teams from both WEKA BUSINESS MEDIEN and WEKA Fachmedien will be involved in the development of the magazine including INDUSTRIAL Production, KUNSTSTOFF MAGAZIN, materialfluss, Computer&Automation, Elektronik, Markt&Technik and LANline.
HANNOVER MESSE will be taking place from Monday 17th April to Friday 21st April, and the magazine will be published daily covering the latest at the show from innovations, news, and product highlights, as well as press conferences and trends in the industries.
Distributed exclusively to trade visitors and exhibitors in the entrance areas and congress area of the exhibition grounds, the magazine will also be available online as an e-paper at several publication websites, including industrial-production.de, kunststoff-magazin.de, materialfluss.de, computer-automation.de, elektroniknet.de, elektronik.de, markt-technik.de, lanline.de and on hannovermesse.de. Each issue will also be sent to 200,000 newsletter recipients.
On day one of the exhibition, the e-paper will also feature multimedia content such as videos and animations, to enable the reader to interact and learn more information on the solutions, products and trade fair innovations.
It's always beneficial to have an overview of the fantastic innovations that will come from HANNOVER MESSE, and it's great to see that this will be provided by WEKA BUSINESS MEDIEN and WEKA FACHMEDIEN, providing both attendees and non-attendees with the opportunity to get regular updates from the show.
New Content Direction for Elettronica AV
Elettronica AV has announced its content focus for 2023, with plans to use insights and surveys to keep readers informed of the latest in the electronics market and address topics such as what the main challenges are for electronic professionals in the current global economy.
To strengthen the magazine's content and knowledge, the Elettronica AV publication team will also be supported by a team of international contributors in 2023, including Ronald Bishop, Alan Friedman, and Georg Steinberger. These authors will focus on sharing their expertise and knowledge about the international economic scene and the electronics sector.
With topics already chosen for the next six issues of Elettronica AV, the publication will examine market and technology subjects focusing on particular application fields, including aerospace and satellite, vending machines, automotive, wellness and fitness, transportation, subcontracting and assembly.
It's great to see how publications such as Elettronica AV are continuing to put extreme thought into their content strategy to stay relevant to the industry; from focusing on timely topics to inviting international authors to enhance Elettronica AV's knowledge and expertise around the effects of current economic factors. We look forward to seeing the fantastic content Elettronica AV will publish in 2023.
Entries Now Open for The Electronics Industry Awards and The Instrumentation Excellence Awards
Entries are now open for The Electronics Industry Awards and The Instrumentation Excellence Awards 2023.
After another successful award ceremony for The Electronics Industry Awards last year, the event will return in 2023, with entries now open to the industry.
Following a successful launch event, The Instrumentation Excellence Awards will also be returning in 2023; and they will once again take place alongside The Electronics Industry Awards on Thursday 19th October at the Grand Connaught Rooms in Covent Garden.
The entry deadline for both events is the 30th of April 2023. For more information on categories and the voting process for The Electronics Industry Awards, please click here. For further details on The Instrumentation Excellence Awards, please click here.
Good luck to everyone entering, and we look forward to attending these great events later this year.
Editor Greg Blackman Makes a Career Change
Greg Blackman, Editor of Imaging and Machine Vision Europe, Electro Optics and Laser Systems Europe, has announced that he will be leaving the industry after nearly 15 years, to focus on a career in horticulture.
Publishing house Europa Science are yet to name a replacement for Greg, but we know he will be missed by several members of the industry.
We wish Greg the best of luck in his new career.
A Napier Webinar: Developing a Marketing Strategy for Growth: Planning for 2023
Strategy development is the foundation of great campaigns, but it can be difficult to connect your marketing strategy to your planning and execution, ensuring you focus your resources on activities that deliver results and drive growth, eliminating the unnecessary and ineffective.
Watch our on-demand webinar 'Developing a Marketing Strategy for Growth: Planning for 2023', and discover:
- How to align your marketing strategy and business goals
- Tools to analyse the situation and help you plan
- Why you need to understand the audience
- Creating a framework for measurement
- How to prioritize when budget is limited
Register to view our webinar on demand by clicking here, and why not get in touch to let us know if our insights helped you.
Napier Webinar: ‘Developing a Marketing Strategy for Growth: Planning for 2023’ Transcript
Speakers: Mike Maynard
Good afternoon, and welcome to the latest Napier webinar. Today I'm going to be talking about developing a marketing strategy for growth. So this is really a webinar to talk about how you can start planning for next year for 2023. And explain what we can do, and how we can approach creating and delivering a webinar. So, the first thing to do is to explain what the objective is. And for us today, the objective is going to be to help you create a better, more effective marketing plan for next year. And I think you know, as you see by the picture, we're all used to the the, the plans that sit at the bottom of a pile, they get rid of the start of the year, at the end of the year, they only get produced, just so you can have a look and see what you want to write for the year coming up. So what we want to do is produce a plan that's going to be useful, something that you're actually going to get benefit from, and you'll be using and looking at throughout the year. So, quick overview of our agenda. I mean, the first thing is planning is never perfect. We'll talk about you know, some of the reasons why planning actually is so difficult. We'll discuss the biggest mistakes people make. And then we'll talk about models and processes. And really, I think it's about understanding processes as the way to improve your planning. And we'll talk about why processes are important. And how you can create a process that really works. Well put it all together, explain how to build a marketing plan, using a funnel model that we use a lot at Napier. And at the end, I'll invite you to ask some questions. So if you do have questions that you think of as we go through the presentation, please do just put them directly into the chat. And then what we'll do is we'll take a look at the chat at the end of the presentation. And we'll take any of your questions and answer them then.
So as we go through, please ask questions in the chat. So planning isn't perfect, I think it was Mike Tyson, who said everybody's got a plan until they get punched in the face. And planning really is a challenge. There's lots of reasons for this. I mean, you know, some of them are your budget is going to be fixed by a lot of factors, you know, quite often by the finance team. And then you'll have your boss who might be the VP of Sales and Marketing come along, unless the number of demands that marketing has got to you know, achieve certain results that are completely impossible within the budget, or at least feel impossible at the time. So you've got this issue that you don't necessarily have control the budget, you don't necessarily have control of the high level goals. So it's really tough to create a plan when you've got that little level of control. But what we can do is we can implement a good planning process that will take what we've got the high level goals that we have to achieve, and also the budget and the constraints we have to work within, and will let us build a campaign that is gonna produce the best possible results at the end of the day, that's really what we want to do is achieve the best possible results from our campaign. Now, I think some of you listening to the webinar, or clients will know that I'm actually an engineer, I love process. And I think you know, a lot of people when they start marketing plans, they try and look for, you know, marketing plan, templates and things like that. That's not necessarily the best way to do it, I think the best way to do it is to have a sequence of steps, you follow that then generate the plan. So process is really, really important. And if we look at, you know, different processes, hopefully you'll see how they can actually help you not only generate a really effective and comprehensive marketing plan, but also generate better strategies and better tactics. And ultimately, those are the foundations on which your marketing plan is going to be built. There's certainly not one right way to plan campaigns, though.
So as I say, we've got some approaches that we'd like to talk about. But there are no right ways. If you look at, you know, the Google search of steps to create a marketing plan. I love this. The suggested searches are what are the seven steps? What are the 10 steps? What are the five steps? What are the six steps? Nobody can agree on? How many steps are even Google in terms of the searches. So there's no magic number of steps. There's actually no magic answer in terms of the best process. But there is some academic research that actually is really useful to see that will help you understand how to build plans, and the kind of a sequence you need to go for But of course, having said there's no right way to build a marketing plan, there are wrong ways. And interestingly, if you search for marketing plan mistakes, Google has over 56 million matches. So one of the things we're going to try and do with this webinar is we're going to try to make sure that we're going to help you avoid making those marketing mistakes, when you're building your plan. And the biggest mistake, the thing that we see an awful lot of is not thinking strategically, it's really common. And the reason is, it's really easy to jump straight into what we're going to do, rather than actually having, you know, a time to think about where we are, what the situation is, and what we want to try and achieve. So we quite often see people doing, you know, little or no situation analysis, perhaps not looking into the audiences they're trying to target. And quite often, it's because people just want to get these numbers done and get them back to finance. And so the budgets done.
And so you end up effectively doing what you did last year, plus a couple of changes. Now, we're not suggesting you throw everything away from previous years. But certainly just assuming that last year was the right answer is probably not the best thing to do. And that's particularly the case, because last year, probably you did the same as the previous year and the previous year, it's it's mistakes that are being compounded that you need to address. And so what you need to do is put work in upfront before you actually jump into developing what you're going to do. And that is difficult. I mean, I get that, you know, as we approach the end of the year, we're looking to planning now, or maybe you're looking you know, in January and February to plan for a April to March financial year, it's hard to find the time to put that effort in. But if you can put the time in, it definitely makes the rest of the year much easier. And here's where I'm gonna put a plug in for agencies, I promise, this is the only sales bit of the webinar. You know, if you've got an agency and agency can often help you enormously with strategic planning, not only in terms of, you know, helping you do the work, that's going to take time, the research, and, you know, building models and things like that, to understand where you are in terms of the situation, and the audience. But agencies can also help you with generating ideas and things they've seen from other clients. So often, it's not just you that has to sit there creating the plan, get a team involved, and, you know, make what is a big project, you know, slightly less challenging. Okay, so we talked about processes. There's a guy called Ronald Smith, who literally wrote the book on strategic planning for public relations. And he produced what's generally used in academia, as the seven steps of marketing planning. I feel now, you know, it's important to say sure, what he what he felt there were only three steps to heaven.
But clearly, marketing is a lot more complicated. And there's seven steps, according to Mr. Smith. Now, he put those steps in two phases. And the first phase is around research. He called it the formative research, and it's looking at the situation, looking at your organisation, and also looking at the audience. So you're really trying to find out where you are. The next step is strategy. And that's around selecting goals, determining your action and response strategies, and developing the messaging strategy. And we'll talk a little bit about action response strategies in a second. The third phase is tactics, this is what you're going to do. So you pick what you're going to do, and you actually do it. And then the fourth phase is evaluation. And that's really evaluating the plan, did you succeed, did you not what worked, what didn't, and that's going to give you information to then bring through to your plan for the following year. So I think this is, you know, really interesting. The steps are quite detailed. And they also don't always work, we find that this is, you know, somewhat idealistic, because actually, what you're doing is you're not really selecting budget, the tactics until phase three. So there's some issues around doing this. And also actually, you know, a lot of the work in terms of time actually is around this research stage.
So at Napier, we use a version of this seven step process, we simplified it down to four steps. So the first step is determine which is your situation analysis. So that matches the analysing the situation analysing the organisation. We also set goals typically at this stage. Now this is interesting because the academics will say, Well, you got to do all the research, look at the audience you know, before you start setting goals, but in reality once you analyse the organisation, once you know what your company needs, you're then very, very quickly understand what the goals are. So typically, we find goals are set, you know, pretty early on in most campaigns and most marketing plans that we work on. The next step is focus. And that's about analysing the audience. And this is about, you know, looking at not only who you're talking to, but also what you need to do to get the audience to engage and respond in the way you want them to respond. And within that, you're also setting the messaging strategy, what you say to them to actually generate those responses. The next stage is deliver, that's like find the tactics and implement the plan very much again, like the seven step process, and the last stage is enhance now, what we tend to do at Napier is we tend to try and find metrics that we can measure during the campaign, rather than leaving all the evaluation until after the campaign is complete.
And the reason for that is, and particularly when you're looking at things like digital campaigns, but this also can apply to things like PR as well. If you can continuously evaluate whether what you're doing is actually generating the results you look for, you can actually make changes and course corrections mid campaign, if you can cause correct mid campaign, and you're just missing, you know, the optimum campaign by a little bit, a slight course correction can generate significantly better results. So we strongly recommend where you can setting metrics that can be measured in real time, rather than those that could just be measured at the end of the campaign. So we're going to have a look at some of the different steps and talk through them. So the first step is determine here, it's really interesting. So with a determined phase, what we find is that actually, there's a lot of tools you can use, that are really helpful. If you've done a marketing degree, you might have covered things like SWOT or Porter's five forces or pesto pesto, or perceptual maps, there's many different tools you can use to understand the situation. And it's amazing when you use these tools as sort of frameworks to write down where you are it things become much clearer. And so quite often this is, you know, a really, really helpful thing. I actually sat in on a webinar this morning, that was amazing talking about and promoting agencies.
And they produced a perceptual map. So this is literally, you know, it looks like a graph, it's got two axes. And in this case, one axes was what makes the agency different. And one axis was what matters to clients. And the simple message was, you know, if you want to promote an agency, you want to talk about what makes you different, and that benefits clients. So you want to talk about things that not only are your differentiators, but things that are actually useful to clients? Well, it sounds really obvious. But when you start expressing it like that, a lot of the things that maybe are perhaps really interesting, exciting to you as an agency, but really don't impact clients then become very clear. So perceptual maps are great. And typically in b2b, you know, the classic perceptual map was price performance, you know, how much it cost, how much performance deliver today, I think, you know, things have moved on, particularly in technology. And so now, it's not just price performance, it's about the whole offering. So you might be looking at things like performance against ease of use, and things like that building those perceptual maps is really useful. We also need to understand what requirements are being dictated you know, I mean, most CEOs want to double sales in five minutes, right.
But actually, you know, maybe the CEO does have a real sales goal, they want to get a certain sales increase in a certain time period. If that's a very short term goal, then that's going to impact how you plan your marketing for the next year, because focusing on awareness and top of the funnel activities, is not going to generate the results that you need in the timescale you've got. So maybe you want to focus on things that are all around, converting the people already interested and engaged. And that'd be more bottom of the funnel. So we often find requirements dictated. But normally, we can not only clarify those organisational requirements, but we can also clarify goals as well. And so, you know, an organisational requirement might be sales, a goal might, for example, be number of leads that you generate to drive those sales. And clearly there if you're asked for a certain number of leads, we need to clarify, you know, whether it's a marketing qualified or a sales qualified lead, and what marketing qualified and sales qualified means, you know, how do you define whether someone's ready to engage with sales? One of the things we find really, really useful and this is a really simple tip is just to break down the goal. So let's say your CEO, has relaxed and said they don't want to double sales in five minutes. They're happy to double sales over the next year. Then you've got to start thinking about some questions that are going to break this down to make it easier to create marketing KPIs that you can use to show that you're moving Moving towards this ultimate goal.
So, you know, one question might be a prospects easy to convert if prospects are very difficult to convert, sales might need help, you might actually, as a marketing team, you spend time on what might be more often regarded as sales enablement, to help sales close a deal. You know, we could ask whether we got enough prospects, if we don't have enough prospects to double the sales, we need to drive more prospects. If we need to drive more prospects, how are we going to generate those leads? And if you're going to generate leads, and you've got a lead generation tactic, do you have enough people are actually aware of your company and you're offering and have, you know, reasonably positive perception, so they're likely to respond to a lead gen campaign. So you can start working back up the customer journey on the marketing funnel, to find you know, what you need to do. And at each stage, you can then set objectives. And it lets you generate these marketing metrics that show that you're moving towards achieving your goal. And generally speaking, when we talk about goals and moving people through, we talk about funnels. You know, this is the classic marketing funnel, people now, I think, you know, have a more sophisticated view, and they start talking about marketing journeys, rather than funnels. But actually, the funnel model can be very helpful. And the reason is, is because people do go through certain phases. Now, they may not flow through quite as linearly as we'd like. And they may, you know, take diversions and, you know, move around. And I think it was Forrester that produced an amazing collection of pipes instead of a marketing funnel to show how complex it is. But generally speaking, people need awareness of a product before they become interested. They need to be interested before they actually want the product and have desire and then ultimately, they will take action if they want the product. So awareness, Interest, Desire actions, that is probably one of the simplest customer journeys or funnel models you can get. It's interesting, there's also many other funnel models as well.
So we see awareness evaluation purchase delight, we see what HubSpot used to love, which was top of the funnel, middle of the funnel and bottom of the funnel. And they used to love their tofu, Mofu and Bofu. Or you could talk about awareness, consideration and conversion. So there's lots of different ways to look at these stages. Ideally, what you'll do is you'll build proper customer journeys, and look at moving people from one stage to the next. But you know, in times where everyone is pushed for time, maybe just simply looking at and trying to understand, when you do a situation analysis, do you have enough people aware of your product? You know, is that the problem? Or have you got lots of people, you know, moving through this customer journey, or moving through the funnel, and is it all about closing sales, creating people who are interested and want the product to have desire, and creating them to causing them sorry, to take action, and actually become customers. So marketing funnel models can be very, very helpful. And then one of the things we very often do is create models around funnels. And they're really interesting, because what you can do is you can build a model that shows what you need to do at each stage. And here you can see in the slides, we're working from a number of Google searches that we're doing Google ads against, we're getting a click through rate, in this case, 4% that's generating website visitors are those visitors 10% are converting to become leads, they're filling in a form of those 40 leads, maybe half a potential customers and half, you know what used to be called Time Wasters in my time in sales, but people who maybe aren't likely customers YT prospects. So we might create. So these 50% generate 20 marketing qualified leads potential customers that meet requirements. So for example, we might take out students who wouldn't buy a b2b product at this stage.
Once we've got our marketing qualified customers, some of those will be ready to buy, some of them might not be ready to buy, they just bought from a competitor, or they're not into, you know, if you're selling a component, they're not starting a new design cycle. Or if you're selling a you know, large system, for example, a baggage handling system, they're not building an airport at the time, so many of them won't be ready to buy. Let's say it's 50%. So now our 20 marketing qualified leads become 10 sales qualified leads. Once we got sales qualified leads, it's down to the salespeople to convert, let's say they can get 50% to actually buy that will produce five sales. And in our example, we're saying our average customer value is 1000 pounds, leading to 5000 pounds that is generated. So obviously, if we can run our Google ads, and generate 400 clicks, and make it profitable, then that's going to sorry, that's going to mean it's a profitable campaign. Of course, what we tend to do with this is we don't tend to run from the top of the funnel backwards, we tend to run from The bottom of the funnel upwards. So we've got a sales target, we know a customer value, we can then work out the number of customers, we know how many people sales can convert from a sales qualified lead to an actual customer. So that's the conversion rate. And again, we step back up the funnel.
And then that will give us the number of Google searches that we need. And that will drive you know things like how much we're going to spend. It could also be, you know, for example, the number of display ads, we put on a trade publication, or it could be the number of LinkedIn ads, again, all of this is very, very similar. And where you have a process that is predominantly online, you can actually get quite an easy step by step conversion, and very clearly measure each step. Once you're running the campaign, you'll then see whether your conversion rates at each step, actually match your targets when you started. And if they don't, it's then that real time feedback, you know, did you set the wrong goal? In which case, is the budget wrong? And we'd spend more money? Or maybe if we're doing better, less money?
Or alternatively, are we doing something wrong on the landing page, which means that visitors aren't registering. So we've built this model. And we've also been able to estimate a budget to some extent, we then talk about, you know, the audience and the messaging, this is our focus stage. And here's where we really, really dig down deep. So, you know, we've looked at maybe you know, how funnel model might work. We said, Yeah, roughly, we need to do this, this and this. But we haven't done anything about, you know, how do we persuade the customer, for example, when they come to a landing page to fill in a form, you know, what's the messaging, what's the content offer. And so this is where the audience and the messaging analysis becomes really important. And in this stage, we focus a lot on personas.
So building buyer personas, and customer journeys. And obviously, the messaging should be built upon how we intend to change behaviour. And changing behaviour is from the academic world was referred to as an action and response strategy. So you do something that creates a response in the audience. So that might be a brand ambassador, advertising, technical literature, something like that. And typically, what you're doing is you're looking at your persona, for your potential customers. And you're looking at the motivators, the drivers that make them do things. So what do they care about? What makes them look good? What are they worried about a work. And I think the biggest indication of how to do this is Kim Kardashian.
So you know, here I am revealing myself a massive Kim fan, she's actually created a venture capital company, she's able to create a venture capital company, because it's a very simple action response strategy. And if Kim says a beauty product works on social media, lots of people go out and buy it very simple brand ambassador recommending a product then causes a response in the audience. And that is so powerful, that she's actually been able to build a venture capital company, targeting beauty companies, that we'll help startups grow and will grow them very quickly. Because she's got this, you know, ultimately powerful action and response strategy. We could see other things so we can see, you know, customer journeys example, customer journeys, and typically, they're quite complicated. So let's say I was looking for a new car.
And I see some TV adverts for companies, one of them might be cinch this is a company that sells used cars in the UK, I might go to the Isle of Wight Festival and see cinch because they sponsor the Isle of Wight Festival. I actually love cricket, you know, England is sponsored by cinch. So, you know, I see that I may have an England cricket show that even advertises this company. I think on the internet, and maybe search, you know, look for it, see some Trustpilot reviews? And then, you know, click on Google and click through and find cinch and go by car. You can see this is very difficult. It's very difficult to track. How do you know I went to the Isle of Wight first? And the answer is you don't. And this is one of the challenges of marketing. We're talking a little bit later about attribution. But typically, during a journey, some things have to be judged based upon whether you feel they're making a difference or not. It's very hard to know, for example, whether sponsorship, whether it be music, or of sports is going to make a difference to your sales, the only way you can do it is run some sponsorship and then stop, and then see if stopping actually causes sales to fall. However, at the same time, we might have entered a recession, the price of secondhand cars may have changed.
So all of this can kind of impact things. It's very, very, very difficult to actually determine whether something makes an incremental improvement or not. And this is something we'll talk about later when we talk about planning it because ultimately your marketing plan is going to rely on a lot of data that you produce and some of your intuition as well and really having intuition and understanding how your customers behave. That's great personas and great customer journey. He is going to help you make better marketing plans and better campaigns in the next year. delivers pretty simple. It's selecting tactics, you need to make sure that they're selected to achieve the goals. They will determine your budget allocation, not say your total budget amount, but where you spend the budget. And, obviously, it's important that things should work together. You know, and a great example might be that sports and music sponsorship we spoke about before, you know, if someone sees cinch at a music festival, or you know, at an England cricket game, they're much more likely to click on a Google ad for cinch when they're searching for a used car.
So the deliver stages is pretty straightforward. And hopefully, selecting the tactics becomes clearer, because you've built this model, not only of the situation and what you want to change, but also the model of how the audience, your customers, will move through their journey to become purchases.
So a couple of considerations, really, really simple stuff, you know, I mean, firstly, make sure your tactics effective, make sure it works for your particular goal. You know, a great example would be if all you're focused on in a year is lead generation, perhaps PR is not the right place to be. You know, it's great for awareness, it's not great for lead gen. Think about whether your tactic will reach your audience. I mean, CEOs of large enterprises, they quite often have other people reading their emails, they have assistants sending marketing emails, almost certainly are not going to reach CEOs. Equally junior engineers got very small networks on LinkedIn may not be that active at the other end of career. And then finally, you've got to make sure that your tactic engages the audience at the right time. And of course, this is why Google search ads are so powerful, is because there's a level of intent being shown, you know, someone's searching for something, they probably want to buy it. So if your tactic can engage you and at the right time, that's crucial. So you need the audience in the right mindset. And you need them to be thinking about purchasing. And that is a very tricky thing to do. And something I think we could maybe cover in a future webinar. We then get to enhance.
Now, I've talked a little bit about you know how the journey can be complicated and hard to monitor. I think a lot of people feel once you get to digital marketing, it's really easy to get all this data, the data has got to be accurate, you know, but it doesn't necessarily provide the information you need. And there's lots of metrics that, frankly, are vanity metrics. If we look at what's happening today, for example, in the world of email marketing, there's a whole range of different reasons why your email will appeal. It's open when it's not, not least if somebody's on Apple Mail, then Apple hides whether people open the email or not, by effectively opening all the emails. And also we see a lot of bot clicks on emails, typically around anti malware bots, checking out to make sure the links are safe. But both opens and clicks on emails have very unreliable statistics. So be very careful about these fairly simple, easy to retain, but frankly, ultimately vanity metrics. And the important thing to say is that attribution is not incrementality. I think this is probably something I'd say, you know, when I was lecturing to impress students, it's actually a very simple thing, just because you allocate some value from a sale, or an action, somebody's taken maybe an email newsletter sign up. That doesn't mean you've increased sales. So incrementality is increasing of sales.
So I don't know if people are sports fans here. But if you look at certain stats, you'll get very interesting results. So Mike, bossy was clearly a better ice hockey player than Wayne Gretzky because Mike scored more goals per game than Wayne. In fact, Wayne actually was very poor in terms of his goals to assist average, but actually happened to be the greatest ice hockey player ever. Lionel Messi, you know, generally regarded the greatest Soccer Soccer player at the moment, actually isn't the highest scoring international player. And he died from Iran is the International with the most goals. And a lot of that is driven because Iran play very different level teams to the level that Messi is playing. And if you're American, quite clearly, Jerry Rice couldn't have been a good wide receiver because the 40 yard dash which, you know, seems to be beloved of American football fans, Jerry Rice did in about 4.8 seconds, which wouldn't have even got him close to the top 20 for this year's draft. So, you know, you can look at different stats. And stats are always useful. You know, if you look at American football, how fast you run 40 yards when you're wide receiver is important, but it's not the only thing.
So attributing everything to one action is normally a very bad idea because most customer journeys are much more complex. If you remember our customer journey, let's imagine I clicked on a Google ad, when I put cinch cards into Google, because all the other activities I'd done that had, you know, created this positive perception about cinch, we're not trackable 100% of the value of any purchase, I make a cinch will be allocated at Google ad. That's completely wrong. And I think you gather from our discussion of sport, you know, the most important thing is probably the England sponsorship. But it's almost unmeasurable. So attribution is not incrementality. So we're about 30 minutes, I think it's time to wrap up. If anyone does have any questions, then please do, let me know. But let's put it all together. You know, let's have a look at you know, something we're doing. Let's say, for example, we've got a client that's looking to sell development kits for a new processor, that's now means we're better than competitor x. And the biggest lack of of a biggest problem, sorry, is a lack of awareness. Because nobody has actually seen the press release that we issued, that talked about the new product. So we've got a problem to overcome.
And we've also got two audiences, current customers and non customers. So if we built something together, we might take this very simple funnel model and say, well, awareness is the problem. Sorry, we might firstly say we've got current customers. And so we can email the current customers and tell them about the new products, and therefore they're using old products, they probably love to use a new product, we can then look at the awareness issue. And we can say we're going to do PR, we're going to trade out media advertising, we're going to raise awareness. And that's quite useful, because we can actually look at things like searches and web traffic that will help us measure that. So we've got some measurable activities, we might you exhibit at trade shows, you know, let's assume this as an automotive product, then we can exhibit a automotive shows this will generate leads, salespeople will have, you know, either MQLs, or even sales qualified leads direct from the exhibition. So that would jump a number of stages very quickly, we might run Google ads against the competitors brand searches. So if they were, you know, selling processor A, we could run a campaign recommending our processor, processor, B. And that could generate leads as well. And we could perhaps work with channel partners if we're in a situation where we sell through a channel and generate sales, qualified leads, and maybe even customers. So this is all the different things we could do. Now, where do we spend our money. And this is a really interesting challenge. Because we've got two things to do, we know we need to spend quite a bit of money at the top end, because awareness is really a problem. And if awareness is low, it's like the cop channel with a co op campaign with channel partners won't be very effective.
But there's some realities, PR is quite expensive. Trade media is really expensive to have the impact. So if we're going to spend money, we need to allocate a large amount of budget to trade media. Trade shows can be extremely expensive, particularly if you do them well. And particularly if you take into account the time that's involved. So again, there's no point saying trade metre is going to be a second tier tactic, if you're gonna go for it, you have to spend a large amount of money so that you can't just scale money up for each tactic. Google ads, on the other hand, if it's against competitor brand searches, you know, even if it's quite a, you know, a well known brand is probably not going to cost a lot of money. Because Google ads are relatively cheap. So there is actually a limit as to how much you can spend on that Google ads campaign. Because ultimately, you're saturate the people who are actually searching for the competitor's brand because they want to buy. And you'll end up having some spurious searches that maybe feel like they're close to the competitors brand, but actually aren't going to influence your sales.
You know, come up campaigns, that's typically quite scalable, depending on the tactics, but then emailing current customers, actually, that might be your single most effective way to sell this new product. But you can only allocate a relatively small amount of money to it, because you can only run a limited number of emails to your database. Otherwise, you'll end up with your database, just getting swamped with emails, feeling spammed and opting out. It'll be counterproductive. So this is really interesting. You know, we've talked about you know, the importance of different things modelling, what influences each step of the funnel, but then actually, when it comes to allocating budget, you have to allocate budget, both on the importance and also on the inherent cost of the activity. So you can't just allocate the majority of the budget to the most effective tactics sometimes because if that's emailing current customers, that's probably not going to be something you can scale indefinitely. So in summary, I mean, the most important thing is strategy thinking about strategy thinking in advance of what you're going to do. While this is Situation is what you want to change, and who you want to change whose mindset you want to change. So that's our determine and focus stages.
And you know, at this stage frameworks, tools and models are very, very useful. Funnel models are, you know, to be honest, very simple, but they can actually really help in terms of determining investment and where you put money, and also how much you need to spend on the campaign as a whole. But ultimately, the problem is, is reality is very complex. It's not a simple model. And even Google with a, you know, infinite number of services that appears, they can't accurately determine whether the Google ad for cinch was the most important, or the least important factor in me deciding to buy a car from them. So there's many different factors, it's almost impossible to attribute revenue accurately. And, you know, different tactics have different costs. So you may not necessarily have the same cost per value.
For different tactics, you may decide you need to do advertising, because you need to raise awareness, otherwise, nothing else will work. And you have to put a disproportionate amount of funds in there. So thank you very much for listening. I now open it up. I don't know if anyone has any questions that I'd welcome if you just type them into the chat bar. And we'll go ahead and start answering them. Okay, so the first question I've got is asking about the model was I mentioned I talked about perceptual maps, and SWOT and it's asking that says, I know what a SWOT is, but I don't know what a perceptual map is. And we do we have some information to explain. The answer to that is perceptual maps. As I said, as a simple to access model, what we might do actually going forward is run at a another webinar, and we'll talk about some of these models. And so you can understand how to use some of the models. And we'll work through some examples to show you how to use them.
So maybe that's the best way to answer that question. And I'm just checking if we've got anything else. So either I've been very clear, or everyone has now gone to sleep because I don't have any other questions. So I'll finish off by saying, Thank you very much for listening. We will be putting a copy of the webinar up as an on demand copy. So if you want to review the webinar, or if you've got, you know, anybody you'd like to share it with we very much welcome that. And I hope you find this useful if you have any questions you think of. After we finished the session, please do feel free to email me. My email is on the slide Mike at Napier b2b dot com. I'd be really help. Happy to answer the question and help you. Thank you very much for your time this afternoon and have a great rest of your day everyone.
A Napier Webinar: The 7 Steps to Kickstarting a Successful Podcast
There is a significant difference between setting up a sustainable, impactful and ultimately successful podcast versus a podcast that flops at the first hurdle. If you're a B2B marketer wondering how to get started with a podcast, or wondering why yours isn't working successfully, then our '7 Steps to Kickstarting a Successful Podcast' webinar is a must-watch.
Watch the on-demand version, and we share our seven steps and cover:
- The importance of planning and strategy for a podcast
- Why you need to know your audience
- The need to invest in marketing promotion
- Picking the format that works for you
- Software and equipment
- Importance of sound quality
- How to pick a topic
Register to view our webinar on demand by clicking here, and why not get in touch to let us know if our insights helped you.
Napier Webinar: ‘The 7 Steps to Kickstarting a Successful Podcast’ Transcript
Speakers: Mike Maynard
Mike: Good afternoon, everyone. Welcome to the latest Napier webinar. Today I'm gonna be talking about kick starting a successful podcast. So firstly, what we'll do is if anybody has any questions or wants something clarified if I can ask you to post those questions into the chat. And then what we'll do is we'll cover questions at the end of the webinar. Okay, so why are we talking about kick starting a successful podcast? Well, the answer is, is that a lot of our clients are talking about podcasts now, podcasts have been around for quite a while. But we're now seeing more and more people listening to podcasts, as well as producing podcasts. And in particular, we're seeing a lot of people in the b2b sector, starting to produce podcasts, podcasts are like this amazing tool where you can get the attention of an audience for a significant period of time, you know, typically, in b2b, we see podcasts ranging from anything between about 15 to 45 minutes, so you're getting a lot of attention from your audience. And it's actually something that's very easy to do. Now, this is why we're running the podcast is, it's actually not hard to start a podcast yourself. And so what we want to do is talk through the steps that we've taken in terms of, you know, starting podcasts, not only for Napier, but also for clients, and hopefully give you the confidence to think about how you might be able to start a podcast of your own.
So what are we going to cover today? Well, we're basically gonna go through seven steps. And so those seven steps, start with the planning and strategy, and go all the way through to marketing your podcast. And I'm going to walk through each step into explaining what you need to do in order to kickstart the podcast. One of the important things to notice is that all of the tools around podcasts, the thing that I think people feel is very complicated, the software that hosting and the equipment you need, that's just one of the steps. And actually, this is one of the things I really want to communicate today is that if you want to run a podcast, you don't need to spend a lot of money, you don't need a lot that's complex. And you can actually start a podcast yourself today very, very easily. So let's look at the seven steps and walk through them. Well, what are we going to do? First? Well, hopefully, we're going to do a bit of planning and strategy. And we've got three questions here that really I think people need to answer before they start a podcast.
So why do you want to do a podcast? Why will people listen? And why is the podcast better than other channels. And there's lots of different answers to this. So some of it is to create something that's engaging something that gets people to pay attention, maybe when they're doing other things, you know, typically podcasts listing, a lot of that is done commuting to and from work, which is a great way to get involved with either your customers or your prospects at a time that might be dead time for them. Suddenly, you can start engaging and actually making their commute to work, or the commute home even better than it was before. But other people have other answers. And hopefully most of you listening to this webinar, know that Napier runs a podcast. It's called Marketing b2b technology. And we started that podcast for a very simple reason. What I wanted to do was I wanted to talk to marketing technology vendors, and find out what they're doing and get something other than a standard sort of salesperson sell. And that's been incredibly effective. I mean, just last week, I was talking to the CEO and co founder of Foley on if I was just an agency approaching failure, I wouldn't get to talk to the CEO. But running a podcast means I can get insights from the people who really understand. So think about why you want to do the podcast. And that is going to definitely impact on how you approach it. So for us, it's all about the guests. And hopefully, the fact we've got great guests means that our podcast is interesting and enjoyed by the people who download it.
But for us, that was our focus. Other people might have specific goals around business goals that they want to achieve. So there might be an objective in terms of, you know, getting people to understand more about a technology, or perhaps learn more, you know, one of the things we see is, you know, people in the channel, want to really establish they've got strong relationships with their suppliers. So a podcast involving suppliers for anybody working on the channel is a brilliant idea. It really emphasises to your customers, your prospects, the strength of relationships you've got. So think about why you're doing it. But don't necessarily just think about this in the same way. As you would do, for example, with, you know, running display ads, where it's all about volume. This is about quality. And I think that's one of the messages I'd really like to get across is it is all about quality. When you get to planning, it's important to know how you're going to deliver the podcast. Do you have someone who feels confident in presenting? Do you have someone who's got time to go negotiate guests and an organised guests appearing on the podcast, and making sure that everybody turns up at the right time, you'll need to edit the podcast, you'll need to find somewhere to record that hopefully is not too noisy. And you'll ultimately have to decide goals. And one of the things I would say, and this comes back to quality is a lot of b2b podcasts have fairly small, fairly niche audiences, it's fairly typical to see a b2b podcast that maybe has less than 100 downloads per episode. But that can be super useful to have those downloads, if you're targeting the right people.
So decide your goals. And don't be, you know, don't be over ambitious here, you've got to understand that you're not necessarily going to drive a huge or huge audience. And then the last thing to say is, you really have to understand how you're going to maintain motivation. If you're going to launch a podcast, podcast, audiences typically grow as your number of episodes increase. And, you know, here's a top tip, if you're looking for agencies to contact you, with suggestions for guests, typically that doesn't happen to you, you've published a roundabout 20 episodes, the agencies are very concerned about making sure you've hit that magic mark. And typically, it's maybe 15 or 20 episodes, because they know once you get that far, you're likely to continue the podcast is like to go on. But there are so many b2b podcasts that have maybe five episodes, and then stop, and I can guarantee that is not going to achieve any goals. Consistency is really the key to ensuring success with podcasting.
The next thing you got to do is pick a topic. Generally speaking, picking a topic is fairly easy. The only thing I'd say is just think a little bit about the podcast about the topic and whether it's suitable as a podcast topic. And the key thing there is podcasts are, you know, almost always consumed as audio. So even video podcasts tend to be consumed with people, primarily listening to the audio. So you've got to have a topic that can be described in a conversation, or in a presentation. And you can't have something that requires diagrams and visual aids to make you understand it. And then the last thing to say, you know, on this page, I think really is you've got to make sure that the topic is sustainable.
So you've got to pick a topic, that means you can keep going episode after episode without becoming bored and jaded. And chances are as the presenter you'll be more bored than your audience will be. You know, typically the presenters are the ones that find it hard to keep motivated rather than the listeners. But you need to make sure there's something that's really going to motivate you and want you to issue a new episode in on a frequent basis and gets you wanting to talk to guests about the topic. The other thing is when you pick a topic, you'll need a title. And podcasts are interesting. I mean, personally, my view is that podcast SEO is in very early days. So the title matters a lot. And it particularly matters if you're not a very big podcast, podcast discovery through search and recommendation typically. And so if we look at what you're going to get recommendations likely to be fairly limited, because as I say, you're probably targeting a fairly niche audience, you may be having a fairly small number of listeners. So you may not rank particularly highly against consumer focus podcasts. So what you want to do is think about the title, so don't go for clever titles. I mean, this is pretty standard SEO advice, but it's probably more SEO advice from 20 years ago, make the title say exactly what you're talking about. And be very specific. So when somebody is looking, for example, for the b2b, Social Media Marketing Podcast, make your podcast called The b2b Social Media Marketing Podcast, it's much more likely to trigger hits when people search.
But when you do that, I would also strongly recommend you try and buy the domain. Most strong podcasts will also have a website. And we're talking a little bit about creating podcast websites later. And it's really useful to have a domain that roots directly there, rather than necessarily using a subdomain of your main website. So I'd always recommend trying to get the domain so let's say you had b2b Social media, podcast, you've got b2b social media podcast.com You'd route that through to your podcast homepage. You might also choose to route a subdomain as well. But make sure you've got availability of those before you actually go ahead and commit to the name. Step three, pick a format. Now, podcasting is interesting, because there's really very few formats that work successfully. And generally speaking, the two best podcasts, or two best formats that work, particularly if you're new to podcasting, is either interviewing guests, or having panel discussions. And both of those work really well. And they're relatively easy to do.
There are some very successful podcasts that are basically monologues, I would say, that's a very difficult thing to do. I wouldn't recommend that as your first podcast. But if you have someone who's a subject matter expert, who really knows a topic, and can talk about, you know, for example, what they've done each week in terms of that particular sector, then maybe that's something you could consider. But I would imagine that you know, 95% of people who successfully launch your first podcast, pick either in interviews or panel discussions. You also need to decide how you're going to record the podcast, whether it's face to face or remote. And we'll talk a little bit about the tools available for recording. Generally speaking, it's actually easier to record remotely, rather than have multiple people in the same room. So that is a an interesting thing about podcasts. So there's not necessarily a huge benefit in getting people together. However, if you do get yourself and an interviewee together, in a podcast, obviously, you have that benefit of like real face to face and much more effective eye contact. So consider whether you're going to have face to face or remote recording. I think about the structure as well.
So generally speaking, you know, the podcast structure is fairly straightforward, we think about an interview, you know, you'll want to have some introductory music. And I would recommend picking some music that you use, rather than trying to just go straight into the podcast, it just gives that podcast a much more professional feel. So if you have a standard piece of music, and then that fades to a, an introduction of the podcast, that makes it feel much more professional. And at the same at the outro. There's lots of different sources for getting music, and we'll mention those later on in the webinar. And then basically, the structure is fairly straightforward. You know, you, you introduce someone, you interview them. Quite often with interview podcasts, you'll have a standard set of like quickfire questions that you'll ask every guest. So, you know, that could be what's your favourite superhero, any kind of crazy, crazy questions like that, for a bit of fun to create something that's not just a long interview, but actually has kind of a bookmark in it. And then generally speaking, you ask for contact information, thank the guests, and then have your outro. So the structure is fairly simple. Don't try and make anything too complicated. And I would say go with panel discussions. The secret is to keep things simple. So limit the number of people on the panel. And also limit the number of topics. I talked about running time I said, 15 to 45 minutes, that's kind of a typical range, I would say the running time should really depend on what you want to achieve with the podcast, I wouldn't start off with a specific running time in mind.
But once you start publishing episodes, the podcast, some degree of consistency, and running time, definitely helps. So the listener knows, you know, roughly they can listen to the podcasts in their commute. Or it's you know, to work and back. Or maybe it's just a portion of the commute, but but some things that have read it, that the listener sorry, has a idea of how long it's going to take. I did say we've mentioned a bit about music. I don't want to dive into this too much. I mean, there's really two things. So firstly, I'd definitely recommend getting music for intro and outro. And I'd also recommend that you go out and you purchase that from a proper music library trying to get music is very difficult. That's not copyright. And what you don't want to do is get into a situation where your podcast is accidentally using copyrighted materials.
So generally speaking, the safest way is to purchase that. And that can be from any range of different libraries. So Adobe, Getty, audiojungle, Shutterstock. All have great libraries of music. And then one thing that some people ask is, should there be music within the podcast? You know, if you look at professional broadcast productions, they'll often include music within the production amounts that is, you know, it's a great thing to do. It's a really difficult thing to do. And so generally speaking, you know, particularly if your first podcast, we recommend clients don't try and have music or other effects within the podcast, The next step is to understand your audience. Now, here's a simple but obvious top tip, the audience you're looking for almost certainly are already podcast listeners, it's so much easier to get someone who listens to podcasts, and is interested in your organisation to listen to your podcast than it is to get someone who doesn't listen to podcasts and has to learn how to do it. Now, the great news is, is that a bigger and bigger percentage of the population are now podcast listeners.
So it's not hard to find podcast listeners. But I would say that it's really important to think about how you target people that are already interested in podcasts. And there's a range of ways of advertising podcasts that we'll talk about later. That will let you promote your podcast to podcast listeners. And as part of that, you should probably think about how your audience is going to behave, you know, if it's on a commute, how long is their commute likely to be? You know, how often would they want to listen. And that should also inform your decision about how frequently you publish, and the length of time that the podcast runs for. Step five, now step five is the bit that I think everybody gets freaked out about, but it's actually fairly simple and straightforward. This is the software and the equipment. So basically, as a checklist, you're gonna need a few things, you're gonna need a computer with a good internet connection. And, you know, just as a side note, lots of people have issues with Wi Fi. So it's always worth having a wired connection. When you're recording a podcast, you need a microphone, you'll need a headset, you'll need some recording software, you'll need some editing software, and you'll need somewhere to host the podcast. And I've talked to all these interns, so you understand what we're talking about. Hopefully, the computer and the internet is fairly straightforward. And you understand that.
So, microphone and headphones. So when you're doing a remote podcast, you obviously need to hear the other person. Never ever use a speaker always use headphones, it makes a massive difference to the quality. And then secondly, think about the microphone you're getting. Getting a standalone microphone is more flexible. If you can get one with a pop screen, that will also help improve the quality of the sound. And so typically, people buy a range of microphones. And we've got a couple here shown on the slide. So the Yeti and then to the right is the Rode one. Both of those are great microphones, they're, you know, somewhere a little under 100 pounds, that's typically what people will pay. And then I would always think about putting it on a microphone stand. And if you didn't have a pop screen that came with your microphone, then usually the stand will come with a pop screen as well. So we're using the same setup as we do for podcast to record this webinar. And I actually have one of the Blue Yeti microphones on a stand just in front of me. So it's a really simple setup. You need to understand something about microphones now microphones have what's called the proximity effect.
So the closer you get to the microphone, the more bass is picked up, the deeper the voice. And so you know, if you hear that late night radio DJ voice, that's someone talking very close to the microphone. So what you want to do is you want to think about not being too far away, because your voice will sound a little bit weak, but also being consistent in the distance that your voice is from the microphone, because that will ensure not only consistency of volume, but also consistency of tone. Today, lots of people have earbuds, you know, particularly air pods, they work pretty well. Not only for the earphones, but also for the microphone. We generally don't like using headsets, although a lot of our clients do. The reason for that is because the mic is so close to your mouth, it can sometimes pick up breathing sounds. So normally we prefer to use a separate microphone, but headsets you know, as long as you're careful and make sure that your breathing can't be heard, then headsets are really good. And then lastly, having talked about this, you've killed yourself out you've got to you know great microphone, good headset.
Don't forget if you're interviewing someone, they need similar quality, or at least a headset with a mic type quality to ensure that their sound quality doesn't adversely affect the quality of the podcast. There's lots of different ways you can record. So recording software is something that people ask about. Generally speaking, what you want to do is you want to record multitrack and we'll talk a little bit about why that is in a minute. And there's lots of professional multitrack cloud based recordings. I picked three here. Clean feed squad cast and river Riverside are three really popular tools that are you is for recording Napi uses squad cast Riverside is very, very popular as well. And those two both offer a video option as well. Video can be great not only, so you can see the other person as you talk to them. But also so you can generate promotional videos, even if you're not going to create a video podcast. Once you've recorded you do need to edit now the first thing to say is editing cannot fix poor sound quality. So getting the sound quality as good as possible at the start is really important.
Anything can mask some issues, but you're never going to get great sound quality, if you don't start with a great recording. So don't think that if there's issues with sound quality, you can fix it in the edit, it really doesn't work. Generally speaking, we recommend that everybody multitrack records. Now that's a really simple thing. That means that each microphone in the podcast and typically that each person is recorded on a separate track. And that's great for a couple of reasons. It's it allows you to eliminate background noises. So when someone's not talking, you can actually mute their side if there's some background noise. And that can have a significant impact, particularly if there's like intermittent background noise. But it can also help with things like ensuring that both sides of the conversation are at the same level is it's much easier to equalise levels, if you've got a multitrack recording, and if you've got a single track, it is a little bit more complex to edit. But, and this is the podcast as best secret, I think there's a tool called descript.
Almost every podcast right now uses the script to edit the podcast. And it is an amazing tool, it will actually not only generate a transcript, but allow you to edit the audio by editing the transcript. So all you need to do is delete the words in the transcript and that will delete the words out of the audio feed. It's an absolutely brilliant tool. And it's probably the best bit of advice, if you've never come across it is when you want to edit, use the script, it's the most effective tool there is available. And then lastly, podcast hosting. So technically, to have a podcast you need somewhere to host your file and you need something to generate an XML feed, which is basically a feed of the information about the episodes, the easiest way to do that is to go to a podcast host. We happen to love pod bean, it's our favourite, but there are many, many podcast hosts that all do a very good job. These podcasts host not only hosts hosts the file and generate this feed, but they'll also actually interface you in to make you be listed on services like Apple podcasts on Spotify on Google Play. And they'll make that process simpler. So I really strongly recommend getting a great podcast host. The podcast host will also typically provide you with the capability of creating a podcast homepage, which will also have all your podcasts on and have a player so people can play from the web, and let you in fact embed that player into your website as well. So podcast hosts are great.
Now having talked about these tools, the recording, the editing and the podcast hosting. I mean, typically these tools come out at around about 10 pounds, which is pretty much $10 Today, a month. So you're maybe talking about $30 investment a month in terms of the software tools to be able to do a really professional quality podcast. So you can see it's a really cheap and effective way to get your message out. I mentioned sound quality, I keep mentioning sound quality, I'm going to talk about it again. Sound quality is so critical. And what we find is that you know quite often when people record, they will say sound was great, it was fantastic. And then when someone comes to edit it, the sounds terrible. So it always sounds worse in particular sounds worse when people are listening to a podcast in a quiet area. They'll hear all the noises or the background sounds and any issues you had with quality of recording. So we always always say to our clients you know if there's any issues at all, whether that's poor sound quality, or guests not having a proper headset you know, issues with a network or just simply heavy breathing being picked up that you can't avoid. Always stop and don't record don't try and you know battle through sound problems. It really is going to come back and hurt you. And it's going to lose you listeners because nobody likes listening to something with poor sound quality. So if there's one thing you really need to be a little control freaky about, I would absolutely say get that sound quality as good as you possibly can. And lastly, if you want to do that practice runs are always a good idea. Fantastic. So we've created our podcasts, we've done the planning, we've gone all the way through to the recording the editing and now have published it using a tool like pod bean. How are we going to get people to listen to our podcast.
The first thing I say it is hard to get listeners, it is really tough. And it's probably one of the biggest challenges is I think when people go into podcasting, as a channel to reach a b2b audience, they imagine it's going to be easier to get listeners. But if you think about it, it's a real high commitment from a listener to commit to downloading a podcast, and then spending, you know, maybe 30 minutes, maybe more listening to a supplier. So it is a big commitment for someone to do that. And that means that it is tough to get people to listen. So I would say promoting is, you know, one of the most important things, and there's a whole range of ways you can promote podcasts. Clearly, you can promote podcasts through normal approaches, you know, so that could be anything from, you know, messages in an email footer through to display advertising, probably social media, I would say is the best approach we found by promoting podcasts and getting listeners, particularly as it's easy to promote each episode in turn. And if you're interviewing guests is great, because quite often, the guests will amplify your message and promote your podcast. There are also ways to really focus down on an audience of podcast listeners. So as an example, it's very easy to promote your podcast by buying ads on one of the podcast players, or indeed buying ads that are placed within podcasts. And both of those are really good.
The challenge is finding an audience that fits with your, you know, b2b audience. So you might find podcast listeners, but it might be a very broad spectrum of podcast listeners. And generally speaking, we found that unless a client has got a product that is applicable to quite a broad range of people, if you're a very niche b2b podcast, then you're probably going to struggle in promotion through other podcasts. But one of the things I would say is, rather than buying ads, perhaps you want to look at other podcasts in your sector, and invite the hosts of those podcasts to be a guest on your podcast. It's a great trick. So if, for example, you've got a podcast, and it's about robotics, you might want to look at the other robotics podcasts, and invite those those hosts on particularly the most successful robotics podcasts, because what that will do was then give you a promotion to that audience that we now know, a listeners of robotics podcasts.
So it's a great way to grow in a particular sector, is by inviting our hosts on. And I'm gonna go back to the consistency as well. Don't expect your first podcast to smash all records. Consistency really matters. You know, and most podcasts, you know, when you talk to the hosts, they'll say, yeah, it was 1520 episodes. And then suddenly, I saw a growth in listeners. So, you know, be prepared for it's a bit to be a long, you know, and frankly, quite hard work slog. But when you get there is just such a fantastic medium for getting really engaged relationship with your listeners. We're gonna give you a bonus tip, we always like to give you a bonus tip and the Napier webinars. And so we've got a few tips around interviewing.
So firstly, you know, if you're a host, you're conducting interviews, research, the guests write a structure beforehand, you don't have to write out every question. And in fact, it's better not to write out every question, it's better to just put the main ones and then be flexible. Otherwise, you end up with, you know, something that sounds a bit like an interrogation. You need to listen to the answers and ask questions based on the answers. Rather than just firing Question one, question two, question three. So be flexible, make sure it's a conversation and not an interrogation. Next, ask guests to explain things, chances are you and the guests are going to be, you know, far greater experts on the topic than anybody listening. You know, you're probably trying to promote a technology or a sector you're working in. And quite often the customers you want to reach and not as great an expert. So always ask guests to explain unpack things, you know, give it a bit of clarity.
Even if things like just explaining abbreviations. That's going to help more listeners, engage with your podcasts, it's going to help grow that audience base. Make the guests do the majority of the talking. I mean, this is a really interesting challenge that I personally face. I like talking you'll probably gather that from the fact we do webinars. But webinars are very different. There you have a presenter talking all the time. With a podcast, the host should talk as little as possible. The guest should talk as much and the host should really just be the person guiding the guests through a story. And whilst we're talking about that, always make sure you avoid interrupting or talking over people. That sounds very confusing. And it's very hard to follow. When you listen to a podcast because you've got no image of the people talking, all you've got is the voices.
So I would say, always try and avoid talking over each other. And lastly, give examples. As a great quote, the pictures are always best on radio, let's make the pictures even better on podcasts. So thank you very much for listening. As I say, you know, we do do a lot of podcasts. So I'm very happy to work with anyone who's got questions, and talk to you about how maybe you can launch a podcast what you need, and how we can support you. And typically what we try and do with clients is we try and make them as self sufficient as quickly as possible. It's not a difficult thing to do, to run a podcast. And so what what we think is getting clients running on their own.
Quite often clients will say, well, actually, we want you to draft the questions, we want you to find the guests we want, you know, maybe you to do the editing. And so we'll often do that. But you don't need someone sitting and listening to you recording a podcast, that should be something that you're very capable of doing.
So I'm just going to check to see if there's any questions. Okay. And looking here, we do have let me see. This is a great question, actually. So would we recommend running a podcast as a set of separate series, or as a single overarching thing? That's a brilliant question. The answer is we wouldn't recommend either we'd recommend doing what fits your podcasts best. We have clients who run seasons, so that they'll run a season of podcasts, and they'll have a break. And that's driven by availability of people more than anything else.
And also the fact that they want to create very distinct islands of content. So you know, one client I'm thinking of in particular, they want to talk about a particular group of suppliers. And then they want to move on and talk about a very different group of suppliers. So doing it by a season approach is awesome, because it groups or suppliers together naturally, it's a brilliant approach. Whereas other podcasts because there's no inherent natural grouping, actually, maybe it's better to be consistent and just publish, you know, every month, every fortnight every week, whatever your frequency is, and be consistent. And I think it's about picking what works best for your podcasts. Both of them can be great approaches. Okay, I'm very aware that we have run a little over a normal half an hour. I do appreciate your time listening. If there are any questions you've got, please do send me an email Mike at Napier b2b dot com. I'd be more than happy to answer the questions, or get one of our team that regularly produces podcasts to sit down with you and work out how you can kickstart your own podcast. And hopefully, you know, over the next few months, I'll be listening to a lot more podcasts and many of those will be from you guys. Thank you very much for your time. I really appreciate it.
A Napier Webinar: Avoid the Biggest International Marketing Mistakes
International marketing requires a lot more than simply reaching an audience in another country. Culture, language and convention are potential minefields, leading to many international campaigns failing or even damaging the organisation.
Napier recently held a webinar titled 'Avoid the Biggest International Marketing Mistakes' which explored the most common international marketing mistakes and strategies to ensure marketers avoid them. We covered:
- Common mistakes (with some amusing examples)
- Culture and language barriers
- Strategies to overcome challenges
- How to expand your campaigns into new territories successfully
Register to view our webinar on demand by clicking here, and why not get in touch to let us know if our insights helped you.
Napier Webinar: ‘Avoid the Biggest International Marketing Mistakes’ Transcript
Speakers: Mike Maynard
Mike: Good afternoon. Welcome to the latest Napier webinar. I'm gonna give it another minute or so before I start. So if you want to get yourself a coffee or something that would be perfect, and we'll start in about a minute. Okay, welcome to the latest Napier webinar. Today we're going to be talking about international marketing mistakes. This is always a great topic because it's always easy to find examples where people have run international campaigns, and those campaigns haven't quite been targeted. Just right, we are going to focus quite a lot on the differences between the US and Europe as a whole. And particularly the UK one of the reasons for that is it's easy to compare because the language is normally the same. But we'll also talk quite a bit about some of the differences within Europe too.
So in terms of what we're going to do, we're going to try and help you avoid those nightmares of international marketing, where you run a campaign that isn't quite right for the target audience. So the topics we're going to cover, we're going to start off with some examples of where things did go badly wrong for actually very large companies just to prove that everyone can make mistakes in international marketing, we're going to spend a little bit of time talking about language is incredibly important, particularly where you've got the written word, it really makes a difference in terms of whether you communicate well or not. We'll then look at some of the other differences, particularly cultural differences between different countries.
We've got two sections talking about the media and content. So a couple of slides to discuss, you know how the media differences differs and publications in one country may not behave the same way as publications in others. We'll talk about localising content and some of the pitfalls there. And lastly, a couple of tips on avoiding mistakes. So let's get into it. And let's start with some other people's nightmares. So some things that went very badly wrong.
You'd be amazed at the stories around the automotive industry and I think my personal favourite is the Toyota MR. To Toyota didn't sell these cars in France, they started to try and sell them. And it took a little while until someone explained that Mr to in French sounds very much like poo in French or an equally bad term. And nobody wanted to be driving the poo car. So Toyota then had to withdraw the MR to they didn't even rebrand it because they'd already launched it with the name. And so they actually had withdrawn entire product from France because of that issue. And there's always issues around rude words. I mean, if you're struggling with a cold, you might have used Vic's if you're in America or UK. Unfortunately, launching that in Germany is not very good because the way it's pronounced sounds very close to another rude word, because the V is pronounced like an F. So you've got to be very careful about pronunciation and how things actually said in different countries.
We can look outside Europe as well and we can look at you know, places like China. So, KFC obviously, you know, everyone in the West knows KFC is finger licking good. Unfortunately, the initial attempts at translating finger licking good. were described as Chinese by Chinese people as being pretty close to eat your fingers off, which wasn't quite so appetising as being finger licking good. But, you know, clearly KFC actually made recovering KFC is now a very strong brand in China. So it is definitely possible to go from these mistakes and recover but clearly, the first thing you need to do is try and avoid the mistakes and make sure you don't get into trouble. And this is all down to nuances. have language. And it's not even that we're going to say Americans are particularly vulnerable to do that doing this coming to Europe. Winston Churchill was very astute in saying that America and the UK were two countries separated by the same language. Some advice that the marketers in Electrolux might have used, because apparently products that suck aren't always a good thing. And in America, generally speaking, sucking is a bad thing. And Electrolux ran such an incredibly successful campaign in Europe, using the tagline nothing sucks, like Electrolux, they actually ran it in America without testing it. And of course, Electrolux then became the vacuum that sucks and nobody wanted to buy in the States.
It's not all about disaster stories, though. Some of it is about really subtle nuances. And if we look at words, I mean, words can have very different meanings in different countries. So we worked with a client for a long time in the IT sector. And we were trying to explain, you know, how their particular product, made things more efficient, make things faster, make things more effective. And we had a couple of campaigns in Germany that were kind of okay, and not great. And then we started talking about how the product improved proves your workflow. And this massively resonated in with the German audience. The journalist is obviously very process driven. Which means that they do think about things like workflow. But in this particular sector, workflow was incredibly important as a term, not something you'd use in an English or American context in the same market. But something hugely important. So sometimes tweaking, you know, even English words with English campaigns, running other countries can make a huge difference to how campaigns run. So it doesn't have to be disasters making things go wrong. It can sometimes be small changes that actually deliver significant upticks in terms of campaign performance. One thing to mention, whilst we're talking about this, is idioms are particularly difficult to translate.
So I remember working for a company once that had pairing what's next as its tagline. And we were informed by the Dutch translator that actually, they'd given up, they couldn't translate it in a way that really made sense. And so quite often, you will see companies using short taglines or idioms in English, even when the rest of the marketing material is in local language. And that's to try and protect the meaning of what you're trying to say. And of course, that's ultimately what we're trying to do. We're trying to communicate meaning we're not trying to communicate specific words. Having said that, people you know, tend to hold idioms and taglines in English, you do need to translate. And if you look at Europe, there is an amazing spread of speakers who don't have English as their first language. In fact, English is the fifth most common first language in Europe. Russian is the biggest, obviously, at the moment with sanctions, that's much less of a concern for most people.
Because there's very little business being done with Russia. But there's 97 million people who speak German as a first language. It's not just Germans, that's people in Austria, and also many of the Swiss. French is next with over 70 million Italian next with 65 million as a first language. And English only has 63 million speaking as a first language. So this shows the importance of translation. And clearly, if you want to convey emotion, as well as meaning, it's so much more effective to be talking in the person's first language than it is to try and convey emotion in a second language is always much more difficult. So it's absolutely important to make sure you translate and as the sign clearly says, that's the route to success. So if you've checked the dictionary, you've done the translation. Now what what are the other differences other than language issues? Well, I mean, one of the main things is that we actually care about quite different things. In Europe, football is not played with an egg shaped bowl, and we don't wear pads. Football is soccer over here, and people really care about it. And it's really, really important. And so, you know, sport is very different. But it's not just you know, the football example that's continually given. Cycling for example, is an incredibly popular sport, not only in terms of people taking part but in terms of spectators and watching it I'm particularly on the continent in Europe. And you see a lot of people interested in cycling as a professional sport, particularly in Italy and France. And that's, you know, kind of different to maybe how you'd see cycling in the States, where it's much less seen as a professional sport, and indeed, much less important in the UK. And of course, in the UK, we also have our own specific sports as well. If you want to get people excited in the UK, then you have to start talking about cricket.
And clearly, it's way beyond me to explain cricket within the context of this webinar, but it's something that's absolutely built into a lot of people's psyche in the UK, and incredibly important. It may be important in the UK, in India, it's pretty much a religion. And actually one of the most interesting things is that the second most valuable sport in the world, for TV rights is cricket. And that's because of the league in India called the Indian Premier League. And that generates more TV revenue than anything else in the world, other than the NFL. But the important thing to say is it generates that revenue in the space of a little over two months. So it's a very, very short season, in the IPL generating vast amounts of money. And if you're not familiar with cricket, and even if you're English, and you're not into cricket, you probably don't understand the impact that some of these sports can have in different countries. So being very aware of, you know, things in particularly sporting context, when you want to use sporting analogies is very important.
One of the things we have, when we're talking to Americans, is not just talking about sports, and having Americans trying to work out what on earth is going on in a cricket match, but also discussing history. And in America, history is very different to Europe. And I've seen, you know, established companies that have been established for 10 years being something that, you know, Americans see as being a long time. In the UK, you know, this is old. Stonehenge is about four to 5000 years old. But this, this is what qualifies as old. And traditions don't really start unless you've been doing them 100 years. So I think be very careful about talking about things that are traditional, or long standing, if you're an American, and trying to market into Europe. And in Europe, we're very focused on our views of what different countries are, we don't see Europe as being one country, we actually see Europe as being lots of different countries, and lots of different cultures. And ultimately, what matters is brand origin. And brand origin is hugely, hugely important.
So if we look at, for example, the automotive industry, being a German brand, BMW is a great example, is a really valuable thing. Because that conveys messages of technology, quality, reliability, it's really, really good. If you look at something like fashion, then having an Italian brand origin is really where you want to be, and everybody wants to appear Italian. But interestingly, things can change. So the Italians, their beer industry, a one point was almost a joke, their wine industry absolutely fabulous. But they never really focused on beer. More recently, we've seen Italian brewers actually become very cool and very trendy, across basically most of the western world. And it's been an amazing shift that we've seen that whilst brand origin matters. Sometimes you can educate consumers to believe that your brand is conveying something different and clearly, you know, with Italian brewing, it's conveying something very different to German brewing, but it doesn't necessarily mean that it's not as good. So I think thinking about company, about the company brand, and how that fits into the country that you're based in is super important. If we look at you know, the brand origin of companies in America, they're generally seen as being innovative and leaders in technology. In Europe, I think, though, you know, people would often see European brands as being higher quality, and it's something you need to think about in terms of how you communicate your brand story and where your company comes from. The next thing to say is when not one Europe, actually, it's really important to get local websites for each country. It's not just about trying to communicate local offices, or local language. But if you really want to be successful, building local websites for each country really gives those customers the feeling that you know and care about them. The reality is for a lot of our clients, that's never going to happen because it is prohibitively expensive. But it's important to remember that a single website for Europe is not the solution. And sometimes, it can always be better have one website for the world in English, than trying to have a European website that's in English, and assume that's going to cover Europe better than your Global website.
So think about how you talk to each of those countries, each those countries typically are quite proud. And local really is local. So if you want to communicate things about case studies, for example, and you want to communicate case studies to Germany, you really want to try and find German customers to talk about. There's always a perception that within Europe, companies in different countries have slightly different requirements, slightly different needs, and maybe what works for in Germany might not work in the UK. You know, Germany is a great example of a country that invests a lot in process, and also invest a lot in equipment within the business sector. The UK is a very different situation, where traditionally, the UK has invested much less in terms of investing in capital expenditure, and also tends to be maybe a little bit more haphazard in terms of planning. And you'll see that sometimes in the case studies. So it is really important to try and identify case studies that are local and very relevant to the audience you're trying to reach. Another example about this is if you look at how people treat issues, and maybe the biggest issue at the moment is the environment. And I'm sure you're all familiar with Greta, you know, very much a global personality talking about the environment. But because she's from Europe, it doesn't mean Europe has consistent views.
So yes, it's true that Scandinavians have massively increased uses of trains, and do tend to, you know, think a lot about their carbon footprint. But equally, it's true that the Germans are not giving up their big powerful cars either. And they're not giving up the opportunity to drive. It's what most Germans now look, regretfully at being only 155 miles an hour down the Autobahn because most cars are limited. So that again, you know, don't think Europe has the same view when it comes to things like sustainability. Europe doesn't Europe has very different views from different countries. And of course, Europe as a whole does tend to be more sustainability focused on the US, for example. But again, that's certainly not the case. And I'm sure that anyone from the states listening to this will say, Well, absolutely, there's a very different view about sustainability if you're in Texas, compared to if you're living in Cal in Northern California, for example.
So lots of different views. It's all about understanding, you know, the way people think, and the way they approach things differently from country to country. On top of that, people actually communicate differently. And in Germany, it's really common to address people as Mr. or Mrs. And then their their surnames are here for hour, and then their surname whilst at work. And for people outside of Germany, it's kind of strange, because as soon as colleagues go out for maybe a meal or drinks after work, they all revert to first names. But during working hours, it tends to be quite formal. And quite often, if you're running campaigns into Germany, it's really important to think about how you address people, whether you use their first name or not.
And in particular, where you have a relationship between sales and the customer, then it can become very important to actually consider whether you're using first name or surname and reflecting what the sales team are doing. It's on the face of it quite simple. But in reality, trying to understand whether you're using first names or surnames can be very tricky, particularly amongst, you know, things like marketing automation tools, which won't have any kind of measure of formality in terms of the way you address people. So understanding how you work those marketing automation tools in Germany can be very challenging. There's also different approaches to hours of work. Don't have a breakfast meeting in the UK. I think that's the best advice I could probably give people. Nobody in the UK is racing to have breakfast before they go to work. It's a very cultural thing. And asking for a breakfast meeting is normally not a great way to do it. And that's generally true.
Across Europe, I mean, generally speaking, Europeans don't have breasts breakfast meetings in the same way that you do in the States. I would say particularly journalists have a reputation for never doing early morning meetings. And also, another important thing for to know about journalists, is that Friday afternoons are kind of off limits for work. So asking journalists, particularly in the UK, to have time on a Friday afternoon is generally a no, no, it's the run into the weekend. And it's often the day where people will leave a little bit early as journalists and lengthen out that weekend. So try and avoid those Friday afternoons and definitely avoid the breakfast meetings. It's not that we're lazy, though, it's really a cultural difference. And so one of the things that happens in Europe, and particularly in Germany and the Netherlands, is that people like going out to trade shows and meeting face to face. And I think understanding the trade show culture is incredibly important.
And it's amazing that, you know, when I talk to, you know, people in the UK, or maybe the US, you know, there were real questions about how would COVID impact on trade shows, and would trade shows even come back after COVID. If you look on the continent, and as I say, particularly in those trade show strongholds of the Netherlands and Germany, there never was any doubt that people would go back to trade shows. And absolutely, we've already seen trade shows restarting and being remarkably successful, even though we're not quite out of COVID. yet.
So trade shows are an important way of doing business, in countries in Europe. And understanding that is really key that meeting face to face at a show is absolutely an important part of how those people do business. And, of course, how you do business is, is governed by local laws as well. And in particular, there are lots of laws around misleading adverts and comparative advertising in Europe that you need to be very careful of. And the the implications of breaking those rules and regulations can be very different. So in the UK, if you publish a misleading adverts, you basically get told off, you basically get a message saying you got to stop running that ad and you shouldn't do it again. And that's it, it's a warning. In Germany, you can be asked to pay damages. So if the court decides that your advert was misleading and damaged a competitor, you can be told to pay money to that competitor. And then in Belgium, if you place an ad, that's misleading, you can actually be told to place other ads that correct the misleading ad. And clearly that can be very painful for your brand, because you're not only admitting you've got something wrong, but you're also effectively promoting competitors. So marketing regulations really matter.
And you will often hear the, you know, people quoting Well, you can't do comparative advertising in Europe. That's actually not true. You can do comparative advertising. But comparative advertising gets very difficult in certain countries countries, because the costs of getting it wrong are so high, that it's almost prohibitively risky. So don't believe people when they say there's an absolute ban on comparative advertising, there are limits. But there's there's no absolute ban. Having said that, you've got to be extremely careful. And it's an area that I'd be very wary of. We also have GDPR GDPR is, to me one of the most interesting regulations, and I think there's still a lot of things playing out in terms of the GDPR regulation.
The interesting thing is, is that GDPR is very much driven by how the company or the organisation chooses to interpret it. And there are a lot of interpretations of GDPR that we see today. They're incredibly restrictive, and actually very much limit how much marketing organisations can do. And one of the things I urge is to not view GDPR as this, you can't do this, you can't do this. But really understand what GDPR means a GDPR is very much about being open and transparent about what you're going to do. I mean, yes, you have to allow opt outs in b2b. And consumers even tighter and you need to have opt ins, but in b2b opt out is absolutely fine is absolutely GDPR compliance. But the important thing is you communicate exactly how you're using the data. And that's really the key thing. And if you're open and honest about how you use the data, you'll actually find you can do a lot more and your marketing campaigns will be more successful. So that's covered the main areas of you know some of the cultural differences, some of the things we see.
We're now going to move on to the media. Now, the media in Europe is is very intro Testing. And I think the UK has one of the more interesting areas, although we'll see on the right hand side of this slide, some content from Germany where we have men in leather shorts, drinking beer in an Electronics Magazine, not something we'd see, I think outside of Central Europe. But, you know, this is something where the publication, it's electronic is probably the leading publication in Germany for, you know, in depth technology. And it actually publishes photos from the summer event they have, where, you know, people are openly drinking beer, wearing national dress, and, you know, maybe not looking how you'd expect engineers and other people in the electronics industry to look at the same time the same publication is, of course, incredibly technical, as you'll see on the next page, towards the middle, where, you know, they'll publish code and detailed information about products.
So it's very interesting to see that contrast, you probably wouldn't see either extreme in the UK. But you will see in the UK, for example, the newspapers being very, very different. And to imagine that any campaign on business press that you run in the US is going to transfer to UK newspapers, is just fanciful, it does not happen. The approach of newspapers is very different. And you have to build campaigns for those newspapers. And this literally is the front page of newspaper, The Daily Star from yesterday, where apparently, we've got to worry about drunk German wasps in the UK, which is an unbelievably mind blowing headline on so many levels. And actually, we've seen publications try and replicate that UK sense of fun in, in technology. And the register was famous for it for many years, although it's very much toned down when it does. But I can assure you that Parnassus did not call their technology dodgy file tart up when they were promoting it. So the journalist, but register for a long while love these headlines. And indeed, we still see some fun headlines in the UK. So what are the rules of thumb? I mean, how can we, you know, understand the differences? Well, in general, if you're looking at b2b technology, in particular, if you're looking at trade press, there's some rules that you can follow that are going to help you generate content that is going to be more attractive to European journalists. The first thing to say is that in general, and this is particularly compared to the state's content needs to be more technical and less promotional.
And that's particularly true for Germany, but also true to a large extent for Europe as a whole. Europeans also tend to be quite focused on being very practical in terms of their publication content. So it's less blue sky more about what's going to help an engineer tomorrow. We've talked about local people. We've talked about formality. And actually, usually, the language is more formal in Europe than it is in the US. Generally speaking, longer articles referred in Europe again. And there are publications that are exceptions to this. But certainly not being afraid to generate longer articles is important. And certainly in Germany, we see publications taking 2000 word articles. So very long articles are preferred. Of course, don't forget that when you do translate, your content will get longer as well. So anything written in English translated into German or French, is typically longer. When we look at the way the journalists work, you know, the company is often treated as subject matter experts, there's less cynicism about the company having knowledge.
And it's normally not important to build up credibility and only a trust, if you're in a certain role. You're, you're definitely the right person. Sometimes we are just different, though. And sometimes, you know, journalists will come out and they will try and make a point. And we've had a few character journalists, and still do have character journalists in Europe. So don't imagine that the stereotype of a, you know, maybe more nerdy, more focused, you know, perhaps quieter journalist over here is always the case. There's always some characters too. I'm sure my American colleagues will say says the same in America. But you know, don't expect journalists to read every email and respond to every email that just doesn't happen. And actually, if they get emails and not interested in they're almost all just always ignore them rather than respond.
And this is because journalists are very busy. And in Europe, and particularly in the UK. It's very common to have multiple editorial roles. So rather than writing for just one publication, you will have a journalist writing for multiple publications. I remember I was talking to a journalist So he works in a data storage publication. He said, Yeah, I'm busy, because I've got this issue of my Windows magazine to get out. And I said, I didn't realise you did consumer stuff. He said, No, no, no, it's not not windows for PCs, it's Windows for houses. That's what I write about. So journalists can have very, very different roles as well. And then lastly, the way that journalists Express cynicism in Europe, and particularly UK is generally fairly quietly, quite often, you'll see, particularly in the US a more confrontational approach with journalists. And you'll have a spokesperson come to Europe, they'll present the journalist when so anything that goes absolutely fantastic, you know, we had no questions. I created a great pitch. It's like, no, the guy basically didn't ask you questions, because he didn't think much of your pitch, and he just wasn't interested in engaging. So beware that quiet cynicism at the end with Yeah, thanks, that's really helpful, and no engagement, no questions. And that can often mean that the pitch hasn't hit the mark.
Obviously, contents important as well. And if we look at content, again, we can look at some very crude rules of thumb. And those content rules are very similar for white papers and things as they would be for dealing with content for the press. So usually, the writing style is more formal and less promotional. Generally speaking, Europeans want more facts to back up claims and less hype. And as I mentioned before, Germans love technical details. And in white papers, you've really got to go to town on the actual details and the facts and the figures. Another thing as well as design is important. And generally speaking, Europeans are more likely to engage with content that is very well designed, looks good, and is easy to scan and read. So don't underestimate the importance of design in Europe, that definitely makes a difference in the amount of engagement with content. And lastly, too much hype is never a good thing.
And that's particularly in Germany. So don't use headlines to oversell the content, it's only going to damage your brand, make sure that everything is very clear, very direct. And as I say, just maybe a little bit more formal than you do in the States. Having said that, there are similarities. And here you can see the start of an NFL game that's being held in the UK. So we do actually have NFL games over here we have a number as I'm sure you're aware, holding the UK and there are some metal American football fans.
So talking about American football isn't necessarily a problem in Europe. The only problem we do have in Europe for any football fans who are listening is that we think the Jacksonville Jaguars are the only team in the league because they seem to be the only team who plays every single season in the UK. But certainly, you know, we do understand. So question your local teams. And question with both in terms of whether you need to make changes, whether you've done enough, or whether you've done too much. And quite often, local teams will just want to change to localise because that's the way they feel it should be there. They're playing marketeer. They're not playing advisor for the local market. And that can be a very big mistake, because quite often you're talking to salespeople, and those salespeople are trying to do something that's not their core expertise.
So if our sales team says we need to change this for Germany, or for UK or whatever, I would absolutely say always question why that needs to be the case. Because quite often, it doesn't need to be the case. And quite often you can find that some of the changes people feel need to be made, actually a completely unnecessary amaze and make the campaign less effective. Obviously, what we're trying to do is we're trying to communicate the same meaning globally, we're trying to communicate the same action, so to say, of course, the same actions globally. And we're basically trying to make sure that we have as much consistency so we might change the actual words, but hopefully the meaning and to a large extent the imagery can be the same, which means that when people go to your website, they can then see something reflects the overall campaign.
And lastly, in terms of my last top tip, obviously use experts and Napier has spent a long time working with clients in terms of localising translating trends creating content. So definitely come and ask us if you have any questions. Thank you very much for listening to the webinar. I hope everyone's found it useful. If you have any questions, please do feel free to put some in the chat. And I'll be more than happy to answer them. Okay, so I've got one question in the chat, which is, actually it's a really good question.
So the question here is when we're translating, is it possible to use machine translation? You know, obviously things like Google Translate. And now very, very good. The unfortunately, the simple answer to this is no. The machine translation tools are very good. And they're certainly excellent in terms of giving you the meaning, and the gist of what's supposed to be in there. But machine translation tools don't read, like, somebody who was a native would translate. And so the problem is, is once you go beyond a couple of sentences, it starts becoming very obvious that the translation is not done by human, it's being done by machine. And that can be very negative to your brand. Because if I'm working in Germany, say, and you're my first language is German, and I feel you're not bothering to translate, you're just running it through Google, that sends me a message that you don't value Germany as a market.
So although people will get the meaning, and they'll be able to understand what you're trying to say, in the local language, it's not the same as translating, and in fact, can be a bad thing and can damage your brand. So be very careful about machine translation. And particularly, as I say, once you go beyond a few sentences, it can be a real issue. The other thing to say as well as machine translation, whilst it can work for very short pieces, it can also make some mistakes as well. So when you get to, you know, very short phrases, then again, there can be issues there.
So be very careful about machine translation. If you're running Google Ads campaigns, it can absolutely help. And quite often, we can see, or we have seen translators using machine translation as a first pass and then doing edits. So that can speed things up sometimes. But you have to be very careful because everyone will see the error and no one will take notice of the 10 things that you got right with machine translation.
Okay, I don't think I've got any other questions. I really appreciate your time. On the webinar today. We will be producing an on demand webinar so you'll be able to listen to this or Share this if you want to share it with someone else in the future. And thank you very much for listening. Goodbye.
DFA Manufacturing Media Launches Talking Industry as a Podcast
DFA Manufacturing Media has announced that its online panel discussion forum, Talking Industry, is now available as a podcast.
Initially created as an online panel discussion in the middle of the pandemic in July 2020. Talking Industry features a panel of four or five industry experts from the worlds of engineering, automation and manufacturing to join consultant editor and commentator Andy Pye to discuss different topics which are important to the sector.
The expansion into the podcast domain offers listeners the option of on-demand access while on the go, whilst also expanding the reach to a wider global audience.
The podcast will release new episodes every two weeks and will feature both stand-alone episodes and mini-podcast series focusing on specific topics within the industry. It will be available on all major podcasting apps including Apple podcasts, Google podcasts, Podbean and Spotify.
It's great to see DFA Manufacturing Media take the next step and expand the Talking Industry platform to reach a global audience. With some great podcasts already live focusing on topics such as digitalisation in manufacturing and energy efficiency, Talking Industry will continue to be a great educational source for the industry.
Feedback and engagement about the podcast are encouraged, and listeners can send questions and topic suggestions to the following email: Info@talkingindustry.org.
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A Napier Webinar: How to Crush Your First Paid LinkedIn Campaign
Paid LinkedIn campaigns can offer a great RoI, are low cost and quick to set up. However, the success of these campaigns relies on the finer details when setting up, and there are a few things marketers need to consider to be successful.
Napier recently held a webinar 'How to Crush Your First Paid LinkedIn Campaign', sharing insights into how B2B marketers can crush their first paid LinkedIn campaign, by exploring:
- How to define the best audience for your campaign
- Recommendations to improve performance
- Why demographics are so important
- Ad format options
- Bidding tips
Register to view our webinar on demand by clicking here, and why not get in touch to let us know if our insights helped you.
Napier Webinar: ‘How to Crush Your First Paid LinkedIn Campaign' Transcript
Speakers: Mike Maynard
Okay, good afternoon, everyone. Thank you for attending the latest Napier webinar. Today, we're going to talk about LinkedIn. And so our webinar is going to tell you how to crush your first LinkedIn campaign. Now, obviously, LinkedIn is a platform that people use for a lot of different things. But in our case, what we're going to talk about today is we're going to talk about how to use LinkedIn, for Account Based Marketing, in particular, so it's really understanding how to do very targeted campaigns on LinkedIn. So really, what we're going to try and do today comes down to help you understand what works for paid LinkedIn campaigns. So we're looking to help you crush your paid LinkedIn campaigns, typically paid LinkedIn campaigns have some element of Account Based Marketing. And we'll talk a little bit about why that is, as we go through. So what are we going to crush today? Well, the first thing we're going to crush is audiences, we're going to look at how to get the right audience, and how to make sure you target the right people on LinkedIn. We're going to talk about using multiple campaigns. And we're going to help you understand why maybe just running a single campaign is not always the best idea. We're going to talk about demographics. And in particular, how LinkedIn can give you the demographics of the people who are interacting with your campaigns, which is super important, something that a lot of other platforms are completely unable to do. So you can't just target based on demographics. But you can also understand the traffic demographics as well. So for example, not only who you're showing the ad to who you're targeting, but who actually sees it, and then also who actually engages with that ad. We're going to look at advert formats, which obviously is very important. LinkedIn offers a large number of advert formats. And finally, we're going to talk about bidding. So we're going to help you find out how to bid for LinkedIn ads, and what's the best strategies are.
Now obviously, LinkedIn is quite a complex platform. So we're not going to go into a huge amount of detail in any of these sections. But what we're going to do is give you the key things, the top tips that are going to make sure that your campaign that you run on LinkedIn is successful, there will be some additional things you can do that will optimise and improve the campaign. But if you follow these rules, you can pretty much guarantee that your first campaign is going to go out of the box, being successful working generating the results you want. So it's going to help you avoid all the pitfalls and also take advantage of some of the tools and techniques we've developed here at Napier. So LinkedIn advertising, firstly, is good and bad. And I think most people understand the reason why it's good. LinkedIn has almost uniquely demographic and thermographic targeting. So you can target people based upon you know, information about themselves. But you can also target them based upon information about the companies that they work for, indeed, companies they've worked for in the past. So this is incredibly powerful.
And particularly when you're looking at running a Account Based Marketing Campaign, it's obviously vitally important to have that firmographic information, because you want to target people in particular companies or particular industry sectors. And so LinkedIn is quite often the first place that people go for Account Based Marketing, and very often also is the place that they will stay because it is incredibly effective. There is of course, a downside to LinkedIn. And LinkedIn primary downside is cost. If you look at costs, whether that's measured in terms of cost per 1000, for impressions, cost per click, typically LinkedIn is very, very expensive. So if you look at for example, some of the Account Based Marketing platforms like enrich would be one, one example or demand base, then these platforms will offer much, much lower cost of 1000s and cost per clicks. The important thing to say though, is because we've got this demographic and firmographic targeting, LinkedIn gives you very high quality traffic. And if you get it right although you're paying more to show the Agile paying more For each click, you can actually end up with a much lower cost per action. So whether that's generating a lead or a sale or or an inquiry, quite often LinkedIn can actually be cost effective when you get to the end of that customer journey, because the quality is so high and the targeting so good. So, you know, the first thing to say is clearly with a high cost, you don't want to make mistakes. And this is why you need to understand where things go wrong, and how you can avoid the pitfalls. But also LinkedIn absolutely has the potential to be one of your best value advertising channels, if not the best value. Now, before we start, obviously, there's a number of alternatives to LinkedIn. So you know, you can advertise in trade media, you can use ABM platforms, you want to conduct ABM campaigns, you can use other social media platforms.
So you know, whether that be something like Facebook, which certainly some b2b tech companies use successfully, Google searches and other way to advertise Google Display ads retargeting email, non advertising options. And, you know, indeed, if you go, you know, completely to the extreme, then, you know, banners at Piccadilly Circus would be another way to advertise to potential audience. So, why would people use LinkedIn, it really comes back to this targeting, the fact that LinkedIn brings with it information about who people work for, and what they do in their role, is really the most valuable thing that LinkedIn can can deliver to you. And that can be very important. If you know that your product is something that is bought by CFOs, within large, fast moving consumer goods companies, then you can target those people precisely on LinkedIn, you avoid wasting money on people who are not going to be decision makers. And that therefore means that LinkedIn can be incredibly effective. Of course, you have to be careful about you know, being too precise in your targeting. One of the fundamental concepts of b2b marketing is the concept of a decision making unit, or a buying committee if you're American. And these basically are groups of people who get together to make decisions about buying. So typically, you see not only people who make decisions, but people who influence the decision people are gatekeepers, etc.
So it's really important when you're looking at LinkedIn is not focus only on decision making. But make sure you also have ways to reach the other influences. But assuming we've got a campaign, we're looking at what to do. And we know that we've got some very specific targets based upon company and job title. If we look at that, LinkedIn makes an excellent choice. So let's assume we've picked LinkedIn, you know, what's the first step? Where do we go? Well, as you build a campaign in LinkedIn, the very first thing you'll do is you'll actually create audiences. Now, audiences are obviously the people that you're showing the ad to. And this is an area where it's really important to get it right. Because these people we're trying to reach, we need to get them into focus, we need to make sure we get exactly the people we're trying to target. And LinkedIn is there to help you. But before we start, I think there's an important warning that we need to make before we kick off with actually looking in detail about the audiences. And this is really simple. LinkedIn, would love you to spend as much money as possible on the platform. This is no different from any other advertising platform. If you look at Google Search, Google display, or indeed trade media or anywhere else, everyone wants you to spend as much money as possible with them. But of course, with LinkedIn, this basically means that LinkedIn is continually pushing you to get larger and larger audiences. Now, sometimes that makes sense. And sometimes it doesn't. So we might be looking to target you know, a very broad range of people who are involved in a purchasing decision amongst a very wide range of different audience members. Alternatively, we might want to be very specific and pick out one or two very specific people in very specific organisations. And so that might be for example, that your product is only bought by a very specific person or very specific job role, or it might be only applicable to a very small number of companies. I mean, if you look at Napier, for example, and Napier, we can onboard maybe two new clients a month tops that would that would be the most we could onboard.
And so what we don't want to do is to help drive masses and masses of inquiries, because we're not going to be able to service them we're going to disappoint them. And we have other clients who are very very specific as well. I mean freaks example, one of my favourite clients that we have built baggage handling systems for airports, you can only sell a baggage handling system if somebody is building or completely refurbishing an airport terminal. And actually, that's a very small number of potential buyers every year. So when LinkedIn says, Oh, you've only got 1000, people maybe should have 100,000, you know, yes, that would help LinkedIn, you might get people engaged in the airport industry, but you're not going to get people who are going to buy, because they're literally aren't that many people ready to buy an in market at that time. So actually, quite often, when we work with clients, and particularly some of the clients who are selling the high value, lower volume products, what we find is that they've got very, very specific people they want to reach. And so this means you quite often end up targeting groups or audiences that are close to the minimum size. And we've actually run Account Based Marketing campaigns where we have literally run to audiences that are smaller than the minimum LinkedIn audience. And the only way to do that, then is to add another group of people on. So we've done all sorts of things from adding related customers who aren't really the core audience, but might be there all the way through to where we literally wanted to count specific campaigns, we've added the Napier team on to make up the numbers to allow the campaign to run under LinkedIn to hit that minimum number. So we can run a very specific campaign with ads that are specifically about a particular target customer, and not show those to companies that are not relevant. So quite often dealing with how you get that minimum audience. And as I say, particularly if your product has high value, low volume, is a really interesting challenge.
So what we're looking for really is precision, we're looking for really precise targeting. And you know, the really interesting thing is precision costs money. So LinkedIn basically, will charge you more than more precisely targeted your audiences. So if you increase the number of filters you use, that will increase your cost per click. So if you start off and just have company and job title, and then you want to look at things like seniority, or something like that, adding those extra filters on will add extra cost. And basically, everything you do is going to cost you more, so the more you target down, the more it will cost. For example, job function generally will have a smaller impact on the cost per click, than job title, job title is clearly more precise, job function is more broad, it's a really simple indication of how LinkedIn prices in a cost around precision. And it's easy to look at that and start seeing your cost per click going up and start getting stressed. But the most important thing, I think, if you're running a campaign, is to remember that almost always, if you're targeting for a reason, extra precision will be worth the extra cost. And it's that's important as long as you thought through who you really want to reach. So again, for example, we talked about the issue of decision making unit, you know, maybe you want to target the influencers, as well as the decision makers to help get that decision made better. So it's always worth thinking through and making sure you've really understood what you're trying to do, and making sure that the extra precision makes sense. But in general, I would always say go and try and target your ideal audience, rather than open up the campaign and target. Too many people that are irrelevant, because in general, you'll find that doing that will produce poor results. Just one thing to say on precision, though, if you're looking to target the C suite, it's going to cost you money. So typically, a CFO CEO, anybody like that is actually very expensive to target. The reason is, is that lots of people lazily target them, they have a product, they think their product is so important. The CEO is the only person you know who's going to get involved, he's going to demand to drive the decision. And so the CEOs, the person they target or the CFO, is the person targeted because they are going to be the person who makes the decision. Quite often. That's not true. Quite often people who are lower in the organisation actually are really influential, often tend to be the decision makers. So my advice is, the only exception on precision is when it comes to the C suite. And when it comes to the C suite, I would only target the C suite, if they really are your ideal audience. If they're not your ideal audience, then have a rethink and target people are going to give you better value for your campaign.
Okay, so how do you target Well, this isn't gonna be a lecture or a webinar. Now that goes through how to operate LinkedIn, if anybody's interested, you know, feel free to message me. And I'd be really happy to set up a session where we run through how to use LinkedIn and build audiences. But what we're going to do is we're going to start giving you some targeting tips. And these are the things that we found really make a difference. So the first thing is to look at using permanent location. And in general, for most of our clients, we find across all programmatic platforms, that actually, when you want to target someone, you want to target them, because that's where they're permanently based, not necessarily because they've got an interest or they've visited there and in recent times, so we always recommend targeting permanent location, rather than opening it up to a location where they've been to recently. And this is particularly true of business, to business advertising, because people tend to travel I know, they haven't travelled very much in the last two years. But as business travel comes back, I think you'll find that, you know, if it's not there at their permanent location, then it's becoming less and less precise. If you're not targeting a specific list of company names, which quite often happens, and Account Based Marketing, you're targeting a sector, I would always recommend using company size as a filter. And this is because there's disproportionately large number of small companies, to big companies.
And so if you're targeting enterprises, you really want to rule out the SMEs, because that would massively skew your activities. But also, if you have a fairly general job title, you might want to rule out the enterprise as if your sweet spot is SME. Because actually, the enterprises might have a large number of people with a particular job title. So company size is very important if you're not entering specific company names to target. However, if you can always target specific companies, we spend a lot of time at Napier, building target company lists. And almost without exception, we find that building a list of specific companies and targeting them by name, rather than targeting an industry sector produces far better results. And our clients actually get far better return on investment for paying us to do the research, and then running fewer ads, but making them much more targeted than just targeting an industry sector. So I would always say look at using specific companies, it is worth the time and effort to do the research if you can do that. I mentioned job titles and job functions. Again, when we're looking at precision, more precision is generally better. Job Titles are almost always better than job functions. job functions are much broader, they can be much less accurate, you get much more of a percentage of spurious matches. So you're showing ads to people who don't really make the decision. Job Titles are difficult, because obviously, people doing the same job can actually be called different things in different organisations. And particularly if you're looking to target multiple industries or markets, their job titles can become very difficult to actually manage and get right. But again, generally, it's worth putting in the effort to get a list a complete list of job titles, rather than taking a shortcut and just putting in job functions. And then we've got two very specific tips. When you're starting a campaign, I would always say do not enable audience expansion, and do not enable the LinkedIn network. So audience expansion will target people who are like the audience you've defined, but not within that audience specification.
And the LinkedIn network will target people on other platforms outside of the call LinkedIn platform. When you start off, both of these can actually be bad, for two reasons. One, they they tend to be less effective, they tend to reduce the performance of your campaign. And secondly, they're actually blurring the data, what you really want to do is look at, you know, what your targeting is actually delivering. And so particularly audience expansion, can be a really bad thing to choose, because then you're actually not necessarily showing your ad to the people you think you're showing. And you can't make great decisions. Now, having said that, it doesn't mean to say you shouldn't target and includes either the LinkedIn network audience expansion later on in the campaign. And that's always something that you can look at. So for example, if your campaign is incredibly successful, but you don't know how to expand out the audience to make it bigger, you've got more budget, you want more leads, then certainly adding audience expansion can be very effective there. So I think it's always worth looking at once the campaign is running. But I would never target through audience expansion or using the LinkedIn network.
First time, it's much easier to manage just on one platform. And with the precise targeting you've defined So those are our our targeting tips. I mean, generally very simple. And actually, you know, interestingly, primarily based around companies and job titles, which is really the core of most of the campaigns that we see running successfully on LinkedIn, it's about finding the people in the right roles in the right companies. And that is what LinkedIn gives you this firmographic and demographic targeting. So the next thing to look at is setting up campaigns and how many campaigns you set up. So my wonderful father used to have this saying that he taught us from, I think, when I was a baby onwards, that there's only one thing better than one ice cream. And that's to ice creams. And so there's only thing one thing better than a LinkedIn campaign is two campaigns. And so the issue is, when you run a campaign in LinkedIn, there's no option to have differentiated messaging and language for different parts of the audience. So if you want to run ads in different languages, you need to split into multiple campaigns equally, if you're targeting, for example, two different job roles, you need to split into two different campaigns to have different messaging. Now, obviously, if you're right down at the minimum audience size, you may not be able to split into two campaigns. But wherever you can, you almost always get the opportunity to tweak the campaign and make it more relevant and more personalised for the audience. So I would always try and split into multiple campaigns to allow differentiated messaging to different audience segments, whether that be by location, language, job role, etc. The other thing to say about segmentation, and this is super important is it lets you understand more about what works and what doesn't work. So once you've segmented multiple campaigns, you can get reporting based on different segments much more easily. So as an example, let's say, we were looking at targeting people who were in the automotive industry. And we're looking at two sectors. One was electronics engineers, one was test engineers, we could bundle them all together, they probably would have, you know, if we're selling test equipment, they probably have, you know, very similar ads, the messaging wouldn't be hugely different. But once we start running that campaign, we then don't know whether it's the electronics engineers or the test engineers, that are really driving the response. There are ways to do this. But it's harder to get that segmenting into two campaigns removes any questions around which group is performing better. And it allows you to better understand what works and what doesn't work in your campaign. And it also allows you to optimise more as well. So for example, let's say the test engineers, the campaign was working really well, the design engineers, it was not, you might want to tweak the messaging for the design engineers to see if you can improve that performance. So always look to split into multiple campaigns. The good news is, is if you don't split into multiple campaigns, there is a solution that is incredibly helpful. And I call it the magic demographics button.
So when you're looking in LinkedIn ads campaign results, there's a magic button called demographics. And it lets you split down the results, it will tell you how many impressions and how many clicks, for example, if it's sponsored content, you're getting a particular categories. And it's actually very detailed, it follows the LinkedIn category. So you can look at who's who's seeing the ad and who's responding by job function, by job title, by company, by company, industry, by seniority, by company size, by location, by country or region. And even by county if you're running in the UK. So it's incredibly powerful to let you dig in and find out what's working and what's not. And it's powerful for two reasons. One is clearly you can see where you're getting the best results, but you can also see if you're failing to target a particular group. So let's say for example, we'll go back to the campaign where we're trying to target design engineers and test engineers, you might think that those two audiences are roughly the same size, you might expect the impressions to be split fairly evenly. But when you look at demographics, you might find that it's really, you know, 90% of the impressions are going to design engineers, and only 10% to test engineers. So this demographics button is super helpful to help you understand whether you're actually reaching the people you think you're targeting. And there's also always interesting results where you look at some of the demographics and you think that's not who I'm targeting. And like any of these programmatic systems, LinkedIn within its algorithm, you know, sometimes seems to do some strange things.
So it's always worth checking to make sure that you're not hitting an audience that you really don't want to hit as well. So, the magic demographics button is really important. And you know, it's very important when you're looking at audiences. Obviously, you can't actually click that button until you have some results. So to get some results, you've got to run some ads. So the next question is, what do we do in terms of ad format. There's lots of different LinkedIn ad formats that are available. So there's sponsored content, which can be image ads, carousel ads, video ads, event ads, they're sponsored messages, which are conversation ads and message ads, those lead generation ads that link straight to a lead generation form. And there's also a couple of other categories. So text ads, spotlight, ads, and follower ads. And what we're gonna do is we're going to look at, you know, some of the most important formats, and talk about how to use them, and why you should use them. So the first format to look at is the single image sponsored content ad, it is the standard LinkedIn thing you see, it's a bit of text, an image and a link to a landing page. Typically, this is great, it's fairly simple. It's something that, you know, people understand they're very used to seeing on LinkedIn. And if I'm, to be honest, it really does look quite like an organic post. I mean, it's always marked as being promoted. And you can see, for example, underneath the company name, fixed x, it says, How many followers and then promoted. So we can see that the ad is being promoted here. So it's an ad, not an organic post, but it still looks like an organic post. So people are very receptive to that. It's obviously not very striking, it doesn't really stand out, though.
So the next option is carousel ads. And the carousel ads are basically very similar to the the standard single image ads, they just rotate around multiple images. And these can be very effective, particularly at walking people through a sequence of things. And you can see here, this example, which is from LinkedIn, actually is a logical sequence of things, rather than just being, you know, random related images. So really thinking about the images you use, and the carousel ads are important. You'll also notice that here with this LinkedIn demo, we've actually got text on the image. So we're rotating text by placing text on the image, you can't rotate text as pure text, you just need to put it on the image. So carousel ads are great. And typically, if you've got multiple images you can use particularly they can tell a story, then carousel ads tend to be a much better option than the standard single image sponsored content ads. You can also run things like video, video is very similar to a standard sponsored content with a single image, you just replace the image with video.
Of course, the important thing to remember is that video can be very much more engaging. Now, one thing to mention about video is that video tends to perform very well as organic posts. So video actually causes people to stop and look, as you stop. And look, LinkedIn detects that you've not scrolled past that particular post. And so you build up dwell time. And dwell time is a key part of the LinkedIn algorithm for deciding how many impressions your particular post gets organically. So video can perform extremely well, if you're thinking about running a spa, UNsponsored. So organic posts, when it comes to sponsorship, you're paying for that ad to be shown. So there is a benefit in stopping people. But sometimes you can have a video ad, or video post that performs extremely well organically, and perhaps is a bit disappointing when you pay for it. And that's because we're getting much more reach with the organic posts than we'd normally get. But we're getting no more reach with the paid posts. Because the reach we get is defined by how much we pay, not how interested people are in the actual post.
Now, one of my favourites is conversation, ads, conversation, ads are amazing. It's almost real engagement. So what it allows you to do is it allows you to set up effectively a conversation in messages. So you can send a message and into somebody's inbox, they then have options to click to respond to your initial message. So it's not truly AI looking at someone typing back messages. There's a limited decision tree based upon having certain options, you can click, but it is almost real engagement. And that's exciting. And where we've tested conversation ads with clients and run them. They tend to be incredibly engaging, and they tend to work really well. But there is one sad thing and that is unfortunately, you can't run conversation ads in the EU. And this is the message you get from LinkedIn. Talking about the fact that we can't actually legally put ads into inboxes of individuals in the US so if you're targeting America conversation as a really good option. But unfortunately not available over here. Lead Gen ads are really interesting. So lead gen ads let you generate leads directly from LinkedIn. So you create an ad and you also create a form. And that form is hosted on LinkedIn, when people click on the ad, they see the form from LinkedIn. And even better, the form is automatically filled with with the details that you've asked for. So the user can see which details you've asked for, they see what they're submitting. But it means they don't have to type in you know, their company and their job title, etc, etc. So for b2b, this is absolutely amazing in terms of gathering more information without causing friction, from the leads point of view. So lead gen forms a really good and you know, typically they're built around content offers, like most content marketing lead gen. And generally speaking, it's actually better to send people to a lead gen form, than it is to send people to a landing page using sponsored content. And that's measuring cost per lead. However, it's not always the case. So I would always recommend if you're doing a lead gen campaign, to benchmark both running a sponsored content routing, reaching to a landing page, and also a lead gen campaign to find out what delivers you the lowest cost per lead, because we do sometimes find and obviously, LinkedIn effectively charges a premium.
For those lead gen ads, we do sometimes find that it's actually more effective to route people to a landing page. And that's dependent on a lot of factors, your audience the amount of information you want, and also particularly the content offer. And this is something I think that maybe people perhaps don't think through enough. So if we're looking to use LinkedIn to generate leads, whether that's, you know, through content or for an event or anything else, the offer is much more important than the format. So where we see a difference between sponsored content to a landing page, and a native lead gen ad, that impact is much, much smaller than it will be around the content you're offering. So you know, here's an example of, I think, some pretty compelling content, so Cognizant offering after the virus. So a really compelling sounding piece of content. And this content is also incredibly important, because a lot of people want to know, what's going to happen after COVID, you know, doesn't go away, but becomes less of a problem. So people really need to know this information. So the offer is more important than the format. So I'd always say, you know, yes, it's important to experiment, but don't get hung up on it, the offer is more important. But most importantly, it's not the offer itself. It's actually the title of the content piece that really matters. It's not what you're giving people it's not what's in the content. It's the title.
And again, sometimes, you know, people forget that if I'm a prospect, and I'm filling in a lead gen form, the only thing I really know, is the title of the content. I'm asking for, I don't know what's inside and it whether it's good quality, bad quality, I don't know what the layouts like, I don't know what's written in there, whether it's, you know, lots of text, or it's very short. All I know is the title, because that's all I've seen until I've completed the registration form. And by then it's too late for me to decide to opt out, I'm already a lead. So always remember, titles are important. And I feel that sometimes with content marketing, people are not spending enough time A B testing different titles for the same piece of content to see which one works best. That's a great tip to improve your lead generation, whether you're doing it on LinkedIn, or actually doing it on your website, marketing automation system or any other platform. So okay, so we've developed some ads, we've got the right content, we've understood the audience. I mean, pretty much now the next thing is to look at how we bid on LinkedIn. And generally speaking, just automating the bid is generally the best option. So we automate for maximum delivery. Here we see the postman hopefully, getting maximum delivery, running around at full speed, being encouraged by somebody's dog. And generally speaking, automation is the best route. Sometimes however, people want to come in and manually bid and generally speaking, that's where you're trying to reduce the cost per impression or cost per click. And my advice is, if you want to bid manually always bid low. And in fact, generally speaking, our standard tactic with with a manual bid is to go in and bid the minimum bid that LinkedIn will let you do. Now it's interesting, LinkedIn won't tell you the minimum bid straightaway. The way to do that is to bid a pound or $1. And then LinkedIn will very kindly tell you how much you've got to increase the bid to get to the minimum. So LinkedIn is trying to hide this minimum bid, they're trying to encourage you to bid more. Generally speaking, at the start of the campaign, the lowest bids are the best options, they might mean that you can do your experimentation at lowest cost. And then once you know the campaign is effective, so your content offers working the ad formats, right, the messaging is right in the ad, the audiences right, then maybe you want to try and look to bid higher to get perhaps some of the more difficult to reach recipients. But initially, our advice would always be bid the minimum. And generally speaking, we don't see a huge impact. In bidding the minimum versus bidding higher in terms of quality. You will, however, get typically more impressions and more clicks if you increase your bid. So it can make your campaign run faster. But it won't generate more results.
And it will make it more expensive. So that's really a summary of of you know, most of the top tips that we've developed for LinkedIn. This has built through a number of presentations we've had to clients and discussions. And I think there's a couple of things I'd like to leave you with. You know, the first thing is whatever the challenge is willing to in particular around high cost per click, good campaigns on LinkedIn typically deliver amazing ROI. So the ability to target really works well on LinkedIn. And this firmographic and demographic data is super important for most campaigns. However, if you get it wrong, you don't, you know, listen to our tips, and you start doing things that targeting the wrong people, or using the wrong message or having the wrong format. Actually, LinkedIn can get very expensive very quickly. So you know, I think it's important to balance this. It also is important to say that actually to do good LinkedIn campaigns requires a lot of work, it requires work, building that audience, particularly with our clients, you know, building an audience of specific companies and very specific job titles. To get that targeting right. It requires time to split into multiple campaigns, so that you're sending the right message to each audience. And it takes time to analyse and optimise going forward to make sure you continue to improve those campaigns. So whilst LinkedIn is great, it's not always the quickest and easiest platform to generate great campaigns on you need to put the work in. But if you do, you will get the return on investment.
So thank you very much for listening. If anyone has any questions, if you'd like to type them into the chat, I'd be really happy to answer those questions. So if anyone's got anything they'd like to ask please type it into the chat, and I'll be more than happy to answer them. I'll just give you a second or two to type them in. Okay, I've got one question that that's actually come in. And it's asking about retargeting. And the question is, should you use LinkedIn? With retargeting now, actually, this is really interesting, because one of the things I haven't talked about, is you can actually retarget people on LinkedIn. So you can build retargeting audiences on LinkedIn. So that is certainly very effective. You might want to target people who you know, for example, bins or certain areas of your website. You can also obviously retarget people who you've driven to the website through LinkedIn ads using something like Google. Now, the interesting thing is LinkedIn is very expensive in terms of cost per click. So generally speaking, I would always recommend that if you're doing retargeting, you typically drive people to the website using LinkedIn. That creates a very high quality audience so that traffic is going to be great quality. And then you use something that's much lower cost like Google to serve retargeting ads, whether that's retargeting through display or search or both. So I would always recommend tying Google retargeting into LinkedIn, that generally is the best way to do it. Okay, so I really appreciate your time. All of you listening. If anyone has any questions, please feel free to email me. My email is on the slide Mike at Napier b2b dot com. And, you know, I'd love to talk to you about your LinkedIn campaigns and how we can help you optimise them. And if not, you know go out there Have fun put the work in and hopefully your crush your next LinkedIn campaign Thank you very much.
A Napier Podcast: Interview with Tim Langley - CANDDi
In this podcast episode, we interview Tim Langley, CEO and Founder at CANDDi, a digital intelligence tracking platform.
Tim shares his journey to founding CANDDi, and how the platform can help B2B marketers be more proactive by gathering data which allows them to engage with leads both at the top and bottom of the sales funnel.
Listen to the podcast now via the links below:
- Marketing B2B Technology on Apple Podcasts
- Marketing B2B Technology on Spotify
- Marketing B2B Technology on napierb2b.com
Transcript: Interview with Tim Langley - CANDDi
Speakers: Mike Maynard, Tim Langley
Mike: Thanks for listening to marketing b2b Tech, the podcast from Napier, where you can find out what really works in b2b marketing today. Welcome to the latest episode of marketing b2b technology from Napier. Today, I've got Tim Langley, who's described himself as the founder, the CEO and chief dogsbody at CANDDi. Welcome to the podcast, Tim.
Tim: Thanks, Mike. Thanks for having me.
Mike: So, Tim, I mean, I mean, the first thing is, you know, how do you get a career that lets you end up with Chief dogs by the CANDDi? Yeah. How did you get to this point?
Tim: Oh, you know, I think that's, I think that's a very easy question to answer. So I grew up and studied maths at university, did a year working for a for a startup, and then decided, You know what, I think it'd be fun to be running my own business. That was nearly 20 years ago. And how'd you get how'd you get a title like, Chief dog's body? Like anything? Isn't it? The joy of running a business is you keep every title until someone else wants it. And in 20 years, no one's wants to take that one from me yet.
Mike: Yeah, I must admit, last week, I found out how many employees it took to change a light bulb. And the answer was only one they asked me and then I do the light bulb changing. So I totally understand.
Tim: It's like the classic computer science joke, isn't it? How many? How many software engineers to take change a light bulb? Not it's a hardware problem. They don't, they don't they don't get any better. I'm afraid.
Mike: I was gonna say I think you now qualify as having the best software engineer joke on the podcast. So congratulations for that. I'm, I'm interested. I mean, you mentioned having to do a lot of CANDDi but you're actually also involved in a couple of other companies. Can you tell us a bit about that as well?
Tim: Yeah, all sorts of CANDDi now is is 13 years old. And we have we've always prided ourselves as kind of being like the innovators in the space so we're 20 strong person business 50 Universal we're developers. So very very thin on the ground for sales marketing business, very much innovation development building things.
And first business I've got involved first spin out business and all of them all of these are spin out businesses from CANDDi but two and a half years ago, I met a chap called Adam Herbert who was very experienced within the data industry we started a business together called go live data go is the it's the UK is best source of b2b marketing lists marketing data we start from UK companies house and then find the online profiles and all the all the thermographic data around the around the organisation so so that's that's that's go and then I also started a business called comply and comply is very similar to go but with a financial crimes lash and anti money laundering hat on so comply has been very very busy over the last four and a half months while a number of our larger customers have started to ask us Can you guarantee there's no Russians involved in our customer base so yes, life is exciting with with those two strands but but no cat candies always been my baby so And fortunately, fortunately should be some fun things to talk about the CANDDi as well.
And everything around data which I think is really interesting
it's all it's all around data that's been it's been my passion for say for 20 odd years now has been data and then specifically people and marketing data.
Mike: Cool. So CANDDi is spelt ca n DD I guess the the most important questions is why CANDDi is it a lot of sweets?
Tim: We get all things really in fact, we have a we have a number of American customers and they struggle with the word CANDDi we often get is that see and die it's actually got a funny little story really. So just before starting CANDDi I've had, as I mentioned, I've been been running businesses 20 years, I had a couple of businesses that went well. I had a couple of businesses that didn't go so well.
Just before starting CANDDi, I was consulting for a actually a digital agency in Manchester as was at the time, which is a company called and digital and, and started pitching to and basically looking at the stuff they were doing and they had an awful lot of trying to pull together different data sets very manually, and so started pitching to them around. I reckon if we did a bit of less than a bit of this and a bit of this, we could build a product out of this. And they went Tim That sounds amazing. We'd love to be your first investors. I wasn't even looking for investors but sounds amazing. They said there's one criteria though. The company name has to include the words and digital. It's just kind of one of the things they did.
So the real name of a company is campaign and digital intelligence limited. But that's such a mouthful, but we then went okay, what can we really call it? But But do you know what? I love the name CANDDi, I wouldn't change it for the world. But if I had to do it again, I wouldn't call it CANDDi. The number of iterations of the name I own ca n ddi.com C A N N di.com ca n d i. serwotka. It's like an SEO nightmare trying to trying to get the word. The word CANDDi.
Mike: Okay, so a memorable but rather hard to spell name? By the sounds of it. So I mean, can you tell us what problem CANDDi solves.
Tim: So the core of CANDDi, we want to be putting a name and a face against an otherwise anonymous website visitor. So when I first started, and actually when we demoed the software to people, we start with this slide that's got this big black hole in the middle, and all kinds of different marketing channels around the edge. So be it SEO bit PPC, the email marketing vs. Social. But the fact of the matter is, there's a billion different ways to get people to come onto your website, which is great. And within reason, they all work. And you then have traditional, I call them traditional, but traditional tools such as Google Analytics, which can give you like the aggregate numbers.
So yesterday, you had 100 visitors onto your website, 20 of them came from SEO, and 30 of them came from an email campaign you run. And you know what, that's for a lot of art for a lot of our b2b customers. That's not a bad kind of scenario. The problem is, and this is a bit and this is a bit misses of if you like the hypothesis statement that started the business, but the problem is, you can see what's getting people to the website. But then the thing we hear time and time again, they land on the website, it's like this black hole, you know, people are there. But it's like having a shop window and just you can see people walking by. But unless you can reach out unless you can engage with them unless you ultimately unless you know who they are. It's very, very little you can do from a sales perspective, you just have to hope and pray they fill in a form on the website.
And in many instances for b2b, especially especially growing and sales focused b2b businesses, they want to be a bit more proactive, but just wait and hope somebody comes and fills the form. And so so what we do, we integrate him with all of our digital marketing channels via SEO via email marketing, we integrate him with them, we use those to pick up signals, and then either identify the company, or potentially identify danger, the actual named individual, and be able to say, it's not just a random visitor, this is Mike Maynard, from Napier, he's a really high prospect.
Mike: That's fascinating. So I mean, particularly, what you're trying to do is catch people between arriving at the website and filling in the form, which is where a lot of people disappear. So that that makes a lot of sense.
Tim: There's two bits really so.
So there's one bit which is, and if you look through the whole aid or awareness, model, awareness, interest decision action, crikey, I nearly forgot it. So one piece, one piece, which is a piece you just alluded to there, Mike is the very top of the funnel, capturing people went between arriving on the website and filling the form, when they're still in that kind of role.
Do I know who you are? Am I interested enough. And we in that gives that gives, that gives our customers that gives our people use our software, the opportunity to try and get involved with people who might otherwise disappear.
The second piece though, which is actually equally as valuable, often we'll find that that prospects will come to the website, they'll fill in a form to download a lead magnet or to get a piece of content, etc. But they're not yet ready to buy. They've expressed interest, but they're not ready for the decision or the action phase. And so so then what happens is they'll then come back to a website or number and actually sorry, just to jump in, but but if if you jump down their throat too fast when they're just at the interest phase, you ended up turning them off rather than turning them on because well I'm not I'm not ready yet. Just give me a break.
So so the second bit were canned is really useless because we're tracking computers because we're watching the activity that people do on the website. We can say look, this person, they filled in a form, but probably not quite ready for a really a really full on conversation. Drop them an email back, don't bother making a phone call to them yet. What then happens is they come And back to your website a month, a week, six months, a year later, they don't necessarily fill in a form again. But CANDDi goes, that's interesting. I've seen this person, I've seen this computer. And so we can then give this much richer picture for the people who've already filled in forms and give you an indication of when the right time to engage might be. So kind of hits both sides, both the very top of the funnel, but also the people who are getting hotter starting to get closer towards being able to make that decision and take action.
Mike: That's interesting. So that that towards the bottom of the funnel, I think you're acting quite like a marketing automation platform might do in terms of tracking people, and understanding where they're visiting and potentially, you know, driving actions from that. Would that be right?
Tim: Yes, so, so can the marketing automation is always been an interesting space for us. And it's not something we have yet. I use that carefully. But it's not something we've yet wandered into, we integrate with. So when we when we look at when we look at the whole space of people in a similar position to CANDDi bars, there are a number of organisations a number of competitors who do company level IP tracking, we can talk about that in the future. But that's, that's really about identifying the company based on the IP address that someone's coming from.
There's also a number of organisations which which you mentioned the HubSpot bit eloquent bit my calf, so the the full service marketing automation plays, who do everything for you. And one of the things we've always said they are great pieces technology, if you're going to put everything into their stack. It's interesting, but a number of our larger customers, one of the things they get out of CANDDi, they use marketing automation platforms, for the automation, as it says, but they they actually what you discover is they use multiple different platforms. And each platform tracks and identifies its people. But they don't have that holistic view goes okay. And especially when people are using third parties as well. So they might use a third party to do their data send. And then they use their own platform to do their nurturing. And then the salespeople send their own emails and, and they end up with all these little pots of data. One of the pieces can do those as pull all of that together to give this slightly more holistic, almost a customer data platform or CDP. So yeah, marketing automation is a really unlock much automation has been a very interestingly growth space over the last 13 years, as a CANDDi, we've we've kind of cut this interesting place that goes on one hand, providing the providing a lightweight marketing type platform, and the other hand providing stdp and provide the actual the data the pulling it all together for for the larger organisations.
Mike: That's interesting. I mean, the other thing as well is when I use CANDDi, and just so people know, we actually are a CANDDi customer at Napier. So we are CANDDi users. When I use it, it feels much more sales focused than any kind of marketing automation platform. I know clients when they've tried to get sales teams to use the marketing automation platforms. It's it's fraught with difficulty. It's not what sales teams like it's hard enough to get them to use the CRM. So I mean, is that another benefit that it's a more sales friendly presenting activity?
Tim: You took You took the words right out of my mouth? We you're absolutely right. Once one time we used to we used to describe it the keys in the name, isn't it? It's marketing automation. And with a joke, you almost don't want your sales team to be going into it because you want them focused on what do I need to do today. And then one of the pieces we have in CANDDi is very focused lists off here are people that were on your website yesterday, here are people are taking action today. So from a sales side, it's very great. I need to tick these boxes versus let me go and wander around and have a look at all of the all of the reasons why not to be making not not to be making sales or not to be making the contact or calls. Yes, CANDDi came from a very sales focused background rather than rather than this more generic marketing piece.
Mike: Definitely, no, I think it's really helpful to sales teams. I want to step back, you briefly mentioned the identification of anonymous visitors. So working out which company people are from, can you explain a little bit more about what CANDDi does to work out which company people are from?
Tim: Yeah, absolutely. So let's start by talking about how the industry does it and then then I'll talk about some of the additional pieces which CANDDi does. So the core the core of company identification has always been IP tracking and using IP addresses. So as I'm as I'm sure majority of your listeners know, Mike, when anytime you connect to the internet, your computer gets given an IP address and that's how Have a server knows how to communicate with your computer and your computer to communicate the server. And servers or technology like CANDDi can capture these IP addresses and go, Okay, here's an IP address 81 point 27.1 to four point 17, etc, etc, etc.
Now every every IP address is registered to an organisation. Most IP addresses are registered to internet service providers, so Virgin Media, British Telecom, etc. But for medium and larger businesses, they generally have their own, what would be called a static IP address. So this would be an IP address registered in the name of that company. And if a visitor comes from behind that company's IP address, you can say somebody from Napier was on your website yesterday. And that can be useful. There's a number of problems with just relying on IP addresses. So one problem is that when when all you have is IP addresses, you've got no way to know whether it was one person coming 10 times, or 10 people coming once. If you if you imagine an office full of people, you also don't know who it was that was coming from from behind the IP address. Sometimes Sometimes that can be okay. So with as an organisation, you're very, very focused in who you who you market to who you sell to, you can go general, on balance of probability, the only person who's going to be coming on our website is going to be the CFO, or is going to be the facilities manager, etc. But actually, it might just as well be, but it was one of them, it was one of their managers, or even it was the office intern who was tasked with doing the research.
The second the second problem, if you like with with IPS is, and again, go back to when CANDDi started 13 years ago, everybody browse the internet or predominantly browse the internet from behind their work desktop computer. These days, I don't know about you and me but it's the iPad, it's the phone, it's the coffee shop, it's the whilst whilst commuting to and from London, etc, etc, etc. Those are the times I'm more often do my awareness interest. And in those instances, very rarely will someone show up as coming from behind a static IP address. Generally, they'll be on a on a mobile connection or on a home broadband. So that's the IP tracking piece. Now we do a few bits deeper than that in CANDDi. So CANDDi, CANDDi uses cookies to track rather than IPs. So we drop the first we can talk about cookies, I'm sure privacy will come up in a second, but we drop a first party cookie on the device. So that means we can track when that computer comes back to that specific website. We don't follow you around the internet, we only track you on that single single company's properties. But because we do this, we can pick up when a visitor comes from behind multiple IPs. So if you use the computer in work, at home, on the train, on the coffee shop, we would see that as the same computer across multiple different IP addresses. And then we can plug into other types of data to go, who's this person likely to be?
Mike: So what you're doing is you're you're almost looking to see when this cookie gets associated with the company. And then you know, that person obviously works for that company because they're behind the firewall.
Tim: Yes, number one is we look for when that cookie gets associated with the company. And then number two, if we're really lucky when that cookie gets associated with a named individual. So if Eva fill a form and click an email, connect through LinkedIn, in that instance, we go up. And now it's not just about the company, it's about the actual person after company.
Mike: Perfect. Okay, so how do people use this data? I'm interested, particularly in the anonymous data, you refer to the fact of there could be a challenge and knowing who from the company visited the site? You know, do you find people who have value, you know, suddenly seeing a particular customer increase activity? Or how else do people use this data?
Tim: So we spoke earlier about the difference between or some of the differences between sales and marketing. And we very definitely have two different types of users. So for the Sales User, even the company level data can be useful. We've built over over the last period of time, we've built a number of plugins to try to help identify otherwise anonymous people. So we have we have the ability to see who the key employees at the company are. So you see somebody from Napier communications, we go okay, that's kind of intro and then we got kind of interesting here of a key people that work at that organisation.
So you can go we have Have a plugin for Outlook and a plug in for Gmail. So if you actually know somebody's applicant or know people at the company, you can send them a one to one individually email. And obviously, as I'm sure you know, one to one emails have far higher open rates far higher click through far higher engagement, we have a plug in for LinkedIn so often are so often our Sales Users that they'll go okay, somebody from this company, let's go on to LinkedIn, let's see who's at that company? Who am I already connected to? Who could I connect with, make the connections? And then when people are when their connections start to engage, we can then identify them on the website. That's kind of a sales side. With the marketing side, it's much more around, is our message going out to the right kind of people? If we're building a message aimed at UK businesses? Do we tend to see UK businesses coming onto the site? Or actually, is it American businesses or Canadian businesses or, or so we've our marketing teams, we give them that bit more of a generic, but actually drilled down to the company in the thermographic details. I don't know you're aiming for large businesses, but it seems most of the stuffs being read by smaller businesses, okay, maybe allows you to rethink where rethink the type of content and rethink the information you're putting out there.
Mike: That's really interesting. And presumably, if, if I'm running an Account Based Marketing Campaign, I can actually measure the impact on traffic from the accounts I'm targeting, in CANDDi to see to see the move.
Tim: Do you know what Account Based Marketing campaigns marketing has probably been one of the biggest buzzwords over the last few years?
Mike: It's certainly one of our biggest certainly our fastest growing service, actually, it's definitely working. And I think one of the things we found is, of course, when you start an Account Based Marketing Campaign, you don't necessarily run it as a lead gen campaign. And so it's quite hard to get those results. And certainly seeing the data in CANDDi definitely helps.
Tim: It often gives that tangible are slightly more tangible. We know we're doing the right thing, whilst it might take a number of months to actually see the the lead numbers actually tick through. So yes,
Mike: Definitely. So I mean, Kenny is obviously pulling in a lot of data, both personal and also firmographic. You mentioned before, I mean, there's always the GDPR question, what's the privacy implications on what you do? What are marketers need to be aware of?
Tim: You know, what is? The $64,000 question, isn't it about privacy these days, and it's also changing and evolving so much both. It's both a legal perspective, but also a technical perspective, and everything that's going on under the covers, so, so few pieces, and let's let's go through and try and get some these time. But please feel free to ask about any of the any bits that go through. So piece number one, obviously, is the GDPR. Ankle, so let's just talk about that.
So CANDDi only captures data from people coming on to our customers sites, but that's where we build our datasets from. So we rely on the fact that our customers have a legal basis for holding that data. And CANDDi, simply a data processor of the data our customers control.
What I mean, say there's, we don't own any of the data from your site. It's your data, you get to choose or you get to make requests as to what you want to do with that. Now, for most of our customers, they rely on legitimate interests as their as their legal basis. And in a b2b world, that makes a lot of sense, I would not use CANDDi, I would not use technology like CANDDi in any in any form of high risk data or very, very, very, very personal data. So if you're doing anything with children, or if you're doing anything with medical records, this wouldn't be the right type of tool to be using. But if you're a b2b business, if you're if you're selling to other other b2b companies, or other other b2b organisations, then the legitimate interests, the ability to say, look, we saw someone came onto our website, they are a genuine prospect for us. That's why we're tracking them. That's why we're that's why we're doing this. The second side, which which I touched on the beginning, is about cookies, and about first party but versus third party. So this is this is whereas GDPR was the buzzword of of 2018 2019. That buzz word of 2020 2223. Almost certainly is going to be the fact that if you read all the articles, cookies are dying, they're going away. No one's ever going to accept cookies anymore, etc, etc, etc. And the truth of matter is, in the same way that GDPR made us think carefully about what we were doing with marketing data. But it didn't stop marketing. Unit didn't destroy the industry and all of the above, the same is going to be true with with the first party versus third party cookies.
So third party cookies effectively are cookies that follow you around the internet. This is where you go and look at a dishwasher. And then you go and read a news article and it says buy this dishwasher. Now that's driven off of third party cookie, first party cookies, or just a bite, they only collect data on that one website on that one company's on that one company's property. So that much more about, and we've said this for years, and candidates are technology. And the best way to use this technology is to help. We help companies build relationships with people and organisations who want to have relationships with them. If if you think about it from sales perspective, at the end of the day, even if I come onto your website, if I don't want to have a relationship with your business, it's pointless trying to force me to because nobody wins. Or what happens is you waste marketing money, you waste sales time. Whereas if it's just that I do, but I just don't quite know how to get started. Well, that's a great prospect for you. I feel like I'm getting it does any of this make sense? Certainly, I can talk about privacy till the cows come home. So
Mike: I think it's very important that the differential you made about first party and third party cookies, and that's quite technical. But you know, it really is at the heart of the new regulations are impacting third party.
Tim: Correct. We in fact, actually going back a number of years, we coined a we coined that Scripture, we call it the pub landlord conversation, if you've got a couple of minutes, but so the public landlord conversation says, and by the way, candies were based in Manchester, we're in the centre of it, we're in fact, within the Northern Quarter, if anyone knows those Manchester well, but so for the last five years, I've been going on a Friday night finish work, obviously, COVID notwithstanding both, so I would go to the same pub on a Friday night with a team in CANDDi, and we'd sit down, we'd have a beer, just let off steam at the end of the for long week. And, and obviously over time, I'd start to build a relationship with the pub landlord. And, and so I'd go in there once in one day. And he goes, and it must have been a really bad week, because you could read on my face as a bad place. And he says, Timmy says some, you look like you've had a tough week, why don't you sit down, there's a pint of Guinness, he knows I drink Guinness, there's a pint of Guinness, just it's on the house, have a few minutes, just get get stress off. And then when you're ready, we'll have a proper conversation. And I went, you know what, that's really, really good. But the landlord recognised who I was he new or like drinking Guinness, he saw us in a bad mood. That's a great relationship, and the fact that I want to have a relationship with him. So I go, brilliant, that's great customer service. That's a good analogy, if you like have a first party tracking, where we want to have a relationship.
Now the counter to that is maybe I jump on a train to London and I walk into work into a bar in the middle of Shoreditch. And the landlord goes, You're Tim Langley, I've seen you on the internet. I'm going to run a mile party. Obviously, everybody has their own definitions of what they feel comfortable sharing and what they view as, as personal and private. And except for but that to me is the distinction between the two, I get to choose and I get to I get to choose who I want to have a relationship with. And on the assumption they want to have a relationship with me. We have a beautiful, beautiful situation. The one where they pull together data, but I'm not necessarily aware of. That's uncomfortable. That's not something that's not something that's good for me as an individual. It's not something that's good for a business either.
Mike: I love that explanation. That's That's fantastic, really clear differentiation there. And absolutely, I think everyone would run a mile to finally have a stalker, it's, it's scary.
Tim: It's a very English analogy, though it doesn't translate so well across the pond.
Mike: So, I mean, I'm mindful of the time here. I mean, just looking at installing can do it. Obviously, there's quite a lot is it does that mean it's complicated to instal and manage?
Tim: It's super well. It's super simple to instal and manage. It's literally put one line of code on your website, we take care of everything else, where, where it can be more complex, maybe complex as the wrong word. But where it can be more more challenging is sometimes it involves sales teams and sales people starting to change their behaviours and think a bit more about how they actually want to engage and how they actually have a go about contacting for days. I think it's fair to say the days of cold calling, picking up the phone and just go Hey Mike, you want to speak You now are probably passed, it's definitely a much more subtle approach. And so we, when we start working with clients, we have a very strong customer success team. And they work very closely with people trialling CANDDi, and very closely with our customers to help them think about how to best use this within their business. So technically, it's simple, but, but sometimes, sometimes we dive a lot deeper with customers to really help them get the best out of it.
Mike: That's really interesting.
Tim: So I mean, presumably people, they look at the data, and they might go back and see if somebody already care about somebody or you know, suddenly, it's an instant, this is perfect, I can understand, oh, when they look at these products, I didn't know this customer is interested these products, that that must be a great feeling. But sometimes it requires a bit more time and effort to dig deep to find that the information that matters.
And sometimes it requires a bit of, as you said, then a bit more lateral thinking. So we've had times we've had times when we've had people say, Well, I know these people already, why do I need to know they're on our website. And actually, they'll then spread it out to the wider team. And maybe it's the account manager who goes, you might already know those people, Mr. salesperson, but my goodness, I really want to know, another one. Another one we find is sometimes we'll see people go. And they'll see customers looking at their terms and conditions or their contract terms. And you go, Whoa, that's a red flag, you might want to know about that. If your best customer is looking at terms and conditions, that's a good indication, it might be time to start touching base and say, Hi, how are you again? So yes, that's kind of the wider picture thinking. But when people are thinking very linearly, sometimes they don't always doesn't always jump out as immediate benefits.
Mike: No, absolutely. I mean, we have, you know, in marketing, running a marketing agency, if people look at the client's page, or they look at the People page, or they look at both, it's a real indication that they're interested. So I totally understand that.
Tim: Exactly. Yeah. So if somebody wanted to try CANDDi, I mean, it's a line of code on the website. That sounds simple.
Mike: But is it easy to get a trial? How do you how do you, you know, let people test the product?
Tim: Yeah, so we, as with many SAS businesses, we are a free trial first business CANDDi.com/register. Or just go to WWE did we CANDDi.com. And there's plenty of ways to to register from there. When we work with people, we do a 30 day free trial to get started. And during that free trial, our customer success team are regularly reaching out touching base, just trying to make sure that we can give you the best possible experience of software to hand. So very, very, very simple, very, very easy to get started. We We love having new people on board.
Mike: Brilliant, so So just go to CANDDi ca n ddi.com, or one of the other versions you've got. And and try it out. That's a great message. I mean, it's been really great talking to you, if people are, are interested in finding out more or maybe have a question, is there a way they can get ahold of you on the internet?
Tim: There's 100 ways to get ahold of me on the internet. But so tim@CANDDi.com or reach out to me, Tim Langley on LinkedIn. I, in fact, it is it's the joy of growing, building a growing businesses is there are more and more people in the team to work to take over stuff. But actually, I really enjoy when people reach out and ask me questions. And it's sometimes it's just really nice to actually touch base and understand the kinds of things people are actually interested in asking about. So we're more than happy to answer any questions.
Mike: Perfect. And I mean, that's brilliant. You know, if people are interested in a software product, they've got the email address to the CEO. That's, that's a pretty compelling.
Tim: I told you, we were kind of different in that space, but
Mike: awesome. Well, I really appreciate this. It's been such a good conversation not just about CANDDi, but about cookies, about privacy, about all sorts of things. Thank you so much for being on the podcast him.
Tim: Thanks very much for having me, Mike.
Mike: Thanks very much. Thanks so much for listening to marketing b2b Tech. We hope you enjoyed the episode. And if you did, please make sure you subscribe on iTunes, or on your favourite podcast application. If you'd like to know more, please visit our website at Napier b2b dot com or contact me directly on LinkedIn.
A Napier Podcast: Interview with Sarah Bond - Lucky Orange
In this podcast episode, we interview Sarah Bond, Vice President of Marketing at Lucky Orange, a website conversion optimization tool.
Sarah shares her career journey on how she got into marketing, and how Lucky Orange helps B2B marketers understand website visitor behaviour. She explains the different tools available such as heat maps, session recordings, and live chat; and how these tools help understand visitors' behaviours in aggregate but also at an individual user level.
Listen to the podcast now via the links below:
- Marketing B2B Technology on Apple Podcasts
- Marketing B2B Technology on Spotify
- Marketing B2B Technology on napierb2b.com
Transcript: Interview with Sarah Bond - Lucky Orange
Speakers: Mike Maynard, Sarah Bond
Mike: Thanks for listening to marketing b2b Tech, the podcast from Napier, where you can find out what really works in b2b marketing today. Welcome to the latest episode of marketing b2b technology, the podcast from Napier. Today I'm joined by Sarah bond. Sarah is the Vice President of Marketing at Lucky Orange. Welcome to the podcast, Sarah.
Sarah: Thanks, Mike. Excited to be here with you today.
Mike: It's great to have you here. So, I mean, the way we normally start is asking a little bit about career history. So can you tell us a little bit about your career and how you've ended up at Lucky Orange?
Sarah: Absolutely. So I actually have a little bit of a secret. Although I'm vice president of marketing. Now, I'm actually not a marketer, by background or education. My career has led me into marketing. But I actually got my start in graduated from college with a degree in public relations and advertising. And as soon as I graduated from college, I, my first job was serving as a leadership consultant. And from there, I jumped into actually doing journalism, and was writing for a weekly newspaper for a while, you know, I love writing, it's one of my passion areas. So I did that. And then after I got done doing writing, I said, you know, I really, really want to get into public relations. And so my next job was doing agency side public relations, and did that for a while and then moved over into the corporate world, doing PR for a fortune 500 healthcare technology company. And it was while I was doing PR that my manager at the time came to me with an interesting opportunity to move over to the marketing side doing digital marketing. And it was real leap of faith. For me, I think at the time, I knew what HTML stood for. But I had no idea what online marketing was what paid search was, I didn't know anything about websites other than publishing news releases to websites, and my role is PR. But I kind of made that leap of faith. And I learned that I really enjoyed the digital marketing side of things. And from there, just kind of use that as a jumping off point to do a variety of different marketing and comms tasks and have led internal communications teams, I've led brand strategy and brand identity, as well as in house creative services team. So graphic designers, video production, and all sorts of different marketing, ranging from Product Marketing focused on go to marketing strategies, and just really the gamut of anything and everything marketing, to even doing some civic engagement strategies. And all of that kind of broad marketing career led me to Lucky Orange a great opportunity to get in with a smaller company than where I was at when I left the company that I had previously been at. It was about 22,000 people. And so I made the jump to a company of less than 20 people and absolutely love it, and couldn't be happier than where I'm at, at Lucky Orange where I get to do a little bit of anything and everything marketing and communications related.
Mike: That's, that's great. That sounds like a fascinating career, and probably not something you had like this 1020 year career plan. It sounds like it was very dynamic.
Sarah: It definitely was, it was one of those, say yes to the opportunity when it arises, type of strategies. And if you had asked me when I first got started my career, I would have told you, I'm going to be doing public relations for my whole career and would continue on with that. But really, when the different opportunities presented themselves, I jumped at it because I love learning new skills and new tasks. And it is what really keeps me energised and excited about my career and being able to dive in and get my hands dirty and marketing. I just really I love that opportunity and have been fortunate to have a career that's given me a lot of opportunities to continue to grow and stretch my skills.
Mike; Oh, that. That's awesome. That sounds great. Right? So before we dive into the company and what you do, I've got to ask what you must get asked all the time. Why the name Lucky Orange.
Sarah: It's an interesting name, isn't it? It's definitely not one that you can infer what we do just based on the name. But that's a little bit by design. When our founders were coming up with the name for the company. They wanted something that was interesting and differentiated in the market space and that would allow them to grab people's attention and they really landed on Lucky Orange and we've kind of embraced it from there and incorporate it in everything that we do.
Mike: That's great. So I mean, it's certainly memorable. I guess that you know, the things that have asked that is, so you're Lucky Orange, I've got no idea from the name, what you do, can you tell us what you do?
Sarah: Absolutely, really at the core of what we do is we help people who have a website, understand what people are doing on their site, so that they can improve their conversions on that site, whether it's an E commerce site that's looking to grow sales, or a b2b site that's looking to generate more leads. And we offer a suite of tools that help people understand website visitor behaviour. So from heat maps and session recordings that let you see the most popular parts of your site to drilling down into what a very individual user is doing to surveys and live chat that allow you to engage directly with a person who's on your site to ask them firsthand what they're struggling with, or what they're interested in, to really get that into in the understanding of the customer so that when you understand them better, you can create better experiences, you know, if you're a user experience designer using Lucky Orange tools, you can not only create a really beautiful website experience, but one that's also highly functional. And that converts to someone who's a solo entrepreneur who's trying to understand why they're getting all this traffic, but why it's not converting and turning into sales or leads.
Mike: Right sounds like there's a lot of things there. So I mean, you're packaging different tools up, I mean, maybe we can just go and explore some of those products kind of unpack the the tools first. So I think the first thing you talked about was understanding recording user sessions. So, you know, this is a technology where you're watching what people do on the website. I mean, can you give me some examples of what marketers might do with that data? How they might use it?
Sarah: Sure. And like you said, Mike, it, it is for those who are unfamiliar with what a session recording does, it really is like watching a playback of what someone did on your website. So with a session recording, you can see the pages that they navigated to, you can see where they clicked on those pages, where they scroll down a page, maybe where they hesitated where they move their mouse. So it really is a helpful tool to let you see what they're doing. And, you know, we as a marketing team, at Lucky Orange, use our own tools on our website to understand what people are doing. And there are several different ways you as a marketer might use them. Let's say you just launched a paid advertising campaign, and you want to see what people from that campaign are doing? Well, you can filter by source, you can filter by any UTM parameter. And you can see, okay, my people coming on my Google PPC ads that are coming to my site from those ads, I want to watch and see if they're going through my page and scrolling through my page. And one of the things that we found very helpful, particularly when we have landing pages created for a specific campaign is to see just how much of the content people are consuming. And one of the things that we found after we launched our new website is that we have a very large video block on some of our pages, and that some people just scroll right past that.
So we've used that information to try and recreate the hierarchy of information to put other information that we think is more compelling on those landing pages to the top so that we can optimise that page to increase the odds that people will hit that call to action. So it can be very helpful in that regard as a marketer to do that. And also, if you're very content heavy site in our content marketing team likes to use our session recordings to see just how far down the page somebody's reading into their content. You know, there's, you can look at Google Analytics and see time on page, but you don't know if they just opened up that browser and they're sitting there. But with a session recording, you can actually see, okay, someone is actively reading my content and making it all the way down to the bottom of the page. And there's another tool that when we we switch to talk about heat maps, that can be really helpful from that perspective, too. But it's really great to let you see kind of the the guts behind what you might surface up in Google Analytics of highly traffic pages, high time on site, but what are they really doing when they're on that page? That's what a session recording can help you understand?
Mike: And with those session recordings, you're effectively looking at individual users. Is that right? That's right. Yep. So you're playing through individual users now. You just mentioned heatmap. So explain that. To me, that sounds like what you're doing is aggregating those individual users to try and give an indication of what's interesting. Is that is that as a good understanding of what it does,
Sarah: yeah, we should have you on the marketing team. Yeah, I mean, you explained it very well. A where session recording allows you to see what an individual person on your site is doing. A heatmap gives you the aggregate view of what people are doing on your site. So it lets you get a feel for those areas of your site that are getting a lot of engagement, or conversely, no engagement, which can be really, really helpful. Because in my past life as a digital marketer, for a very big company working on website redesigns, you kind of get into this design by committee process where every single line of business is going to tell you they need to be in the top navigation of the website, because they are the most important thing. And they are absolutely what's drawing people into your site, because everyone's looking for their content. Well, a heat map can actually prove or disprove some of those internal stakeholders, because it can show you well actually, on our main navigation, we get the most clicks on these lines of business, or these subjects or these topics. And we're not getting a lot of clicks here. So as a marketer, you can use that to refine what you're actually showing, and hopefully get people to the content that's most meaningful to them, so that they stay longer on their site. And there are some other ways that you can use heat maps to there's a version of a heat map that's called a scroll heat map, that instead of showing you chunks of the site, you know, clip clickable elements where people might be clicking on this will show you how far down the page a person, the majority of people scrolled.
And on a scroll heatmap, you have what's called the effective fold, which, you know, if you're thinking of it in terms like a newspaper, it's that point where 50% of the people are falling off. So it's effectively where the fold is that on your website. And when you're thinking about something like blog content, or even a product page, where you're maybe listing out a lot of features, a scroll heatmap will show you how far down the page most people are making it. So if people are stopping reading before they're getting to your calls to action, or if you're looking at it as a content marketer and saying, Man, I put all this time and energy and hours of work into creating these long form blog posts, but nobody's reading them. What a gift is that to be able to go back and say, I don't need to waste my time on these long posts anymore. Maybe I can write shorter, concise content that gets people there quickly and gets consumed all the way through. So they're really great analytics tools for marketers to be able to have to understand visitor behaviour on your site in aggregate, but also at the individual user level when you want to dive in deeper.
Mike: Awesome. I mean, in terms of making these recordings, so you're not watching people's eyes? Are you tracking the mouse? How do you understand what people are focusing on?
Sarah: Right? So a heat map is capturing where people, there are several different types. So it clicks heat map will capture where a user is clicking, so wherever they click their mouse, and you can see some interesting behaviour from that if you dive in and start studying heat maps, because, of course, you expect to see people clicking on things that are clickable, but a lot of people will also click as they move down the screen where you might see clicks in random areas. Or you might uncover issues on your site where people are clicking things that they think aren't that should be clickable that actually aren't. So that's something great that you can pass on to your user experience or development teams. But there are also moves heat maps that allow you to see where someone moves their mouse across the screen. So it's not capturing the click, but it's actually following that mouse movement. And there are some common things that you'll see user experience designers are familiar with an F shaped pattern, when it comes to consuming content on a website. And you'll see a lot of users will move their mouse as they read that content. And so if you're trying to kind of break out of some of those I hate here, people consuming this an F shaped patterns, you can study one of those mouse movement heat maps to really understand that. So that's, that's really what we're tracking is the movement of the mouse across the page. And you know, some things that we also capture. Lucky Orange allows you to see events within the system that happen like when someone highlights text will trigger an event that shows you someone as actually paying really close attention to this text. They found it very interesting. You know, I I like to think of it kind of how if you read on a Kindle, where when you have those popular areas that people read that kind of shows up in your Kindle text is underlined. It's sort of like that, where you can see people found this text really interesting enough so that they highlighted it. So we do capture things like that. And also things like rage clicks when someone clicks on an element quickly and repeatedly. We surface that up so that you can quickly find some of these pain points that people are experiencing on your site without having to sit and watch through a lot of recordings individually.
Mike: As fascinating. I'm interested because a couple of years ago this recording of user sessions got a quite a lot of bad publicity but To clean I think Europe around confidentiality, privacy and GDPR. I mean, what's the situation now? What do you do to ensure privacy?
Sarah: Absolutely. And I think that's a great and very important question. And it's one we take very seriously because our tools are designed to help people who have websites create better experiences on behalf of the user. And that's really our goal. And with the user, the end user in mind, whether it's a b2b customer, or it's an E commerce shopper, which is the reason why we are GDPR and CCPA compliant. But we also take steps to ensure that we're really focused on the behaviour on the site and not the information that's being entered into the site. So we automatically block the recording of any keystrokes. So when a visitor to a website is typing information and on a site, you won't actually be able to see in that recording, if they're typing in their username or their password, instead, you just see Asterix reflected in the recording, because we really do value that privacy of the person visiting the website, we also have tools where we allow our customers to surface up to their website visitors, here's the information that we're recording on you, here's how to manage that. And here's how you can opt out of that if you don't want that information recorded. Because it really should be a diagnostics and an understanding tool. It's not about gaining the visitors information. So we really do take that seriously. And we also offer a layer of protection above that where people who are managing their websites can say, I don't want this information to come through. So I want to scramble the text. So instead of saying, You seeing on our website recording where it says click here, you can actually choose to have that text randomly scrambled so that you can still do all of the diagnostics, things that you would be able to do. But you're not capturing that in a recording, which financial institutions, for example, find very helpful because they may have someone who's coming in and helping audit the site or do some troubleshooting. And they don't necessarily want the person watching the recording to see that information. So they can use tech scrambling features so that you can still understand if there's an issue on a site where maybe there was a button error, you can still see that without seeing the actual information. And you can designate parts of the site as sensitive data collection. So if it's something that wouldn't normally be flagged, you can go above and beyond by designating CSS classes as sensitive and we won't capture that information.
Mike: That's really cool to know that you've got that protection. I think, particularly for users, it's important to know that protective protection exists for sure. So I'd like to move on and talk about some of the other features in Lucky Orange. We've talked about, you know, recording user sessions. And we've talked about heat maps, you know, to quite technical web design things. You know, the next thing I've seen on your website is live chat, which is just completely different. So explain how that fits into a, you know, a package of products. That includes a very technical products. Why Why did you go to live chat?
Sarah: Absolutely. So I think a lot of people do look at that, especially when they compare Lucky Orange to our competitors who don't have live chat and you say, why is live chat tucked in there? Well, at the end of the day, when our founders created Lucky Orange, what they were really trying to do is create software that allowed them to better understand people who are coming to their website, and recordings and heat maps and form analytics are great tools to allow you to retro actively go in and study that. But when you couple our Live View tool, which lets you see what people are doing on your site, right now, with something like live chat, you have the opportunity to see people who are struggling on your site and reach out to them and say, Hey, how can I help you? Is there something you're looking for. Or if you see a technical issue happen when you're using that live view to cobrowse with a customer, you can go in and chat with them and resolve it so that you're not only trying to optimise for conversions, but you're really saving the sale are saving the lead before you lose that lead, which we think is really critical.
And there have been studies that have shown when you couple live chat with live view that people have an close to 90% higher satisfaction rate than they did on sites where they don't have that opportunity to chat and to cobrowse with a support agent. And we just feel like it's a really great opportunity to not only help customers when and where they need it. But when you pair it with a tool like surveys where you can proactively reach out to people where you think maybe they're having an issue or maybe you've watched session recordings and you think I see a lot of people getting hung up on my shipping and return policies page. I wonder if there's a problem there. Well You can trigger a live chat to engage people when they land on that shipping policies page. Or you could have a survey, which we offer within Lucky Orange to ask people, do you have any questions? Do you need more information that we're not providing and get some of that firsthand feedback so that it's not just one directional, but you really to understand that customer experience, have the opportunity to study what they did, but also to engage with them while they're on your site, which we feel like is a really important part of that sort of closed loop ability to understand customers better.
Mike: And that makes a lot of sense. I mean, you mentioned something, I think it'll be quite interesting to our b2b audience, which is form analytics. I mean, a lot of b2b websites, it's all about generating leads, capturing leads, I'm really interested, you have some examples of how people have used those form analytics to improve conversion rates?
Sarah: Yeah, I certainly do. And I can tell you, as a b2b marketer, myself, when I came to Lucky Orange, this was one of the tools that, you know, my jaw kind of hit the floor, because as a marketer, in a b2b organisation, you really want to generate those leads. And that's what you're handing off to your sales team. And that's, you know, how you get business done at the end of the day. And when I learned that there was a tool that allow you to see which fields people were abandoning, I just couldn't believe that this wasn't more used throughout the industry, because it is really powerful. I mean, if you've got a form, and a lot of times, you know, when marketing's working with sales, they're like, Okay, what is all of the information, we need to populate every single form in our CRM, so you get these really long fields. And this is where form analytics can come in. And be very handy because it helps you understand where people are dropping off. And one of the examples that we've seen is that when people are filling out a form on a website, they don't want to talk to a person on the phone. So when you ask for that phone number, a lot of people will abandon the form at that field, because they don't want to give their phone number. So that is one really great piece of insight that we've seen for b2b marketers is, if you don't need that phone number, if you can build the relationship first with them via email, do that. And then once you've gained their trust, once they show further signs of engagement, then you can ask for that phone number down the line. Another thing to look for on forum analytics is fields that get repeated because this is often a sign that your field may be confusing, or it may need some more instruction. So if you can do some of that inline description within your form fields, you know, we've all seen that in forms where it asks for a phone number, but it has very specific expectations. Or if it asks for an address, if you're trying to get that information, and it wants it in a very specific format that people if you don't explain what that format is, then people will have to continue to repeat that field. And oftentimes, they'll abandon because they just get frustrated with the form fields.
Mike: That's, that's fascinating. So you can actually see in those analytics, where people are submitting the form, getting an error and then having to reenter it. So you get to see those and always live those problems with users. That's awesome. So you've got all these tools? I mean, one of the things one of the other features you've got is conversion funnels, which I guess is, you know, is ultimately what we're trying to do, you're trying to make the website more effective at converting visitors to become customers or leads. There's lots of different conversion funnel tools from you know, Google Analytics all the way up. Can you tell me a little bit about what Lucky Orange does and how you differ from some of the other suppliers?
Sarah: Sure. So you can look at a conversion funnel and other tools like Google Analytics. And for those who aren't familiar with conversion funnels, it's essentially a predefined set of steps that walks you through the pages that you expect someone to visit on their way to conversion. And a conversion funnel will show you as they go from page to page or step to step on your website, where they're dropping off. And we're lucky orange is different than a tool like Google Analytics is that let's say you've got a four step conversion funnel. And you see that when people get to that third step, they drop off. Well, you can dial into that third step, and you can watch a session recording from there to see and understand exactly why someone's dropping off. And you simply can't do that in a tool like Google Analytics, because they don't have that capability. And so you not only know where people are dropping off, but you have the opportunity to watch some of those recordings and see, is it a technical issue that they're encountering? Maybe that's preventing them from getting to the next step? Or is there something that you can infer from while everybody's looking at this stuff? Shouldn't when I look at this page and I study these session recordings, it seems like everyone's hovering over the price or hovering over this piece of information.
And then they're abandoning. So that could be an indicator to you there. And you can take that information, if you know that people are abandoning on that third step on that third page, right before they convert, you can set up a survey, or you can trigger a live chat so that when people get there, you can ask them for more information, is there anything I can help you with today? So you can take that hypothesis that you formulated by watching those session recordings, and then do some first person research with those people who are coming to your website to, you know, either do a survey that you can have running when you're not available, or use that live chat when you are available to trigger on that specific page to try and get a better understanding of why people aren't converting?
Mike: Oh, that's awesome. I mean, there's other features as well, we haven't had time to cover. I mean, one of the things I have to admit is I do this podcast for selfish reasons, I want to learn things. So I'm gonna take advantage of the opportunity. You know, there's so many different tools you've got there for optimising websites. If I was looking to optimise a Napier website, I mean, where would I start? How would I begin?
Sarah: Yeah, that is a great question. And it's one that we get a lot from people. And I would say the best place to start is really going in and looking at those pages where you have a high conversion probability. And starting there and study those and figure out look at some session recordings on the pages that you know, are critical to conversions and see if you can uncover why people aren't converting there. And then as a marketer, I would go in and analyse those campaigns where I'm spending the most money to get people to my site and see what I can glean from those.
Mike: That's great. And you've got all these tools available for when you actually need to use them once you've done some investigation. I mean, perhaps, you know, one of the things we need to talk about is price, it sounds like this should be a very expensive package having all these different tools together. I mean, is it inexpensive product.
Sarah: It you know, for us Lucky Orange is a tool that we created as something to help us solve problems for our own small businesses that we had. And that's something that we keep in mind from a pricing standpoint is that we certainly know there are a lot of our competitors out there who charge enterprise prices, and you won't find those enterprise prices on their website. And that's something that we keep in mind, when we're pricing our products is that we do want to help small businesses, because that is how we got our start. And we certainly scale up to enterprise customers, we have fortune 500 companies who use our products and international businesses, Shopify Plus customers, big household name brands, who would recognise but we also have a lot of customers who are in that Shopify piece of the market, or who are just getting started, who desperately need analytical tools like this. And so that is something that that we do think about, and that we do factor in and we want to be affordable to those companies who, you know, are core to why we started Lucky Orange in the first place who, you know, we really want to help them succeed and thrive. And we don't want Lucky Orange to be a tool that a small business owner can't afford, because we really do believe these tools have the potential to help them grow and unlock their business.
Mike: That's perfect and really good to hear. So, I mean, we're coming to the, to the end of our time now. So I'm interested in anything we should have covered. Are there any secret features we've missed out or anything else that you feel you should tell us?
Sarah: Yeah, you know, I think the key to conversion rate optimization, which is what you use lucky, orange tools to do as a marketer is you have to be programmatic about it, you have to constantly go in and study the data, and that the insights that you gain and learn about your site on one day and the changes that you make that may be working, maybe need may need to be revisited in you know, a month or two months or three months and that it's not a let me do it once and then I'm done with it. As behaviour changes on the on the internet as people's consumption patterns change as what they are interested in, you know, popularity trends and fads changes. Conversion Rate Optimization is an ongoing process. And it's something that if you are looking to do more of or to get started with I encourage you to think about the time that you'll have to commit to it on a weekly basis and block out some time because it is something you know, studying data, anyone who dives in on the analytics, you know, you have to make time for it. And it is something the more programmatic you can be about it the more that you can dedicate time and resources, the better results that you'll have because you've committed to going in and learning and under See any more about your visitors so you can make those more impactful experiences with your website?
Mike: That's great advice. Thank you. So I'm sure you know, everyone's excited and interested. I mean, everyone wants to increase conversion rates on websites. So if people have questions, or maybe they want to try the product, how can people go about, you know, either getting hold of you or testing the product for themselves?
Sarah: Sure, the easiest way to do that is just to go to Lucky orange.com. You can sign up for a free trial, you get seven days to test out the tool. And there are also free plans available. So if you try it out for seven days, and you want to keep going with it and want to play around with it a little longer than you can trial, a free plan on Lucky Orange. And that's really the easiest and the best way to go in and learn more about it. And from our website. If you have more questions. Our support team is always available through our website, or via an email at support at Lucky Orange. And they're an awesome group of people who love helping our customers. And it doesn't matter if you're on a free trial, or a free plan or a paid plan. We help all of our customers and support them equally.
Mike: Oh, that's perfect. I'm sure people listening to podcasts will want to try it. I mean, Sarah has been really interesting talking to you about the tools and about how people can improve conversion rates. I really appreciate it. Thank you for being on the podcast.
Sarah: Absolutely. Thanks for having me, Mike. Thank you.
Mike: Thanks so much for listening to marketing b2b Tech. We hope you enjoyed the episode. And if you did, please make sure you subscribe on iTunes, or on your favourite podcast application. If you'd like to know more, please visit our website at Napier b2b dot com or contact me directly on LinkedIn.
Pass the Secret Sauce Podcast: Build and Track Your Customer’s Journey
Mike Maynard, Managing Director at Napier featured on the Pass the Secret Sauce Podcast, to share his thoughts on how B2B marketers can build and track their customer journey, and tactics to reach their target audiences effectively.
Listen to the full interview here, or via your favourite podcast app, and don’t hesitate to get in touch and let us know your thoughts.
A Napier Webinar: Don't Get Left Behind: Next-Generation B2B Content Tools
Content marketing is continuously evolving, and the format of content is no exception. New B2B content tools are now available offering marketers an interactive, and engaging format to break away from traditional PDFs, and have access to in-depth analytics on the performance of each content piece.
Napier recently held a webinar 'Don't Get Left Behind: Next Generation B2B Content Tools' and explored:
- The importance of content marketing
- Why today's solutions don't work
- Why PDFs suck
- The route to success with engaging formats and great analytics
- Introduction to Turtl
Register to view our webinar on demand by clicking here, and why not get in touch to let us know if our insights helped you.
Napier Webinar: ‘Don't Get Left Behind: Next Generation B2B Content Tools’ Transcript
Speakers: Mike Maynard
Hi, everyone, and thank you for joining the latest Napier webinar. This is quite exciting, this webinar is going to be talking about next generation content tools. So it combines two things I really care about. One is content for marketing purposes. And the other is technology. So I mean, for me, this is a really exciting webinar. Because there's a lot we can do from this, that's going to be actionable. And I'm going to present the webinar and then we'll obviously invite any questions you have after the webinar. So if you do have anything you'd like to ask, feel free to put it into the chat. And I'll try and cover any questions we get at the end.
So to start with, this is all about not getting left behind. It's about the next generation of content tools that are really starting to have an impact on b2b marketing. And when we look at content, what do we want to do? Well, we want to have tools that are great for creating content, tools that engage the audience. And we also need tools that actually gather data that's actionable, that lets you feed back into your next steps either to optimise your campaigns generally, or alternatively, to optimise your campaigns on a personal basis with personalization. So this is what we're looking for. But what do we have today? Well, today, pretty much a lot of our content goes out as PDF. And I don't really want to skew the debate, but I hate PDFs. Let's be honest, when PDFs came out, they were pretty amazing. But this was 25 years ago, maybe 30 years ago. And PDFs are fundamentally based on the print publishing model. You create something and then you distribute it to a lot of people. I mean, this model is 400 years old, why are we still creating PDFs, that are based upon a really old model and using that for most of our content? You know, PDFs? Yes, they do ensure things look consistent. And that was a big deal. At the time they first came out, but they're rigid. They're very hard to personalise. And they tell me nothing about what the person who received the PDF found interesting. In fact, they don't even tell me if the person who received the PDF, actually open the document. And so PDFs really have had their day. And I'm looking for an opportunity to find content generation tools and content platforms that are going to provide a much better experience both for me as a marketer, and also for the audience's I'm trying to reach.
So how do we get here, I mean, I referenced the introduction of PDFs, I think it's important to know where we are now and the expectations of the audience's that we're trying to target in b2b technology in terms of the content they want. So back in the 1990s, it was really the offline era, it's when PDFs came in and started to really be very common. And what was happening was, typically, we weren't emailing either PDFs or PowerPoints or Word documents. So we were sending content, but it was relatively low tech, it certainly wasn't in any way engaged. And at the turn of the century, we moved into a broadcast area. So we started having things like content management systems, and also customer relationship management systems, and email tools that actually made it easier to broadcast content. So we started being able to get content more easily out to people, rather than just simply, you know, emailing on a one to one basis, a PDF or a PowerPoint. We move forward 10 years to 2010s. And that became the customer that this was really the decade of people understanding the importance of personas. And so here, in the last 10 years, we've really been focused on creating content that's optimised around a group of people or a persona. It creates much better engagement, and is a really effective way to improve our content. But it's still fundamentally a broadcast approach. However, now in the 2020s, I think the world has changed. And we're now in what Accenture called in the Harvard Business Review the relationship era. And we're now at a point where really to be effective in marketing, you have to be able to create one to one relationships digitally. And that means you have to personalise on a one to one on an individual basis. And this is certainly something where the PDF really can't go any further. I'm creating Seeing you know, personalised PDFs is very difficult. distributing them is also difficult. And so we need a new and better solution. But the important thing is, we're all busy.
So we need to look at what the trade off is between effectiveness and efforts. And here's a really simple graph, comparing the effectiveness of content to the amount of effort required to create it. So if we look on the left hand side, we've got things like Word documents, PowerPoints, PDFs, static kind of content, it's not personalised, it's not customised. It's generally less effective. But it's super easy to create. We all love creating PowerPoints, you know, and probably we all create too many. So I think, you know, it's easy, but less effective. And we move beyond the document format to the middle of the screen, and we start looking at, you know, marketing tools, which could be things like content management systems on your website. It could be interactive content, maybe in some email tools. And they certainly are more effective because they become more personalised. And they're also more engaging, people have more of an opportunity to pick the content they like. But they are becoming quite hard to create. And then today, if we look at marketing automation, marketing automation platforms can be very, very effective, you can create highly personalised, highly engaged content through marketing automation. But it's fundamentally a specialist job to create that content. And so marketing automation tools are typically hard to use, it's hard to create that content.
What we really want is we want the best of both worlds, we want something that's designed to create very engaging, effective content. But it's also easy to use and doesn't require specialist knowledge or training. And what we're going to talk about today is a product called turtle turtle is a content automation platform. So it's been designed specifically to create content that is used in marketing campaigns. And what we're going to talk about is why a content automation platform is different from a standard document or marketing tools, or even marketing automation platforms, and what the benefits are, and why you should be looking to use content automation platforms in the future, rather than relying on some of the legacy tools that frankly, have kind of, you know, run out of steam with the demands for more and more personalization. So, content automation platforms, they're the alternative to PDFs, the thing we need to do clearly, is we need to look at the impact of a content automation tool, versus using a standard PDF.
And there's been some research that's been done. And here's some research produced by turtle, where they found that when you send a document using turtle rather than a PDF, people spend 1,000%, or 10 times more time engaging with the content on turtle versus using a marketing brochure as a PDF. It's slightly less of an impact on mobile, but it's still over seven times the amount of time. So just imagine getting your target audience to increase the time they spend looking at content by a factor of seven. That's incredible. That's a huge change. And so just changing the format can give you a real benefit in terms of engagement from your audience. And the other thing is that when readers were asked about their perception of brands, and readers receiving the turtle document, were actually five times more likely to perceive a brand in a positive light than just receiving a PDF. I mean, the truth is our audiences, they also don't like PDFs, PDFs are old. They're antiquated. They're inflexible, they don't make it easy for people to pick out the content that's relevant. And so actually, we're doing our readers a favour by sending them a more effective format. And if you want to summarise this, basically, you lose 90% of the engagement on desktop, when you're sending a PDF, as opposed to using a more modern format. That is a huge impact and something I think that we all want to try and avoid. Now, I mentioned this earlier, but it's not just content and turtles been designed. And we'll talk a little bit about the turtle platform specifically, and some of its features in a minute. It's been designed to provide content that is in gauging that gap grabs the reader's attention. But to me, that's not really the most exciting thing, the most exciting thing is the data you get. You know, we're all in marketing, we all understand the importance of data. And the tracking and analytics provided by turtle are incredible. And the value they provide can actually transform how you approach marketing campaigns.
So turtle offers you the capability to actually keep track of almost every interaction from an individual user. So if we look at what's happening there and your user, we know, when they turn a page, that means we know how long they spend looking at a page. We know when they look at the contents menu, we know when they fill in a form, we know when they watch a video, we know when they listen to audio. And we can map this all down. And we can map this on both an individual and also on a general aggregate level. So we can understand what individuals are doing. And we can also optimise the content to appeal to the majority of the audience. This is something we can't even begin to do when we look at PDF, because we have none of this data. And so we can personalise and personalization is really important. I mean, I think, you know, we all understand that personalization is key. Hopefully the Accenture report I presented earlier gives you an idea of the importance of personalization. Research says that 74% of people are frustrated when they get generic content. It's not personalised and not relevant. And we know this, we know three quarters of our audience want personalised content, because actually, when you ask marketers 98% of marketers say that they believe customers expect personalised experiences. And that really matters. And it matters in terms of the bottom line as well.
So some research by McKinsey actually found that personalization of content ultimately drives an increase in sales. And McKinsey found that by personalising content, you can increase sales revenue by five to 15%. That's a big jump in the number of sales you get, just by doing marketing in a more personalised way by using modern marketing tools. So to create personalization, and to make use of the data, we need platforms that can actually process the data. And obviously, one of the key areas we're going to process marketing data is in our marketing automation platforms. So a typical marketing automation platform has maybe five elements to it. So companies that are using marketing automation, they want to have better targeting. They obviously want automation to save time. They want analytics. They need scalability, and they want to create engagement. Now initially, you might say, well, turtle, it's a content automation platform that's staying in the engagement sector. But that's not true. If we look at modern content platforms, they can help you across the whole range of areas, that market automation adds value, from the ability to provide data over what your audience is looking at, and therefore what they're interested in. And therefore how you can target them all the way through to offering a scalable platform that can generate personalised content for large number of people without needing a lot of manual efforts. And so, having a content automation platform is really key as part of a marketing automation strategy. A turtle, they've run some tests, they use HubSpot as their marketing automation. And they've seen almost a 60% increase in opening rate of content. And over a doubling in terms of click throughs. When using marketing that is based upon a content automation platform, so a much more modern format. So what we can do is we can add to total personalization to any marketing stack. So any marketing technology stack. And turtle is really interesting because it offers a number of ways to drive that personalization engine. And this is great because it means there's not one size fits all. So sometimes you're going to want self service personalization. So as an example, someone comes they watch, they find a turtle document, they select a few things within a form inside the turtle document and that will then serve them slightly different content based upon what they say their interests are. So self service personalization. batch file personalization is very simple. That's up loading of a spreadsheet to create a large number of versions of a document each one personalised to the individual. Or if you're using the marking automation tool, you can actually do that all automatically through the API. And finally, Turtle also offers functionality that will allow people to personalise the document before they enter it. So answer a couple of questions. And they will then receive a personalised virtual document. And it's important to say with turtle is, we're not looking at personalization in the way of just putting a company name or a logo, or an individual's name on a document. I mean, yes, absolutely. The technology exists to do that. But the personalization goes way beyond that. It's all about what content you include. And it's whether you add or remove certain topics. And indeed, which order you want to serve those topics up. So you can have complete flexibility in how that documents built, again, something that's incredibly difficult to do if you're building content as a PDF. So how does this all impact our workflow? We've we've got this ability to create content, we've got this ability to personalise content. But what does it mean in terms of our campaigns? Well, this is what we're going to talk about next. And typically, we see something like this as a workflow.
So what will happen is we've got a Contact Relationship Management System CRM, we've got a bunch of contacts, or it could be a marketing automation system, we want to run a campaign to them, we already know a little bit about that individual, you know, not least, we probably know their name, we probably know their company name. But we might also know job titles, or, you know, other demographic information, very simple stuff, that's going to point us to the kind of topics that a particular person will be interested in. So as an example, I might be running a campaign for a technology product. And I might be tight trying to target an engineering department, and also the C suite, those two audiences would need very different content. But I can do is I can pull the data from CRM, I can personalise the document, using the turtle personalization engine, and that can either be automatic through the API, or by uploading a spreadsheet. And so you can have things like the company name for sure. But also you can show, you know, for example, financial information to the C suite. Whereas for the engineers, you might want to show technical information, we then run a campaign, the campaign goes out to our audience, and the audience interacts with the document. And we already know from the research, the audience is going to interact more than they would do with a PDF. But we will know from the analytics, which pages they looked at who looked at which page, how long they spent, and so we start getting more information about our contacts. So we might find, for example, that we have, you know, a group of engineering managers who actually look at financial information more than they look at technical. And then perhaps the lower level engineers are more focused on technical features, rather than financial. So we start pulling that in. And that's amazing, because we take that data, and we can do two things. One is we can actually learn from that and build better campaigns next time.
But also, we can feed the information about what interests each individual back into our CRM or our marketing automation system, so that our next campaign is going to be even more personalised. And he you see an overview in the table of some of the things you can do, from you know, segmenting the contacts in the CRM, all the way through to applying personalised emails based upon what people did when they interacted with the turkey documents. So what does this mean? Well, what it means is that if we are creating a campaign, and we're using a modern document format, we're actually creating a much more effective campaign, integrating it with our marketing technology stack, we'll be able to understand who's engaged who's in market Who's ready for outreach, this is the ultimate and lead qualification today, if you look at marketing automation, a lot of lead qualification is done on either email clicks or form fills. And they're both very, very crude metrics. I mean, they're absolutely better than not having anything. But what we can sell is we can sell not only who spends time looking at a document looking at content using a modern platform, but we can also look at whether people are looking at information that is more top of the funnel, or more towards the bottom of the funnel, where for whereby they're in market ready to buy, and they're the people we need to talk to. It's much easier to do that, sending them a document and then analysing their engagement with a document than it is to try and do a sequence of emails, each one targeting a different stage of the funnel and then trying to To judge engagement from that. So it makes it very simple to understand where people are in the customer journey. I've mentioned about gathering data. And this is absolutely important not only at the personal level, but also the general level. So we can actually gain insight that's going to let us understand what's the best channel and the best messaging that resonates with our audience. For every campaign, we go forward. So every time we run campaigns like this, our marketing gets more intelligent and more effective. And finally, by understanding the customer journey more and getting more actionable data on who's ready to buy, and who's merely looking, and probably some way off, we can actually help not only integrate marketing and sales, but make that whole process more predictable. And that will also help in terms of identifying outcomes, or identifying who's at the bottom of the funnel, it's going to make it much easier for us to assess the likely return on investment, as we move that campaign, from the initial outreach with content through to trying to close with the sales team.
So I'm just going to talk a little bit about turtle now. I mean, obviously, we've talked about content. And there are a number of content automation platforms available. We personally believe that turtle is a long way ahead of the others. And that's why Napier has signed up with a partnership. So hopefully, you'll excuse the promotion of turtle, although a lot of the features are available on some of the other systems. So turtle basically has four elements. And these are the four elements you need in the Content Automation system, you need something that provides a great format for reading and engaging with content, you need a tool that makes it easy to create that content. So the content production needs to be easy. We've talked about personalization, personalization is really hard. And if a tool is not designed to personalise at scale, then it's not going to work. And so a rapid personalization engine is crucial. And lastly, you need the insight from the behaviour. So you need to better understand the behaviour of everybody on the different documents, and then gain insight from what they've done. So we'll look at each of these in turn, the reading format has, you know, three key elements. It's highly visual. It's explorative. So the reader actually chooses their own journey. And it's interactive.
All three of these things are based on psychological research, that not only determines what's going to cause the greatest engagement, but also what's going to cause the highest level of recall. So by creating something that's visual that people can choose their journey through. And that involves some degree of clicking and engagement, you're going to get generate content that is much more effective than simply sending a PDF and having a passive reading experience. So the reading format has been designed specifically to optimise the results. content production has been designed to simplify the process. So perhaps most important is the control of the brand. Like many content systems, Turtle actually basically gives you training wheels, so you're creating content, but turtle is guiding you to make sure that everything is on brand, whether that be fonts or colours, or layout or anything else. So it makes it very easy to design stuff on brand. And the contents modular, we can pull modules in from one document to another, which is incredibly useful. Because quite often there are typically pages that we want to reuse in different documents makes it very quick to generate new content. And turtles always up to date. I mean, one of the challenges with PDF is it tends to be something that is sent to a reader. And then they may hang on to it, whether that's an email or whether they've downloaded it. And any updates we make subsequently will not impact the PDF that's on any of our audiences PCs.
However, Turtle by being natively online will always be up to date. And that's not only in terms of what you're having in the content, but also in terms of the brand and you can actually automate brand updates through circle. So all documents get updated without needing any kind of manual intervention. And it removes that really painful process when a brand is changed or logos modified. And you have to go through and recreate all those PDFs. And ultimately, turtles research has found that content production costs can drop by up to 90%. And content is produced 80% faster. So huge benefits in terms of generating content. I've talked a lot about personalization and personalization really, really matters. And so we can do one to one personalization either forms within the document, or forms prior to opening the document that allow people to select, you know, anything. And this form can be completely flexible. So it could be based upon the industry or in the location you are, or something that's purely individual. And that will allow the document to be customised. And as I say, it could be anything from company name, all the way through to the actual content of the document and the order of the pages appear. We can actually create large outbound campaigns by creating customised content at scale from a spreadsheet, or we can actually automate that completely by integrating our marketing stack or a marketing automation platform with turtle to automatically send out customised documents. So customization becomes very, very easy and very quick. And then the insights and this, to me is the most valuable part of turtle is understanding what parts of your content have actually generated a response from your audience.
And what parts frankly, they're bored with. So you can do this on different levels. So you can look at individuals, and you can actually follow an individual through a reading journey you could look at, you know which pages they looked at, and how long they spent looking at the pages. You can see the sections and the interest readers as well as the content they skip. And you can pull this all together. So you can actually plan future campaigns or future messaging. Because you know, what it resonates with your audience, you know, what they care about, you know, what they spend time reading. And so it gives you far more intelligence to create better campaigns in the future. And the structure of turtle and you'll probably have noticed this is a turtle document is that you have the main page called a surf page, which highlights a topic. And then you have pages they call immerse pages, where you go into details, this is obviously a most page. So you can look at who clicks through from the surf page to the immerse pages to find more information. And you can look at who looks at a topic title, and just skip through it because it is relevant. So it gives you data at a really granular level. And what this does is it changes the way we generate content. And so when you first use a new content automation platform, you're initially going to have benefits of a more engaging format. PDF is not engaging, it's very functional. And certainly there's lots of engineers that are still going to be reading PDF data sheets in 10 years time, I've got no doubt. But for marketing content, PDF is not very effective, and tends to be fairly unengaging. And so your your benefit on day one is more engaging content. But what happens is, is that data that you get takes you through different stages. And we work with clients to go from this, you know, initial stage of more engagement through to being able to generate strategies based on data. And then personalised content, and then actually trying to converge and looking at what content is driving the results. So we start doing a data driven approach toward content. And ultimately, you can even have a fully automated system, where your marketing automation is driving the creation of highly customised and highly personalised content based upon a library of pages.
And so you can move from a situation where you start with just a more engaging format, and you end up delivering content, that is exactly what the reader wants. And he knows exactly what the reader wants, because you've driven that content through data and analysis, and not through, you know, marketing guesswork. So, in summary, I would say there's a huge opportunity for people, you know, but what we need to do is we all need to think about a better way to do things. PDF, yes, it's probably still gonna stay for things like technical data sheets. But in terms of marketing, let's make content better. And let's actually make our readers enjoy reading our marketing content more than they do at the moment. It's getting them more engaged, and ultimately, let's generate better results. So that's an overview of turtle and where we see content going.
If anyone's got any questions, I'd be really happy to ask them. So feel free to put questions into the chat. Okay, I think I've only got one question at the moment, which is regarding the cost of turtle. And the answer to that is it's actually quite a complex answer. So turtles starts off, literally at a low hundreds of pounds a month as a content automation platform, but then there's more and more features that are available. And as you scale up, turtle will then become, you know, more expensive, particularly as you use more enterprise level features. But at the low level, the introductory level, and you can create 10s of concept of turtle documents, you can use those widely. And you also get things like the data and some personalization features. So, Turtle actually is not an expensive tool to start off with. And it's really only when you want highly complex API integrations, that you're going to start seeing it taking a significant part of your marketing budget. So thank you for that question. I don't think there are any more questions in the chat. If anybody has any questions, please, please feel free to contact me. And I think most people know, my email is Mike at Napier b2b dot com. Send me an email with a question or if you'd like to see circle, inaction and how it can help you obviously we'd be more than happy to do that. Thanks very much for your time. I really appreciate it and I look forward to seeing your questions.
Marketing Agency Leadership Podcast: Marketing Long-Cycle B2B Tech
Rob Kischuk, the host of the Marketing Agency Leadership podcast, sat down with Mike, Managing Director at Napier, to discuss how to use marketing successfully with long-cycle B2B technology clients. He shares how Napier uses the customer journey to keep the product long-term on the minds of “future” customers by helping them stay apprised of industry trends and leading-edge developments.
Listen to the full interview here, or via your favourite podcast app, and don’t hesitate to get in touch and let us know your thoughts.
A Napier Podcast: Interview with Carolin Bink - 1plusX
In this podcast episode, we interview Carolin Bink, VP of Customer Success at 1plusX, an AI-driven data management platform.
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Listen to the podcast now via the links below:
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Transcript: Interview with Carolin Bink - 1plusX
Speakers: Mike Maynard, Carolin Bink
Mike: Thanks for listening to marketing b2b Tech, the podcast from Napier, where you can find out what really works in b2b marketing today. Welcome to the latest episode of marketing b2b technology that podcast from Napier. Today I'm joined by Carolin Bink, who's the VP of Customer Success at one plus x. Welcome to the podcast, Carolin.
Carolin: Hi, nice to meet you. And happy to be here.
Mike: It's great to have you on now. I mean, I've been really keen about this interview, because I looked at your LinkedIn profile. And it seems to me that you were a customer of one plus x and then joined the company. I mean, was it really a case of joining a company that you were using and love so much, you felt you had to work for that?
Carolin: Yeah, basically, it was pretty much like that, to be honest. So I was searching in 2016, DMP back when for the publisher in the sales house. But I worked at Axel Springer holes owns a lot of classified. So I also got into contact with a lot of markets classified data. And yeah, basically, I found this Swiss exotic looking startup that didn't do any marketing and just had engineers as employees and started working with them. And then yeah, really enjoyed it. And yeah, then I got this opportunity to, to do what I what I love the most full time consulting publishers and marketers worldwide about data strategies, and that's why I moved to work with the technic technology, I introduced this.
Mike: Well, and a big change in terms of company size from Axel Springer, which is huge. To a start up.
Carolin: Yeah, yeah, indeed. But I had the lack of Axel Springer to be kind of in start up environment like data strategy was always Yeah, it was an innovation hub. So yes, it's a change. But it was mainly changed in terms of people engineers knowledge. And also, for me a really high learning curve to learn more about AI. And really what's going on in the backend? Yes.
Mike: Awesome. So, I mean, one plus x is a data management platform. I mean, there are no end of data management platforms to help publishers and marketers. So can you just explain a little bit about what you do? And what makes you different in this market?
Carolin: Yeah, so I think what makes us different is that we always had this AI first approach. And this was something that I felt also extremely attractive when I chose one plus excessive DMP back then. Because, yeah, frankly, we had another technology before. And there were so many high expectations on using this technology. And I just remember, like a really concrete case of classifieds page that was offering a price comparison. And then people were so excited, yeah, we can finally use, people are searching for washing machines and directly sell them to washing machine providers. And yeah, obviously, the washing machine providers were quite excited about those news. And then in the end turned out like, there may be five kg of people interested in Germany in buying a washing machine, visiting a price comparison site. And still, the media currency was CPM. So basically, there was a lot of back and forth a lot of emails, a lot of high expectations.
And in the end, the marketer couldn't spend budget because there was simply no reach and the cost and the publisher was obviously also frustrated, because there was also no money coming in. And so, this is the this was the setup that I was used to when I was searching for companies that have this AI first approach like how can we utilise the data that is coming in and predict on top of the seat said users that make sense to Target and I think that made us a little bit different because this was the approach for us from day one on and for the customers that are marketers particularly, we prepare to cleanroom product that is mixing both best of both worlds where you can upload as a marketer your data set set and then you can use the publishers embedded spaced like a publisher database, obviously, privacy compliant to do expansion based on your own seat set. So we have this best of two worlds approach, which I would say is also different towards other cleanroom solution, which I personally fear or going back towards the situation that I faced in 2016. When I tried to sell Yeah, a washing machine intend to campaign to washing machine marketers to be honest.
Mike: That's true. The interesting I mean, you've used a couple of technical terms that might be be worth just explaining to people listening. So you talk about a cleanroom. What What do you mean by that? When, when you're referring to advertising?
Carolin: Sure. So yeah, obviously, right now, because of GDPR, because of CCPA. It's not easy to match data, right. So you can't just, you know, use the third party cookie that you used to use like couple of years ago, and match your users in your publishers database. So if you would like to use your CRM data, or any kind of data source that you own your first party data, and you would like to find those users into an in the publisher audience, you need a cleanroom, which is making sure that you're doing this matching privacy compliant.
Mike: Okay. So the cleanroom is, is making sure that you're meeting those requirements from GDPR. And the other regulations around the world. Yep. And obviously, that's hugely important. Because if you're not doing that, then then clearly any products are not going to be able to be sold. So it's an interesting term there. So what you're trying to do is use AI to understand how people are thinking, so whether they're considering it, in your example, buying washing machines or not, what is the benefit of AI? For the marketers who want to use that data as compared to using something simple? Is it just reach as you talked about? Or are there other benefits?
Carolin: I think, obviously, reach is part of it. So if you aren't just referring or if you're just using this technology that you always use, you will be always fishing in the same pond, more or less, especially as the internet goes blind, your opponent is drying out a little bit. So there will be less and less fish to target. And obviously, yeah, kind of it's kind of getting harder and harder for you to find your right audience or retarget your audience. So AI is helping marketers significantly to keep reach up, and also reach, let's say qualified leads, right instead of just random audiences. And yeah, I think that's also a concept that is highly known, right? If you are uploading your email addresses to go or Facebook, or you're uploading your audiences based on device IDs, and then you click on Generate look alike, audience. So I think this approach now is just getting more wider, wide. So we're also trying to have similar strategies for the open web. So I think one clear benefit for the marketer is to use AI, to increase a, let's say, qualified audience group. It's, yeah, hopefully, also, or should be also still precise, right. So it's not about just reach. But obviously, it's about this holy grail of meeting that say, the sweet spot between reach and quality. And if the internet goes blind, if the third party cookie goes away, it's also the only way I think, to at least try to have this more or less transparent customer journey tracking, maybe need to call it this way. Because, yeah, obviously, it's getting harder and harder for you to know, with whom you were already in contact on which platform platforms are fragmented. So I think these are really big benefits also, for marketers to step into the game.
Mike: I love your use of the term, the internet going blind. And maybe it's worth you just explaining that a little bit about what the the impact of the third party cookie going away means for marketers, and why that that means the internet then appears a bit blind to marketers.
Carolin: Okay, so yeah, basically, data is, I would say, also still really dominated by the demand side, if it's not by the marketers directly than it is by the agency world. I just remember a world where, you know, group had a pixel and each and every publisher page worldwide to retarget, to user they were in contact with. So they knew like I users, they have seen, I think programmatic media buying is only based on audiences that you know, already, right, you don't buy unknown traffic. But this is all based on third party cookies. And if the third party cookie is going away, because Google decided to restrict it as well and Firefox, it's already blocked on safari, it's already blogged, then it's getting harder and harder for you to identify the user in front of the page. And this is what I mean when I say the internet goes blind. So the measurability and the matching of users is what is missing, but it's still a basic concept on how programmatic works
Mike: That's, that's such a good, good explanation of what's happening. And so what you're doing is you're bringing more intelligence, presumably so that publishers can understand, you know, or predict who's likely to buy without having to track people all the way across the internet. So, so how are these publishers using this AI to generate products that they can then sell to marketers?
Carolin: Yeah, I really like this question, because that's really where I put a lot of, you know, brain power in in the last couple of years. So I think that publishers have an amazing database. So I think, if you would like to understand this, this concept of marketing with AI, you need to have both, you need to have a really good database that you can use for predictions. And you could, you also need a seed set that this really high quality that you can use as a seed for your prediction. And I think the publishers are really good and having we call this the embedded space. But what is an abandoned space embedded space is basically your database. And on the publisher page, publishers see, or it's the publishers I work with, they see the users nearly daily on two pages. So they know exactly what the user is interested in. And the users have a lot of different interest, right. So you can also check Google knows where a user is what he's intending to buy, Facebook knows exactly the relationship starters. And where what the people do in their private life, by publishers really know what people are interested in, right, and what they're frequently reading, and which sports club they support.
And if it's more about celebrity news, if it's about local politicians, if it's about global economics, so they really know what users are interested in. And they have this tonnes of data points that they can use to build up really, let's say, differentiated models, and that they can then use to, yeah, predict how these users who would I don't know, squat towards a specific seat audiences if they have likelihood to be interested in this specific product or not. And that's, this is the superpower that publishers to have that they can now use for marketers. And that's obviously what they do already now. So with their classified data, with their looking data from the subscribers, that they use the seed set, and then they're expanding those users towards a specific likelihood. The second thing that the publishers can also do is that they can use this data and enrich their assets. So the publishers basically have two superpowers, they have, on the one hand, the users, but they also have the assets. So what does this mean? It basically means that you can say I have a likelihood of 85%, this user is male. But I think I can say at the same time, I have a likelihood that this article is read by 85% male audience. And then even without knowing exactly that the person in front of the camera, or in front of the page is is male, you have this likelihood per asset that you can use to identify, which could be the right audience, even on the first impression, and that's the second superpower that publishers have.
Mike: Fantastic. I love the idea of having two superpowers. And publishers cleaner clearly have a lot to add. I mean, if we look at the first superpower, I mean, what you're doing is you're actually saying that publishers have the ability to look at a group of people your seed set, as you say, understand what they're interested in. And then what you're doing is pulling in people with similar interests. Is that right?
Carolin: Yeah, definitely based on this, this behavioural data and all the data that you can collect from the publisher. Exactly. That's what we do. We predict the likelihood for somebody to be in a specific segment based on all of this data interactions that we can collect.
Mike: And that's great. But that is a little bit as you said, like the Google audience tools where you can have look alike audiences. The other superpower you said was was really interesting, which was around knowing who reads each page or who looks at the assets. See, can you talk to me a little bit about how you help the publishers understand, you know, who's being targeted by each particular story on their website, so that they can then deliver ads that are even more relevant.
Carolin: Yes, sure. So, basically, again, you can do two things like you can crawl the the content, you can use the semantic understanding, you can identify interest out of the article itself. But you can also use the audience that you are that you are allowed to use. For example, you can use your subscribers and check them out and see how their interact with a specific article or video. And then you can make, again, a prediction and then you can use both information sources just to make a really complete prediction on the user itself, and then use this again, for users that you see for the first time that you're not able to track anything about just to personalise your, the feeling of the user, this can be an ad, but this could also be, for example, personalise the page itself.
Mike: And presumably, also, there's a benefit for publishers in terms of personalising the page because they can recommend content that the visitors more likely to read next. That's, that's great. So I'm really interested, you know, how do marketers approach publishers about this? Because that, you know, one of the things I see is a lot of the time it feels like publishers want to work with only their very biggest customers on the exciting stuff. And some of the smaller advertisers maybe don't seem to get as much attention is, do you think there's a way that more marketers can work more effectively with publishers and help them sell better services?
Carolin: Clearly, so I think, first, there is, I think, right now, there's a huge demand for trying out this new partnerships, as Google postpone the decline of the third party cookies. So everybody's still working in the old environment. But now, they really talk about alliances, Id alliances, for example, they talk about cleanroom setups. So I think, for smaller advertisers, there's also always this possibility, I mean, obviously, you need to have an automated version of the solution. So I think, especially for smaller advertisers, if publishers need to do a lot of things manually, then it's getting unattractive for them. But this needs to be the goal for the cleanroom providers to have like a 100% optimised data onboarding setup, that is allowing the publishers just to do this with a lot of advertisers, and not waste time on this 101 data transfers that are indeed unattractive for smaller advertisers. So I think, right now, the whole tech ecosystem is heavily investing in automating all of these setups. And obviously, we do as well. But I think in the future, this is exactly how it's going to work. So publishers, will this just have plugged into their system, and then advertisers can use it for matching, and then for expansion purposes without the need to go to the publisher, and, you know, do something by hand on their side.
Mike: And certainly, I think that's, that's a really good point, reflecting a lot of marketing, if you can't automate it, it's very difficult and very expensive. When you've got a tool that can automate the process, it becomes much more accessible to you know, pretty much everybody. So yeah, I love that idea. I mean, one of the challenges I see, particularly with with your solution at one plus x is it's obviously very heavily reliant on artificial intelligence and machine learning. And realistically, none of the marketers or the publishers are experts in this technology. So how do you have a conversation with your publisher or a marketer about this technology, when you don't have a deep understanding of how it works?
Carolin: I think you don't necessarily need to have a good understanding on how it works in the backend. I also honestly didn't happen before I joined one plus six. So you just need to trust us that we are really experienced and exactly that. And besides that, the rest is only onboarding, which is quite lean, and not so complicated to do. I think in I think, in general, it's just important to be open and open minded, because I also see in the industry, some people are just afraid whenever there's AI on something, they're like, Okay, I'm not going to understand it anyway. So I'm not going to try it out. And obviously there are also the people that are still really focused on their gut feeling. Because that's something I need to admit right if you would like to. If you would like to use AI, you need to trust the AI. You need to say this is my seat set. And now I find the right users for me, if you keep saying but they need to be male, they need to be between 35 and 45. And they need to have high interest in in buying cars, but only convertibles then it's not really needed us, then you can still use the standard segmentation that is offered somewhere, right? So I think this openness is something even if you don't need to understand how it works, but you need to trust this algorithm and you need to be open to tested. And that's something that I face quite often that there's still this personas going around that the market research institutes created, that the media agencies can only try to rebuild based on data. And it can be first party data, second party data. But yeah, if you really would like to try out this cleanroom approach, you need to be open, that you don't know exactly before you run the campaign, how other people look like that you're targeting, because whom you were targeted, is not defined by your gut feeling, or your research is defined by AI.
Mike: I love that. And I think that's, that's such a good indication of how marketing is changing. You know, previously, people used to create an ad, for example, an ad everybody decided they loved it, they ran it in printed publications, nobody really knew whether it was effective. But if everybody liked it, that was great. And we're moving to the situation where, you know, Google on Google ads will tell you which headlines work and which headlines don't. And it doesn't matter what you think you'll know which ones work and which don't. And, you know, it's very humbling to be wrong. And I've certainly been wrong on that. But, you know, with with products, like one plus x, you're actually helping the market or defining for the market or a lot of the audience. And that is another, you know, step for a marketer to trust technology to deliver the audience rather than to define it themselves. That's, that's fascinating. I mean, I think, you know, there isn't obvious questions. Well, there's been quite a lot of products that have hyped their use of AI, both in marketing and other areas, that actually have been very disappointing when people have tried them. So I mean, why do you think some of these AI products have failed, particularly in marketing? And what are you doing at one plus x to make sure that it's not just applying technology, but it's generating a real benefit for marketers and publishers?
Carolin: I need to say the real differentiator is the consulting, I can give you a really concrete example where I failed, to be honest. And maybe that's also something that not companies talk so open about, but I will just do because I think it's important. So I had a customer, it was a really nice customer, and they had a portal where you could buy tickets, and they had a lot of amazing ground truth data, they had like 3 million Lockton users. But the problem was that the specific tickets you could buy, obviously, it was a transportation provider. So there are differences if you're travelling with kids, if you're travelling business related. But in the end, everybody is booking a ticket the same way. So even if you have a lot of data, all data sets look the same. And we started to try out the algorithm, like our algorithms and their database, and then the machine learning expert came to my place. And he said, you know, what the seed set is shit. And I was like, No, this can't be the case. I'm 100% sure the seed set is amazing. It's locked in users, they are verified, so no way. And then I started digging deeper.
And then what we found out is it was simply not working for this particular marketer, because he had a lot of data. But the data was so similar that you could not predict any patterns that made sense. And this was the moment it's already like quite some time ago, when we thought, okay, we need to pivot. You know, we need to, we need to bring those two worlds together. Because publishers are really suffering from, let's say, seats, it's a lot of people are anomalous, a lot of people will never buy a subscription, especially in specific age groups, right? It's a, it's really a bummer. But it's the status quo. And the marketers, sometimes they have a lot of data. But if it's a platform that is not a, I would say, an online store, or if it's not a classifieds side, where you can really see differentiation, and it's going to be hard to use AI. And even the best trend algorithm is not able to do anything that makes sense with this data set. So I think a lot of products failed also because of this missing consultant and dismissing reality check. And that's also why we came up with this connect idea to connect the the strength of two sides to build something new on top of that. And I think that's one of the reasons why consulting is really the differentiator like not just accepting what the AI is telling you, like the data set is shipped but really go there and understand why is this the outcome and what can we do to change it and then be open to pivot and yeah, just go completely change your system towards a new architecture in case it's needed.
Mike: That that's amazing. Because I think, you know, sometimes people think, well, there's some technology, we just apply it, it's gonna work. And, you know, it's great to see that, actually, you do need good data, that's gonna work and you've made the point with, with audiences, the audiences need to look different. If they look the same, then there's nothing to say. So I think that's great. So it's about understanding the data, and that needs experts that needs people to come and provide that consultancy. So I love that as an explanation. That's fantastic. So, I guess if people are excited, they believe that AI absolutely can help them. I mean, how do they get started? You know, is it best to rush in? Should they be talking to a provider? Like you? I mean, how should people start adding AI to their marketing? Do you have any advice for them?
Carolin: Yeah, I think screen what's in the market? Like maybe do some basic checks, like I just told you, like, do you have enough data? Do you how many data sources do you have? How big is your data? Silo right now? Do you think that you alone with your own data will be able to have prediction that makes sense? And if yes, then try out some some some tools. If not, then search for solutions that will help you, for example, that are allowing you to run your own train your algorithms in I don't know better environments for more precise outcomes. Obviously, a cleanroom, I think has a, like the solution like that one that I just explained where publishers and advertisers meet, there's a relatively low entry, because you just need to find one publisher who is open to do it with you, you need to try it out, you will have like one test campaign, you can a B test, do it now, now that you still have a third party cookie just to check if it works, right. Because now you can really do a B testing in terms of performance. Don't shy away the first moment the first campaign might not have the results you were desiring because they're always you need to add optimization, you need to add some more brainpower. But I think it's not so complicated to start, if you are searching for tools that might help you to overcome your personal challenges. And this doesn't, I think that the biggest problem a lot of companies in enterprise have that they think, Oh, I'm building this all on my own. I'm I have such a great tech team, I have such a great Data Silo, I would just build everything in house and then it simply takes too long. So I think here we have again, this, tried to find like an MVP, tried to pivot your ideas and fail but fail fast. I would say this.
Mike: Yeah, I love that. Just give it a go and see what happens. And don't be worried if it doesn't work first time. That's, that's great advice. I mean, obviously, you know, with your product, it's particularly around serving ads and marketing content that way, but how do people really understand that the system is working? So do you integrate with other parts of the marketing technology stack to help people measure performance? Or is it very much an independent product?
Carolin: No, like obviously, you use your data audiences in your in your activation channels, like whatever activation channels you have from obviously from from media buying to email marketing everywhere where you you can utilise that. Furthermore, a lot of our publishers particularly are challenging our machine learning algorithm again, market research panels, and as the third party cookies to their so we're getting challenged a lot against nears and for example. So we are really used to getting this external feedback, and are really proud of us there because, yeah, this is really our bread and butter business. But in general, yes, we are completely integrated in this in this edtech system. We are also completely I think one of the biggest or I say one of the biggest advisors or most important things for tech providers is not to be a standalone solution, right. But to fit in perfectly as a puzzle piece and most of the mahr tech stacks that companies use. And we hopefully we are with our API's and raw data access and all this touristry provide hope that we are fitting seamlessly in most of the martec ecosystems and stacks that the customers are choosing.
Mike: Awesome as that sounds great. That sounds like you've really thought that one through. And this has been fascinating. It's been really interesting. I've actually feel I've learned a lot about AI as well which is great or a lot about what you need to think about when you're using is AI? Is there anything else you think we should have covered in this discussion?
Carolin: Yeah, no, I think we covered it quite well, I think trying it out now, while the third party cookie is still there, to have this ability to see, the potential new world in the still existing world is like, I would say, this is a luxury, we will not have in a couple of months. So I think for the marketers, the, you should now urgently move towards this kind of directions, because you will learn so much, right now. As soon as the third party cookie is gone, we will rely on all those cleanroom solutions matching partners. And that's just maybe too late, right, because you would like to see the before and after effect yourself and your own data. This is one thing. And the second thing is obviously it cleanroom is also dependent on identifiers. And you should invest in ID alliances or check where you can join alliances in general, which IDs you can provide. Because if you have the best data set in the world, if it's not matchable, with anything else, then you will not be able to find your audience even in the most sophisticated publisher embedded space you will find. So that's maybe my second advice, I would say for marketers. Yeah, and then obviously stay open and let the AI do the magic without trying to influence the algorithm with overfitting.
Mike: Trust the technology. This has been brilliant. I mean, I'm sure people would be interested to know more about one plus x and what would be the best way for people to find out more about the product and also contact you if they've got any questions they'd like to to ask you.
Carolin: Yeah, so I think the website is a good starting point, you can always click on book a demo. And depending on what you would like to see, we can do a bit of consulting, or we will show you the platform. So just get I don't know, your our neutral view and things may be in in a little session together with us. If you have specific question to me, you can also find me obviously on LinkedIn. You could also reach us on LinkedIn as a company.
Mike: Awesome. This has been great. I really appreciate it. Carolyn, thank you so much for your time and for being on the podcast. Thanks so much for listening to marketing b2b Tech. We hope you enjoyed the episode. And if you did, please make sure you subscribe on iTunes, or on your favourite podcast application. If you'd like to know more, please visit our website at Napier b2b dot com or contact me directly on LinkedIn.
A Napier Podcast: Interview with Alun Lucas - Zuko Analytics
In this podcast episode, we interview Alun Lucas, Managing Director of Zuko Analytics, a powerful form analytics platform.
Alun shares how Zuko helps businesses understand the analytics behind forms, and the why, when and where behind users not converting. He also explains how Zuko works with A/B testing tools to allow businesses to A/B test on a granular level.
Listen to the podcast now via the links below:
- Marketing B2B Technology on Apple Podcasts
- Marketing B2B Technology on Spotify
- Marketing B2B Technology on napierb2b.com
Transcript: Interview with Alun Lucas - Zuko Analytics
Speakers: Mike Maynard, Alun Lucas
Mike: Thanks for listening to marketing b2b Tech, the podcast from Napier, where you can find out what really works in b2b marketing today. Welcome to the latest episode of marketing b2b technology, the podcast from Napier. today. I've got Adam Lucas from Zuko analytics. Welcome to the podcast, Alun.
Alun: Hi, Mike. Yes, thanks. Thanks for having me. It's a pleasure and a privilege.
Mike: Great to have you on. So, I mean, before we start, I'd like to know a little bit about your career, you know, looking at your LinkedIn, you've done everything from working in venture capital to you know, a long time ago teaching English. So how did you end up at a company that does form analytics?
Alun: Well, it's an interesting one, because I like to see it at least kind of bringing all the strands of my previous experience together, because I worked for many years in, in advertising, marketing media, and in both London and Manchester, and then I kind of decided to transition from that as you do when you get into your mid to late 30s. So via an MBA and a little stint at Google, I moved into venture capital, investing in digital and creative companies around the northwest of England. From there a car kind of decided that I wanted to get my teeth into something a little bit more. So I moved into tech companies in the Manchester area. So I was working for a couple of those. And then the opportunity came up to run Zuko, which obviously with it, being a Mar tech company, suited me so it brought together the tech, the investment and the marketing piece that I'd done before. So it was kind of perfect for me at the right time as well. So it made sense to hop in and and give it a go.
Mike: It seems like Manchester has got quite a lot of marketing and marketing technology. Businesses sort of popping up is that is that the case?
Alun: Yes, definitely the case Tech Tech is booming here. Obviously text big in London. But in Manchester, we've got a lot of university. So there's a lot of talent that comes out. And a lot of company bigger companies are basing here because obviously some of the costs are much cheaper than than London. I mean, this is pre pandemic. Now obviously a lot of people working remotely anyway, so it doesn't matter quite so much. But But yeah, certainly there's a thriving tech scene here
Mike: It’s cool. It's good to hear there's there's a lot going on outside of London indeed. So you joined Zuko, but previously the company was called for mismo. So why the rebrand from a moment kind of said a little bit about what you did to something was more abstract.
Alun: It's a it's kind of a funny one. And then a lot of this is kind of predates myself but but in terms of the story, obviously we were founded as for Massimo to you know we we look and optimise forms on websites. So for me sumo kind of does what it says on the tin. We created a second generation product, which was aimed at the enterprise market. And so we were running the form smo products and the second product, which we christened Zuko Zico by for mizzima. But then I think he quickly became apparent that Zuko is so superior in every way than the original product. So why are we limiting it just enterprise clients. So Zuko then became available to all our clients. And we slowly deprecated the for mismo platform. So it kind of came partially by accident, partially by design, I think there were issues around with the name in terms of spelling pronunciation. People not finding it when they were searching for it. So there's issues there. So the team decided to go for something short, simple, memorable, Zuko it's it's hard to miss miss Christmas mispronounce Now obviously, there's a debate to be had to know is that the best way to represent our brand in terms of you know, what does the code do? Also, there's a there's an anime character called Zico, which kind of messes with our SEO as well. But we kind of are where we are at the moment not going to we, the company still is formisano to HMRC and to the accountants and to the lawyers, but we decided okay, rather than try and say Zico by for mismo, let's just be Zucco to our customers, just keep it simple. And so that convoluted story is kind of what we are where we are, as many companies kind of find themselves
Mike: it's certainly easier to spell I'll say that and it's great to hear it's great to hear a story of you know, you build a second product and he was actually so good at killed the first one and for a company to have the confidence to let that happen, I think is really good.
Alun: Yeah, yeah, no, I think that's kind of the The way it evolved, I guess it didn't start that way. But you know, rather than having two sets of tax support, and you know, two sets of instructions, stick with one.
Mike: Awesome. So, I mean, let's get into it. So you do analytics about forms? What does that mean? What does that actually do for people?
Alun: So sort of our goal, essentially, is to make the web less frustrating, one for one for my time. And so, for me, Sumo was founded because of frustration with online forms, I think we've all been to web forms and had a horrible experience, you know, you know, error messages, crashes, unclear instructions, particularly when you're using mobile phones. So there's a lot of potential to get it wrong. So sukkos say mission was based on that? How can we make things better for businesses for consumers? ourselves, so So the form analytics platform was built, obviously, for Missamma, which became Zuko just to make it easy for businesses to to identify the when the where and the why their users are dropping off. And so these are people who want to buy from you, but because of a crappy form, they're not buying. So actually, if you can, if you can solve that it's better for businesses, it's better for consumers, it's better for everyone. So that's kind of where we're at. So the analytics piece is, is the data around that. So as I said, the when the where, and the why, okay, identifying where the problems are, what the problems might be, and then providing potential solutions to fix it.
Mike: It's interesting, I mean, sounds very broad. But you mentioned that, you know, mobile is a particular problem. Is there an industry that suffers most from the problem of people dropping off halfway through a form fail? Or, you know, what pulls together the companies that have the biggest issues?
Alun: Well, I mean, I suppose it's, it's any, any company in any sector can have an issue, because obviously can have a bad fall. But in terms of ourselves, you know, there's, there's kind of three factors that drive the whether people can get value out of Zucco. One is the complexity of the form. So if you just got a contact form with three fields, well, you can still mess that up. But it's probably pretty easy to diagnose. And whereas if you've got a long complicated form, with 40 questions, over three or four pages, well, there's more opportunity to mess things up. So obviously, the more questions the more complex the questions, the more likely you are to need a product like Zuko the next two around the economics. So firstly, that the cost of customer acquisition, how, how expensive is it for you to acquire a customer, and also the customer lifetime value? You know, how valuable are they, because obviously, that determines if you invest time, in optimising your forms, you're going to get a much better return on investment. So obviously, if you if you're selling Ferraris, whatever they go for now, say 100 grand, you obviously, you your potential lifetime value is, is higher than the smaller product. And so they tend to be our clients tend to fall, have a combination of those, those three factors, ideally, all three. And so it's probably no surprise to know that basically, our biggest customer sector, by a reasonable chalk is financial services. You know, they credit cards, banks, insurance, foreign exchange, they're asking, you know, complex questions sometimes because they have to, because of regulations sometimes because they just do when they shouldn't, and so that they're messing things up, but obviously, they've also got a high customer lifetime value. So to say that they're our biggest sector, we also have, you know, every sector to be honest, but you know, other big clusters are around ecommerce, you know, the checkout getting that, right? And education, surprisingly, but, actually, is because they have complex forms, they ask lots of questions. So a lot of universities across the world users. And then online gaming, which is one that you might be surprised on, because actually a lot of their forms are relatively simple, unless there's a regulatory aspect to it. But they tend to be sort of really up on returns because they, you know, they know how valuable each player is. So they'll invest in getting it right, cuz, you know, even a half percent improvement can mean a lot of money to some of these guys.
Mike: But that's really interesting. So, I mean, the thing the thing everyone's taught, you know, when they first do online forums is the shorter, the better. And you mentioned that, obviously, some industries have to ask more questions, but some industries choose to, is it actually true, the shorter the better or can sometimes a longer form work better? Well,
Alun: yes and no, I guess The question depends what you got to think about is the motivation. So I'll give you an example. So we have an It's on our website, we benchmark across a number of number of sectors. And I think the best performing conversion rates for any sector is local government. But they have the largest number of fields on their forms. See, like, what's going on there. But actually, it's more than motivation, because they are. They have a monopoly on their services. So people slog through these forms and complete it, and they have really high completion rates. So it's kind of it's not an absolute rule, you shouldn't really be unser asking things that you don't necessarily need at this stage. But it's not. It's not always the killer that you think it might be. And you've just got, you've got to be careful. So just, you know, typically we advise, okay, what what do you need? Now, don't be afraid to ask him because sometimes, and again, it varies by sector and form purpose, some some forms, if you don't ask a question, then actually people get nervous. You know, particularly in financing, he might, he may, you may have to have to ask qualifying questions. But if it's just too simple the form then people like, well, hang on, you know, you know, are you serious? But in general, just in general, yes. strip out any fields you don't need. But it's not an absolute.
Mike: I mean, that's interesting. So what causes people to stop filling out a form? I mean, it's obviously not just boredom and the number of fields. I mean, there are some things that you can make mistakes on, that are relatively easy to fix.
Alun: Well, yeah, I mean, there's there's a lower level things which we might get into talking about, but there's probably sort of three high level areas where people go wrong, or businesses go wrong, and mess things up. The first one, probably the most common and the most visible, the most frustrating is user issues, or user experience issues. And this is frustration with the form itself. So you may have bad validation. The classic example is phone number, you put a phone number field in there, do I put the zero? Do I put the plus four four? Do I spaces dashes? No, what happens? And you know, you're causing issues for that you don't need to cause that's, that's the classic example. But there's, there's hundreds of different ways of doing it, you know, bad error messages, taking people all over the thing. So that's the form design itself. So that's area one, the second area is around is around the questions. So not so much in terms of the length that we talked about previously, but actually asking things people don't want to answer at this stage.
So an example being if you're looking for an insurance quote, so you're doing you're shopping around for insurance. What you find is if and this is an exception to the normal rules with forms where you do easy questions first and bring in slowly get people into the form. Well, if you're if you've got an insurance form, you don't want to be asking for their personal details up front, you want to go in take the broad details, you know what type of car you know what type of home insurance you want, so they can get the quotes. And they don't want to give you the personal details. If he asked for the personal details early, you'll see a big abandonment rate, which isn't the case in other types of forms. Because people have started on the journey, so it's questions they don't want to answer. And then that's the class just the classic example. Sometimes you're asking for the other example I always give for this is ecommerce. Ecommerce sites often ask for a phone number, why you asked him for my phone number, you know, you have my address, you have all my credit card details, you've got my email, if there's a problem, I'm not going to give you my phone number. You see people drop off that all the time. So but that that falls within their category, and then kind of the third areas around the area of expectation, money management. So which is about the form taking too long? Someone thinks it's a short form. And before you know it, there's no progress bar, and then how long or long is this going to take and they drop out? Or you're asking for things? They don't have to hand a driver's licence a passport, we never told me I needed this. So you know, if you're not managing expectations up front, that's one of the broader reasons why white people drop out, if that makes sense.
Mike: I mean, that's interesting. I guess from a cynical point of view, I could say, well, can people find this out simply by AV testing forms? Isn't it a fairly simple thing? Because a lot of these things, if you like negotiable or their order things, you know, they're fairly easy to test. What Why don't people do that through conventional form tools?
Alun: Well, I think there's a broader question there about experimentation and AV testing. I think the issue often with with businesses and forms is you think it should be simple, so therefore simple, they spend a lot of time around the broad the sexiest You know, the website, you know, the marketing to get people to the website. And then you know, when it comes to the shop, and they don't spend nearly as much time money resource attention, it's just like, well, how difficult is it to fill out a form. And as I say, typically, that's not the you know, the guys in the marketing department, that's not particularly sexy for them. Often, you know, the the main, the main not even be a single individual who's responsible for the form, you might fall in between the web guys and it guys, marketing digital, depending on how the company is structured. So that that's kind of often why people don't do it. But you know, to go back to your question, a B testing, absolutely, that's something you can and should do in the way we tend to advise clients is the first thing is find out the big issues.
So look at the data, see the things just fix it, you know, there's a, there's a massive drop off in this field, you know, why it's broken? You can you can change that. Or maybe you can a be tested if if you want to as well. But once you fix all the big things, it's okay, Where's, where's the next 1% coming from? And that's where you do your A B test and refine maybe if we change the error message or the validation a particular field or drop a question or change the order. That's where you can do that. And Zuko integrates with, with a lot of AV testing tools like Google optimise Optimizely converts, to allow you to do that on a granular level. So rather than it just being a black box, so knowing how many people reach a form, and how many people drop out the bottom, which is what a lot of companies now it's actually what is happening in the form, how are people flowing through your form? Where are they struggling, where they having to go back to make corrections, that sort of thing. And you can you can get the data and also push it pull your AB test variants into a tool such as ICA.
Mike: That's really interesting. I'm presuming you're giving. You're giving marketers, you know, extra information, like how long it takes to fill out each field? Is that the kind of information that they're using and working out? What slow someone down? Yeah, exactly.
Alun: So yeah, that's where people go back to correct it, whether they drop off at a particular piece, what happens after the submit button? You know, because that's often one piece of advice that we often give is, okay, what happens? Your low hanging fruit, other people who've spent a lot of time filling out your form, and then they click Submit, and they've still not successfully completed what's happened there. Most likely, there'll be one body with red light of error messages. And I'm running away from this. So you can find out exactly what's going on, which are the problem fields, those sort of things that you fix it so they don't have that issue.
Mike: Interesting. That's really cool. So I mean, I think the thing everyone wants to know is, if you use a tool, like Zuko, and you really optimise your form, what sort of improvement do people see typically?
Alun: Well, at the risk of doing the old, it depends answer. It does depend on how bad your form is in the first place. And so, you know, we have doubled conversion rates in some cases, from 30 to 60%. But typically, we aim for a 10 to 20% uplift in the volume of conversions at the same traffic levels. And that's what we will typically aim for as a as a, you know, a reasonable case scenario, sometimes the form is really good, and it might be a little lower. Sometimes it's, you know, there's some obvious issues that you can fix and get a better return. So but we say between 10 and 20%, that's kind of where we pitch in where our goal tends to be when we when a new client comes on board.
Mike: So that's a significant impact on overall campaign performance. I mean, adding 10% more visitors can be quite expensive.
Alun: Yeah, exactly. And it's, you know, something you've got control over. You can do it relatively easily when you fall, you know, having to go out and do a marketing message to convince them.
Mike: So, I mean, it sounds it sounds like a very easy sell. I mean, how many forms do people use Zuko typically have they typically uses a large number of forms, they try and optimise or they focus around one that really matters.
Alun: We have a broad gamut. So we have clients such as Capital One or credit card form, and they've gotten dozens of them. We've also got people who've just got the one form isn't ecommerce checkout, that's that the be all end all. So I'd probably say it's a roughly 5050 between people who are one, maybe two forms, and then we've got portfolio forms that they want to do, but often people will try it on water and then roll it out across other forms.
Mike: Interesting, and typically, what are people using to generate this form? So you're having to integrate to other marketing technology tools, or is it more custom coded applications had had had your customers normally work?
Alun: Most of the time they build the form themselves with HTML using standard form elements. That's the majority there are some that have off the shelf pieces like WordPress or HubSpot, or you know we have direct integrations with with suppliers jot form. Because if you take the form and put it in an iframe, then we need to have an integration. But most of the time you work straight out of the box, you just put a couple of pieces of code on your, on your form using a contact manager or whatever. And Zuko does the rest.
Mike: It sounds it sounds pretty straightforward. You mentioned earlier though, there were some more in depth technical issues, rather than the form structure issues that can cause problems. Do you want to talk a little bit about, you know, what are maybe some of those second level gotchas.
Alun: So then we will ask kind of the details, as it were the devils in the details, and I suppose a slight plug a we do have a lot of content on our website, and a full eBook Guide, which breaks down loads and loads of those. So, you know, there's lots of things about how do you optimise an email field or Name field or, or, you know, the common stuff, which we can go there. But I suppose in terms of actually, I suppose I'll flip it slightly, I'll talk about what we see as having the biggest impact, typically. Because that doesn't, there's lots of lots of potential issues. And you can you can see that in our ebook, but in terms of what we see is the biggest inputs, there's probably two things. One thing which I mentioned earlier, so I won't dwell too much is focusing around the submit button, looking at the data around what happens to these guys who just want to buy and they can't. So you know, we have specific reports that show you, okay, they're clicking Submit, and then they migrating immediately to this field.
And so actually, if you, if you look at that, that's where you get your quickest insights, and you find your your problem fields quickest. So that's sort of one, one area where then I suppose the second area is around validation. So when I say validation, that's when someone enters an input, and then you check whether it's an error message on to generate an error message, or if it's okay, or what have you. The biggest uplift we consistently see on forms is when they implement what's called inline validation. And what that essentially is, when you type in your answer to a form, you get the answer whether the input is correct, as soon as you move to the next field, though you put in your email address, and you miss out the act, tells you straightaway, doesn't wait to the click Submit, and then you get 10 or 20 error messages across the whole form. You know, that's, that's a big cortisol stress driver, and causes people to drop out. So yeah, if we see no 20, you know, there's a famous study that showed about 22% uplift from implementing inline validation on average. And we kind of see that as well, when we see it. It's such a big thing, if you think about when you fill out a form, so much less stressful. If you type it out. You obviously don't want to generate the error messages too soon. If you do too early people, you know, gets frustrating, because you just started typing, you get an error message someone, but when you move on to the next field, okay, you've you've done that. And then you get you either get told in a helpful way, helpful error message, okay, you know, you've missed out the app, you probably want to add that in, or you get a nice green tick. Yeah, that's, that's the thing more than any, any other that consistently delivers gains across all types of forms.
Mike: That's such great advice. And I think everybody's, you know, filled in a form and then got an error message, you know, half a page or a couple of scrolls back up. There's an obvious error and obvious typos. It's so frustrating that goes back to the top, find out where the error is, and then scroll down and submit again, so I can understand why that makes such a difference. Yeah, absolutely. So um, one of the things you've talked about earlier was the fact that Zuko initially started out as being a product design for enterprise and now as your effect for your your main product. So I'm just intrigued to know, you know, how expensive is it to get this kind of technology that's, that's watching people filling in forms and actually analyse is where they, they have issues.
Alun: Yeah. So we say we've structured it, so it's accessible or price points. And so the way we charge is around the number of form sessions trapped. So that's an individual going into a form, how long they spend on the form. And so it's based on that so it's based on how much traffic you essentially get to your form. So our lowest level packages is 100 pounds a month to track 10,000 form sessions, and all our subscription packages, you can turn off and on and on a monthly basis. So you have full flexibility of when you do we obviously we do have Enterprise packages still which you know, have a longer commitment, but obviously have a much lower unit price for each session track. Because in return for the volume commitment, but it's a it's it's flexible and it's affordable for, for businesses of any size, at least that's what it's designed to be.
Mike: Yeah, and you obviously don't need a huge lifetime customer value to, you know, have attempted increase in formfields. If you're, you're only paying 100 pounds for 10,000 form sessions, or sounds like that could be easy, positive ROI. Yeah,
Alun: that's definitely the main, the main thing is always is the will internal will to do something with the data. That's always the tricky bit with any with any analytics product is like, you find what's wrong, then you've got to fix it. And then you've got to prove that you've had an impact. And so it's not it's not difficult. But as we know, with companies often, you've got to get your request into whoever's looking after the form technically, and change it and spend a little bit of time analysing the data. But we do have a customer success team as well who know all I do is look at forms. So they see the common common strains of issues and can kind of get to the answer. Quickly.
Mike: You said something really quite interesting early on that there doesn't tend to be someone who's responsible for forms. And yet forms are typically the conversion point, the moment of truth is when you capture a customer or prospect. I mean, why do you think forms? I think, as you put it, where were unsexy compared to other elements of marketing?
Alun: Well, I think it's partially, you know, it is partially legacy of the offline world, you know, who likes forms. We know old days, when you got a piece of paper, I think we're both old enough to remember you got a piece of paper to fill out in triplicate and photocopy and you have to fill out I mean, it's just horrible, isn't it? And that's kind of translated, that approach has translated to the online world, and no one really wants it Okay, as it's just, you know, because in theory should be easy, you're filling out a piece of paper with your details. So I think, you know, there's, there's not many of us who are really getting into forms, and you know, that people in conversion rate optimization and experimentation of kind of love forms, or they, you know, they use it as part of their broader portfolio sale. But generally, if you're, you know, if you go to all the marketing courses in the universities, or were online or wherever, no one talks about forms, in it's a very direct response type piece, you know, again, some people but he to get me, at the higher levels of any company, getting marketing at the top table is often difficult, let alone a Nishat marketing, even though it affects your bottom line, you know, hugely so I think it's kind of it's kind of just not he's never, never managed to get it put his head above the parapet as a nice, interesting, sexy thing for people to go into. No one comes out of university. So I wanted to, I just want to do forms.
Mike: Although maybe they should, if they can make such an impact on the bottom line. That really should be the future. I remember doing an MBA and our finance lecturer said, he said, You all want to go into management, consulting and things. He said, Don't do that. There's so many people are smarter than your management consulting, you'll be average at best said, open a laundrette you'll be really smart as a laundrette over, and I think it's the same with forms, you know, do something around forms, you could be really smart, and in an area that can make a huge difference. Yeah, exactly.
Alun: And that's our goal, because they ZICO is the only specialist form analytics player out there, there are sort of brought it UX software suites out there that use forms as a bolt on, but because that's all we do, we specialise in having the most in depth reports, and obviously, the most knowledgeable team in the area. So you know, that's, that's the way we position ourselves.
Mike: I mean, that's been fascinating. Is there anything else, you know, we should be talking about in terms of forms or Zuko?
Alun: I know really covered a lot of it. I mean, we, as well as being a SaaS provider. Suppose we also offer consultancy, and we have our customer success team, which means we help all our clients out with the forms, but some, some of them like well just tell us the answer. You know, we want a written report, we want to tell us what to do. So we also kind of we do offer that as well, because it kind of is a natural extension of the service for people who have less time to sort of get to the answer. But, you know, that's not not that's not necessary, because we say we have a customer success team that can help you out. So that's probably the only thing we're not covered to say. I would recommend to go on the website. There's lots of lots of content in the blog, there's white paper, we've just launched on financial forms, but we've got a big guy with general advice for all forms as well. So even if you just look at those, you'll probably improve your forms just by reading it. And even without using Zico, so yeah, that's probably all I've got to add to that really
Mike: great. So people want to You know, get the data. I mean, can you just confirm the website address? And maybe if somebody wanted to get in contact with you, what would be the best way to ask you a question about forms?
Alun: Yeah, so www.zuiko.io And if you want to contact me, you can get me on LinkedIn is Alan al un Lucas. We can email me ln at Z Coda IO. Or you can just email support@zico.io. And one of the team will pick it up if you've got a general question as well. So more than happy to take questions for anyone who is interested in improving forms as much as we are.
Mike: That sounds great. And it does sound like some people do come out of university and want to be world experts in forms. But it sounds like Zuko is probably snapped them all up already. So anyway, thank you so much for being on the podcast. Alan, I really appreciate it. It's been fascinating. And hopefully people go away, you know, download the eBook from zuko.io and maybe try using some analytics on their forms and see if they can improve the conversion rate.
Alun: Yeah, no, that would be great.
Mike: Thanks very much.
Alun: Thank you very much. It's been a pleasure.
Mike: Thanks so much for listening to marketing b2b Tech. We hope you enjoyed the episode. And if you did, please make sure you subscribe on iTunes, or on your favourite podcast application. If you'd like to know more, please visit our website at Napier b2b dot com or contact me directly on LinkedIn.
elektroniknet.de Introduces Matchmaker+
WEKA FACHMEDIEN has introduced a Matchmaker+ section to its elektroniknet.de website, which provides companies and suppliers with the opportunity to develop a Matchmaker+ profile, which will share information about products, content such as editorial articles, videos and presentations, and will also provide links to the companies website and social media platforms in one place.
To generate traffic to the specific company webpages, the Matchmaker+ profiles are linked via keywords in editorial content and via logo placements in elektroniknet.de's newsletters. Readers will also be able to contact companies directly via an integrated form on the Matchmaker+ profile and the profiles will be highlighted in the supplier search.
The move to introduce Matchmaker+ profiles adds to previous digital offerings WEKA FACHMEDIEN has introduced, and it's great to see that the investments in digital alternatives continue, to maximise the use of their websites to benefit both suppliers and readers.
A 'Napier Nine' Video... Get to Know Associate Director Ian Jarrett
Ian Jarrett, Associate Director at Napier, is the latest member of the team to take part in our 'Napier Nine' video series.
Learn about Ian's strongest quality, the first concert he ever attended, and the four words he would use to describe himself, as he answers his nine questions...
Missed the other ‘Napier Nine’ Videos in our Series? Watch them Now!
- A ‘Napier Nine’ Video… Get to Know Managing Director Mike Maynard
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- A ‘Napier Nine’ Video… Get to Know Director Dave Ingle
- A ‘Napier Nine’ Video… Get to Know PR Specialist Clare Reader
- A ‘Napier Nine’ Video… Get to Know PA and HR Manager Debbie McIntosh
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- A ' Napier Nine' Video...Get to Know Marketing Specialist Ivy Silverton
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- A Napier Nine' Video... Get to Know Associate Director Ed Neale
A 'Napier Nine' Video... Get to Know Associate Director Ed Neale
Get to know Ed Neale, Associate Director at Napier, in the most recent instalment of our 'Napier Nine' video series.
Discover the fictional place Ed would most likely visit, his strongest quality, and the Napier project he is most proud of, as he answers his nine questions…
Missed the other ‘Napier Nine’ Videos in our Series? Watch them Now!
- A ‘Napier Nine’ Video… Get to Know Managing Director Mike Maynard
- A ‘Napier Nine’ Video… Get to Know Media Analyst Rachael Penfold
- A ‘Napier Nine’ Video… Get to Know Business Development Manager Hannah Kelly
- A ‘Napier Nine’ Video… Get to Know Director Suzy Kenyon
- A ‘Napier Nine’ Video… Get to Know Director Dave Ingle
- A ‘Napier Nine’ Video… Get to Know PR Specialist Clare Reader
- A ‘Napier Nine’ Video… Get to Know PA and HR Manager Debbie McIntosh
- A 'Napier Nine' Video.. Get to Know Account Administration Executive Danielle Robertshaw
- A 'Napier Nine' Video...Get to Know Marketing Specialist Natasha Websdale
- A' Napier Nine' Video...Get to Know Director Clive Over
- A ' Napier Nine' Video...Get to Know Marketing Specialist Ivy Silverton
- A 'Napier' Nine Video...Get to Know Account Director Chris Corfield