No. En absoluto. Antes de nada, debemos señalar la importancia que tiene el blog como herramienta corporativa, puesto que es en este medio donde la empresa va a generar contenidos con los que crear engagement con los usuarios, por lo que debe cuidarlo al máximo.
En este sentido ¿Es solamente el blogger o el Community Manager quien debe escribir en el blog?
No. Absolutamente, no. Aunque el blogger sea el principal generador de contenidos, muchas veces en los que no es experto (por lo que debe documentarse antes de escribir), son todos, y repito, todos los trabajadores de una compañía los que deben involucrarse en la tarea de mantener un blog corporativo. Leer más “¿Es mejor un blog cuando es trabajo de uno sólo o cuando es labor de todo un equipo?”
by Mike Schramm | http://www.tuaw.com
There’s a great story about Steve Jobs and naming the computer that would eventually come to be called the iMac in a new book about Apple, available now. Ken Segall, who was one of the stars of TBWA\Chiat\Day, the ad firm that has handled most of Apple’s big products, worked for a long time with Steve Jobs and his company, trying to name this new groovy computer. Segall hit on the name “iMac” early on, but Jobs didn’t like it, and didn’t like any of the other names offered as well. He had one name that he liked, he told Segall: “If you can’t beat MacMan, that’s what it’s gonna be.”
Eventually, Jobs relented, but Segall says that he never officially agreed, of course. Because he’s Steve Jobs. One day, iMac was just the name, “and that was the end of the story.”
Looking back, MacMan is not quite right, but even Segall says he didn’t know that the “i-” prefix would come to be so “iConic.” In the end, he says, Jobs was “a smart guy who was willing to act on his common sense.” It’s a good thing that common sense held out in this case, otherwise you might be reading this on your PadMan.
Robin Neifield | clickz.com
Having so many options in digital strategy and execution often means we falsely confuse the richness of a program or campaign with complexity, and in doing so lose the focus that will help us move our business goals forward. Simple in most things is usually better, and digital strategy is no exception. There is no badge of honor for including a ridiculous number of tactical elements nor does it make a program more effective. A highly fragmented digital strategy can make it more difficult to track, more expensive to maintain, more time consuming to optimize, and complicated to extract actionable insights. The rule of three is a good one in this instance. If a digital element does not satisfy one (or more) of these three primary goals then you should strongly question why it is included in your plan.
- Selling something or moving the user closer to the sale.
- Building something or creating future opportunities with that user including building trust or engagement and growing remarketing platforms.
- Learning something, gaining insights, or testing an approach or hypothesis.
Let’s see… Leer más “As Simple As 1, 2, 3”
Creating lasting impact. All advertising campaigns are over once you turn them off. The large spike in traffic to the website evaporates once the media supporting the campaign is stopped. In digital and social media, however, brands must think of building relationships with customers. This is centered on earning their trust; and this takes time. So companies that used to think in terms of ad campaigns need to now think about digital and social media commitments – long term. When you build a dialog and relationships with customers you can’t just turn it off. One way of building lasting value while still on campaign-based budgets is by spending the money to simulate the desirable social actions like “sharing” or “discussing” or “reviewing” instead of just buying “likes” where the users never come back after the campaign is over.
Keeping up or missing out. There is a common perception that things in digital move and change fast. That’s true. But the corollary that it’s impossible to keep up is only partially true. Indeed there are dozens of startups that achieve incredible fame in the media, but turn out to be flashes in the pan. And even huge successful companies may also wane – like Digg, Delicious, Friendster, MySpace, etc. So chasing every “shiny object” is not necessary; a focus on what really matters is. What are the best practices in digital disciplines that are the same no matter what industry or audience? So as long as you continue to read and learn (don’t read books, read online because it’s current) and continue to ask the fundamental questions about whether those tactics can actually drive business impact, don’t sweat the details or worry about missing out on shiny objects (there will always be more).
Speed and innovation. In digital channels, marketing can happen at light speed – a.k.a in real time. Once you put a campaign in market, you can immediately see user actions and reactions to it. No longer does it take months to compile data and write performance reports. With this comes the ability to optimize in real time as well. But too often, the companies don’t have processes in place to enable the quick reaction to problems or opportunities. A way to address this is to identify a few scenarios of how customers may react and then pre-plan actions to respond. This will allow the company to innovate the message, the marketing, or even the product or service in question to take advantage of the speed of feedback.
Organizational structure and knowledge sharing. In many large organizations, departmental silos were created originally for the purpose of standardization and efficiency. Unfortunately, in the fast-moving digital marketing world, these very silos now mean incredible inefficiency, slowness to react to opportunities, and knowledge gaps. While most companies don’t have the luxury of reorganizing, there are processes that can be put in place to increase knowledge sharing and speed. Johnson & Johnson has been a great example, proactively and continuously bringing together marketers from different brands (ranging from consumer to medical device to pharmaceutical drugs) to share best practices and case studies. The company brings together individuals from different teams (e.g., compliance, med/legal, IT, product management, marketing) to discuss ways to streamline approval processes, etc.
All in all, companies are at various levels of sophistication and face one or more of the above challenges in digital marketing. So you’re not alone out there. With a continuous focus on business impact and ROI, you can and should always ask the hard questions when something new and shiny gets pitched at you. And you should test and learn to quickly figure out what works best for your brand, product, company, and industry.
Augustine Fou | clickz.com
Over the last few years, I’ve had the privilege of teaching several hundred marketing executives through Rutgers University‘s Center for Management Development. I’ve started every class with the same question – what is your top digital marketing challenge? What follows below is the collection of answers from the marketing executives, which are increasingly common across classes, regardless of industry.
More and more marketers are making the transition to digital and allocating more spend to digital. This shift is also accelerating, even among industries that were historically reluctant or laggards in adoption. The economic downturn of the last few years forced brand marketers to try digital; once they have been on the other side of the “Grand Digital Canyon” and tasted the new metrics based on actual users’ actions, rather than audience sizes, there’s no going back. But many still have very logical and practical questions for making the transition.
In rough order of priority:
- Metrics, analytics, and ROI of the digital marketing programs. Since digital tactics are so new and so different from traditional channels, what are the right metrics to use and how do we even start to get at a return on investment (ROI) with these metrics? Another important aspect of this is benchmarking – e.g., what’s a good cost per thousand (CPM) or cost per click (CPC)? What kind of return should I be expecting and what should I do if I’m not getting it? Leer más “Top Digital Challenges of Marketers Today”
Harry West is the CEO of Continuum, a global design and innovation firm.
Sometimes when I am reviewing the work of our innovation groups I see how hard they tried to be innovative, and, as a result, completely missed the point. If innovation is the creation and delivery of new value, they have focused too hard on the “new” part and not enough on the “value” part.
The best way to innovate is not to try to be innovative — forget the goatee and the trendy eyewear — but to be a humble servant: listening hard, thinking hard, anticipating and rolling up your sleeves to lend a hand. Great innovators focus on solving important problems and finding simple ways to make people’s lives better. Sometimes this compels them to do something radical, but often it calls for smaller changes that most of the world may not immediately recognize as innovation. These changes can be the most difficult to achieve, but they are the ones that actually have the biggest impact on people’s lives and, therefore, on growing a business. I call this “Innovating in the Scary Zone.”
Consider this simple diagram showing the innovation spectrum:
At one extreme we have Incremental Change. For example, changing color or style without significantly affecting the experience of a product or a service. At the other extreme is Cold Fusion: that far-out vision of the future that is the staple of glossy magazines — flying cars, and so on. It is not that cars cannot fly (Terrafugia is working on that) but they are unlikely to address the real needs of significant numbers of people in an affordable way in the foreseeable future. Real innovation falls in the scary zone: that frightening area that both pushes the boundaries of what is possible and can actually be made real in a relevant time frame. It is scary because it is real. Leer más “Innovating in the Scary Zone”
El spot estatal difundido anoche por el Gobierno tiene como protagonista central a Fernando Zylberberg, quien recorre las calles y los lugares típicos del archipiélago en medio de su entrenamiento para los Juegos Olímpicos de Londres.
Zylberberg es un experimentado jugador el seleccionado argentino de hockey sobre césped, que se inició en el club Comunicaciones.
Con más de 15 años de carrera en el combinado nacional, el actor principal del anuncio de la Casa Rosada filmado en Malvinas disputará su tercer Juego Olímpico cuando se inicie la competencia en la ciudad de Londres. Zylberberg participó de los Juegos de Sydney 2000 y de Atenas 2004.
The product page may be the most important page on your website. It’s the point at which the user decides whether they’re buying or walking. And while the shopping cart gauntlet looms beyond, the product page is where the magic of an ecommerce sale begins. The thing with product pages, however, is they’re part basics and part nuance. More importantly, it’s often these nuances that are overlooked, and can kill the conversion rate of your product page.
In this post we look at eleven often overlooked page elements that can be the secret heroes of your conversion success story. Forget these eleven, and you can forget about a website that really drives revenue.
Element #1 – Clear, Differentiated Pricing Information
Have you ever checked out a product online and been unsure what the difference between the Silver and Gold plans were? Did Pro seem a little too much like Basic? Without pricing tables or pages that create a clear difference in value between product options you’re not going to sell much of either.
So how does one go about differentiating their product SKUs and service tiers? The most effective methods can be boiled down to a simple philosophy – focus on the benefits, instead of features, and highlight the differences. The best pricing tables allow you to quickly ascertain the value you’ll personally get out of each option, and discern the differences between each, rather than get bogged down squinting at row upon row of checkmarks.
A great example of clear pricing information can be seen at Launchlist – each tier of the service has its own personality, and it’s easy to see the differences between the feature set of each package.