Garner Management and Stakeholder Buy-In for Your Engagement Marketing Initiatives

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Online Engagement Marketing …

Online Engagement Marketing
January 27-29, 2010
Washington, D.C.

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  • When it comes to analytics, I am NOT a mathematician. But, I love persuasion through marketing. Other events I have presented: Indy Society Human Resource Management (SHRM) Consultants Forum MediaPost’s Email Insider Summit Broadcast Education Association Convention (BEA) Usability Professionals’ Association’s World Usability Day National Association of Broadcasters Convention, NAB
  • What's important about buy-in? But buy-in isn't about getting everyone to say "Yes!" to your way or idea, but getting everyone to say "Yes!" to an idea or way of doing something. Getting buy-in from the stakeholders on a project is crucial for its success. Let's define what buy-in is
  • Buy-in is not your idea, your plan, or your way of doing things. It is not "I'm right!" and it's not your job to convince everyone else that you are, indeed, right. It's the agreement of everyone on one thing (or idea, plan, etc.), not just one person's particular thing, idea, plan, etc.
  • It's not about telling people your idea and why they should buy in. getting buy-in is about asking them questions... listening. Examples: Ask yourself…
  • If you listen, you'll learn a lot more and have a greater chance of success than if you do all the talking. Buy-in is simply another product to sell by asking powerful questions of your stakeholders and listening carefully to their answers.
  • With most large organizations, a number of key stakeholders must offer their buy-in for an in-house online effort to be successful. Get everyone focused on the common goal of optimizing your organization’s efforts.
  • Each layer plays a pivotal role, so don’t let folks get focused too much on which layer they belong to. A closer look at these layers will reveal the following:
  • This would be the executive group . ultimately say yes or no to resource requests and drive their organizations forward. more visionary and forward thinking—very strategic. Without them you are simply running a rogue group trying to gain traction. gather as much information for them as possible. Look at all the costs involved; look for projected results, impact on head count, etc. The key here is that you need to be armed with every conceivable data point to answer any questions that arise. If you cannot answer questions quickly and clearly, you may lose their attention. Although you must be thoroughly prepared you may not be called upon to use all of your data. Execs are busy folks, so be sure to keep you presentation short and sweet. Include only the absolutely necessary details, and be ready with the rest if you need them.
  • This layer is comprised of the operational management team for a give site or company. apportion the work that needs to get done across the resources they have on hand. responsible for making sure that the executive vision actually translates into reality. may not push the buttons and pull the levers, but they set up and manage the teams who do this work. expose more of that detail you held in reserve from the executive team. need to make decisions to move resources from project to project looking for ROI numbers to help them rank projects against each other. immediate need to drive results may seem at odds with getting your work done. key is to craft the message in a clear manner, with the right details, so they can back up their decisions to do your work. getting the executive to spread the word that they feel SEO is worth the effort can go a long way to helping your cause at the middle layer.
  • These folks push the buttons and pull the levers that actually make things happen. the editors producing content each day. The Ops folks ensuring servers are set up, that files get loaded properly, etc. Showing each of them clearly how what you are asking them to do impacts the end product
  • What if one layer doesn’t play ball? Let’s say the middle layer is pushing back, resources are tight and your work is being pushed down the list of to-do items. How do you manage this? Play off your strengths. The top layer has bought in—they want the work done. The bottom layer is happy to do the work, if only someone would direct them to do so. The middle layer has tough decisions to make. By facilitating communications between all the layers, you can keep the conversations going that will lead to the results you need. It may be the middle layer needs more resources to cover the work load. It may be the lower level still needs specific training. step in to ensure, one by one, all items are crossed off the list.
  • Utilize dashboards to communicate information across a wide group of stakeholders 
  • Jennifer Veesenmeyer VP, Analytics Stratigent, LLC Dashboards are one of the sexier aspects of web analytics. transform boring data into visually-appealing business insight and almost everyone from marketing specialists to CMOs finds them alluring. Unfortunately, few dashboards live up to that hype. Much of the dashboard advice out there is centered on design and layout.
  • Dashboards require a significant investment in time and resources before kicking one off, clarify what the stakeholders expect from the dashboards.  purpose of a dashboard is usually to help stakeholders monitor performance clients often expect dashboards to: (These are all important objectives, but they can't be achieved solely with a dashboard, which brings us to the second factor.) Gain executive buy-in to the value of the online channel or the value of analytics (or both) Establish best practices with regard to what is important to measure Clarify and align goals across the organization Serve as an alternate reporting interface that is more user friendly than the primary reporting tool
  • Many companies are surprised to learn that designing the dashboard is only a small part of the overall project.  Having a comprehensive dashboard development methodology can help address both spoken and unspoken expectations.
  • Every dashboard project should include at least 6 steps: Articulate clear, shared goals Good KPIs. Build a culture of accountability, must be consensus that any given KPI is a valid measure of success or metric. Establish confidence in your data Know your data. Make sure it is correct.   Shore up the underlying reports dashboards should supplement your analytics reports, not replace them dashboards provide high level information and don't include all the details they report metrics that have already been identified as important, but have limited ability to do ad hoc analysis. Educate your stakeholders unspoken expectations of dashboards Set up meetings to walk stakeholders through each metric on the dashboard. explain why it was included and how it impacts them. Reinforce this by pointing out anomalies, implications and trends whenever possible 1.gaining executive buy-in … 2. establishing best practices - can both be addressed through education. Be meticulous about the dashboard layout you’re trying to fit a lot of information on one screen or page every decision about the dashboard layout should be deliberate. the most important metrics should be placed in the top left corner. Create a focal point by making important metrics larger than others. Select the best visualization for your purpose Ensure long term viability they're not successful unless they have some staying power. Automate the data population so that you can spend time analyzing the data rather than copying/pasting it. Establish a quarterly or semi-annual feedback process to ensure that the dashboards continue to meet the stakeholders' evolving needs.
  • Conclusion There's more to a good dashboard than meets the eye. visual aspects of a dashboard are important the real secrets to creating successful dashboards lie in understanding the purpose of the dashboards and having a comprehensive methodology for developing them.  The better you understand what stakeholders expect from the dashboards, the easier it is to meet (and exceed) those expectations. the design phase isn't where dashboards typically fall short of expectations. The issues more often arise in the planning, execution and maintenance phases, which is why a comprehensive methodology becomes so critical.
  • Emphasize the importance of engagement marketing to top decision makers
  • Traditional thinking would tell us to first tell stakeholders about what the type of marketing initiative/tool is and how to use it Instead, start with the results and how it can help them Use a story based on results “I know of a way need can reach XXXXX number of people in this audience.”
  • According to a 2009 study performed by Mzinga and Babson Executive Education, 84% of professionals in a variety of industries reported that they do not measure ROI.                                                                                                   In 2010, executives are demanding scrutiny, evaluation, and interpretation. Even though new media is transforming organizations from the inside out, what is constant is the need to apply performance indicators to our work.
  • MarketingProfs recently published a study by Bazaarvoice and the CMO Club that revealed the true expectation of chief marketing officers. The bottom line: They want measurable results from social media.                                                                                                                                                                            However, the study found that the exact implications of social media still evade CMOs. - 53% are unsure about their return on Twitter (   ) - 50% are unable to assess the value of LinkedIn (   ) or industry blogs about 15% believe there is no ROI associated with Twitter, over 10% cannot glean ROI from LinkedIn or Facebook (   ). I believe this is the direct result of a disconnect between social media activity and a clearly defined end game. must establish what we want to measure before we engage. so, we can answer the questions, “what is it that we want to change, improve, accomplish, incite, etc?”
  • Defining a clear strategy can help us reach our social media goals, including: - Sales - Registrations - Referrals - Links (the currency of the social web) - Votes - Reduction in costs and processes - Decrease in customer issues - Lead generation - Conversion - Reduced sale cycles - Inbound activity
  • Customer ratings and reviews rose to the top of useful marketing feedback, as they delivered tangible ROI insight. In 2009, 80% of respondents reported that customer stories and suggestions shape products and services. brands earn the trust and loyalty of their customers by listening and responding. CMOs will have more opportunities to engage with user-generated content in 2010, with many in 2009 reporting: - A 400% increase in use of Twitter comments to inform decisions about products and services - A 59% increase in the use of customer ratings and reviews - A 24% increase in use of social media for pre-sales Q&A
  • 2010 predictions of revenue based on social media Social media metrics will be increasingly tied to revenue in 2010. To what extent seems to vary according to CMOs. The study indicates: - 80% predict upwards of 5% - 15% optimistically hope for 5-10% In 2009, those companies that aligned social media investments with revenue estimates: - 5% or less revenue tied to social in 2009 foresee an increase of an additional 5% in 2010 - 6-10% of revenue stemming from social media is expected to increase more than 10% Those with greater revenues resulting from social engagement expect an escalation of revenue derived from social at 20% Companies like Dell are not only tracking the impact of social media on revenue, but expanding lessons learned across the entire organization. According to Dell’s Lionel Menchaca: “ Our @DellOutlet is now close to 1.5 million followers on Twitter, and back in June we indicated that @DellOutlet earned $3 million in revenue from Twitter. Today it’s not just Dell Outlet having success connecting with customers on Twitter. In total, Dell’s global reach on Twitter has resulted in more than $6.5 million in revenue . In fact our Brazilian and Canadian accounts are growing rapidly too –- and it was Canadian tweeters who asked to make sure Dell Canada came online to Twitter. Dell Canada responded because the team heard our customers. In less than a year, @DellnoBrasil has already generated nearly $800,000 in product revenues. Similarly, @DellHomeSalesCA has surpassed $150,000 and is increasing at notable pace.”
  • 2010 is the year that social media graduates from experimentation to strategic implementation, with direct ties to specific measurable performance indicators. In 2010, CMOs will seek to establish a connection between social media and business goals. The study documents the adoption of three metrics: - 333% surge in tracking revenue - 174% escalation in monitoring conversion - 150% increase in measuring average order value
  • SEO projects Social media Viral content New web sites Blogs Email marketing eNewsletters Banner ads Webinars List Rentals Lead generation (content syndication)
  • Social media engagement
  • the social web is here, whether you like it or not. It’s changing perceptions about business, giving individual people powerful voices of change and impact (for better or worse), and it’s compelling companies to change their mindset about how they get their message out to the people that are relevant to their business. Targeted. Find smaller audiences that are much more likely to care about what we’re doing instead of settling for single-digit conversion rates on our outreach activities. Locate advocates and learn what makes them tick. Uncover our critics and learn about how we can improve their experiences and conceptions of what we are. Hear how the industry is changing around us and where our role in that change might be. Customer expectations have changed, and how businesses interact with their customers online is changing too.
  • Encourage company-wide commitment to creating positive engagement opportunities
  • The consultative sell requires you to understand the client (note ‘client’ – not ‘customer’ – there is a distinction in relationship), such that your proposition matches his or her needs. Put yourself in their shoes. What (if anything!) do they need, and why? What are their objections, and are they real or hiding something deeper? be not a threat to your client, but an ally and possibly even a friend (or, at the least, a ‘trusted advisor’).
  • there is no point discussing the value of increased insight from social media, if what is really needed is to increase online sales. These are polar opposite reasons to use social media. So the first lesson of successful selling in social media is… listen to and understand your client , because there will be a compelling business case for social media and you can help the client to reveal it. there is no better person to understand your client’s business – than your client! So ask him about it! But this is where the skill comes in. Do your research beforehand Make the client (or department head) feel comfortable by building empathy What’s in it for him? Establish the right to take his busy time. ask lots of open questions
  • if the traditional corporate website don’t provide the answers, customers can (and do) go elsewhere But progress is slow, and meanwhile the client’s customer has many other (new) outlets for online information. When I talk with client, it is with their customer in mind. In the long run it is their customer that calls the shots. speak to the stakeholder with some authority about their customer – bringing new insight into their customers as often as possible. Given that customers use of social media is rocketing, this inevitably places social media on the company’s agenda.
  • To get the attention of the stakeholder when you are selling social media, inform what his peers or competitors may be doing. If his competitors may be gaining advantage from the use of social media then why wouldn’t he want to urgently explore this with you? You may only have ten seconds in an initial contact with the stakeholder your key message regarding their competitor must be snappy, relevant, and vital. what will you say to get his attention? Be concise and high level. Know what you’re going to say to the stakeholder
  • You have the attention of the stakeholder. It’s now time to dive into more detail with him, and to align some of the various benefits against the unique requirements of this particular stakeholder. But what are the unique requirements? This phase of the sales process is known as ‘determining the needs’. Let’s use a real-life scenario and a brief recap. you have used the ‘elevator pitch’ to a Marketing Director and highlighted an additional $5m sales from people that accessed the executive blog. This is an impressive statement of fact, and you have his attention; and as a result he puts an hour in the diary for a more detailed chat on the subject. What do you do now? The biggest mistake is to go to the one-hour meeting and then continue blindly selling the proposition, because you don’t yet know what’s going to be the business driver for this particular stakeholder. When marketing any service (and social media is no different), everybody’s individual business needs and priorities will be different. Grow revenue, cut costs, enhance innovation, improve customer service, and so on; it’s a long list of possibilities. Align unique needs to the social media possibilities. Ask the questions, and then listen carefully to the answers. take the role of the consultant, and determine the business priorities that are most relevant for this stakeholder.
  • next phase of the sales cycle, ‘Propose the Solution’. links these business ‘needs’ to the specifics of the social media solution. Against each Need , align it to a Feature , then explain the Advantage , and finally gauge the Reaction . not yet moving towards the sales close First, methodically addressing the business needs with the appropriate social media features that are relevant, and getting the reaction from the client that the solution is the answer to his requirements.
  • important part of selling is management of expectations . Social media is frequently over-hyped. always be keen to manage enthusiasm and focus on promising only the things we can deliver. Projects are always harder and take longer than people expect. Don’t damage your personal credibility by over-selling social media.
  • Finally, this is the most enjoyable piece, when all the hard work finally delivers the outcome. If all the previous phases have been followed, then this phase is also the easiest From the clients perspective then this point is critical. It commits your funds and resources, it also ensures that, at the decision-making level, there will be no misunderstanding, and that all stakeholders (including the suppliers and vendors) will be ‘on board’ with the project that has been considered and will now be given the go-ahead. the Closing question, the single most important lesson is that, at this point (and only this point!), it is important that your question is a closed question , not an open question. So, you are asking for agreement to proceed with the project that has been discussed, within the timescales and subject to certain preconditions How you phrase the question is completely up to you, but when you have asked it, keep quiet and wait for the answer. There is no need to elaborate, or to buy extra time, you are simply awaiting for a Yes or No.
  • One of the most interesting presentations at Search Engine Strategies was presented by Bill Macaitis, VP Online Marketing at Fox Interactive. Bill Macaitis provided a list of ways to push SEO projects past existing in house/client related barriers. Below is Bill's list and descriptions Define the Opportunity: Make sure your strategies are aligned with the goals of the company and the strategies are communicated to the appropriate stakeholders. Evangelize: When SEO succeeds, let your entire team know. Sell all Stakeholders: Get buy-in from stakeholders and educate them on the importance of SEO through metrics that matter to them. Find Allies: Get as many people as you can from your company on board with SEO. Small Wins: Rather than trying to accomplish everything, create small attainable goals. Money Words: Capitalize on the words that affect your bottom line . Education/Training: If your teammates "get" SEO, they will be more likely to buy-into strategies. Weekly Meetings: Keep teammates and clients informed of tasks/accomplishments with weekly meetings. Bribes: If you need IT/programmers to help you, take them out to lunch or give them small gifts. Internal Competition: If you have 2 teams working on similar projects what better way to motivate them then to have an internal competition. External Competition: Show how your competitors are performing against you for metrics such as rankings/page views/back links, etc.... Show past Successes: Teammates and Clients will appreciate the rewards for all the hard SEO work. Past Failures for Not Implementing: Make everyone aware of the failures as they relate to the bottom line of your company's goals. Ranking Reports: Many executive level individuals love to see how their site is performing for their favorite keywords; give them what they want. Prioritize Projects: SEO is not the only marketing task therefore it's important to assign priority to projects. Names on Projects: If individuals are assigned to specific tasks, they will be more likely to finish them. Deadlines: Time lines and deadlines are an absolute must in order for people to understand the importance of completing tasks. Accept No Excuses : Don't give up. be persistent because YOUR butt is on the line.


  • 1. Garner Management and Stakeholder Buy-In for Your Engagement Marketing Initiatives Online Engagement Marketing January 27-29, 2010 Washington, D.C. Brandon Prebynski
  • 2. President of interactive media company Marketer at major publishing company Hi, I’m Brandon. Web Strategist, Tech Geek Web Strategy, Emerging Technology, Social Media, Mobile Marketing
  • 3. Utilize dashboards to communicate information across a wide group of stakeholders  Emphasize the importance of engagement marketing to top decision makers Encourage company-wide commitment to creating positive engagement opportunities Identify Buy-In Convince Who? Introduction Concepts
  • 4. What is Buy-In?
  • 5. projects fail or succeed depending on buy-in from stakeholders employees team members management
  • 6. Buy-In a group of people who say yes to an idea, a plan, a step, a project
  • 7. Let’s think…
    • What do you want to achieve through this project (or idea, plan, action; whatever buy-in is needed)?
    • What will happen if this project isn't completed satisfactorily or on time or finished at all?
    • What do you mean by satisfaction? What is success?
  • 8. ask questions Listen
  • 9. Who are we convincing?
  • 10. LAYERS 3
  • 11. executives
  • 12. management
  • 13. everyone else
  • 14. overcoming objections
  • 15. dashboards
  • 16. visual aesthetics purpose methodology
  • 17. 1. Clarify the Purpose of the Dashboards
  • 18. 2. Follow a Comprehensive Dashboard Development Methodology
  • 19.
    • Articulate clear, shared goals
    • Establish confidence in your data
    • Shore up the underlying reports
    • Educate your stakeholders
    • Be meticulous about the dashboard layout
    • Ensure long term viability
  • 20. “ The visual aspects of a dashboard are important, but the real secrets to creating successful dashboards lie in understanding the purpose of the dashboards and having a comprehensive methodology for developing them.”
  • 21. importance
  • 22.  
  • 23.  
  • 24. Social Media ROI: Socialnomics
  • 25. after you listen… start with the results
  • 26. 84% *2009 study by Mzinga and Babson Executive Education of professionals do not measure ROI
  • 27. *study by Bazaarvoice and the CMO Club the bottom line CMO’S WANT MEASURABLE RESULTS
  • 28. Sales Registrations Referrals Links (the currency of the social web) Votes Reduction in costs and processes Decrease in customer issues Lead generation Conversion Reduced sale cycles Inbound activity (what can we measure?) define a clear strategy
  • 29. 400% increase in use of Twitter comments to inform decisions about products and services 59% increase in the use of customer ratings and reviews 24% increase in use of social media for pre-sales Q&A customer feedback ratings and reviews 2009:80%
  • 30. 2010: Social Media Revenue 80% predict upwards of 5% 15% hope for 5-10%
  • 31. Metrics in 2010 - 333% surge in tracking revenue - 174% escalation in monitoring conversion - 150% increase in measuring average order value metrics 3 CMOs will establish a connection between social media and business goals.
  • 32. online engagement channels
  • 33.  
  • 34. shorter attention spans information overload abundance of mobile technology our need for instant, personalized information “ the social web has massive power to connect people, to share relevant information faster, and to make irrelevant the “cast a wide net” approach we’ve used from everything from customer service to marketing to PR to recruiting for the last several decades.” Hey look! A bird!
  • 35. company-wide commitment
  • 36. pitching
  • 37. understand the needs of the person/department
  • 38. every department that buys into a solution has a different business case with different benefits
  • 39. know the end user
  • 40. know the competition
  • 41. determine the needs (this is a good stage to utilize a dashboard)
  • 42. propose the solution grow online revenue cut support costs enhance innovation build the brand grow customer service gain partner insight (for example) (this is also a good stage to utilize a dashboard)
  • 43. management of expectations Image from The Office, NBC
  • 44. the close
  • 45. Define the Opportunity Evangelize Sell all Stakeholders Find Allies Small Wins Money Words Education/Training Regular Meetings Bribes Internal Competition External Competition Show past Successes Past Failures for Not Implementing Ranking Reports Prioritize Projects Names on Projects Deadlines Accept No Excuses
  • 46. takeaways Define your goals Develop dashboard based on goals Know the needs of who you are talking to Convince: Executives, Management, Others
  • 47. resources Engage The Complete Guide for Brands and Businesses to Build, Cultivate, and Measure Success in the New Web 10 Tips For Great Charts 25 Mind Blowing Social Media Infographics 25 Must Read Social Media Marketing Tips The Anatomy of Engagement Guidelines
  • 48.  
  • 49. Brandon Prebynski