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The 3 Pillars of Social Media Readiness

The 3 Pillars of Social Media Readiness by Michael Brito Published November 29, 2010 http://www.socialmediaexaminer.com/the-3-pillars-of-social-media-readiness/ All...

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Five Ways to Make Communicating Web Analytics Data Easier

Posted by Leandra Figueroa-Pagán | Posted in Comenzar, Estudiantes, Mercadeo Digital | Posted on 02-07-2011


Five Ways to Make Communicating Web Analytics Data Easier


by Zack Pike

Published on March 29, 2011   

In this article, you’ll learn how to…

  • Effectively convey Web analytics data to those less familiar with it
  • Incorporate your offline marketing efforts when presenting your analytics data

Visits, pageviews, time on site, time on page, unique visitors, conversions, impressions, click-throughs, view-throughs… the list of metrics used to measure the performance of our digital marketing activities is as confusing as it is endless.

Often it’s up to online marketers to communicate what all of that jargon means to those who are still worried about how many “hits” their site got last year. It’s challenging, to say the least.

But here are five ways you can make your job easier while helping those senior-level execs understand just how well your digital activities are doing.

1. Don’t be afraid of their questions

This is where many Web professionals falter. They try to avoid the provocation of questions from senior leadership. That’s because the questions are often coming from people who probably don’t fully understand what they’re asking.

But that’s where the opportunity lies. Your execs’ asking questions likely means they’ll develop the understanding you so desperately want them to have.

So encourage questions… but emphasize the value in business questions. Train them to ask not how many unique visitors you had last month, for example, but how your website is doing at attracting new customers to your brand.

2. Use analogies

This one’s a simple thought, but often difficult to implement in a Web analytics presentation. Using analogies is one of your best weapons against misunderstanding.

You can compare your website traffic to the population of a major city, state, or country, for example. Or relate your online marketing measurement strategy to how airline pilots operate: They’ve got a ton of data points (just like you); they focus on the important things to keep the plane in the air; they use the more detailed data points to help diagnose issues and opportunities (just like your Web analytics strategy).

A little creativity can go a long way toward making your analogies stick.

3. Make the data visible

You’re already publishing reports that show your key performance metrics, but are they visible? Nine out of ten senior leaders tell me they don’t read the reports their marketing teams diligently send them each month.

Part of making your data visible is giving your audience something they can quickly get value from.

Include a one-page executive summary each month with your reports, develop a KPI dashboard that includes just a few business critical “wow” metrics (conversions better be one of those metrics), and schedule a monthly 30-minute Web performance review to talk through the data with key leadership personnel.

If you want to get really fancy, have three or four 42-inch LCD screens installed around the office and set up a real-time dashboard like ChartBeat to be shown 24 hours a day on those screens. Now that’s visibility!

4. Relate the data to what they care about: sales, volume, market share

If you’re running an e-commerce site, this is relatively simple to do and you’re probably already doing it. But if you’re running a branding or content site and you don’t necessarily have a direct tie to dollars, this is a little more difficult.

Evaluate correlations between your website KPIs and online marketing metrics to sales, volume, and market share. Overlay the trend lines to see whether one seems to be affecting the other.

If you can show to a senior leader a chart that correlates a rise in traffic to a rise in sales or market share, and you don’t run an e-commerce site, you’ve just achieved rockstar status…

5. Tell the whole story

With so many moving pieces to any online strategy, it’s difficult to tie everything together, but it’s imperative for your audience’s understanding of the data.

Simply presenting your website metrics won’t do. Make sure you’re bringing in your advertising performance, paid and organic search, social media KPIs, email, etc. Your offline marketing efforts shouldn’t be left out either: How did that direct mail affect your website traffic, Facebook “likes,” and branded organic search keywords?

Bringing everything together is going to help your audience understand and retain what you’re presenting, and help them to determine the decisions to be made and the actions to be taken.

* * *

Consider these five tips the next time you’re preparing to communicate your Web analytics data. It’ll produce more value for your audience and help solidify you as an expert in your field.

Zack Pike is a consultant who writes and speaks about unconventional solutions to tough professional situations at CorporateRadical.com. Follow him @ZackPike.

The 3 Pillars of Social Media Readiness

Posted by Leandra Figueroa-Pagán | Posted in Comenzar, Mercadeo 101, Mercadeo Digital | Posted on 15-03-2011


The 3 Pillars of Social Media Readiness
by Michael Brito
Published November 29, 2010

All businesses are being forced to go social. Are you facing internal conflict behind the firewall?
This is not a post about social media marketing. I’m not here to give you hints on how to increase your friends, fans and followers.

Nor will I say that it’s time for your business to “join the conversation” and I promise not to overuse the word transparency either.

I believe that most brands (large and small) get it.

Friends, fans and followers are important, yes. And brands increase their social equity by engaging in two-way dialogue with their constituency, yes. And transparency is key to these external engagements, yes.

But there’s an underlying challenge that’s not being addressed as it should be.

You see, years ago when Facebook and Twitter exploded and there was an expectation from the “social” community that brands should create blogs and communities; the brands listened.

And what you’ll find today is that most brands are doing a really good job on these channels engaging with their customers.

They’re listening to the conversation using social media monitoring tools such as Radian6 and Meltwater Buzz. They’re hiring community managers to empower and interact with the communities. And, while many still make minor mistakes here and there, they’re becoming more intelligent at adapting to this changing landscape. Most organizations are well on their way to becoming a social brand if they aren’t one already.

Social business is not a trend; it’s a forced evolution.

A social business deals with the internal transformation of an organization and addresses key factors such as organizational dynamics, culture, internal communications, governance, training, employee activation and much more.

Organizations need to get smarter, acquire new technologies, intelligence, talent and motivation to become more open and transparent. They need to create processes and establish governance models that protect the organization, yet empower their employees.

I’ve been fortunate to witness firsthand how organizations are evolving from businesses that merely engage in social behavior into social businesses. There’s a huge difference.

Social business is built on three pillars – people, governance and technology.

The first pillar deals with the people of the organization. It addresses the need to drive organizational change in an effort to break down organizational silos and get internal teams to communicate. It’s also about activating the organization’s most import assets, its employees.

The second pillar deals with governance. This simply means that organizations need to put processes in place to manage the chaos that exists from behind the firewall. Training, social media guidelines and policies are imperative for organizations to monitor and roll out across the organization within different teams and geographies. It ensures consistency; it protects the organization and at the same time, empowers its employees.

The third and last pillar deals with technology. Organizations have to invest in platforms that facilitate internal collaboration. This is essential to ensure proper communication. External campaign management tools like Sprinklr are also essential to scale, especially if an organization has multiple Facebook and Twitter accounts.

Social CRM plays a significant role within this pillar. My definition of social CRM is that it’s just one component that helps organizations fully evolve into a social business. It’s a strategic business initiative that considers technology, intelligence and process; so when organizations communicate with their customers they know what to say, how to say it and when to say it in order to provide a more relevant customer interaction.

What’s not visible to most, unless you’ve worked in the enterprise, is the anarchy, conflict, confusion, lack of communication and organizational silos that exist behind the firewall. This makes the process of becoming a social brand much more difficult and less effective. So this quest to become a social brand and a social business is one of simultaneous effort.

The conversation is happening.
A study back in 2008 showed that 55% of consumers want ongoing conversations with companies and brands. The study investigated how brands and consumers interact and how consumers want brands to engage with them. And the results were awesome.

In addition to the 55% of people wanting an ongoing interaction, 89% of respondents said they would feel more loyal to a brand if they were invited to take part in a feedback group.

A more recent study in 2009 (you can download here) found that 85% of Americans using social media think companies should have an active presence in the social media universe.

What’s even more interesting is that those users actually want interaction with these brands. Here are some other data points you might find useful:

Out of the 85% of people who want companies to be present in social media:

34% want companies to actively interact with them
51% want companies to interact with them as needed or by request
8% think companies should only be passively involved on social media
7% think companies should not be involved at all

This is all really good data. However, I believe that businesses cannot and will not have effective external conversations with consumers unless they can have effective internal conversations first. And when I refer to internal conversations, I mean much more than a few monthly conference calls and a collaboration forum.

Has your organization evolved into a social business? Please give us some examples in the comments box below.

About the Author, Michael Brito
Michael Brito is a VP for Edelman Digital and has worked for HP, Yahoo!, and Intel. Check out his social media blog where he frequently writes about social media.

Herramienta mas importante y olvidada…

Posted by Ernesto Gonzalez | Posted in Mercadeo Digital | Posted on 28-05-2010

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En mis post anterior he comentado sobre las diferentes herramientas de mercadeo que existen, pero por que es tan olvidada y poco usada una de las importante?


Como es posible que las empreas desarrollen y tomen decisiones para invertir su mercadeo solo basado en otros estudios y ellas con tantas herramientas que existen en tecnologia no lo desarrollan para ellas mismas.

Invito a profesionales sobre este tema que abunden y den luz a todos los mercadotecnistas de como poder implementar estudios e investigacion de mercadeo en sus plan estrategico de mercadeo !!!!!

Google tv

Posted by Ernesto Gonzalez | Posted in Estudiantes, Mercadeo Digital | Posted on 20-05-2010

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Por fin, google toma la vision de tv + internet, esperemos que se nos haga mas facil a los mercadotecnista medir los tv ads, hay que seguir de cerca esto…pendiente todos…

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