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Transcript
Week 6 Promoting Our Web Site Promoting Your Web Site • General Web promotion options • Evaluate search engines as web site promotion • Review search engine use and value as promotion option • Evaluate banner advertising as a way to promote the web site • Discuss banner advertising pros and cons • Affiliate Marketing Web site promotion Banners Affiliates Partners Links Search Engines Promotional Materials Print Broadcast PR Advertising Community Email Printed Materials Online Advertising Banners • • • • • • Simple Banners Animated Banners Streaming Banners Streaming Audio Banners Pop-Ups Interstitials Banners • Aren’t they dead? – Banners still make up the majority of online ad spending – CTR are lower than low in most consumer categories. – Audience reach often improves regardless of whether the banner was clicked or not. CP’s • Cost per Click (CPC) – # of times your banner is clicked on • Cost per Sale (CPS or CPT) – Usually paid as a percentage of a sales(excluding tax and shipping) • Cost per Action – Set fee based on the number of times a game was played, software downloaded etc. Before you buy • What are your goals – – – – – Generate Inquiries Generate Sales Branding and Awareness Driving Traffic Research/Surveying Before you buy • Do a through analysis of Inventory and your campaign. – – – – – – – Which pages will you be on? When? What is your budget? How does this ad fit in? Who else will be advertising at the same time? How are you supporting this online? Radio, TV, paper? Who is serving your ad? How will you be tracking the results? Plan and Contract • Plan what you are going to test • Make sure you have a good contract. – Outline dates and times – Costs How to Choose • Referring URL’s • Personal experience • Good Fit – Editorial relevance – Right Market • Amazing deal • Because you want to do it. Banner Tips • Someone famous said “Nobody reads ads. People read what interests them. Sometimes it is an ad” – People don’t click on great copy and design – They click on something that interests them – Unless you are a fortune 250 company you cant afford to be doing banners just to improve image. Banner Tips • Make sure that you drive the traffic from the banner directly to the page • Carefully plan the alt text for each banner as well as the text underneath the banner Banner Tips • Develop a campaign not a unit (15 days) • Using questions can raise CTR by about 15% • Free works best – Free Information, free white paper, free whatever • Thank you page banners tend to work best. Banner Tips • Use 25% of the space for your logo • Phrases such as “click here Now ” improve response Banner Tips • Negotiating – Tell them what you want to pay—they will get to it – Remember that the 80% of space goes unsold – Start with 10% what they offer Banner Tips • Best times to negotiate – Timing • End of Month • End of quarter • End of year – Great deals when you purchase space for an entire year (this should be your best buy) • USA Today.com great site to consider • If we are going to sell sport outfits – “We should pay a premium to advertise on a web site devoted to sports” • Is this the right way? Test • Testing is Critical • You should test the following – – – – – – Creative Offer Ad Units Sites Reach vs. composition Targeted content v.s. targeted demographics • There should be about 20000 impressions behind each test cell. Ad Networks • Ad networks offer one stop ad shopping – – – – – Great for testing Save time Expertise Service Carry premium properties Web Advertising Networks • Offer single point of access to advertisers that want to reach millions of consumers quickly and easily. • They acquire impressions given to them by their web site “affiliates” and sell the aggravated inventory. • This process simplifies the acts of buying and selling for both the advertiser and the web publisher. Zero Based Media Buying • Testing using RON (Run of Networks) • Do, no targeting at all. • Just throw ads out there and see where you get responses. • Within a few days you can figure out where your responses are coming from. • Group your responses by category (sport, business, entertainment or people who respond to ads about my product. – You can not do that with any other media • He (Flycast President) recommends to his clients that begin with advertising on all Flycast sites ( close to a thousand) for a week and compare the response rates. CASIO Games Sports Women 0.4% 0.4% 0.5% Technology 0.8% Health 0.8% 0.8% 0.8% News Automative 0.9% 1.1% Average Business 1.1% 1.1% Shopping Entertainment 2.4% Travel 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% Percentage Responses It ran a banner ad for a digital camera. The best category for Casio digital camera ads is travel. This test can be conducted in a week sites aimed women, games and sports are definitely not winners for the product. Would anyone guessed this without the test? In a week? Internet Advertising Bureau • IAB.net • Are the new banner sizes successful? – http://www.iab.net Next-Generation Banners Rich Media Interactive/Animated Banners Features In-the-banner interactivity Deliver live content such as news, daily messages Rich media contains for any bandwidths without plug-ins such as streaming audio, animations, quizes, and games Effectiveness Increases (CTR) click-through-ratio Improves brand recognition http://www.freestyleinteractive.com http://www.freestyleinteractive.com/clients/ifuse/ Click on the Client Portfolio and see different banners Next-Generation Advertisements Downloadable and interactive advertisement Forwarding Advertisements Effective and free advertisement that is guaranteed to reach the targeted audience Word of mouth or email promotion reaches a larger number of consumers Brand name is re-enforced by interacting with the ads Banner ad presentation methods • A. Pay per Click - Pay a web site every time someone clicks on your banner. • B. Pay per Lead - Pay a web site every time someone signs up for a service or free subscription (Sales leads) • C. Pay per Sale - Pay a web site every time someone actually buys the product or service. • D. Pay to View - Pay a web site to show your ad by category or randomly. • E. Banner Exchange - Display banner/button on your site in exchange for displays on others Where should you place your banner ads? • In traditional advertising you use media expert. – – – – Study demographics Figures out which media they pay attention to. Places ads based on careful targeting and cost. Media targeting has been a science for 30 years • Should we (modern marketers) use the same techniques for the web? 4 Steps in making a purchase • Impression: The customer clicks on a web site that has banners displayed. – 5$ to $40 per thousand impressions • Response:The person clicks on a banner in the web site, which transports the clicker to your web site • Lead: The prospect views your offering and fills out a form • Sale: The clicker buys the product Objectives in Web Advertising • There are two objectives in web advertising – Image advertisers are trying to create an image in the mind of the viewer. – Response advertisers are trying to get the viewer to respond. Year Image&Awareness Response 1 80% 20% 2 60% 40% 3 40% 60% Creative should always mirror the program How web advertising differs • On the web you can change your message every hour every day • Expose one customer to many different approaches. • Rich media ads utilizing high involvement and interactive formats, hold the promise of increasing the impact and overall effectiveness of web advertising. • You get immediate feedback on what is working and what is not. Ad Performance Evaluation • Lycos and Yahoo Spreadsheets. • Please take a look at those sheets. • We will discuss the dynamics during our Wednesday chat • I am using these worksheets with permission from BMG Direct. Affiliates • Partners help drive revenues Vocabulary • Affiliate: An individual who contracts with a merchant in order to help sell that merchant’s product. • Merchant: An individual or business who has a product and, in this case, uses affiliate programs to sell this product. What type of merchandise can I sell through affiliate marketing? • The product may be anything someone will pay for – Tangible (such as clothing), – Virtual (such as electronic books or – Downloadable software), or – Information (such as expert advice). Where do I get the merchandise? Where do I store it? • In most cases, the merchant handles – – – – the merchandise, actual purchase, packaging, and shipping, – so you usually never see the actual merchandise. What are my responsibilities as an affiliate? 1. Represent a product or service • Represent the merchant’s product or service on your site through the use of links. • These links may take the form of – – – – a banner, a text link, a search box, or even a JAVA applet. What are my responsibilities as an affiliate? 2. Drive traffic (get visitors) to your site. • Establish a steady flow of targeted traffic to your site in order to increase your potential to earn commissions. Different merchants specify what constitutes an action worthy of compensation, and these can range from a – Customer just seeing the ad – Actually purchasing the product. • How much you get paid will also differ from merchant to merchant. What are my responsibilities as an affiliate? 3. Read the contract • Information should be stated clearly in a contract. It is your responsibility to read the contract, even if it is – long, – or – boring. What are my responsibilities as an affiliate? 4. Monitor your site and links. • You must check your site and links regularly to make sure everything works properly. What are my responsibilities as an affiliate? 5. Monitor your statistics. • The merchant should provide you with statistics. • You need to monitor your statistics to make sure you are being credited properly. – Your statistics reflect the success of your merchandising plan and allow you to tweak your selling process to increase your profit. How Do I Choose a Merchant? • Stand-Alone Affiliate Program (independent): – An affiliate program run "in house" by a particular merchant. This merchant handles the contracting, sale, record keeping, and payment process. • Solution Provider: – A company, such as Commission Junction or BeFree, that assists merchants in the affiliate marketing process. – Usually, the solution provider acts as an intermediary between the merchant and affiliate, and handles most business matters such as regulating contracts and cutting checks. Reasons to use a stand-alone affiliate program 1. Access to unique items. • Artists and craftspeople frequently cannot generate the volume of product to support a large affiliate program. However, these merchants can benefit from highly targeted affiliate sales made by a select group of affiliates. – If you have a site dedicated to Shaker craftsmanship, for example, and want to sell hand-made Shaker-style chairs, then you should consider finding a quality artisan with a highly selective group of affiliates. Reasons to use a stand-alone affiliate program 2. Access to non-traditional items. • Some items, while mass-produced, do not always appeal to the majority of Web surfers. – However, if your highly targeted niche site focuses on a sub-culture, such as role playing gamers, then you should work with a merchant who caters to this community. Reasons to use a stand-alone affiliate program 3. Ability to work more closely with a merchant. • Independent merchants, especially those with highly selective affiliate programs, work with fewer affiliates, and are therefore often more accessible than the large solution providers. Customer Relationship Management CRM Framework Source : Andersen Consulting Customer Relationship Management Technology Marketing Direct, Interactive Dialog, Real time Warehousing Online data store User tools Analytics Business Customer Financial CRM working definition • CRM is the – – – – Systematic use of information To attract and keep customers Through on-going dialogue To build long lasting mutually beneficial relationships Systematic Use of Information • Database of customer information – The customer is the base level of data for storage,reporting,analysis and measurement • Analysis of customer data to predict likely future behavior – Modeling uses past behavior to predict future behavior and identifies other predictors as well. • Identifying and evaluating each relationship – CR are identified, evaluated reevaluated and continually managed according to current information To attract and keep customers • Cost efficient customer acquisition – Profiles used to select likely new customers and offers for specific customer segments • Retention efforts focused on most profitable and at risk customers – Continuous process of solidifying relationship with profitable customers, converting less profitable customers to more profitable and attempting to convert at risk customers before they are lost. • Shared information across channels for consistent communications – Customer receives consistent offers, service and messages across sales and service channels With or Without • Without CRM – Customer re-enters information about music preferences every time at log-in – Customer re-identifies CI every time at CS – Call center and stores have different pricing from web site – Customer must return defective CD through the delivery channelcannot switch between electronic channels and stores. • CRM in practice – Customer logs onto the Internet and finds information on favorite music group, advertisements featuring specials on new CDs and dates with ticket offers to next concerts in local area, plus emails telling them about new groups with a similar style or from the same record company. – Customer reads about CD’s on the Internet, orders through the CS,exchanges at a local record store if CD is defective. Through on-going dialogue • Continuous interaction with customers based on analysis – Interactions,offers and messages are planned,personalized and delivered according to analytic insights • Real time response on the Internet – Immediate changes in advertising, information, recommendations, product features and even pricing based on web or email behavior • Listening to create a sense of intimacy with the customer – 1:1 dialogue through appropriate responses delivered real time Web Telephony Integration Email Integration Capability To build long-lasting mutually beneficial relationships • Success measured in customers and customer value – Goals, results even incentives measured in terms of customers and customer value,not transactions • Continual reevaluation of customer relationships – On-going measurement to identify profitable, at risk and underserved customers • Continual learning about customer needs – Satisfied customers make good business sense Customer Strategy should be defined and driven by Customer needs Shopping Buying Is it easy to find what I am looking for? Was the offer just right for Me? Do I want to come back here? Was it easy to buy? Did I learn anything new? What should I expect after this sale? Do I trust this Company? Is it safe to buy here? What made them different from everyone else? If I tell them about myself will they make their product better? Using Did they follow up? Did they use information made during the sale to make the after-sale experience pleasant? Did they add value to the product with information? Repeat Purchasing Do they remember me? Did I have to answer the same questions again? Was the information I gave them last time used with integrity? Did it add value? Evangelizing Can I trust them to provide a consistent experience? Do they know when I have made a referral? Do they care? Complaining Was my complaint satisfied? Did they remember that I complained when I called next? Did they annoy me with additional marketing after I complained? At its simplest • CRM refers to the use of information about a customer to make decisions about how to treat the customer. The Learning Loop Customer Strategy Track and Learn Collect and Distribute CI Dialogue and Personalized Campaign Analyze and mine CI Making the Business Case Building the CRM Organization At it is most complex CRM comprises an interconnected web of sophisticated, high tech hardware software, strategies and processes designed to help business quickly, efficiently and voluminously determine how to treat each customer in order to create a valued experience for both the business and the customer. Analytics Sales Force Automation Call behavior analysis Distribution Campaign Partner Management Customer Valuation Monitoring Quality of Service Analysis Integrated Customer View Segmentation And profiling Customer Service Behavioral Risk Analysis Modeling Web Intelligence Sales analysis E-commerce Web Profitability analysis Needs analysis Call Center Operations A data warehouse builds a strong foundation for CRM infrastructure What Customers Want • Treat me as an individual (not a number) • Demonstrate that you can use information about me in a way that makes working with you valuable ( don’t abuse my information) • Show me that you really know me no matter where I talk to you. • Care about my needs/try to anticipate them. Creating the CRM organization Buzzword Alert • Politics – The result of opposing business priorities across different units that compete for a finite pool of resources • Change Management – Guiding an organization and its members through significant alterations in organizational direction and individual responsibilities as quickly and effectively possible • Organizational design – Managing human systems and hierarchies, with supporting technical and process infrastructure, in order to most effectively deliver on the mission of the enterprise Organizing around the Customer •Who thinks about the customer? •Who advocates the customer? •Who doesn’t think about the customer? Competing Distribution Competing Products Competing Sales Territories Competing Business Units Competing Channels Organizing around the Customer • Everyone in an organization needs to think about the customer. To achieve this, an organization must encourage change by providing the tools to make the changes steadily and surely Changing how an organization thinks Customer centric metrics Changing organizational processes Pilots,business rules and business case Changing organizational structure Evolutionary not revolutionary Changing culture Short term and long term success Customer Centric Metrics Volume Metrics • Call Duration – Encourages TSRs to make calls as short as possible, keep costs low – Creates dissatisfaction • Sales Volume – Encourages cannibalization – Encourages short term product pushes instead of long term CR Customer Centric Metrics • Customer Retention – Encourages TSRs to satisfy customers – Creates loyalty • Customer Value Impact – Increases customer value following interaction – Includes additional information gathered which is useful for future campaigns Evolutionary Not Revolutionary • Why not just reorganize everyone from Marketing, IT and other teams contributing resources to the CRM effort? – Why the evolutionary small step approach? – Why not revolution? • Power may continue to reside in areas without the data, without the metrics or even without the C • Focus on bureaucratic issues detracts from C focus Why Not Revolution – Gives time to build infrastructure for: • • • • • • Centralized data Tools that make data easy to access Skilled analysts who can mine the data Metrics that validate C centric programs Training to bring staff up to speed Setting senior management expectations and educating them • Winning kudos for early successes • Creating external enthusiasm rather than resistance. Changing Structure • To maintain the momentum of a CRM initiative: – Continually demonstrate value to all stakeholders – Create a hunger among senior managers for customer centric and customer value information – Use input from anyone thinking about the customer. E-channels • E-channels both complicate and simplify CRM execution: Complicate - Stability - Maintenance - Real time - Personalization - Collaborative filtering - Branding - E-strategy - Competing channels - Privacy - Security Simplify - Loyalty - Information - Real time - Cost saving - Interactive - Profit driver - Convenience - Customer tracking - Services - Transaction/sales tracking Are we there yet? • You know you have a CRM culture when: – Everyone in the organization thinks about the C – Everyone in the organization listens to the customer – Reliable service is delivered to C consistently across all channels – Success is measured in terms of C relationships ( Value, duration, acquisition ) Where Are You on the Road to CRM? Short term goals Organizations Transitioning to CRM culture Organizations With existing CRM culture Long term goals • • • • • • • • • Think like a customer Be a customer Build infrastructure to centralize data Analyze customer data Determine C centric program goals and strategies Educate senior management and set expectations Identify bottlenecks Have owners over customers Have centralized customer centric business rules • • • • • • Listen to the customer Track C behavior across all channels Show consistent reliable service across all channels Assign value to each customer Create loyalty programs Have established C centric incentives • • • • • • • • Think like a C Listen to the C Provide consistent reliable service across all channels Track C behavior across all channels Assign value to each C relationship Create loyalty programs Reduce bottlenecks Have owners over customers • • • • • Real-time personalized dialogue with customers Anticipate customer needs Measure success of each relationship Share C information with all areas of the enterprise Build and maintain long term profitable relationships with C Summary • Organizational change is an evolutionary process, not a revolution. • Choose the parts of the organization that can be changed to focus on first. • Implementing CRM program also means changing thinking, processes, structure and engraining a customer centric culture in an organization. • Depending on where your organization stands, there are short and long term steps to take to transition to a CRM company. Long Term Planning • Develop a two year plan for making your company more customer centric. • Include measurable deliverables every three to six months. • Change from product centric to customer centric metrics. • Create cross functional teams to develop and manage customer strategy. • Implement tools that allow people from all areas to access the same CI. Obstacles • Getting participation from all areas • Technical problems centralizing data in a data warehouse • Inter-unit conflict (Marketing-IT) • Managing anxiety and resistance in an environment change • Focusing resources on new developments and existing responsibilities.