Ten steps to being found online – an internet guide for SMEs
Ten steps to being found online – an internet marketing guide for start-ups, SMEs and those that got left behind takes the rookie website owner through the necessary steps to rise through the search rankings, raise brand awareness and increase website visitor numbers. If your internet marketing strategy is rather wanting, this free website marketing guide may well be worth a read.
In: advertising, brand, copywriting, design, internet marketing, marketing, public relations, search engine optimisation (SEO), website design · Tagged with: Business, business start-ups, copywriting, internet marketing, marketing, Marketing and Advertising, Marketing strategy, public relations, search engine optimisation (SEO), SEO copywriting, Small and medium enterprises, Small business, social media, sole traders, Website
Now THIS is viral marketing at its best
Viral marketing is a damnably tricky thing to do right. Trust Volkswagen and its ingenious ad agency to teach us the lesson that straddles the fine line between inspiring creatives to throw themselves from the nearest precipice and inspiring them to do greater work.
It makes me want to buy a VW just so the car manufacturer can continue to invest in such fantastic marketing initiatives.
And who DOESN’T want a little more fun in their everyday lives? You surely know how it is – you can be feeling a little glum, watching a drear world carry out its mundane Groundhog Day-style existence, when something touches you, and your mood is immediately uplifted. Sometimes you can barely force the smile away; you stroll instead of walk, that spring in your step suddenly free of restrictive rust. Could be a baby gurgling with delight, could be a chance encounter with one of those can’t-help-but-like-them-do-they-talk-to-everyone-or-am-I-special strangers, but a musical staircase will have the most beautiful music playing in your ears all day long I suspect.
Viral marketing is a damnably tricky thing to do right. Trust Volkswagen and its ingenious ad agency to teach us the lesson that straddles the fine line between inspiring creatives to throw themselves from the nearest precipice and inspiring them to do greater work.
It makes me want to buy a VW just so the car manufacturer can continue to invest in such fantastic marketing initiatives.
And who DOESN’T want a little more fun in their everyday lives? You surely know how it is – you can be feeling a little glum, watching a drear world carry out its mundane Groundhog Day-style existence, when something touches you, and your mood is immediately uplifted. Sometimes you can barely force the smile away; you stroll instead of walk, that spring in your step suddenly free of restrictive rust. Could be a baby gurgling with delight, could be a chance encounter with one of those can’t-help-but-like-them-do-they-talk-to-everyone-or-am-I-special strangers, but a musical staircase will have the most beautiful music playing in your ears all day long I suspect.
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In: marketing · Tagged with: advertising, brand, internet marketing, marketing, social media
The three Cs (and the fourth)
Imagine a relationship between two people.
Maybe it’s yours, with a partner or a friend. Maybe it’s your parents’ relationship, or a friend’s marriage.
Maybe it’s blissful, maybe it’s wobbly from time to time, or maybe it’s a continual stream of misunderstandings and niggles. If it’s good, you can bet the couple in question have got the three Cs down to a T. If it’s bad, they’re not applying the three Cs.
“What are these three Cs,” I hear you mutter impatiently, “and what the blazes has this babble about personal relationships to do with my business?”
The three Cs are communication, co-operation and consistency.
In a relationship most people would agree that communication is fundamental to success. A couple that communicates well is given a greater chance of success; each party knows the other’s views, concerns and hopes.
Co-operation ought to speak for itself. No relationship can work if the people involved are continually at loggerheads. Identifying one another’s needs and goals, and working together to meet and achieve them is critical to fulfilment.
Consistency needn’t mean predictability or lack of spontaneity. It does mean peace of mind, no misunderstandings and no mixed messages.
And the reason this is all relevant is that business is a series of relationships.
Think of the various relationships between directors, managers and staff; department and department; company and stakeholders; company and staff; company and press; company and public; and company and client.
Now think about which departments are involved in these various relationships. Imagine all the room for miscommunication and misunderstanding, and the innumerable adverse ways this could affect your business.
You can reduce the risk of lost sales, failed client relationships, staff disengagement, department rivalry and damage to public confidence in your company by applying the three Cs carefully.
How?
The most sensible way to ensure there is good communication internally and externally, co-operation between departments and consistency of message is this: all communications channels sit under the stewardship of one senior staff member, preferably at board level.
He or she should have a modern and collaborative approach, great delegation skills and trust in his or her teams, and an awareness of technology and its benefits.
It’s also crucial that relevant departments (marketing, communications, public relations, human resources and IT) understand that they are service departments first and foremost. They’re there to aid staff, other departments, and the company as a whole to achieve aims. They’re facilitators. I’ve seen IT departments, for instance, with their own agenda and the mistaken belief that they should choose and own all technology. Wrong. IT is a collection of tools to help others do their jobs. The role of the department is to facilitate this – to store, safeguard and assist in the dissemination of company data. HR is more than capable of evaluating the software it requires to do the job, IT needs to confirm the software will work, and then do everything possible to deliver and support that choice.
The understanding that these departments are service departments is vital to cut out conflict and ensure co-operation.
Consider now all the methods of communication a company might use.
Internally:
- Email, intranet, news announcements, department and company newsletters & in-house magazines, training guides, introduction pack, staff handbooks, document templates and more
Externally:
- Email, website, blog, advertising, marketing material, sales letters and bid documents, company newsletters and magazines, sponsorship, signage, branded goods, press releases, articles, report & accounts and other stakeholder communications.
It’s a lot to co-ordinate. And it’s originating from a number of different departments. These are all communication channels which need to be perfected in order to exploit them fully. But you can only hope to communicate internally and externally with real and positive impact if your decision-makers and heads of department are communicating and co-operating consistently.
That attitude, along with the methods and processes they should put in place, will greatly improve internal co-operation and communication. That in turn enables rounded, co-ordinated, complementary and non-duplicating external communications.
Is that it?
No. You see, I’ve left out two communications documents that deliver the third C.
Consistent tone of voice for your internal and external communications is a sign of professionalism. It increases staff engagement, public belief and client buy-in. The same goes for meaningful, aesthetic and consistent branding.
The two missing documents are the company style guide and the corporate identity guidelines. I’ve mentioned these previously as part of how to protect your brand, and they should become a company’s bible, and made available to every member of staff. In combination they help every department and every employee to deliver consistency.
So, the three Cs: co-operation, communication and consistency.
But wasn’t there a fourth?
Yep – and perhaps predictably enough, it’s copywriting.
Every element of every communications channel requires copywriting. That doesn’t mean you have to bring in a freelance copywriter if you already have the skills in-house, but the three Cs demonstrate the importance of the fourth – good copywriting. Your copywriter doesn’t just help you create the style guide and corporate identity which should inform your every communication; he or she has a direct bearing on every piece of communication you embark upon. It’s not fluffy nonsense (although it sure as hell isn’t working in a steelworks) – it’s fundamental to the success of every relationship your company is involved in.
Imagine a relationship between two people.
Maybe it’s yours, with a partner or a friend. Maybe it’s your parents’ relationship, or a friend’s marriage.
Maybe it’s blissful, maybe it’s wobbly from time to time, or maybe it’s a continual stream of misunderstandings and niggles. If it’s good, you can bet the couple in question have got the three Cs down to a T. If it’s bad, they’re not applying the three Cs.
“What are these three Cs,” I hear you mutter impatiently, “and what the blazes has this babble about personal relationships to do with my business?”
The three Cs are communication, co-operation and consistency.
In a relationship most people would agree that communication is fundamental to success. A couple that communicates well is given a greater chance of success; each party knows the other’s views, concerns and hopes.
Co-operation ought to speak for itself. No relationship can work if the people involved are continually at loggerheads. Identifying one another’s needs and goals, and working together to meet and achieve them is critical to fulfilment.
Consistency needn’t mean predictability or lack of spontaneity. It does mean peace of mind, no misunderstandings and no mixed messages.
And the reason this is all relevant is that business is a series of relationships.
Think of the various relationships between directors, managers and staff; department and department; company and stakeholders; company and staff; company and press; company and public; and company and client.
Now think about which departments are involved in these various relationships. Imagine all the room for miscommunication and misunderstanding, and the innumerable adverse ways this could affect your business.
You can reduce the risk of lost sales, failed client relationships, staff disengagement, department rivalry and damage to public confidence in your company by applying the three Cs carefully.
How?
The most sensible way to ensure there is good communication internally and externally, co-operation between departments and consistency of message is this: all communications channels sit under the stewardship of one senior staff member, preferably at board level.
He or she should have a modern and collaborative approach, great delegation skills and trust in his or her teams, and an awareness of technology and its benefits.
It’s also crucial that relevant departments (marketing, communications, public relations, human resources and IT) understand that they are service departments first and foremost. They’re there to aid staff, other departments, and the company as a whole to achieve aims. They’re facilitators. I’ve seen IT departments, for instance, with their own agenda and the mistaken belief that they should choose and own all technology. Wrong. IT is a collection of tools to help others do their jobs. The role of the department is to facilitate this – to store, safeguard and assist in the dissemination of company data. HR is more than capable of evaluating the software it requires to do the job, IT needs to confirm the software will work, and then do everything possible to deliver and support that choice.
The understanding that these departments are service departments is vital to cut out conflict and ensure co-operation.
Consider now all the methods of communication a company might use.
Internally:
- Email, intranet, news announcements, department and company newsletters & in-house magazines, training guides, introduction pack, staff handbooks, document templates and more
Externally:
- Email, website, blog, advertising, marketing material, sales letters and bid documents, company newsletters and magazines, sponsorship, signage, branded goods, press releases, articles, report & accounts and other stakeholder communications.
It’s a lot to co-ordinate. And it’s originating from a number of different departments. These are all communication channels which need to be perfected in order to exploit them fully. But you can only hope to communicate internally and externally with real and positive impact if your decision-makers and heads of department are communicating and co-operating consistently.
That attitude, along with the methods and processes they should put in place, will greatly improve internal co-operation and communication. That in turn enables rounded, co-ordinated, complementary and non-duplicating external communications.
Is that it?
No. You see, I’ve left out two communications documents that deliver the third C.
Consistent tone of voice for your internal and external communications is a sign of professionalism. It increases staff engagement, public belief and client buy-in. The same goes for meaningful, aesthetic and consistent branding.
The two missing documents are the company style guide and the corporate identity guidelines. I’ve mentioned these previously as part of how to protect your brand, and they should become a company’s bible, and made available to every member of staff. In combination they help every department and every employee to deliver consistency.
So, the three Cs: co-operation, communication and consistency.
But wasn’t there a fourth?
Yep – and perhaps predictably enough, it’s copywriting.
Every element of every communications channel requires copywriting. That doesn’t mean you have to bring in a freelance copywriter if you already have the skills in-house, but the three Cs demonstrate the importance of the fourth – good copywriting. Your copywriter doesn’t just help you create the style guide and corporate identity which should inform your every communication; he or she has a direct bearing on every piece of communication you embark upon. It’s not fluffy nonsense (although it sure as hell isn’t working in a steelworks) – it’s fundamental to the success of every relationship your company is involved in.
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In: Uncategorized · Tagged with: brand protection, copywriting, corporate communications, corporate identity, corporate identity guidelines, marketing, public relations, style guide, visual identity
S&M slashes – right or wrong?
Before I go any further, I’d better clarify that by S&M I mean sales & marketing. While the morals of sado-masochism might be a rather diverting topic, it’s not one within the realms of my experience.
Every few days we receive (often conflicting) messages from the media about the current economic climate and the outlook for months and years to come. I won’t let myself get drawn into the role the TV and newspapers are playing in magnifying and prolonging the situation. Instead I’m going to talk about the all-too frequent corporate response – slashing budgets and very often staff numbers in the sales & marketing departments.
You can see why they think it makes sense. Savings on outgoings and reduced overheards. Instant savings at a time when nobody’s buying.
Hmm. Nobody buying. Is that true? Certainly some industries have seen vast slumps in sales: the car and building industries to name a couple. But most consumers are still buying, they’ve just become more cautious and started shopping around and spending less. Which means there’s still a pot of money out there to grab a share of; it’s just that the markets have become yet more competitive.
And as for B2B, well, the same applies. Spending might be reined in, but ultimately every business needs certain products and services in order to function. Again, smaller pot, more competitive market.
Now what’s the best way to make sure your company gets its hands on some of the cash that is being spent? Er…pretty much the same way as always: sales and marketing. Except more so, because the pot’s smaller and it’s being guarded more closely.
Presumably if you freeze advertising budgets, cut marketing activity and lay off sales staff you’re going to be relying rather heavily on luck to maintain income. Not something you’d be anxious to include in a business plan: “Our five-year strategy is heavily focused on an intense and carefully co-ordinated combination of crossing our fingers, praying to assorted deities and twiddling our thumbs nervously.”
It might seem counter-intuitive to assign more cash to sales & marketing when times are tough, but it means not only are you increasing your chances of beating your competition, but you’re better equipped as the economy recovers.
If you’ve laid off half your sales staff, how do you handle demand as it increases? By recruiting more staff, which costs time and money. Instead a company could look at avoiding excessive redundancies by offering short-term reductions in basic salary, or commission-only salaries as an alternative. Either way a company should make every effort to support staff in looking for more stable roles as they work. That would mean living the corporate social responsibility policy, but potentially reaping a great financial benefit as well as countering negative PR.
Get your sales & marketing staff embracing social media, or engage a freelance copywriter or social media specialist to work with the teams, and the distance between you and your competitors could be even greater.
But to use a cliché beloved of my AO Level French teacher, perhaps I’m preaching to the converted. Perhaps it’s your seniors, or the Board that’s the problem. Read the article Is your board damaging your brand? to find out more…
Before I go any further, I’d better clarify that by S&M I mean sales & marketing. While the morals of sado-masochism might be a rather diverting topic, it’s not one within the realms of my experience.
Every few days we receive (often conflicting) messages from the media about the current economic climate and the outlook for months and years to come. I won’t let myself get drawn into the role the TV and newspapers are playing in magnifying and prolonging the situation. Instead I’m going to talk about the all-too frequent corporate response – slashing budgets and very often staff numbers in the sales & marketing departments.
You can see why they think it makes sense. Savings on outgoings and reduced overheards. Instant savings at a time when nobody’s buying.
Hmm. Nobody buying. Is that true? Certainly some industries have seen vast slumps in sales: the car and building industries to name a couple. But most consumers are still buying, they’ve just become more cautious and started shopping around and spending less. Which means there’s still a pot of money out there to grab a share of; it’s just that the markets have become yet more competitive.
And as for B2B, well, the same applies. Spending might be reined in, but ultimately every business needs certain products and services in order to function. Again, smaller pot, more competitive market.
Now what’s the best way to make sure your company gets its hands on some of the cash that is being spent? Er…pretty much the same way as always: sales and marketing. Except more so, because the pot’s smaller and it’s being guarded more closely.
Presumably if you freeze advertising budgets, cut marketing activity and lay off sales staff you’re going to be relying rather heavily on luck to maintain income. Not something you’d be anxious to include in a business plan: “Our five-year strategy is heavily focused on an intense and carefully co-ordinated combination of crossing our fingers, praying to assorted deities and twiddling our thumbs nervously.”
It might seem counter-intuitive to assign more cash to sales & marketing when times are tough, but it means not only are you increasing your chances of beating your competition, but you’re better equipped as the economy recovers.
If you’ve laid off half your sales staff, how do you handle demand as it increases? By recruiting more staff, which costs time and money. Instead a company could look at avoiding excessive redundancies by offering short-term reductions in basic salary, or commission-only salaries as an alternative. Either way a company should make every effort to support staff in looking for more stable roles as they work. That would mean living the corporate social responsibility policy, but potentially reaping a great financial benefit as well as countering negative PR.
Get your sales & marketing staff embracing social media, or engage a freelance copywriter or social media specialist to work with the teams, and the distance between you and your competitors could be even greater.
But to use a cliché beloved of my AO Level French teacher, perhaps I’m preaching to the converted. Perhaps it’s your seniors, or the Board that’s the problem. Read the article Is your board damaging your brand? to find out more…
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In: advertising, corporate communications, marketing · Tagged with: advertising, copywriting, CSR (corporate social responsibility), internet marketing, marketing
Is your Board damaging your brand?
I hope you’re reading that headline disbelievingly, aghast at the very notion. But I know a good few people who’ll be nodding in recognition and sighing wearily.
There are a lot of firms out there run by Boards without representation from the ‘business’ side of the business; particularly in more traditional industries. So very often marketing, public relations, comms, sales, IT and so on are viewed really as a necessary evil. We need them, we wish we didn’t need them, and really we know best anyway.
If you’re involved in company branding, whether your function be corporate communications, public relations or marketing, I’d like to think you value the role you play. You’ve spent years honing your skills, gaining qualifications, perhaps even pursuing your passion in your spare time. Sure, it’s your career, and for your benefit, but the primary way of applying your expertise is for your company. Loving your company helps, but if you’re a pro, you do your best regardless.
And then your ideas and recommendations get scuppered or ignored. You’ve made a fool-proof case, undertaken endless research, spent valuable department resources… Only to get the dreaded ‘no’. Worse still, decisions are being made without your input or your expert advice is ignored. Perhaps you’ve even got a department head who’s, to put it politely, rather behind the times.
Ouch. It’s the sort of situation that can put your stress levels through the roof, stop you sleeping, affect personal relationships and damage your self-esteem and even professional image among colleagues. The company of course isn’t just suffering the results of ill-informed and often over-cautious decision making; it’s alienating its staff.
Recognise this? Your Board is damaging your brand.
The big question, and one I fear without an easy answer, is ‘how does one address this?’
The shortest answer I can give is: evidence.
That includes meaningful statistics, relevant case studies and proposals that answer every conceivable question or objection. And keep it jargon-free. People are suspicious of and turned off by abbreviations like ROI, no matter how important the actual concept might be. Recognise that if your Board is reluctant to relinquish control, or trust your decisions, they’re unlikely to be swayed by buzzwords and trends. Link every suggestion you make to sound marketing strategy.
And if you’re one of those unfortunate people whose line manager or director is the kind to take the credit for your ideas (and we ALL know they exist), then keep a dated digital and printed copy of everything you do. Copy people in to emails you send – in the spirit of teamwork you understand… Copy yourself in. And if you think your manager is blocking you…don’t be afraid of a little honest deviousness. Nope, not the oxymoron it sounds. Subtly lace your work with your identity; solicit opinion on your ideas from respected colleagues outside the department. Make sure the right people know who’s making the suggestions and indeed the headway.
I’d consider creating, and possibly in your own time so that no accusations of time-wasting can be levelled at you, what could be called a personal newsletter. At first it’s a diary of your activities, your thoughts and ideas, your research and observations and of course your recommendations. Tie a month’s activity together and you have a newsletter. Incorporate the activities of the wider department and it’ll look less like bragging, and if distributed effectively can enhance the understanding and appreciation of your value to the company, its staff and of course its Board.
You’re in a tricky position, but it’s a fight worth having the stomach for.
I hope you’re reading that headline disbelievingly, aghast at the very notion. But I know a good few people who’ll be nodding in recognition and sighing wearily.
There are a lot of firms out there run by Boards without representation from the ‘business’ side of the business; particularly in more traditional industries. So very often marketing, public relations, comms, sales, IT and so on are viewed really as a necessary evil. We need them, we wish we didn’t need them, and really we know best anyway.
If you’re involved in company branding, whether your function be corporate communications, public relations or marketing, I’d like to think you value the role you play. You’ve spent years honing your skills, gaining qualifications, perhaps even pursuing your passion in your spare time. Sure, it’s your career, and for your benefit, but the primary way of applying your expertise is for your company. Loving your company helps, but if you’re a pro, you do your best regardless.
And then your ideas and recommendations get scuppered or ignored. You’ve made a fool-proof case, undertaken endless research, spent valuable department resources… Only to get the dreaded ‘no’. Worse still, decisions are being made without your input or your expert advice is ignored. Perhaps you’ve even got a department head who’s, to put it politely, rather behind the times.
Ouch. It’s the sort of situation that can put your stress levels through the roof, stop you sleeping, affect personal relationships and damage your self-esteem and even professional image among colleagues. The company of course isn’t just suffering the results of ill-informed and often over-cautious decision making; it’s alienating its staff.
Recognise this? Your Board is damaging your brand.
The big question, and one I fear without an easy answer, is ‘how does one address this?’
The shortest answer I can give is: evidence.
That includes meaningful statistics, relevant case studies and proposals that answer every conceivable question or objection. And keep it jargon-free. People are suspicious of and turned off by abbreviations like ROI, no matter how important the actual concept might be. Recognise that if your Board is reluctant to relinquish control, or trust your decisions, they’re unlikely to be swayed by buzzwords and trends. Link every suggestion you make to sound marketing strategy.
And if you’re one of those unfortunate people whose line manager or director is the kind to take the credit for your ideas (and we ALL know they exist), then keep a dated digital and printed copy of everything you do. Copy people in to emails you send – in the spirit of teamwork you understand… Copy yourself in. And if you think your manager is blocking you…don’t be afraid of a little honest deviousness. Nope, not the oxymoron it sounds. Subtly lace your work with your identity; solicit opinion on your ideas from respected colleagues outside the department. Make sure the right people know who’s making the suggestions and indeed the headway.
I’d consider creating, and possibly in your own time so that no accusations of time-wasting can be levelled at you, what could be called a personal newsletter. At first it’s a diary of your activities, your thoughts and ideas, your research and observations and of course your recommendations. Tie a month’s activity together and you have a newsletter. Incorporate the activities of the wider department and it’ll look less like bragging, and if distributed effectively can enhance the understanding and appreciation of your value to the company, its staff and of course its Board.
You’re in a tricky position, but it’s a fight worth having the stomach for.
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In: brand, corporate communications, internet marketing, marketing, public relations · Tagged with: brand, corporate communications, corporate identity, internet marketing, marketing, public relations
Direct marketing – long copy v short copy
From time to time, as a freelance copywriter, you take a look at the websites and portfolios of other freelance writers. It’s part research, part curiosity, and ends up either ego-boosting or ego-bashing. You’re never quite sure which until you get there.
Sometimes you’re prompted by an article. I was notified of a Q&A session on LinkedIn concerning direct marketing. The question solicited opinion on how effective long copy is against short copy. Opinion, by and large, rejected long copy on a personal level but acknowledged that the received wisdom is that it ‘works’. All the statistics I’ve seen imply that this is true.
I personally, while more than capable of writing at length, don’t like reams of sales or marketing material. Just the sight of a page where I can see I’ll have to scroll indefinitely is enough to hit the tiny X at the top right of the page.
What’s more, most of the proponents of long copy in direct marketing appear that I’ve come across seem to be American. Perhaps in my eyes even the British practitioners’ websites take on that US image.
So, long copy is a turn-off for me, but I’m intrigued to know what others think. Forget the received wisdom – I’m looking at personal responses here – does long copy direct marketing get you buying, or do you break out in hives and move on?
From time to time, as a freelance copywriter, you take a look at the websites and portfolios of other freelance writers. It’s part research, part curiosity, and ends up either ego-boosting or ego-bashing. You’re never quite sure which until you get there.
Sometimes you’re prompted by an article. I was notified of a Q&A session on LinkedIn concerning direct marketing. The question solicited opinion on how effective long copy is against short copy. Opinion, by and large, rejected long copy on a personal level but acknowledged that the received wisdom is that it ‘works’. All the statistics I’ve seen imply that this is true.
I personally, while more than capable of writing at length, don’t like reams of sales or marketing material. Just the sight of a page where I can see I’ll have to scroll indefinitely is enough to hit the tiny X at the top right of the page.
What’s more, most of the proponents of long copy in direct marketing appear that I’ve come across seem to be American. Perhaps in my eyes even the British practitioners’ websites take on that US image.
So, long copy is a turn-off for me, but I’m intrigued to know what others think. Forget the received wisdom – I’m looking at personal responses here – does long copy direct marketing get you buying, or do you break out in hives and move on?
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In: advertising, copywriting, internet marketing, marketing · Tagged with: advertising, copywriting, direct marketing, internet marketing, long copy, marketing, short copy
