In the area of content marketing, writing is starting to become undervalued, not unlike most digital content. After all, we’re a society that complains about a free U2 album in iTunes that we didn’t want, or that we’re mad about paying 99-cents for an app that wasn’t life-altering.
The days of spending lavishly on your first/second/tenth website are doomed. For a host of reasons, it doesn’t make sense. It’s like buying a factory before you have seed money or your first customers.
If you’re in the early stages of growing your business or even your idea, save your marketing spend for experimentation and business modeling, not creative design firms who will give you a “corporate identity.”
All the effort that pre-IPO company spent with that sexy downtown design firm for a $100K, 3-month website project is being copied by a bunch of Eastern Block kids with immaculate PHP/CSS skills
That’s not to say you shouldn’t have a sharp logo/name/tagline. By all means, you have to be memorable.
But as for your website? Take a long, deep breath should anyone tell you to hire a web designer/developer. You may need to, but here are four signs that maybe it’s not the best strategy. Read more
There is good marketing out there, but there is also a ton of marketing waste. Yet businesses continue to throw time, effort and money away attempting to move the needle simply because everyone else does it. So in no particular order, here are 5 marketing efforts B2B companies do that are completely and utterly useless like the ice cream cone that spins itself. Read more
Adobe’s Creative Cloud is an ecosystem waiting to rain on everyone.
Designers (and pigeonholing them into a single group is already tantamount to imprisoning them in Abu Ghraib) are a notoriously cliquish bunch who have a guttural reaction to LinkedIn, Facebook, etc. where their 7AM lattes come back up their throats. Pinterest (for inspiration) and Deviantart (for gloating) are okay. But their activities around the “job” of design can’t be socialized as easily to pull faithful creative types away from their Photoshop layers and Bezier curves. Cat videos are an exception. Read more
The picture above is of our street during Santa Clara’s annual cleanup week where residents have the opportunity to chuck all their once good ideas.
Software, unlike a material product, has the ability to linger. It’s a strange phenomenon if you think about it. Software is a piece of intellectual property rather than an actual product. It’s more like content, where it can sit perpetually, even if there’s no one using it. Read more
In baseball, the rare athlete is called a five-tool player. This is the guy who can (1) hit for power, (2) hit for average, (3) plays great defense, (4) can throw the ball with speed and accuracy, and (5) has speed. When you have that guy on the field, things just seem to go well. Some of the famous ones are: Ken Griffey, Jr., Barry Bonds (pre-Balco), and Willy Mays. Read more
The new Autodesk logo kind of looks like the Google Drive logo, yes? Yet, I’m going to hold off on saying it was derivative. In any case, you could make the argument that the Google Drive mark is an icon (not a logo).
It happens more frequently than you think. After all, balance and composition of design actually limits you to fewer choices than you think. For a logo to appear attractive, memorable, and pleasing, it’s got to have some human aesthetic that agrees with good design rules.
Software is essentially a manifestation of some manual process in hopes that it can automate some small piece of information management (unless we’re talking about software for design or related purposes).
Marketing, in much the same way, is a type of information management, with the explicit goal to get information in the hands of a customer so they can make a decision to purchase. It can attract, influence, education or even walk the customer through the buying process.
So if marketing were a piece of software, how would they be alike?
Imagine if the entire world were a database, or even better, a data warehouse with tons of diversely structured tables. For marketing, each table would be a customer segment, a market opportunity, an advertising channel or any number of avenues that need to be measured.
A marketing strategy for each of these database tables is like building joins or schema. You are looking for relationships between this discordant data and trying to hone in on a more targeted effort or customer list. A more targeted customer list reduces the risk in spending a lot of marketing dollars on unproven approaches to capturing your market. If we’re talking databases, a focused schema lets us hone in on specific data, and define clear processes for it.
The core app, maybe it’s an API or what’s on your app server — that’s like your marketing engine. This includes the people and tools that make the operation go. It’s constantly being optimized (hopefully) so that you get a better return on your investment, but also just to be more tactical. What you’ll also find is that what might seem completely different (email, social, advertising) are actually part of a holistic, multi-channel, parallel processing effort. You’re going to distribute the same stuff but over each and each has unique ways to measure success.
And the UI is like your messaging. It’s what’s going to compel a “user” to understand and get value from whatever marketing you’re doing. It’s also your brand so you want consistency and memorability. When someone sees your marketing, you want them to already have a familiarity with it to reinforce the relationship so they don’t have to “re-learn” a bunch of messaging you’ve already fed them.
One last thing: You gotta have conviction for what you’re doing. Just like you can’t design an application that you don’t believe will benefit the user, you can’t move forward with a marketing strategy that doesn’t imbue a sense of vision and value. If you’re literally using canned material you copied from a competitor, people see that and know you’re just a poser.
- Have you explored your business model? Is it set?
- What is your current cost per acquisition and what should it be?
- What is the most valuable thing your company provides its customers? (Try not to answer with a feature, but a human benefit)
- Why is your solution the best choice over other choices?
- What are those other choices?
- True/False: When most people try your solution, they want to use it, but do not want to pay.
- If you offer a trial, how many days from trial do you see abandonment?
- Do you have a nurturing system in place for trial and paid users? How is it implemented?
- Do you have a marketing automation system?
- Do you have a CRM?
- How large is your current user base?
- How much revenue do you have in a month?
- What is more important: Adding users or adding usage?
- Who is your biggest customer and how do they use it?
- Do you have writers on staff?
- Do you have designers on staff?
- Do you have social marketers on staff?
- What campaigns have worked for you in the past? Do they have a shelf life?
- Are there any interesting use cases (either by current users or yourself)?
- Of paying customers, what is the churn rate?
- What are the main reasons people leave even after paying?
- How many new visitors do you get each month to your website?
- What is your visit-to-trial rate?
- Does your company have character?
- Are your customers willing to go on record to support you?
Based on these answers, you can start to formulate a strategy and plan. Without this information, the idea of coming up with any kind of marketing plan becomes problematic. The reason is that every plan should fit the scalability of an organization. You can say all you want that you need/expect explosive growth, but there has to be a basis for what that means.
Now you might get lucky and simply “get” your market and customers and don’t need to do this level of marketing to understand how to grow your business. But then everything should be great, right?