This document discusses how digital marketing has changed from traditional mass marketing approaches. It notes that the web rewards experiments and quick iteration over deep planning. It advocates doing things wrong quickly and then fixing them based on what customers say, do, and metrics like conversions. The key is running many tests and improving quickly based on what works best for driving sales.

1. Do It Wrong QuicklyHow the Web Changesthe Old Marketing Rules Mike Moran September, 2011

2. 2 Isn’t digital marketing simple? It’s dizzying And it keeps changing Faster and faster How do you cope?

3. 3 The good old days in marketing It’s the real thing The best creative folks came up with agreat message for a mass market We tested it against focus groups We pushed it out there—over and over again We hoped they’d buy, but weren’t sure they did Can’t Beat the Real Thing Coke is it! I'd like to buy the world a Coke Coke adds life

4. 4 The good new days in Web marketing You can target even the smallest group You can measure the results of everything you do You must change your message in response to what your customers: Say (comments, blogs, product ratings) Do (search, purchases, page views)

5. 5 The Web rewards pull over push You don’t target markets with a message the same way on the Web More often, markets have to find you, or your customer must give you permission: Search Opt-in e-mail Subscribe to blogs Follow on Twitter But even tiny markets can be reached

6. 6 Remember, it’s still marketing You need to target your market Understand what they care about And connect with your message If you do: You improve your image And you drive sales

7. 7 The difference is how you do it Time was that marketing was risky Your job was to remove as much of the risk as possible But Web marketingrewards experimentsrather than deepplanning Are you feeling stuck?

8. 8 You’re stuck because you don’t know what works What to try? How do you keep score? When do you quit? What to try next?

9. CIOs sometimes fixate on cost reductions Some CMOs focus on even fuzzier numbers 9 CIOs and CMOs don’t always get it, either Tatiana Popova/shutterstock.com

10. You need to focus on one thing—sales 10 Robert Kneschke/shutterstock.com To do that, you need to learn direct marketing

11. 11 Imagine a catalog marketer who said to the boss… I shipped February’s catalog on time And under budget Customers like it And it looks beautiful Wanna see it? But that’s all we say about our Web sites—where are the metrics?

12. 12 How can you drive demand for your products? Base

13. 13 How can you drive demand for your products? Increase your conversion rate Base

14. 14 How can you drive demand for your products? Increase your conversion rate Increase your traffic Base

15. 15 How can you drive demand for your products? Increase your conversion rate Increase your traffic Or both Base

16. 16 What are your conversions? Online sales Find a store Find a dealer Find a partner Phone call Affiliate link Download a white paper Fill out a contact form

17. 17 How do you track offline conversions to the Web? The easiest way is for you to contact the customer If the customer switches channels, entice the customer to: Print the product’s specifications to bring to the dealer Print a coupon to present at the retailer Call a special phone number

18. 18 Which metrics matter? Impressions:Did they see it? E-mail opened? Ad displayed? Document shown? Blog entry read? Selections:Did they choose it? Click throughs? Mouse over? Conversions:Did they buy it? Download? Call?

19. 19 Should the shopping cart be on the left or right? A/B testing decides

20. 20 Beyond A/B testing: multivariate testing Yes, it’s free Create differentversions of yourpages Google tests them with live visitors and reports back on which variations did the best Then you permanently change the page to the best version

21. 21 Without testing, you’ll never know what works Which page had 116% higher conversion?

22. 22 Respond to your customers Change your products Change your content Change your prices Change your policies Change your experience Then, change them again Learn Use Shop Get Buy Which changes increase your conversions? Customers vote with their mice

23. But it’s not just about change—it’s about speed How many tests can you run? How quickly can you check the results? Who improves faster? One test per day One test per week One test per month 23

24. Speed sometimes runs into a roadblock “The IT budget doesn’t have funding for that.” “You’ll need to create a requirement document first.” “You’ll need executive approval to prioritize that above what we are currently doing.” 24

25. 25 Baking or making soup? Which is harder? Riskier? Waterfall is like baking Know what you want up front Precise measurements and preparation Nothing is done until the end Agile is like making soup You can experiment as you go You can eat it at any time, but it tastes best at the end

26. 26 IBM Confidential What’s different about agile? The system isalways working All you need toknow is what’s next Daily Stand Up Meeting Monthly Planning Meeting

27. 27 Technical versus adaptive change Why are some changes difficult? Example: Getting up one hour earlier each day

28. 28 Do it wrong quickly and then fix it Instead of killing ourselves to plan exactly the right thing that we can execute in every country for the next two years… …Do it wrong quickly, and then fix it Let the market tell youwhat works and what doesn’t And then quickly do it better Listen, learn, and adjust

30. Second edition includes DVD

31. Full-service social media agency

32. Listening

33. Activation

34. Consulting

36. “Act now andread it.”--Bryan Eisenberg, Author of #1 best seller Waiting for Your Cat to Bark?