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Week 8


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Title: Week 8

Week 8
  • Promoting Our Web Site

Promoting Your Web Site
  • General Web promotion options
  • Evaluate search engines as web site promotion
  • Review search engine use and value as promotion
  • Evaluate banner advertising as a way to promote
    the web site
  • Discuss banner advertising pros and cons
  • Affiliate Marketing

Web site promotion
Search Engines
Promotional Materials
Printed Materials
Print Advertising
Online Advertising
Internet Advertising
  • Internet advertising revenues in the United
    States totaled nearly 3.3 billion for the first
    six months of 2003,with Q1 accounting for 1.63
    billion and Q2 totaling 1.66 billion. Internet
    advertising revenues for the first six months of
    2003 increased 10.5 percent from the same period
    in 2002.

Performance-based Advertising Continues Sharp
  • Keyword search (analogous to paid search)
    revenue increased significantly from 9 percent of
    2002 second-quarter revenues to 31 percent of
    2003 second-quarter revenues.

  • Keyword Search Rises Sharply as Display
    Advertising Continues to Decline Display
    advertising (replaces Ad Banners) accounted for
    22 percent of total revenues during the second
    quarter of 2003, down from the 32 percent
    reported in the second quarter of 2002.
  • Keyword search (analogous to paid search)
    revenues continue to increase sharply, accounting
    for 31 percent of 2003 second-quarter revenues,
    up from 9 percent reported the same period in

  • Simple Banners
  • Animated Banners
  • Streaming Banners
  • Streaming Audio Banners
  • Pop-Ups
  • Interstitials

  • Arent they dead?
  • Banners still make up the majority of online ad
  • CTR are lower than low in most consumer
  • Audience reach often improves regardless of
    whether the banner was clicked or not.

  • Cost per Click (CPC)
  • of times your banner is clicked on
  • Cost per Sale (CPS or CPT)
  • Usually paid as a percentage of a sales(excluding
    tax and shipping)
  • Cost per Action
  • Set fee based on the number of times a game was
    played, software downloaded etc.

  • Impressions The number of times an ad is
    delivered. When an advertiser buys advertising on
    a CPM basis, the advertiser is paying for every
    1,000 impressions that the site can deliver.
    Different sites measure an impression
    differently. Some sites count an impression when
    an ad is requested, others only when an ad is
    fully downloaded

  • Interstitial An advertisement that interrupts
    the user. This can be a full page ad that pops up
    on the user's screen or a pop-up window.

  • Hit A line that is recorded in a log file when
    something is requested of a web server. For
    example, if someone goes to a web page that has
    five graphics, six hits will be recorded in the
    log file one hit for the HTML page and one for
    each of the graphics. Hits are considered an
    inaccurate way to measure traffic and are no
    longer used by savy advertisers

  • Exposures The number of times that an
    advertisement is viewed. Used interchangeably
    with impressions.

  • CPM CPM is the cost per thousand for a
    particular site. A web site that charges 15,000
    per banner and guarantees 600,000 impressions has
    a CPM of 25 (15,000 divided by 600). (The "M"
    stands for the Latin mille, meaning "one

  • Click-through rate (CTR) The percentage of times
    the ad is clicked on divided by the total number
    of times an ad is viewed.

Before you buy
  • What are your goals
  • Generate Inquiries
  • Generate Sales
  • Branding and Awareness
  • Driving Traffic
  • Research/Surveying

Before you buy
  • Do a through analysis of Inventory and your
  • Which pages will you be on?
  • When?
  • What is your budget? How does this ad fit in?
  • Who else will be advertising at the same time?
  • How are you supporting this online? Radio, TV,
  • Who is serving your ad?
  • How will you be tracking the results?

Plan and Contract
  • Plan what you are going to test
  • Make sure you have a good contract.
  • Outline dates and times
  • Costs

How to Choose
  • Referring URLs
  • Personal experience
  • Good Fit
  • Editorial relevance
  • Right Market
  • Amazing deal
  • Because you want to do it.

Banner Tips
  • Someone famous said Nobody reads ads. People
    read what interests them. Sometimes it is an ad
  • People dont click on great copy and design
  • They click on something that interests them

Banner Tips
  • Make sure that you drive the traffic from the
    banner directly to the page
  • Carefully plan the alt text for each banner as
    well as the text underneath the banner

Banner Tips
  • Develop a campaign not a unit (15 days)
  • Using questions can raise CTR by about 15
  • Free works best
  • Free Information, free white paper, free whatever
  • Thank you page banners tend to work best.

Banner Tips
  • Use 25 of the space for your logo
  • Phrases such as click here Now improve

Banner Tips
  • Negotiating
  • Tell them what you want to paythey will get to
  • Remember that the 80 of space goes unsold

Banner Tips
  • Best times to negotiate
  • Timing
  • End of Month
  • End of quarter
  • End of year
  • Great deals when you purchase space for an entire
    year (this should be your best buy)
  • USA Today.com great site to consider

  • If we are going to sell sport outfits
  • We should pay a premium to advertise on a web
    site devoted to sports
  • Is this the right way?

  • Testing is Critical
  • You should test the following
  • Creative
  • Offer
  • Ad Units
  • Sites
  • Reach vs. composition
  • Targeted content v.s. targeted demographics
  • There should be about 20000 impressions behind
    each test cell.

Ad Networks
  • Ad networks offer one stop ad shopping
  • Great for testing
  • Save time
  • Expertise
  • Service
  • Carry premium properties

Web Advertising Networks
  • Offer single point of access to advertisers that
    want to reach millions of consumers quickly and
  • They acquire impressions given to them by their
    web site affiliates and sell the aggravated
  • This process simplifies the acts of buying and
    selling for both the advertiser and the web

Zero Based Media Buying
  • Testing using RON (Run of Networks)
  • Do, no targeting at all.
  • Just throw ads out there and see where you get
  • Within a few days you can figure out where your
    responses are coming from.
  • Group your responses by category (sport,
    business, entertainment or people who respond to
    ads about my product.
  • You can not do that with any other media

Ad Networks
  • He (Flycast President) recommends to his clients
    that begin with advertising on all Flycast sites
    ( close to a thousand) for a week and compare the
    response rates.
  • http//www.tribalfusion.com/www/about/vision.html

It ran a banner ad for a digital camera. The
best category for Casio digital camera ads is
travel. This test can be conducted in a
week sites aimed women, games and sports are
definitely not winners for the product. Would
anyone guessed this without the test? In a week?
Internet Advertising Bureau
  • IAB.net
  • Are the new banner sizes successful?
  • http//www.iab.net/iab_banner_standards/bannersour

Next-Generation Banners Rich MediaInteractive/Ani
mated Banners
  • Features-
  • In-the-banner interactivity
  • Deliver live content such as news, daily messages
  • Rich media contains for any bandwidths without
    plug-ins such as streaming audio, animations,
    quizes, and games
  • Effectiveness-
  • Increases (CTR) click-through-ratio
  • Improves brand recognition
  • http//www.freestyleinteractive.com
  • http//www.freestyleinteractive.com/clients/ifuse/

Enliven and Types of Banner Ads
  • Enliven.com
  • http//www.enliven.com/campaigns/recent_campaigns.
  • Please select from ad goal and see how banners
    change according to your marketing goal.

Banner ad presentation methods
  • A. Pay per Click - Pay a web site every time
    someone clicks on your banner.
  • B. Pay per Lead - Pay a web site every time
    someone signs up for a service or free
    subscription (Sales leads)
  • C. Pay per Sale - Pay a web site every time
    someone actually buys the product or service.
  • D. Pay to View - Pay a web site to show your ad
    by category or randomly.
  • E. Banner Exchange - Display banner/button on
    your site in exchange for displays on others

Where should you place your banner ads?
  • In traditional advertising you use media expert.
  • Study demographics
  • Figures out which media they pay attention to.
  • Places ads based on careful targeting and cost.
  • Media targeting has been a science for 30 years
  • Should we (modern marketers) use the same
    techniques for the web?

4 Steps in making a purchase
  • Impression The customer clicks on a web site
    that has banners displayed.
  • 5 to 40 per thousand impressions
  • ResponseThe person clicks on a banner in the web
    site, which transports the clicker to your web
  • Lead The prospect views your offering and fills
    out a form
  • Sale The clicker buys the product

Objectives in Web Advertising
  • There are two objectives in web advertising
  • Image advertisers are trying to create an image
    in the mind of the viewer.
  • Response advertisers are trying to get the viewer
    to respond.

Year ImageAwareness Response
1 80 20
2 60 40
3 40 60
Creative should always mirror the program
How web advertising differs
  • On the web you can change your message every hour
    every day
  • Expose one customer to many different approaches.
  • Rich media ads utilizing high involvement and
    interactive formats, hold the promise of
    increasing the impact and overall effectiveness
    of web advertising.
  • You get immediate feedback on what is working and
    what is not.

Ad Performance Evaluation
  • Yahoo Spreadsheet.
  • Please take a look at those sheets.
  • We will discuss the dynamics during our Monday
  • I am using these worksheets with permission from
    BMG Direct.

  • Partners help drive revenues

Affiliate Marketing
  • Affiliate marketing may be the fastest-growing
    form of online marketing today. Driving about 13
    of the current online sales market, it's forecast
    to reach 21 by 2003, according to a report by
    Forrester Research Inc.
  • Behind that growth is affiliate marketing's
    ability to leverage the power of the Web and
    direct customers to partners on a
    pay-for-performance basis, said Robert Levitan,
    CEO of Flooz.com, New York, an online gift
    currency provider with an extensive affiliate

  • Affiliate An individual who contracts with a
    merchant in order to help sell that merchants
  • Merchant An individual or business who has a
    product and, in this case, uses affiliate
    programs to sell this product.

What type of merchandise can I sellthrough
affiliate marketing?
  • The product may be anything someone
  • will pay for
  • Tangible (such as clothing),
  • Virtual (such as electronic books or
  • Downloadable software), or
  • Information (such as expert advice).

Where do I get the merchandise?Where do I store
  • In most cases, the merchant handles
  • the merchandise,
  • actual purchase,
  • packaging, and
  • shipping,
  • so you usually never see the actual merchandise.

What are my responsibilities as anaffiliate?
  • 1. Represent a product or service
  • Represent the merchants product or service on
    your site through the use of links.
  • These links may take the form of
  • a banner,
  • a text link,
  • a search box, or even
  • a JAVA applet.

What are my responsibilities as anaffiliate?
  • 2. Drive traffic (get visitors) to your site.
  • Establish a steady flow of targeted traffic to
    your site in order to increase your potential to
    earn commissions. Different merchants specify
    what constitutes an action worthy of
    compensation, and these can range from a
  • Customer just seeing the ad
  • Actually purchasing the product.
  • How much you get paid will also differ from
    merchant to merchant.

What are my responsibilities as anaffiliate?
  • 3. Read the contract
  • Information should be stated clearly in a
    contract. It is your responsibility to read the
    contract, even if it is
  • long,
  • or
  • boring.

What are my responsibilities as anaffiliate?
  • 4. Monitor your site and links.
  • You must check your site and links regularly to
  • make sure everything works properly.

What are my responsibilities as anaffiliate?
  • 5. Monitor your statistics.
  • The merchant should provide you with statistics.
  • You need to monitor your statistics to make sure
    you are being credited properly.
  • Your statistics reflect the success of your
    merchandising plan and allow you to tweak your
    selling process to increase your profit.

How Do I Choose a Merchant?
  • Stand-Alone Affiliate Program (independent)
  • An affiliate program run "in house" by a
    particular merchant. This merchant handles the
    contracting, sale, record keeping, and payment
  • Solution Provider
  • A company, such as Commission Junction or BeFree,
    that assists merchants in the affiliate marketing
  • Usually, the solution provider acts as an
    intermediary between the merchant and affiliate,
    and handles most business matters such as
    regulating contracts and cutting checks.

Reasons to use a stand-alone affiliateprogram
  • 1. Access to unique items.
  • Artists and craftspeople frequently cannot
    generate the volume of product to support a
    large affiliate program. However, these merchants
    can benefit from highly targeted affiliate sales
    made by a select group of affiliates.
  • If you have a site dedicated to Shaker
    craftsmanship, for example, and want to sell
    hand-made Shaker-style chairs, then you should
    consider finding a quality artisan with a highly
    selective group of affiliates.

Reasons to use a stand-alone affiliateprogram
  • 2. Access to non-traditional items.
  • Some items, while mass-produced, do not always
    appeal to the majority of Web surfers.
  • However, if your highly targeted niche site
    focuses on a sub-culture, such as role playing
    gamers, then you should work with a merchant who
    caters to this community.

Reasons to use a stand-alone affiliateprogram
  • 3. Ability to work more closely with a merchant.
  • Independent merchants, especially those with
  • highly selective affiliate programs, work with
  • fewer affiliates, and are therefore often more
  • accessible than the large solution providers.

Customer Relationship Management
CRM Framework
Source Andersen Consulting
Customer Relationship Management
Direct, Interactive Dialog, Real time
Warehousing Online data store User tools
Business Customer Financial
(No Transcript)
CRM working definition
  • CRM is the
  • Systematic use of information
  • To attract and keep customers
  • Through on-going dialogue
  • To build long lasting mutually beneficial

Systematic Use of Information
  • Database of customer information
  • The customer is the base level of data for
    storage,reporting,analysis and measurement
  • Analysis of customer data to predict likely
    future behavior
  • Modeling uses past behavior to predict future
    behavior and identifies other predictors as well.
  • Identifying and evaluating each relationship
  • CR are identified, evaluated reevaluated and
    continually managed according to current

To attract and keep customers
  • Cost efficient customer acquisition
  • Profiles used to select likely new customers and
    offers for specific customer segments
  • Retention efforts focused on most profitable and
    at risk customers
  • Continuous process of solidifying relationship
    with profitable customers, converting less
    profitable customers to more profitable and
    attempting to convert at risk customers before
    they are lost.
  • Shared information across channels for consistent
  • Customer receives consistent offers, service and
    messages across sales and service channels

With or Without
  • Without CRM
  • Customer re-enters information about music
    preferences every time at log-in
  • Customer re-identifies CI every time at CS
  • Call center and stores have different pricing
    from web site
  • Customer must return defective CD through the
    delivery channel-cannot switch between electronic
    channels and stores.
  • CRM in practice
  • Customer logs onto the Internet and finds
    information on favorite music group,
    advertisements featuring specials on new CDs and
    dates with ticket offers to next concerts in
    local area, plus emails telling them about new
    groups with a similar style or from the same
    record company.
  • Customer reads about CDs on the Internet, orders
    through the CS,exchanges at a local record store
    if CD is defective.

Through on-going dialogue
  • Continuous interaction with customers based on
  • Interactions,offers and messages are
    planned,personalized and delivered according to
    analytic insights
  • Real time response on the Internet
  • Immediate changes in advertising, information,
    recommendations, product features and even
    pricing based on web or email behavior
  • Listening to create a sense of intimacy with the
  • 11 dialogue through appropriate responses
    delivered real time

Web Telephony Integration
Email Integration Capability
To build long-lasting mutually beneficial
  • Success measured in customers and customer value
  • Goals, results even incentives measured in terms
    of customers and customer value,not transactions
  • Continual reevaluation of customer relationships
  • On-going measurement to identify profitable, at
    risk and underserved customers
  • Continual learning about customer needs
  • Satisfied customers make good business sense

Customer Strategy should be defined and driven by
Customer needs
At its simplest
  • CRM refers to the use of information about a
    customer to make decisions about how to treat the

The Learning Loop
At it is most complex CRM comprises an
interconnected web of sophisticated, high tech
hardware software, strategies and processes
designed to help business quickly, efficiently
and voluminously determine how to treat each
customer in order to create a valued experience
for both the business and the customer.
Sales Force Automation
Distribution Partner
Campaign Management
Call behavior analysis
Customer Valuation
Integrated Customer View
Quality of Service Analysis
Segmentation And profiling
Customer Service
Risk Analysis
Behavioral Modeling
Profitability analysis
Web Intelligence
Needs analysis
Sales analysis
Call Center
E-commerce Web
A data warehouse builds a strong foundation for
CRM infrastructure
What Customers Want
  • Treat me as an individual (not a number)
  • Demonstrate that you can use information about
    me in a way that makes working with you valuable
  • ( dont abuse my information)
  • Show me that you really know me no matter
    where I talk to you.
  • Care about my needs/try to anticipate them.

Creating the CRM organization
Buzzword Alert
  • Politics
  • The result of opposing business priorities across
    different units that compete for a finite pool of
  • Change Management
  • Guiding an organization and its members through
    significant alterations in organizational
    direction and individual responsibilities as
    quickly and effectively possible
  • Organizational design
  • Managing human systems and hierarchies, with
    supporting technical and process infrastructure,
    in order to most effectively deliver on the
    mission of the enterprise

Organizing around the Customer
  • Who thinks about the customer?
  • Who advocates the customer?
  • Who doesnt think about the customer?

Competing Distribution
Competing Products
Competing Sales Territories
Competing Channels
Competing Business Units
Organizing around the Customer
  • Everyone in an organization needs to think about
    the customer. To achieve this, an organization
    must encourage change by providing the tools to
    make the changes steadily and surely

Changing how an organization thinks Customer centric metrics
Changing organizational processes Pilots,business rules and business case
Changing organizational structure Evolutionary not revolutionary
Changing culture Short term and long term success
Customer Centric Metrics
Volume Metrics
Customer Centric Metrics
  • Call Duration
  • Encourages TSRs to make calls as short as
    possible, keep costs low
  • Creates dissatisfaction
  • Customer Retention
  • Encourages TSRs to satisfy customers
  • Creates loyalty
  • Sales Volume
  • Encourages cannibalization
  • Encourages short term product pushes instead of
    long term CR
  • Customer Value Impact
  • Increases customer value following interaction
  • Includes additional information gathered which is
    useful for future campaigns

Evolutionary Not Revolutionary
  • Why not just reorganize everyone from Marketing,
    IT and other teams contributing resources to the
    CRM effort?
  • Why the evolutionary small step approach?
  • Why not revolution?
  • Power may continue to reside in areas without the
    data, without the metrics or even without the C
  • Focus on bureaucratic issues detracts from C focus

Why Not Revolution
  • Gives time to build infrastructure for
  • Centralized data
  • Tools that make data easy to access
  • Skilled analysts who can mine the data
  • Metrics that validate C centric programs
  • Training to bring staff up to speed
  • Setting senior management expectations and
    educating them
  • Winning kudos for early successes
  • Creating external enthusiasm rather than

Changing Structure
  • To maintain the momentum of a CRM initiative
  • Continually demonstrate value to all stakeholders
  • Create a hunger among senior managers for
    customer centric and customer value information
  • Use input from anyone thinking about the

  • E-channels both complicate and simplify CRM

  • - Loyalty
  • - Information
  • - Real time
  • - Cost saving
  • - Interactive
  • - Profit driver
  • - Convenience
  • - Customer tracking
  • - Services
  • - Transaction/sales tracking

- Stability - Maintenance - Real time -
Personalization - Collaborative filtering -
Branding - E-strategy - Competing channels -
Privacy - Security
Are we there yet?
  • You know you have a CRM culture when
  • Everyone in the organization thinks about the C
  • Everyone in the organization listens to the
  • Reliable service is delivered to C consistently
    across all channels
  • Success is measured in terms of C relationships (
    Value, duration, acquisition )

Where Are You on the Road to CRM?
Short term goals
Long term goals
  • Think like a customer
  • Be a customer
  • Build infrastructure to centralize data
  • Analyze customer data
  • Determine C centric program goals and strategies
  • Educate senior management and set expectations
  • Identify bottlenecks
  • Have owners over customers
  • Have centralized customer centric business rules
  • Listen to the customer
  • Track C behavior across all channels
  • Show consistent reliable service across all
  • Assign value to each customer
  • Create loyalty programs
  • Have established C centric incentives

Organizations Transitioning to CRM culture
  • Think like a C
  • Listen to the C
  • Provide consistent reliable service across all
  • Track C behavior across all channels
  • Assign value to each C relationship
  • Create loyalty programs
  • Reduce bottlenecks
  • Have owners over customers
  • Real-time personalized dialogue with customers
  • Anticipate customer needs
  • Measure success of each relationship
  • Share C information with all areas of the
  • Build and maintain long term profitable
    relationships with C

Organizations With existing CRM culture
  • Organizational change is an evolutionary process,
    not a revolution.
  • Choose the parts of the organization that can be
    changed to focus on first.
  • Implementing CRM program also means changing
    thinking, processes, structure and engraining a
    customer centric culture in an organization.
  • Depending on where your organization stands,
    there are short and long term steps to take to
    transition to a CRM company.

Long Term Planning
  • Develop a two year plan for making your company
    more customer centric.
  • Include measurable deliverables every three to
    six months.
  • Change from product centric to customer centric
  • Create cross functional teams to develop and
    manage customer strategy.
  • Implement tools that allow people from all areas
    to access the same CI.

  • Getting participation from all areas
  • Technical problems centralizing data in a data
  • Inter-unit conflict (Marketing-IT)
  • Managing anxiety and resistance in an environment
  • Focusing resources on new developments and
    existing responsibilities.

Web Rings
  • Benefits
  • Free
  • Most rings have free traffic reports
  • Quick and easy to use
  • Avoid duplication (Each site is listed once)
  • Often more accurate than search engines
  • Examples
  • www.webring.org
  • Looplink.com

Cool Sites
  • They are definitely worth submitting to as they
    get lots of traffic and exposure
  • www.cool.com
  • www.coolsiteoftheday.com
  • Yahoo.com/picks

Award Sites
  • Examples
  • www.100hot.com
  • www.webbyawards.com
  • www.searchenginewatch.com
  • 1 authority on search engines.

Web Rings
  • Web rings link sites with similar content
  • There are a couple of dozen major categories and
    thousands of subcategories.
  • Rings are generally started and maintained by one

Web Rings
  • Rings must obtain a minimum of 5 sites
  • The average ring has anywhere from 10 200 sites.
    There are about 100000 rings in existence.
  • They are free of charge to both visitors and
  • Seem to be working well.
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