Content, Context, Customers and Engagement: A Process for Web Engagement Management
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Delivered at CMS Expo in May, 2012.
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Content, Context, Customers and Engagement: A Process for Web Engagement Management
- 1. Content, Context, Customers & Engagement Developing A Process For Success Robert Rose (@Robert_Rose) Scott Liewehr (@sliewehr) 1
- 2. 2 2
- 3. The Power Has Shifted • We made our bed • Consumer defenses are up • Trust of “the man” is down • Peers are always right…sometimes Brands that view this phenomenon as an opportunity and proactively manage it will win 3 3
- 4. Brand A Digital Marketer Must . . . • Be open • Be a good listener • Be prepared • Be knowledgeable • Be consistent • Deliver value Listen. Be relevant. Engage. 4 4
- 5. The Art of Engagement “Engagement occurs when a consumer interacts with a brand, and elects to invest in it physically, financially or emotionally.” • Most valued currency of the web • Requires the ability to listen and communicate • Tipping point: gaining the consumer’s attention and trust 5 5
- 6. It’s All About Communication • Consumer has granted their consent • You must be relevant • Opportunity may be brief • The business team owns the website, not IT • SME’s don’t always reside in marketing 6 6
- 7. The Engagement Journey 7 7
- 8. The biggest risk to engagement is the failure of a single interaction. 8 8
- 9. We’re all publishers these days 9 9
- 10. Subscribers to our brand... 10 10
- 11. Old News: It starts with a search… 90% SEO = Answers. Not Engagement 11 11
- 12. News: Brand Subscriber = Business Value 23% Premium Value Fully Engaged 13% Discount Fully Disengaged **CE11 – Gallup Customer Engagement As Core Strategy 12 12
- 13. Why it works Content, if good, will be accepted and spread by your customers. NO TECHNOLOGY BARRIERS. Reach/Circulation no longer an issue (where are your customers and prospects?). Transparency and immediate communication (most companies are not good at this). More effective measurement… 13 13
- 14. Size doesn’t matter 14 14
- 15. Size doesn’t matter “Content is as Important as Code”. - Dharmesh Shah 15 15
- 16. WEM - Starts And Ends With One Thing…. Content…. 16 16
- 17. Why a segmentation plan? “We’re getting leads – “Tell me why I “Is our messaging But – they’re all tire- should fund your wrong?” kickers.” Content Marketing plan?” “Who IS our target “We don’t need MORE audience?” leads. We need BETTER leads.” 17
- 18. Why? – So We Have Answers… Some questions we’ll be able to answer? • What kind of leads is Google PPC (or any tactic) delivering? Are they tire kickers or last-minute shoppers? • What content resonates best with my best customers? • Who are my targets? How many (of each) am I currently attracting? What we can deliver… • A lead nurturing plan to move tire-kickers down the sales funnel • A breakdown of how content marketing contributes to leads, opportunities and sales • A detailed breakout of our target audiences – and a unique selling proposition for each. 18
- 19. What Does Success Look Like? The Persona & Content Segmentation Plan Our example for today… • WIMPY Technology • Product is Windows Integrated Management Program (WIMP) • Targeting IT Directors and CFO’s at financial institutions • Use them as our example throughout today 19
- 20. What does success look like? 20
- 21. What does insight look like? IT CFO 21
- 22. What does an “A Ha” Moment look like? Customer Conversions 22
- 23. Step 1 – Developing Buyer Personas One Buyer Persona For Every Group • Job title, Vertical, Power in organization • Different products or services? • It’s the WHO you are marketing to Let’s Start With Our WIMP Solution • Director of IT – the “tech guy” • CFO 23
- 24. Step 1 – Jeremy Our IT Buyer Jeremy • Mid 30’s – Coffee lover • Works at a bank • Responds to email; phone not so much. • Frustrated because his company is growing too fast to keep up with support • COMPANY: USP: Enable Jeremy to be 25% more effective! 24
- 25. Step 1 - Buyer Persona Profiles Put your Journalist hat on: WHO is the persona… emotionally attached WHAT does she do? What does his day look like? WHERE is the gap in his needs/wants? WHEN does he need to close this gap? WHY does he care about us? 25
- 26. Step 2 – The Buying Cycle / Sales Funnel Just with our Sales Funnel? (this is the easiest) Just with Buying Process? (this is more accurate – but aligned with sales?) With a mix of both (most complex and most accurate) 26
- 27. Step 2 – The Sales Funnel Contacts Leads Qualified Opportunities Finalist Verbal 27
- 28. Step 2 – The Buying Cycle Awareness Information Search RFI’s Pricing Vendor Purchase Decision Competitive Alternatives Short List $ 28
- 29. Step 2 – Putting It Together 29
- 30. Step 2 - Summing Up The Sales Funnel Build up the Sales Funnel process Identify all the stages of this process The Buying Process Understand the buying process of our customers Identify it by product – and determine if we need separate maps Then, map it into the sales funnel 30
- 31. Step 3 – Content Marketing Inventory Taking inventory can be complex…. Goal is to identify the content Good enough is in many cases… Good Enough Identify ALL the different types of marketing content This becomes our well from which we’ll draw… 31
- 32. Step 3 – The Inventory Dashboard TITLE AUTHOR META DATA. 32
- 33. Step 4 - Building The Segmentation Grid 33
- 34. Perceptive Content 34
- 35. Measuring the Level of Engagement Understanding the audience and where they are on the journey is a business asset. 35
- 36. Questions / Answers And Your Challenges…. 36
Editor's Notes
- Open…to criticism (from consumers, competitors), to new ideas, etcListener – it’s all about this – notion of perceptive content and finding ways to “hear” what your audience is telling youPrepared – hear something and ready to respond…quicklyKnowledge – be able to add value which peer consumers cannot, know users/consumers and their needs, etcConsistent – know what you’ve told this customer, experience across channels must be same, etcThe opportunities, and the technologies are there. This isn’t rocket science… It’s human nature, accentuated and supported by technology…
- From this definition we see that we’re discussing “consumers” and brands, but - note that consumer can be replaced with “constituent” in government, “employee” for intranets, “vendors”, “partners” or “businesses” in B2B, donors in non-profit, etc - the notion of engagement applies to all these contextsIn this definition, we specifically note that it’s an *interaction* with a brand, not necessarily a purchaseSo yes, they can be financially invested, but they may also be emotionally invested in the brand, advocating for it, or physically invested contributing their effort on behalf, [campaign, non-profit, etc]In an age where the Web *is* now social and interactive by it’s very nature, engagement is the most valued currencyEven when folks aren’t spending money, their advocacy becomes keyEveryone has a bullhorn nowadays, so when folks were happy with a product or brand and they used to tell 3 people, now they tell 3 million. And by contrast, if they’re not happy, everyone will know that as wellAt Gilbane, we also have been focusing on the ability to listen as a core tenet of engagement. For a few years now, industry pundits have been describing the notion of ‘Persuasive Content”But in order to persuade, one must first be able to ‘Perceive’ – Effective conversations are two-way, and we have more abilities than ever to listenFinally, once that conversation is taking place and you have the consumer’s attention, there must be an element of trustTrust is established in numerous ways…sometimes they gain trust through recommendations of others, sometimes it’s based on multiple interactions, sometimes it’s a consistency across channels which tells the consumer you know who they are and understand what they’re looking for
- When we take a step back and look at it, it’s ALL about communication. Whether WEM or CEM / CXM, whatever, it’s about conversational interactions across digital channelsThe key to the engagement paradigms (whether web engagement, customer experience, etc) is that they are different because they put the customer at the center.Many of the tools and technologies focus on the content itself, the clicks, the analytics… But the heart of engagement is quite obviously the consumer, and all the other stuff is a means to an endIt’s all about finding ways to provide actionable insights, and to be RELEVANTA key component of web engagement which makes it unique is that they have elected to come to YOUThey have given you their full consent to communicate with them, to persuade them or to educate themSo you MUST be relevant, or they’re gone as quickly as they cameYour opportunity is fleeting. Our attention spans are short, and at any given moment your audience may elect to leave your site.A good friend of mine in the industry has actually title his blog “hovering over the back button” as a bit of fun, but also to drive this point home [maybe it’s a reminder to himself to write good posts]While tools are critical to gather the necessary insights about the customer and make inferences about their reasons for visiting…This is NOT about the tools, and therefore our marketing team (or whomever communicates with the audience) is in chargeFinally, we also need to keep in mind that our audience often thirsts to hear from others about our productsNot just marketing or sales speakConsumers today are getting used to being able to hear from other SMEs, either directly or indirectlyMaybe via blogs by the product manager, by interactions with product developers or workers on support sites, by hotel managers via newsletters, etcIt’s all about communication… These are not new concepts, but they’re more attainable now with WEM
- Series of interactions…
- Because, as one might expect, if engagement is the result of a series of cumulative interactions, then one of the biggest risks is the failure of one of those interactions.If the relationship is progressing, and moving along nicely, getting more and more intimate with each interaction, then a definite threat to that momentum would be if one of those interactions didn’t go so well. - if, for instance, a very tailored, honed set of experiences online becomes extremely generic when the particular consumer comes to the site on their phone, or they get an email which doesn’t recognize their relationship with the brand… - these sorts of experiences can set the relationship back Consumers expectations are raised, and letting them down can really do harm.What would otherwise be a nice experience becomes negative if the individual is used to more[Can tell restaurant analogy here if there seems to be time] – likely not
- To make use of personas and segments…We have to understand our audience and their needs – in order even to develop appropriate personasThis was one of the faults of the early days of personalizationWe have to be able to hear our visitors to understand what they’re looking for…what they find relevantFirst step to personalization