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5 Ways to Generate Content Marketing Revenues

Content Marketing Sales: Why Great Content Is Not Enough

Content Marketing Revenues93% of B2B marketers are investing in content marketing to build their brands and produce leads according to Content Marketing Institute and MarketingProfs research.

Unfortunately only 42% of these marketers believe their content is effective. This is a problem because businesses invest money to generate sales.  (Note: Although 90% of B2C marketers use content marketing, only 34% find it effective.)

Marketers are so focused on producing sufficient, great, high-quality content that they overlook the need to drive revenues. Your content must move a portion of your audience to close the deal and purchase your product or service.

If their content is so great, why isn’t it effective?

  • The content is of poor quality containing me-too information or wrong ideas.
  • The content is poorly targeted to meet customer needs.
  • The content is poorly distributed and/or not optimized for consumption and findability.

But the biggest issue keeping you from succeeding is that you need a (better) process to convert prospects into customers.

5 Ways to generate content marketing revenues

Here are 5 ways to make great content into content marketing revenues.Content Marketing Revenues

1. Always incorporate at least one call-to-action.

Remember your audience lives in a content rich world. Once they’re finished with your information they’re onto the next piece unless you prompt them to act.

  • Make your call-to-action stand out from the rest of your content. You don’t want readers to assume that it’s more text.
  • Target appropriate next step(s). Don’t assume prospects are ready to purchase. Rather balance the subsequent action based on their needs, not yours. Also, bear in mind that prospects may not be ready to share what they deem to be personal information.
  • Make every piece of content an entryway to your offering. Since prospects can be over 70% through the purchase decision before marketers realize that they’re in-market, you must ensure that your content supplies access to the information they seek. Allow for different purchase paths.

2. Use relevant landing pages.

One size doesn’t fit all when it comes to landing pages. When prospects click on a link or call-to-action, the next piece of content they view must be related and similarly branded or you risk loosing them.

  • Continue the information scent. This is based on the Eisenberg brother’s book, Call To Action. Keep the look and feel of your content consistent so that readers don’t think that they’ve wound up on the wrong page.
  • Create targeted landing pages where possible. Within your budget limits, tailor your landing pages and microsites.

3. Streamline the buying process.

All of your great content effort is for naught if your purchase page(s) aren’t optimized to convert.

  • Eliminate extra steps. Be ruthless in getting rid of extraneous processes and irrelevant data collection that isn’t required to close the sale.
  • Don’t force prospects to register and sign in. This only works for Amazon which has built customer trust over time. Doing this hurts your conversion rate.
  • Offer multiple sales channels. Let customers purchase when and where they want. This is particularly true for millennials who expect a consistent cross-platform experience. Allow customers to buy via your website, mobile device, phone or in-person.

4. Test your content marketing for optimal outcomes.

Continually test each element of your content marketing. Don’t assume that what worked last year is still the most effective way to present your information. There are new trends and platforms.

  • Start by testing the elements that yield the biggest impact. This means your calls-to-action and your purchase process. If these don’t get leads into your sales pipeline, then you’re significantly limiting your revenue potential.
  • Plan your testing. While assessing content marketing results when there’s an issue is necessary, to ensure that you’re optimizing your content marketing budget, have a strategy associated with your marketing and editorial calendars.
  • Allocate appropriate budget for testing. This includes different creative and distribution as well as metrics.

5. Measure your content marketing results.

Don’t forget to keep score of your content marketing’s effectiveness in driving sales.

  • Set goals for each piece of content. Don’t just create information and pray that it will achieve your objectives.
  • Track content marketing metrics. Skip the vanity metrics like shares. Find out what is driving leads and prospects and what actually converts them into customers based on your business goals?

Want your great content marketing to drive sales? Then ensure that you incorporate the appropriate elements to convert readers into prospects and ultimately customers.

How do you drive content marketing revenues?

Happy Marketing,
Heidi Cohen

Heidi CohenHeidi Cohen is the President of Riverside Marketing Strategies.
You can find Heidi on Google+, Facebook and Twitter.

Join me & Kevin Spacey at Content Marketing World 2014CMW14_468x60Meet me in real life at CMW 2014 in Cleveland.

BTW – Don’t fret if you missed my session last year: Get all the content of CMWorld 2013 OnDemand now!



Related Articles

  • The Future of Content Marketing
  • 5 Ways to Make Money With Content

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Afraid to Delegate? How to Get Over It and Get More Work Done

At first glance, not doing something yourself feels risky: What if it doesn’t get done? What if it’s not quality work? But done correctly, delegating can actually lower the risk in your business.

By delegating, you’re decreasing the chance that you’ll burn out and that important activities only you can do won’t get done. Real control comes from managing risk and releasing control in appropriate ways. (Click here to tweet this thought.)

Here’s how to change your approach to delegation to maximize business results:

Identify where to focus

To help you let go of projects other people can do, you need to understand what exactly should fill the majority of your time. Where can your contribution make the biggest impact? For most business owners, these activities include strategic thinking about new business opportunities, building relationships, sales and specific elements of operations.

Unfortunately, most owners find that the most essential business-building activities never happen because they get so swallowed up in day-to-day operations. Take a moment to step back and think about where you can provide the highest value. Everything outside your core strengths and role should be activities that others can do.

Name the fear

Vague feelings of discomfort can stop us from moving forward. But when we clarify what actually bothers us, we can then address the issue and break through to the next level. Name your fears. To help you get started, I’ve listed out some common concerns in each category:

Delegating the work:

  • The work won’t get done.
  • The work won’t get done well.
  • I feel bossy/mean.
  • I’m worried I’m inconveniencing others.
  • I feel out of control.
  • The work won’t get done the way I like it to be done.

Doing the work yourself:

  • I feel stressed.
  • I feel sleep-deprived.
  • I’m frustrated.
  • I feel like my opportunities for growth are lost.
  • I am out of control.
  • I’m limiting others’ growth.

After each bullet point, name in specific detail the perceived risks associated with both allowing others to participate and doing the work yourself.

Minimize the risk

Once you have a detail list of perceived risks, take the opportunity to address each issue. Figure out how you can minimize the risk when someone else does the work. This will allow you to put the appropriate checks and balances and safeguards into place.

For example:

Perceived risk: The work won’t get done.

Risk mitigation strategy: Set up a follow-up system for each task. Make a running task list or hold meetings to review deliverables. Use tools like to remind yourself to ping someone.

Perceived risk: The work will not get done well.

Risk mitigation strategy: Take time to think through the work you pass off to others. Identify whether you’re in the direction, coaching, support or straight delegation stage. — both with the individual and with the task. Tailor your management approach accordingly. Always factor in buffer time for work to be reviewed and edited.

By following this three-step strategy, you can delegate effectively and invest your time in growing your business — without burning out.

Elizabeth Grace Saunders is the founder and CEO of Real Life E®, a time coaching and training company, and the author of The 3 Secrets to Effective Time Investment: How to Achieve More Success With Less Stress.

The Young Entrepreneur Council (YEC) is an invite-only organization comprised of the world’s most promising young entrepreneurs. In partnership with Citi, YEC recently launched StartupCollective, a free virtual mentorship program that helps millions of entrepreneurs start and grow businesses.

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Beyond Push Notifications: What Can Beacons Do For Retail?

src="" class="alignleft" />The obvious application of beacon technology is to push content – be it welcome greetings, discounts and special offers, product information, branded content or other alerts.

What else can beacons offer in-store? Based on the research in Forrester Research, Inc.’s March 2014 report The Emergence of Beacons in Retail Get Elastic believes there are 5 reasons retailers should look into the technology.

Customers as beacons

Beacons can facilitate person-to-person communication, which can be helpful for paging sales associates from within an app, rather than wandering around (like Uber for shopping!) Smart stores will dispatch sales associates to the right “department” based on their areas of expertise.

In-store navigation

Beacons can also support turn-by-turn directions to locate products. Combined with a voice or text search function, this can be very helpful for speedy grab-and-go shopping.

In-store nav can be useful if you have an app downloaded that syncs your Wish List or favorites, the ability to locate which ones actually exist in store, and to guide you to which products you’d like to view or purchase that day.

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There’s also potential for “gamification,” such as Easter egg hunts.

In-store analytics

Retailers are no doubt chomping at the bit to collect more data on in-store behavior to optimize merchandising. While there are many ways to do this currently, the connection to mobile has potential for tying habits to customer segments, such as cross-channel buyers, frequent visitors, customers of a certain age or sex, or out-of-town visitors.


PayPal Beacon notifies a retailer when an app-wielding customer enters the store, and a beacon located near point-of-sale interacts with the customer’s phone app to complete the transaction.

Cross-channel attribution

Beacon technology is a step towards closed-loop channel attribution where a marketer can measure the impact of mobile advertising exposure on in-store sales. For example, an ecommerce platform (through its mobile touchpoint) could pull location data based on a customer’s proximity to a beacon, and match it to previous exposures of an ad.

There remain a couple challenges here: 1) attribution can only be made across the segment of opted-in, tracked customers (incomplete data), and 2) beacons can’t track attention. Proximity to a beacon does not mean attention, neither does exposure to mobile advertising.

Retail beacon hurdles

Despite its potential, the biggest hurdle for retailers is perceived privacy. The success of beacon marketing and merchandising relies on enough opted-in users. Some studies suggest customers are highly resistant to being tracked in-store, even if it improves the customer experience.

Beyond privacy, beacon relevance and usability is also important.

Journalist Sébastien Page recounts his underwhelming experience at a Californian Apple store. Beacons welcomed him 5 times at different points in the store (including upon leaving), and product information did not come up when and where he expected.

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Before implementing in-store beacons, it’s imperative to determine what content is most appropriate and relevant to deliver (and where), what the customer expects/wants (and doesn’t want) from the experience, and what veers into the gray area of spammy notifications. Your strategy should be informed at least in part from real customer input and testing.

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4 Mega-Mistakes You Don’t Want to Make On Your Resume

Spelling and grammar errors. Gaps in unemployment. Vague job descriptions.

Most job seekers are well aware of the major no-nos on resumes, but here’s the bad news: your resume probably has other red flags you’re not aware of. Here’s the worst news: There’s no way to know for sure what they are.

Why? Because every recruiter and hiring manager has a different approach, and every company has different needs. A red flag for one position is an asset for another.

What’s a job seeker to do? Well, if you’re a mind reader, that’s a big help. Otherwise, you have to rely on learning about industry norms and consider what you want in a job and a company. Here are a few common red flags:

1. No social media presence

While you should never include a link to a personal profile, not having one at all can also raise concerns. In most positions, technology plays an important role, and your ability to maintain a social media account shows a level of comfort employers want to see.

For many creative jobs, such as Web design, photography or writing, it’s expected as a way to gain access to a portfolio of your work. Depending on your industry, this can be done through a Flickr account, a blog or even a Twitter feed.

For jobs that rely heavily on your ability to network and develop relationships, such as marketing and sales positions, showcasing your large social following can be an asset. For many online marketing positions, it’s a requirement, whether it’s stated upfront or not.

Not sure what the standard is for your industry? In almost any job, it’s a safe bet to include your LinkedIn profile. (Click here to tweet this thought.) A great place is in your header under your email address. It’s unlikely a hiring manager would toss your resume for including it, and you’ll avoid being overlooked because someone assumes you’re a techno-phobe.

2. Too few job changes

You probably know that job hoppers are frowned upon, but staying in one place for too long can also hurt you. Many employers want applicants with a wide range of experience. They may question the depth of your knowledge of the industry or wonder why you didn’t take initiative to find more opportunities for growth.

This is particularly true for any industry that requires a diverse set of skills and expertise, such as technology-related fields and project management positions.

What’s a loyal employee to do? If you changed positions or were promoted, break up those different titles into separate sections. Be sure to highlight any changes in department or location as well.

If you haven’t moved around, it’s even more important to highlight specific accomplishments and continuing education to alleviate any concerns. And before you panic, consider this:

If you’ve been in one position for a long period of time, it’s likely you valued that company’s loyalty to you as well. If a new potential employer thinks loyalty is a weakness, it may not be the right match for you anyway.

3. No hobbies or additional interests

Nine times out of ten, including this section on your resume is a bad idea. Employers don’t care about your life outside of work. (Many of them would probably prefer you didn’t have one at all.)

That being said, for some jobs, it’s crucial to showing why you’re the right candidate. If you’re applying for a position at a surfboard company, the fact you can ride a wave is definitely relevant.

A veterinarian’s office is likely to be impressed by your volunteer work with the local shelter and your three dogs, two cats, one gerbil and tank full of fish. In these instances, not including information about your personal life is a mistake.

Also, some workplaces — particularly younger, tech companies — make a point to showcase their employees’ hobbies and personal accomplishments. For instance, they might post on their blog about an employee winning a chess tournament or share the results of their annual table tennis competition.

It’s about showing that you’re not just qualified, but also a match for the company culture. It’s unlikely your resume would be thrown out for omitting this information, but its inclusion can move you to the top of the pile.

4. You’re too qualified

If you seem too good to be true, employers often assume it’s all false. Even if they believe you, it can bring up questions about why you want the job in the first place and how long you’ll stay if you get it.

This can be particularly frustrating for applicants actively seeking a less stressful position or trying to change industries. Take it down a notch. Look at what’s required for this particular position, and make sure you’re showcasing just those qualifications (and maybe just a bit more).

Don’t be afraid to tone down position titles, too. It’s not lying to list your position as marketing if you were the marketing manager, but that extra word can make a big difference in how you’re perceived.

Also, be careful about over-explaining your positions as this can be seen as overcompensating. The key is to focus on achievements in a clear but concise way.

What concerns do you have about the impression your resume gives employers? Share in the comments.

Juliana Weiss-Roessler is a professional resume writer based in Austin, TX. She’s also a contributor to, where you can perform a job search and apply directly to multiple top job search sites in one easy location.

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Three Types of Marketing Success Metrics.

Assessing the results of interactive marketing campaigns

Success_MetricsFor some marketers, the mere mention of analytics instills them with fear. That’s why an interactive marketing analytical framework is needed. For, as you move from one marketing campaign to the next, you need a basis for assessing each campaign’s effectiveness in achieving their intended business goals in order to ensure continued success.

To help you understand how this works, this article provides a detailed conceptual approach for assessing an interactive marketing campaign’s effectiveness.

First, it’s important to define success metrics. These are the scorecard of any online marketing program. They provide a concise, abbreviated format that shows how well your marketing helped accomplish your company’s goals. Often, this translates to increasing profitability.

At their core, success metrics fall into three major categories: counting things, developing rates, and assessing things over time.

Counting Things

These metrics provide a straightforward answer to the question: how many? They cover at least the following four categories. At a minimum, track the totals for each type:

  • Sales. The number of dollars generated from a campaign. Acquisition campaigns may be allowed to lose money, since the long-term relationship is worth more than the initial cost. In the long run, all marketing must eventually yield revenue:
    • Gross sales. The amount of money brought in by a campaign. It may also be known as top-line sales.
    • Returns. The items customers send back, generally because they’re inconsistent with the marketing presentation or they don’t fit. If this is a significant amount or a number that’s out of line with past results, it indicates a problem.
    • Net sales. Gross sales minus returns. This is the amount of revenue the company retains to apply to various costs.
  • Purchasers. The people who ultimately purchase from your company. Important categories to track include:
    • Contacts. The number of people who see your advertisement. This can be expressed as impressions, e-mail, or mailed pieces.
    • Prospects. The people who respond to your marketing but who haven’t yet purchased. This measures the effectiveness of your advertising and its ability to attract an audience.
    • Customers. Actual buyers of your product. They have been converted from prospects. Additional marketing may be required to convert prospects.
    • Advocates. Folks who promote your products and brand. They may do so in a directly measurable way, such as forward-to-a-friend messages, or less directly measurable ways, such as old-fashion word of mouth.
  • Costs. Money outlaid to purchase and market the product:
    • Variable costs. The cost of goods, fulfillment (from taking the order to getting the product out the door), and bad debt (including credit card processing fees and returned product that can’t be restocked).
    • Fixed costs. Marketing, such as media, premiums (incentives that get customers to buy), creative, and overhead.
  • Items. The number of things purchased that may be broken out by product type or category, depending on the business.

Developing Rates

Put the things in relationship to each other to better understand the marketing effectiveness. Among the dominant factors to track are:

  • People:
    • Response rate. The number of people who took action from a single marketing piece: total prospects/total contacts.
    • Conversion rate. The number of people who ultimately purchased or took an action, depending on the campaign type: total buyers/total prospects.
  • Items:
    • Order rate. The average number of orders per buyer: total orders/number of customers.
    • Unit order size. The average number of items sold: total items/total buyers.
  • Sales:
    • Sales/customer. The revenue generated by each buyer: total sales/total customers.
    • Average sale. The average revenue per item purchased: total sales/total items.
    • Average order value. The amount customers typically spend: total sales/number of orders.
  • Costs:
    • Costs/media viewer reached (CPM). Assessment of the media expense. It is often stated in terms of cost per 1,000 views and is generally only for the media cost (vs. fully loaded, which includes other related marketing expenses): media cost/[contacts/1,000].
    • Costs/buyer (CPA). Assessment of the cost to acquire a new customer: total costs/total buyers.
    • Costs/contact. Often an assessment of costs for contacting existing customers: total costs/total contacts.

Assessing Over Time

Measuring things that happen over a defined period on a continuous basis allows you to determine trends in your business. Tracking periods may be in terms of hours, days, weeks, months, years, or marketing campaigns. What’s determined depends on your business. The periods must be of sufficient size to gather representative results that are significant to manage your business.

While it’s important to track your business against its past performance to determine how it’s doing against prior periods and budgets, remember to use third-party data for a competitive assessment of your performance.

This metrics framework presents a simplified way of accessing important business indicators and should always refer back to your business objectives. Depending on your business, more elaborate measures, such as lifetime value and contribution margin, may also be needed and can be included in your ongoing analysis.

Happy Marketing,
Heidi Cohen

Heidi CohenHeidi Cohen is the President of Riverside Marketing Strategies.
You can find Heidi on Google+, Facebook and Twitter.

Join me & Kevin Spacey at Content Marketing World 2014CMW14_468x60Meet me in real life at CMW 2014 in Cleveland.

BTW – Don’t fret if you missed my session last year: Get all the content of CMWorld 2013 OnDemand now!


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Rise of the mobile-first social network: US stats

The majority of social media sites are seeing far more traffic and time spent coming from mobile devices than from desktops.

According to comScore’s latest research, of the largest social networks, only LinkedIn and Tumblr maintain a majority share on desktop. Newer social networks like Instagram, Vine and Snapchat are almost exclusively used on mobile.

That probably seems a little bit obvious when you consider the fact that those networks are almost entirely camera dependent. In fact Vine only launched a desktop site at the beginning of the year and neither the Vine nor the Instagram desktop sites are particularly user friendly.

As you can see Facebook now has a majority of its audience accessing it through mobile. Although this figure of 68% isn’t quite as high as the 78% that Facebook itself published last August.

Unique visitors on social networks

Instagram is ranked as the third most popular social network in the US, just behind Facebook and Twitter. In fact it only narrowly lost to Twitter by 600,000 unique visitors. 

Instagram is leader of the mobile-first social network gang, especially now that it has introduced video functionality. Vine had a pretty glorious USP with its short-form video capture, but thanks to Instagram’s update last year, Vine’s growth has been curtailed. 

In fact you can see from November 2013, just after the time of the Instagram update, how Instagram has grown in contrast with the dip in Vine’s popularity. 

Instagram already had 130m incumbent users that theoretically no longer need to adopt another short-form video platform because they already have one.

Prior to this, Vine had grown 403% between Q1 and Q3 in 2013 and was the fastest growing app of 2013. In August 2013, Vine had 40m users, tripling its base since June 2013. It seems that access to Instagram’s filters and editing tools may prevent further accelerated growth, especially as the two platforms share largely the same demographic.

Snapchat increased growth over 2013. By December 2013, 44% of 18-24 year-old internet users accessed Snapchat. As I reported in November in Is Snapchat right for your brand? Snapchat has edged out Facebook in being the most frequently used platform to upload photos. 

Out of 809m daily photo uploaded in November 2013 Snapchat had a 49% share (accounting for approximately 400m daily uploads), with Facebook at 43%. 

Snapchat’s appeal is in the ephemeral nature of its content, which is only available to viewers for 10 seconds before the message disappears. This seems to be a popular trend for younger demographics that don’t necessarily want to leave behind an online footprint for all to see for an undetermined amount of time.

The comScore research is available here: US Digital Future in Focus.

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Ecommerce Enters the Marketing Cloud: Insights from Adobe Summit 2014

Adobe Summit 2014 was a huge success. Over 7,000 marketers and technologists gathered in Salt Lake City, Utah to learn about the latest advancements in Adobe’s Marketing Cloud, see examples in action and liaise with those using the product.

Elastic Path was there in full force, celebrating our new partnership with Adobe with our booth, experience driven commerce retail demo and well-attended session called “The perfect union: Adding commerce to Adobe Marketing Cloud.”

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Rising Consumer Expectations

As evidenced by the number of analytics-based session topics, Summit was a show more for the marketing technologist and the data scientist rather than the storytelling marketer of years past.

Summit also confirmed that realigning backend systems for emerging consumer expectations in this new economy is no small matter. Consider the following scenarios that were outlined in the keynote address by Brad Rencher, senior vice president and general manager responsible for driving Adobe’s Digital Marketing business:

  • We open up our retail app and take a picture of a product we like and we expect that product to show up on our doorstep the next day.
  • We are at dinner with family and friends and decide we want to split the tab. We want to take our smartphones and clink them together and by clinking them together we exchange the funds and guess what – no fuss.
  • I want to check into my hotel on my smartphone. On my way in, I check in and receive my room number. I walk into the hotel and go right past the line at the front desk, go up the elevator and use my smartphone to unlock the door.

Connecting the Dots

Rencher went on to explain that these scenarios are neither a front desk problem nor an app problem; they are a pan-enterprise problem. So let’s connect the dots. What are the steps an enterprise would have to take to make these scenarios a reality?

  • The retail app would require the functionality of linking the product photograph to the actual product – maybe something along the lines of facial recognition technology, beacon technology or QR code could be employed. Then there is the account login, the purchase flow and the delivery details. How much can be automated? What are the security concerns? How many interconnections have to be made between the physical and virtual world and within the backend systems of profile and account information to create such functionality? (Quick answer: A lot.)
  • For the scenario of splitting the tab, each phone would need to communicate with other phones, identify the user, the account and be able to safely and securely exchange funds. Questions of user experience, of logging everyone in, of permissions, of tracking the exchange and potentially reversing the exchange would all need to be mapped out.
  • The hotel check-in scenario is another example of physical and virtual worlds coming together. The traveler’s account with the hotel would need to be linked to the ability to assign a safe and secure passcode to the user as well as communicate with the physical lock. Issues of time expiry, ability to charge items to the account, permission for cleaning staff entry to the room would all need to be considered.

Necessary Reinvention

With consumers clamouring for the above scenarios, enterprises are feeling pressure to adapt their approach, services and prices and reinvent how they are developing and delivering their products.

As Adobe CEO Shantanu Narayen noted:

Shifts in consumer behavior today are revolutionizing the enterprise and as marketers we’ve been paying attention and we see this coming. Enterprises are bringing marketing into the center of this enterprise revolution. The opportunity for marketers is to step up, to reinvent themselves, reinvent our job roles and what it means to connect with consumers. And this has created a fantastic opportunity to reimagine marketing. It’s much broader and more encompassing than ever before.

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Rise of the Real Time Enterprise

All of these new features and functionalities call for new skill sets, new reporting chains, new metrics and, of course, a whole host of API-enabled, backend-supporting systems.

As Narayen remarked in his keynote address:

“In this new economy of disruption and innovation the ability to see and interact in real time is going to be a deal breaker as marketers demand tools that allow for real time intervention. The successful enterprise will operate in real time and will require every system in the enterprise to be interconnected to provide a unified view to, and of, the customer.”

Ecommerce for the Real Time Enterprise

This brave new world of reinvention also calls for ecommerce and the marketing cloud to seamlessly come together.

As such, Elastic Path Edition for Adobe Experience Manager was designed from the ground up to complement Adobe Experience Manager and provide these real time capabilities. Our integrated solution improves both the front-end shopping experience and back-end merchandising and marketing publishing processes. Marketing and IT departments now have the ability to manage and update storefront content delivery capabilities, search and navigational elements, checkout pages, product detail and imagery and many other capabilities that had previously operated in individual silos.

Come Test Drive Our API

Marketers in this new economy want to delight their customers by creating brand experiences on apps, mobile sites, interactive billboards and a variety of emerging touchpoints. We are excited to watch how our Adobe Experience Manager ecommerce offering will help marketers embed transactional capabilities in apps such as those used for retail, hotel check-ins and tab splitting.

At the heart of our solution is our Cortex ecommerce API, based on the same stringent Rest Level 3 standards Adobe bases their products. If you are a API developer and would like to explore how it brings real time enterprise capabilities to life, please come join us for a test drive at

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Influencer Relations, Part 3: You Can’t Manage What You Don’t Measure

It may be an old management adage, but it still rings true today. You really can’t manage what you don’t measure, particularly with something as unpredictable as influencer relations where the success or failure of your campaign depends on knowing what works and what doesn’t. In parts 1 and 2 of this series, we discussed strategies for identifying and then managing targeted online influencers. Here, in the third and final piece, I want to share some ideas for how brands are looking at measurement.

If you’ve identified a list of influencers and put a program in place for managing the interactions, how do you measure the success of those engagements over time? Is it the number of times you have a touch point? Is it measured by an ongoing benchmark of your share of voice among the influencers relative to competitors? It’s true, effective influencer campaigns are about building one-on-one relationships with key opinion shapers — the most influential people in your market. But it’s also about aligning influencer efforts with specific business outcomes and goals to see real results.

Monitor and Measure Phase

At the most basic level, a solid influencer-relations campaign involves collecting data points that can be expressed as metrics and regularly benchmarking those metrics to evaluate progress. So what is the ultimate measure of a successful relationship with an influencer? Well, that may depend on your business and what you’re trying to accomplish with those influencers. Staying focused on business outcomes and goals is key. By mapping influencers back to how they impact your objectives and prioritizing your efforts, you can measure influence over time to determine if your campaign is achieving intended results.

Ongoing monitoring and measuring of your program helps you evaluate the effectiveness of the engagements and the impact they’re having on your brand. As you evaluate what metrics are right for your influencer programs, keep in mind what stage of relationship you’re in with the influencers. Are you still working to make them aware or are you leveraging them in advocacy programs? Your objectives will likely differ based on what phase of a relationship you’re in with them. A few key performance indicators might include:

  • Aggregate-level changes in your share of voice among the target influence group
  • Aggregate-level changes in influencer sentiment toward your brand
  • The ability of the influencer group to drive traffic to your website or assist in product sales/leads
  • Qualitative assessment of change in the influencer’s relationship with your brand (asking whether they are moving progressively through the phases of awareness, credibility, emotional connection, loyalty, and advocacy)
  • Impressions (particularly among your target market) during a launch or campaign driven by the influencers
  • Frequency of online and offline conversations with your brand … and whether increased contact results in increased mentions and share of voice

Using a Measurement Tool

The good news is that measurement tools exist that can help you evaluate effectiveness and determine the business value of online influencer programs. Ultimately, what you want to know is if influence or “sway” has impacted your bottom line. If it has, how fast and by how much? Vendor tools can be beneficial, as long as you can identify criteria and weight the features involved appropriately.

Benchmarking Progress

Benchmarking your targeted influencers’ progress toward the goal can show you how the effort is working. Are you seeing influencers move from awareness to credibility? Is there movement from quarter to quarter, from left to right, as they go further down the path towards advocacy? Benchmarking helps you track progress to optimize your efforts. Having the ability to measure your level of interaction compared to your competitors’ and your share of voice/influence is key.

The Big Picture

Monitoring and measuring the progress of your influencer-relations campaign can help you identify:

  • Movement of influencers through the advocate life cycle of awareness, credibility, emotional connection, loyalty, and advocacy
  • The transformation of an online relationship to a quality offline relationship
  • The overall online influence of each influencer, and the validity of their inclusion in the program

As we move away from conversations about how to use social media tools and towards how to maximize social as a strategy, smart brands are turning influencers into advocates on their behalf. Across industries, influencer outreach has become a core part of operations and it makes sense to standardize an approach for identifying, managing, and measuring the success of your program.

Over the course of the past few weeks, we’ve explored one approach for driving successful influencer relations, where identification, management, and measurement can help move influencers progressively through awareness, credibility, emotional connection, loyalty, and advocacy.

It’s not the only approach, but it’s one that I’ve seen work well. However you decide to pursue influencer relations, the goal should be to establish a more formalized program to move engagement from an ad hoc, impromptu process to a formal, targeted practice. By standardizing an approach, you can influence the influencers, creating loyalists and advocates for your brand.

The post Influencer Relations, Part 3: You Can’t Manage What You Don’t Measure appeared first on Digital Marketing Blog by Adobe.

Digital Marketing Blog by Adobe

What Customers Think About In-Store Tracking [Infographic]

Will iBeacon and other in-store mobile technologies win favor with consumers? Not if the perception of privacy invasion persists.

77% of consumers surveyed by Opinionlab believe in-store tracking is generally unacceptable, and only 38% are open to their favorite retailers tracking them. 88% don’t want to be tracked even if it will improve the customer experience! (Though free stuff and discounts apparently appeal to more than half). Via The Mobile Retail Blog

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Click to enlarge infographic

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#025: The Return of Moron Mountain

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On this episode of the UnPodcast, we returned to Moron Mountain, where we featured 6 different “morons,” ranging from the sender of a nasty LinkedIn rejection to a man who was willing to go on a shooting rampage in exchange for retweets, to a college student who caused her parents to lose $ 80,000.

We specifically talked about these 6 morons:

  • MORON #1: TeamWork Online’s disrespectful comment about the disappearance of the Malaysian Airlines flight [00:07: 30]


  • MORON #2: A nasty LinkedIn rejection[00:14:26.18]
  • MORON #3: Daughter’s Facebook brag cost her family $ 80,000[00:20:47.20]
  • MORON #4: U.S. man arrested for threatening to shoot someone randomly on the street for 100 retweets [00:28:58.09]
  • MORON #5: Federal government says tweets take weeks to produce [00:33:35.03]
  • MORON #6: Vector Marketing Company representative makes remark about “crap made in China” to man and his 7-year-old adopted daughter from China [00:39:05.11]
  • And so much more. . .

Video provided by: AtomicSpark
Audio recorded by: Wayne Cochrane Sound


Be a speaker of your Niche AND Intensify your wealth, brand power and whole system

No speechlessness while speaking in front of a wide audience;

No hesitance while narrating when all eyes are set on you;

No crumbling while speaking under time pressure;

These are the true qualities are expected of a professional speaker.

Being a professional and qualified speaker on a podium that keeps people involved and interested who are strongly willing to get to the top in the domain of business or life which you have already excelled is awfully unappreciated and even the well-versed professional & experts are earning a little less just because they fail to recognize the significance of public speaking.

If by any chance, the domain of public speaking appeals you or it is something you would like to give atleast one try. Here are the top reasons on, how exactly public speaking can intensify wealth and business prospects. First and foremost, you need to know public speaking about your business is nowhere a cheap PR. Amazingly, the key-points about public speaking are:

  • An awesome tact to empower one’s self-esteem
  • An excellent way to make new contacts and develop a great network.
  • If you wanna change the world, the most effective idea to spread revolutionary ideas is public speaking.

Why should you be the speaker? What are business benefits, if I am the speaker?

Structure your business brand

Structuring a bond, an affinity and a connection with the audience, people or the spectators, while talking to them about your professional proficiency or personal experiences presents you as a person, who knows what is he talking about, which empowers the audience to relate and associate YOU wth your Brand.

Business Promotion

What about organizing a speaking event, paper reading, extempore or a debate, and discussing about your products and services through such events brings more power to the brand. Moreover, especially for the audience who aren’t actually aware of you, your brand, your product –n-services, and your proficiency of being an amazing public speaker on wider platforms is a great way to introduce the audience about your brand and eventually grow a stronger customer base.

Boosts up the confidence

Phobias, fears, it is like stating the obvious that death is people’s no.1 fear. Ever wondered what is the 2nd, dear fellow readers, its public speaking. Even though public speaking stands steady at no.2 position, it is very much possible to get rid of it with smart preparation and practices. Initially, the responsibility of speaking publicly in front of the press, hundreds of audience appears a daunting task. With the advancement of time, when you have learnt the essentials of public speaking, the talks will become seamless and natural.

Growth of contact network

Growth of business depends greatly on network of contact. An event with a professional keynote speaker is like digging a gold mine of contacts. These contacts are great business prospects by being:

  • Associate Partners
  • Joint Venture
  • Customers
  • Eligible potential employee

Making More Money

None can deny business is all about reaping more and more money. But exactly how?

  • Say you are sales rep but also a great speaker that means you can easily convince people to buy the products or services you are offering.
  • Say you are a manager but also a great speaker that means you can keep your team motivated to achieve the set goals.
  • Say you are a CEO but also a great speaker that means while giving an interview on a national channel, you know what to speak and how it.

It's worth mentioning that when you're a high profile figure, you may be targeted in ways you had never expected. We've been talking to local criminal solicitors based in Birmingham, Hussain Solicitors and they have informed us of the best ways possible to protect yourself from any fraud, scams or even criminal issues. Contact; Hussain Solicitors, 481 Coventry Road, Small Heath, Birmingham, B10 0JS. 24hr Telephone: 0121 766 7474.