Transcript Search Engines - Mercy College

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
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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
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Generate Inquiries
Generate Sales
Branding and Awareness
Driving Traffic
Research/Surveying
Before you buy
• Do a through analysis of Inventory and your
campaign.
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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
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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
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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.
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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
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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
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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
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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:
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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
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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
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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
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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
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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.