Wednesday, September 30, 2009

Dare to be DiFfErEnT

In this image ... what catches your attention?

Go to any of your branches. My bet is that if you walk 5-10 minutes in any direction, you're likely to find at least one other bank or credit union.

There are nearly 20,000 individual banks and credit unions in the US - most with multiple branches. When most all financial institutions offer free checking, debit card, retail loans and savings, how do you stand out to get consumers attention?
  • Do something fun and unique at every transaction
  • Package or bundle your "usual"products in a way that shows you understand the consumer's needs
  • Train your staff to do something that truly helps the customer save money
  • LISTEN to what the customer says, HEAR the needs, and consultive sell a product to help them
  • Make your branch look more like a retail store than a bank
  • Jazz up your website - focus on what a consumer would be looking for and less on your products
  • Become known for something fun ... anything fun
  • Write personal notes to customers
  • Replace suckers with popsicles
Most of all, look at what your competitors do and do everything better.

This year more than any other, consumers have been switching banks. There is "Money in Motion" in your community. The zebra among horses will gain the market share.

Take are,
Eric

Saturday, September 26, 2009

3 ways to measure your social media efforts

Many people have been using social media because they "think" it's what they should be doing. After all, it's all the rage. Everyone seems to have a Twitter or Facebook account. But social media may not be the right channel for some businesses. Even more disturbing, some businesses are putting all this time and effort into SMO because "everyone else is doing it" and they're not even measuring their efforts to see if all this work is really paying off.

It's not that they're lazy or sub par marketers, it's just that they may not have a direct response or PR background -- in other words, they're not familiar with how to measure ALL of their marketing efforts ... including social media.

Well, I'm here to shed light on this important topic.

Below is an article I wrote while I was VP of Marketing and Business Development at Early to Rise.

Check it out…Have a question about measuring social media or using social media for profits? Drop me an email!

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Measuring Social MediaBy Wendy Montes de Oca, MBA

If you’re an online marketer or publisher, chances are you’re well aware of the power of social media optimization (SMO). If you’re new to the world of Internet marketing, you’ll be interested to know that this breakthrough method is a truly inexpensive (practically free) way to create buzz about your products, increase traffic to your site, build trust about your company, and boost your sales.

Today, I’m going to show you a simple way to get started in social media marketing – and an easy three-step process you can use to measure how well it’s working.

In a nutshell, social media is an interactive platform where people can correspond – via chat rooms, forums, bulletin boards, networks (as in MySpace, Facebook, Classmates, LinkedIn, Bebo), user-generated content sharing (as in Digg, StumbleUpon, Reddit), wikis (interactive online encyclopedias), and blogs – with like minded individuals who share similar interests, whatever those interests may be.

Cutting-edge businesses and marketing-centric companies have jumped on the social media bandwagon to leverage the increased popularity of this phenomenon. Companies large and small got their marketers to create MySpace, FaceBook, or LinkedIn profiles in order to have their fingers on the pulse of the market, correspond with consumers, and create buzz about their products.

Here at ETR, we’ve been on the Web for some time now, dabbling in all sorts of social media activities with content syndication, viral marketing, and online PR efforts.

Recently, we started leveraging the presence of our individual team members on LinkedIn. If you’re not familiar with this site, it’s a network community for business professionals. Users can set up profiles highlighting their corporate experience and areas of expertise.

Edwin Huertas, one of ETR’s search engine marketing specialists, answers select questions on LinkedIn that are related to his area of expertise. He also uploads blog posts about a variety of search engine optimization (SEO), search engine marketing (SEM), pay-per-click (PPC), and social media practices. This helps create buzz about ETR (through Edwin’s profile and position at ETR). Plus, he sometimes supplements his posts with links back to relevant articles on our website – which helps drive traffic to the ETR site.

This is a practice you can emulate easily. Simply register as a member of one of the social media groups. Then begin to participate in the discussions. For instance, if a LinkedIn member posts a specific question about SEO, Edwin will try to find an article on our ETR site that addresses that issue. He then answers the question in his own words, but recommends that the member also read the ETR article, which has more valuable information. By answering questions posed by your fellow members (making sure you add relevant links back to content on your website), your posts will begin to generate “free” traffic.

Another site that works well for us is StumbleUpon.com. This site directs Internet surfers to Web pages based on the surfer’s pre-selected categories every time they click on the “Stumble” icon on their toolbar.

You can install the StumbleUpon toolbar on your own computer and recommend articles on your own site. This allows you to give any page a “Thumbs Up” or “Thumbs Down” rating. It also allows you to include a brief description and category for your submission. If you rate your article, it will appear in the StumbleUpon rotation – which, again, means ‘free’ traffic to your site.

Getting started is super-easy. But the key to making social media work for you is the same with any marketing medium: You need to have a way to find out if it’s working.

Although many marketers have been going all out with their social media efforts, most haven’t a clue as to how to actually measure the campaign’s success or failure.

Let’s say Early to Rise just published an article on goal setting for 2009. The article is followed by a related product ad in the ETR issue, as well as by a separate e-mail promotion for a related goal setting product, like our Total Success Achievement program. Product sales are generated from the e-mail and from the ad. Meanwhile, the social media aspect takes over.

The article content is syndicated via RSS feeds, as well as top article directories (like EzineArticles, GoArticles, ArticleBase, Buzzle, and others) and user-generated content networks (such as Digg and Reddit). Readers may also discuss the article on goal setting and self-improvement blogs, forums, and bulletin boards.

So how could you measure the social media aspect of such an effort?
It’s easy. By using the same metrics that are used to measure a public relations effort: Outputs, outcomes, and objectives – what I like to call the “3 O’s.”

1. Outputs (measures effectiveness and efficiency)
For our example, I’d look at Google Analytics for spikes in traffic to the Early to Rise homepage in the days following the article’s publication. I’d look specifically at traffic sources, visits, unique visits, and visit percentages. I’d also look at referring sites and search engines to see whether the traffic is coming directly from social media platforms. And I’d look for an increase in new ETR subscriber sign-ups (leads) during that same time period.

2. Outcomes (measures behavioral changes)
For this metric, I’d look at feedback from our customers… e-mails, phone calls, comments posted on our ETR member forum. I’d also do some reputation monitoring by searching the Web for keywords like “ETR,” the article title, and the product name to see if others were talking about it in chat rooms, external forums, and bulletin boards.

3. Objectives (measures business objectives/sales)
The most obvious and directly related metric is direct sales of the product that are tied to the editorial. Orders generated from an e-mail link or ad link are coded for tracking, so attributing sales to those sources is definitive. If the sales come from a product page on our website where the true “source” cannot be tracked, I’d look at the sales during the corresponding dates of the campaign for correlations.

Finally, for each of the above, I would compare the current campaign data versus the year-to-date (YTD) average and year-over-year data to clearly illustrate pre- and post- campaign performance. In other words, I’d check out website traffic, unique visits, specific product sales, etc. – all for the same time periods. That way, I’d have an established benchmark against which to measure our current social media efforts.

Social media is a low cost and effective way to spread the word about your company and products, as well as to conduct market research. By understanding the “3 O’s” and how they work, you can actually quantify your efforts with hard data… a critical component for any direct marketer.

[Note: This article appears courtesy of Early To Rise. For a complimentary subscription, visit http://www.earlytorise.com.]

Friday, September 25, 2009

"Alignment" Woes

Greetings on a Friday afternoon! I was thinking about being a bank marketer today; remembering all the ups and downs, the joys and the fun and the frustrations as well. My biggest frustration when I sat in the marketing director's chair for a major bank was when our senior management team wasn't all focused on the same goal.

Usually, this was not a problem at that bank because each year's goals were clearly articulated to us all and the expectations were clearly set. This was reiterated weekly and reviewed monthly and if you were not progressing properly, you were probably getting "help" to rethink whatever it was you were doing.

But there were times when people had personal issues, or there were some real obstacles to our functioning as a team. Differences in beliefs about whether we could actually achieve the goals, differences in how we should get there, differences in how we could or should work together and who should take specific roles or responsibilities and always, opinions about whether they were getting enough support from marketing.
Sound familiar?
When the team's alignment is not there, it feels different. You can feel disoriented, you start looking at what your personal goals are versus the bank's goals. You lose focus. You start blaming others for shortcomings. You start down that slippery slope of negativity that kills a team.

If you are a leader of a team or bank or any other group that is trying to achieve something big, something more than you are, don't let this happen!
The cure is available through a great process that I have seen work in other's peoples lives and in some of the world's biggest organizations, and has certainly worked in mine. It is a process called your "Best Year Yet".

The magic happens when alignment is in place; whether for yourself personally, in a marriage, or in a team trying to reach the top of Mount Everest. Find out more at www.bestyearyet.com.

Have a wonderful, aligned, and enlightened weekend!
Sharon

Thursday, September 24, 2009

Don’t Plan to Fail in 2010

Avoid the Top 3 Strategic Planning Pitfalls

Not all strategic planning is created equally. The majority of companies find a mere 63 percent of the goals outlined in their strategic plan are achieved each year. Why leave all of that opportunity on the table?

How can you pull the extra level of growth out of your strategic plan? Make strategic planning an ongoing process rather than an annual event combined with a golf outing or Board retreat.

Most companies see goals fail because their strategic planning process lacks three basic components necessary for success.

• A chain of leadership involvement that extends beyond Executive leadership to include those business leaders actually responsible for producing results.

• A defined accountability program to achieve the goal and detailed process for ongoing progress reviews.

• A platform that includes ongoing monitoring and review to take strategic planning from a onetime annual event to an evolving growth process.

Incorporate these three elements into your planning and you’ll achieve more next year. Or, consider successful planning programs like Best Year Yet®, a strategic planning process that achieves significant, measurable and relevant results by generating alignment to move everyone in the same direction. Best Year Yet is a program that changes behavior, culture and performance to deliver success year after year.

Want to find out more about Best Year Yet – email Sharon Lovejoy at slovejoy@marketmatch.com and plan for success in 2010.

Deanna

Wednesday, September 23, 2009

Top 4 Things You'll Need to Consider Before Starting 2010 Planning


It’s that time of year again. As you sharpen your pencil to start 2010 planning and budgeting, consider the following:

4. Local Economy: By making a few simple clicks or calls to your city or county, you can quickly assess the local economic environment. Also try calling a local college economics department for local data. Consider:

  • Are jobs growing or shrinking today in each of your markets? What will they be doing in the next 6-9 months? What businesses are doing what? Use this information to target your business development strategies.
  • What are the overall local economic trends? Look at real estate, household income, employment, retail sales, etc.
  • How does all of the above information drive Product Need? Are there specific products that you can focus on in 2010? Do you need to create new products or services?

3. Existing Customers: It costs far less to increase penetration with your existing customers than to acquire new ones:

  • How are your current customers using your products and services? Look at services per household, checking penetration, loan penetration, available lines of credit, debit card usage, online banking usage, etc.
  • Identify your most profitable customers and target those who look just like them.
2. Competition: You can hire an outside shopper or simply take a day or two and shop the competition yourself. It’s important to understand:

  • What new competition has entered the area? Who’s left?
  • Review your key competition’s Product Mix.
  • How are they Packaging their products? Do they have Relationship Pricing? Are they bundling products?
  • Make a list of all of your competition’s Advantages and Disadvantages.
  • Use this to Differentiate yourself!

1. ROI: By truly understanding and reporting your marketing ROI, you can brand yourself and your department as the greatest profit center in the bank or credit union.

  • Set measureable ROI goals for each promotion as well as overall annual goals. Track regularly - not just at the end - this will help you know if you need to deviate from the plan.
  • Look at everything: fee income, product profitability, brand equity, etc.
  • Become your greatest spokesperson! Report everything … even the tactics that didn’t meet expectations and share what was learned.
  • If your institution has one dollar to spend, show then that the highest return on investment is through marketing.
Take care,
Eric

Sunday, September 20, 2009

Finding a Way...

As you may know, I am a HUGE Ohio State Buckeye fan and also a Bengals fan.  To many, the success of the Buckeyes is great...and the pain of the Bengals is tough to take.  Both, however, have had equal shares of triumph and heartbreak...but recently they have also Found A Way!

My message is about finding a way...finding a way to victory even when the times are tough, the competition seemingly insurmountable and the odds stacked against you.

The Buckeyes and the Bengals both came back from heartbreaking last second defeats from a week ago...both have been pinpointed by many awaiting an even bigger failure. However, they both circled the wagons, talked about the team spirit and rode the wave to victory...DESPITE the odds, the competition and the neysayers...they found a way!

The economy is tough for bankers right now...the budgets are slim for marketers and the demands of customers never bigger...but YOU CAN FIND A WAY to victory.  It just takes three words to be repeated as often as necessary.  This will sound VERY trite, but it is true and it works...ready?

The three words are...

YES I CAN!

Yes you can....
  • Make an impact with the budget you have
  • Overcome the competition
  • Make it through the fall planning sessions
  • Grow you loan base
  • Positively impact your attrition rates...
  • and MORE!
You can do it!!  We have faith in you....but you need to take the 1st step....Repeat after me...

YES I CAN...

If you need a daily re-affirmation...call me...I would be glad to help!  After all, a Bengal's fan is used to saying "tomorrow will be better!!"

Cheers!

Bruce

The Problem of Silos


I have just returned from a National Arts Strategies seminar entitled Managing People. One of the many things I love about their seminars is that they force you to take a hard look at strategic planning, and how strategic planning influences everything from marketing strategies to, in this case, human resources.

Upon my return from the seminar, I started to think about a common structural problem that many organizations encounter -- the problem of silos, particularly silos between the marketing and development departments. As non-profit arts organizations became more and more sophisticated, there began to emerge two distinct entities: a marketing department tasked with maximizing earned revenue streams and a development department responsible for overseeing all contributed revenue streams. It can be said that "marketing" departments have existed for much longer, and that even for major arts organizations, development departments are somewhat of a recent development (Arena Stage hired its first development director in the late 1980s). With two distinct departments tasked with being responsible for all revenue coming into an organization, all too often, the strategies devised by each department are done so with minimal thought to how they will affect or interact with the strategies of the other, causing the silo effect. As a consultant, I see this with many of the clients I work with, and it makes it difficult for an organization to make the best overall decision on how to move forward strategically.

In the last decade, many organizations have experimented with the "external affairs" model where one large department, housing both development and marketing, is tasked with revenue management. The problem with this model is that in most cases, although the department is united under one leader, there still exists marketing and development silos under the external affairs banner. Again this creates a problem because it doesn't allow an organization to view a complete picture of the customer as one side will look at a customer from a ticket sales perspective while the other will see his potential as a donor. Given the experience of the external affairs director, many times one division is stronger than the other depending upon the director's history.

So remembering a session from this summer's TCG conference, I thought what would I do if I had no rules to abide by and I were running the zoo? I believe I might blur the lines between development and marketing much more than they have been in the past in an effort to view the customer holistically and therefore provide better service. The heart of most of the roles in each department rely upon the same set of skills -- messaging, selling and promoting. Below would be a possible org chart for an external affairs department:

Director of Business Development (not so hot about the title, so it might change): This person would be responsible for all new business development. Chiefly responsible for getting new audiences into an organization, growing the reputation of the organization in targeted segments and organizing audience development events.

Direct Reports:
- Group Sales
- Inbound Sales
- Telesales
- Audience Development

Director of Loyalty and Retention:
This person would be responsible for taking the current customer base, and moving them up the loyalty ladder from single ticket buyers to multi-buyers to donors. Also responsible for audience retention programs.

Direct Reports:
- Customer Account Managers: These individuals would oversee a given number of customers and would be responsible for their customers complete care with the goal of moving the customer from a multi-buyer to a subscriber to a donor, and then renewing them the following year. They would track the participation of each of their accounts, and provide customized personal strategies designed to enhance the relationship between the organization and the customer.
- Planned Giving
- Capital Campaign

Director of Brand Management: This person would be responsible for the overall brand of the organization from institutional messaging and design to public affairs and media relations.

Direct Reports:
-Media Relations
-Publications/Art Department
-Marketing/Communications
-Sponsorships
-Special Events

Director of Government & Institutional Affairs: This person would be responsible for being the liaison to all government offices (local, state and national) as well as foundations.

Direct Reports:
-Grant Writers
-Lobbyists
-Foundation Officers