digital marketing bootcamp

Digital MarketingWhat, Why, How?

Kate CarruthersMay 2010

1May 2010 | © K. Carruthers

Kate Carruthers

• Marketer• Technologist• Educator

Senior roles with:• GE• AMP Ltd• Westfield • NSW Treasury

Strategist with Hyro Ltd working with Enterprise and Government clients


Rules of engagement

• Interactive (don’t be shy)• Your chance to ask any questions• Practically focused• Don’t panic – the slides are online • It’s the interaction that makes it all come

together


Slides available: www.slideshare.net/carruthk

Business: www.hyro.com

Personal: www.katecarruthers.com

Twitter: @kcarruthers


http://www.slideshare.net/carruthk

http://www.hyro.com/

http://www.katecarruthers.com/

http://twitter.com/kcarruthers

The most important question…

So What?5May 2010 | © K. Carruthers

• Print• Television• Monologue

Broadcast

• + Internet• Fixed• Monologue

Multicast • Mobile• Localised• Dialogue

Interactive


8

Source: http://weblogs.hitwise.com/alan-long/2009/11/bebo_out_from_downunder.html

May 2010 | © K. Carruthers

9Source: http://weblogs.hitwise.com/alan-long/2009/12/social_networking_and_forums_t.html


10Source: http://pewinternet.org/Infographics/Growth-in-Adult-SNS-Use-20052009.aspx


Social media & Social Networking


No point trying to do it all!Pick the ones that make sense for you and your

customers


Keep control of your own customer lists and data


A few popular ones

2007•My Space•Second Life

2009•Facebook•Twitter

2010•Foursquare•Gowalla

Interaction Relationship Location


Don’t forget traditional ones

Email •Newsletters

Web•Website•Blog

Print•Magazines•Newsletters

These are the basics – don’t leave home without them


CUSTOMER ENGAGEMENT


Customer Intimacy

Now we are marketing to an audience of one


Customer Intimacy

Data collection and management are key to managing intimacy


Businesses need to…

Communicate

Collaborate

Control

Socialise

Streamline

Synchronise

Coordinate

Share

?


Spheres of influence

Competitors

Potential Customers

Suppliers

Customers

Business


Monologue

• Hard to talk or listen to customers

• Expensive• Unreliable

Old marketing and advertising model

Source: http://www.danielresearchgroup.com/MarketResearchServices/FocusGroups.aspx


http://www.danielresearchgroup.com/MarketResearchServices/FocusGroups.aspx

Dialogue

• 2 way communication• Cheaper• Faster• Better???

Social media marketing model

Source: social Media Sydney Xmas 2008 – personal collection K. Carruthers


Example

• Gary Vaynerchuk grew his family business from $4 million to $50 million using social media

• http://winelibrary.com/

http://socialnomics.net/2009/11/12/social-media-roi-examples-video/ Nov 2009


http://socialnomics.net/2009/11/12/social-media-roi-examples-video/

Wine Library results

• $15,000 in Direct Mail = 200 new customers

• $7,500 Billboard = 300 new customers

• $0 Twitter = 1,800 new customers.

http://socialnomics.net/2009/11/12/social-media-roi-examples-video/ Nov 2009


http://socialnomics.net/2009/11/12/social-media-roi-examples-video/

ESSENTIAL TOOLSResources


Example: Network of content

YouTube

Foursquare

Twitter

Email subs

RSS

Blog/web


LinkedIn

Website or blog

• This is fundamental for every business– Must control it and its content– Need to ensure access to site (passwords etc)– Must be current and relevant

This is the modern version of a phonebook listing!


Blogging with influence

Ari Herzog’s 5 steps:1. Content2. Passion3. Care4. Authority5. Distinction

http://ariwriter.com/blogging-with-influence-in-5-steps/ 29May 2010 | © K. Carruthers

Social media presence

• Elements that bring website or blog content alive

• Tools that enable sharing of messages with communities of people who are interested

• Enables dialogue

Move from monologue to conversational style of interaction


Reputation tracking

There are some great paid services that can monitor your online reputation

Free tools• Google Alerts• TweetBeep• Social mention• Google search• RSS


http://blog.limeexchange.com/2009/07/24/useful-social-media-online-reputation-monitoring-tools/

http://www.google.com/alerts

http://tweetbeep.com/

http://socialmention.com/

http://www.google.com/

Rules of engagement


Rules of engagement

• Not-fixed • Experiment• Adjust• Recalibrate• Measure

• Listen• Real-people• Share• Relax• Reciprocate

Don’t panic – be prepared to regroup and retry


Rules of engagement

Customer


Tools don’t matter

It’s all about the customer!

Customers don’t really: Care about your brand Find your product fascinating Love you because of your CRM or social media strategy


Relationship

Engagement

Return

Conversion

Consideration

Desire Relevance

Valency Trust


Amazon Buys Zappos; The Price is $928m., not $847m.

Tony Hsieh grew Zappos “gross merchandise sales from $1.6M in 2000 to over $1 billion in 2008 by focusing relentlessly on customer service”


http://techcrunch.com/2009/07/22/amazon-buys-zappos/

http://techcrunch.com/2009/07/22/amazon-buys-zappos/

Needs

WantsConstraints

How can you find out what these are?

Listening: both off and online38May 2010 | © K. Carruthers

ACTION PLANNING


Your mission

• Facts, features and benefits• Emotion, passion, brandCommunicate

• Customers• Potential Customers • Fans/influencersEngage• Products• ServicesSell• Sentiment• Reach• ResponseMonitor


How to build trust


7 questions re technology

1. What is it and what does it do?2. How does it work?3. How does it make or save money for me?4. How long is that payback period?5. What are the indirect costs?6. How updateable is it?7. Who else uses it & how do they use it?


Content strategy model

Create

Share

EngageMonitor

Monetise


Elevator pitch6 Questions:1. What is your product or service?

Briefly describe what it is you sell. Do not go into excruciating detail.

2. Who is your market?Briefly discuss who you are selling the product or service to. What industry is it? How large of a market do they represent?

3. What is your revenue model?More simply, how do you expect to make money?

Source: http://www.businessknowhow.com/money/elevator.htm


Elevator pitch4. Who is behind the company?

"Bet on the jockey, not the horse" is a familiar saying among Investors. Tell them a little about you and your team's background and achievements. If you have a strong advisory board, tell them who they are and what they have accomplished.

5. Who is your competition?Don't have any? Think again. Briefly discuss who they are and what they have accomplished. Successful competition is an advantage-they are proof your business model and/or concept work.



Elevator pitch6. What is your competitive advantage?

Simply being in an industry with successful competitors is not enough. You need to effectively communicate how your company is different and why you have an advantage over the competition. A better distribution channel? Key partners? Proprietary technology?



Digital marketing plan

1. Competitor Analysis

2. Goal3. Objectives4. Target Audience5. Key Messages

6. Strategies7. Tactics8. Channels9. Measurement10.Budget


Competitor analysis

• Who are they?• What are they doing?• Why are they doing it?• What are their results?


Goal

• What do you want to achieve for your marketing initiative?

• Summarise it in a single statement


Objectives

• S.M.A.R.T. objectives for the plan:– Specific– Measurable– Achievable– Realistic– Time-bounded


Target audience

• Who are they?• Where can you find them?• What do they like?• Who else is targeting them?


Key messages

• This is your narrative• A few simple ideas you want to get across• Think about it from an audience perspective


Strategies

• What methods will you use to get your message across?

• Include the who, how and what of achieving your objectives.


Tactics

• Tactics are the specific action items to support your strategies and meet your objectives.

• Each should include a deadline and cost estimate (S.M.A.R.T.)


Channels

These are the ways to get your message out, e.g.– Website or blog– Social networks– Electronic direct mail– Direct mail– Events– Podcasting– Video (YouTube, Vimeo)– Traditional media


Measurement

• Identify the key metrics pre-launch• Metrics can rarely be retro-fitted• Plan how to capture the data


Budget

• Look at budget last• It is easier to make trade-off decisions later if

you have done all the homework


Slides available: www.slideshare.net/carruthk

Business: www.hyro.com

Personal: www.katecarruthers.com

Twitter: @kcarruthers


http://www.slideshare.net/carruthk

http://www.hyro.com/

http://www.katecarruthers.com/

http://twitter.com/kcarruthers