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Looking For Matching Mother/Daughter Dresses? Come to The Optima Kart

The Optima Kart

Family pictures, holiday parties, special events, etc. all require special occasion wear! Where do you get yours? In our family, I love for us to match, or at least color coordinate. My girls are getting of an age where they are truly getting picky about their clothing options. Some things they like, some things they absolutely dislike! It can get kind of hairy picking out something for a family picture that pleases everyone in the family. However, I came across an amazing boutique that makes matching Mother & Daughter Dresses for occasions such as this:

The Optima Kart

The Optima Kart

The Optima Kart

The Optima Kart

The Optima Kart

The Optima Kart

Aren’t they breath taking?

I recommend you check out The Optima Kart in more detail and get your orders in now, so you have your dresses in time for your upcoming holiday festivities. Imagine the comments you’ll get when you walk in wearing one of these numbers, holding the hand of your little girl, who looks equally as marvelous!
1,042

Common Questions Being Asked by VC’s

The Optima Kart

The Optima Kart

Entrepreneurs need to be prepared in pitching their startup companies to a venture capitalist by anticipating the questions they will receive. The failure to have thoughtful and reasonable answers to VC questions will decrease the likelihood of the company getting funded. The following is a list of key questions the entrepreneur should answer in the pitch or anticipate getting asked:

Overview

At the beginning of an investor pitch, the venture capitalists will want a clear and concise overview of what the company does, why it should be interesting, and why it would eventually lead to a large exit. So, expect that you will need to cover the following:

  • What does the company do?
  • What is unique about the company?
  • What big problem does it solve?
  • How big is the market opportunity?
  • Where are you headquartered?
  • How big can the company get?

Market

You will need to paint a clear picture that the market opportunity is meaningfully large and growing, so you will receive questions like:

  • What is the actual addressable market?
  • What percentage of the market do you plan to get over what period of time?
  • How did you arrive at the sales of your industry and its growth rate?
  • Why does your company have high growth potential?

Founders & Team

For many investors, the management team is the most important element in deciding whether or not to invest. Entrepreneurs must show they are passionate, dedicated, and have relevant domain experience. So anticipate these questions:

  • Who are the founders and key team members?
  • What relevant domain experience does the team have?
  • What key additions to the team are needed in the short term?
  • Why is the team uniquely capable to execute the company’s business plan?
  • How many employees do you have?
  • What motivates the founders?
  • How do you plan to scale the team in the next 12 months?

Products and Services

The entrepreneur must clearly articulate what the company’s product or service consists of and why it is unique, so expect to get the following questions:

  • Why do users care about your product or service?
  • What are the major product milestones?
  • What are the key differentiated features of your product or service?
  • What have you learned from early versions of the product or service?
  • Provide a demonstration of the product or service.
  • What are the two or three key features you plan to add?

Competition

The company’s competitors will always be an issue and any entrepreneur who responds that “we do not have competitors” will have credibility problems. So make sure to anticipate the following questions:

  • Who are the company’s competitors?
  • What gives your company a competitive advantage?
  • What advantages does your competition have over you?
  • Compared to your competition, how do you compete with respect to price, features, and performance?
  • What are the barriers to entry?

Marketing and Customer Acquisition

The investors want to get a sense of how the company plans to market itself, the cost of acquiring a customer, and the long-term value of a customer. So, be prepared for the following:

  • How does the company market or plan to market its products or services?
  • What is the company’s PR strategy?
  • What is the company’s social media strategy?
  • What is the cost of a customer acquisition?
  • What is the projected lifetime value of a customer?
  • What advertising will you be doing?
  • What is the typical sales cycle between initial customer contact and closing of a sale?

Traction

A company that has gotten early traction in some way will be viewed positively, so be prepared to answer these questions:

  • What early traction has the company gotten (sales, traffic to the company’s website, app downloads, etc., as relevant).
  • How can the early traction be accelerated?
  • What has been the principal reasons for the early traction?

Risks

There inevitably are risks in any business plan, so plan to answer these questions thoughtfully:

  • What do you see are the principal risks to the business?
  • What legal risks do you have?
  • Do you have any regulatory risks?
  • Are there any product liability risks?

End Game

The investors will want to get a sense of when and how they will be able to exit and receive a return on their investment, so they will ask:

  • What is the likely exit – IPO or M&A?
  • When do you see the exit happening?
  • Who will be the likely acquirers?
  • How will valuation of an exit be determined given market comparables?

Intellectual Property

For many companies, their intellectual property will be a key to success. The investors will pay particular attention to the answers to these questions:

  • What key intellectual property does the company have (patents, patents pending, copyrights, trade secrets, trademarks, domain names)?
  • What comfort do you have that the company’s intellectual property does not violate the rights of a third party?
  • How was the company’s intellectual property developed?
  • Would any prior employers of a team member have a potential claim to the company’s intellectual property?

Financials

Any investor will spend time understanding the company’s current financial situation and proposed future burn rate. Be well prepared for these questions:

  • What are the company’s three-year projections?
  • What are the key assumptions underlying your projections?
  • How much equity and debt has the company raised; what is the capitalization structure?
  • What future equity or debt financing will be necessary?
  • How much of a stock option pool is being set aside for employees?
  • When will the company get to profitability?
  • How much burn will occur until the company gets to profitability?
  • What are your unit economics?
  • What are the factors that limit faster growth?
  • What are the key metrics that the management team focuses on?

Financing Round

The investors will want to get a clear picture of how much is being raised in the financing round and related information as follows:

  • How much is being raised in this round?
  • What is the company’s desired pre-money valuation?
  • Will existing investors participate in the round?
  • What is the planned use of proceeds from this round?
  • What milestones will the financing get you to?
1,272

How CIOs Can Change the Game of any Company

The Optima Kart

The Optima Kart

The findings are sobering: almost half of CEOs view their CIOs as out of step with the business and about the same percentage think IT should be a commodity service, purchased as needed. We tackled this thorny issue in a webinar sponsored by the Harvard Business Review, Dell, and CIO.com called “Change the Conversation, Change the Game.” It was an enlightening conversation with business strategy guru Gary Hamel, Newport News Shipbuilding’s CIO Leni Kaufman, and Walgreens’ CIO Tim Theriault, with HBR editor Angelia Herrin moderating. The entire webinar is worth watching for its many golden nuggets, but here are a few key takeaways on what CIOs need to be doing differently to meet this brave new world in which IT can no longer afford to be just a service provider.

Don’t talk IT. Talk business.

As Leni Kaufman noted: “I think often people come into a conference room, they come into a meeting, and then they talk IT. Well, don’t talk IT. Talk business. Talk about the goals of the company, the growth plan, the projection it’s on, how you’re going to improve profitability, talk about what the government is funding, what’s happening with sequestration. Be part of that conversation, and then you become part of what is on the CEO’s mind. You have to do the job that you’re there to do, but really make it much bigger, much broader than that.”

Talent management is critically important.

“You need to make sure that your people, in your next line of the reporting structure, are absolutely top talent that can carry the agenda forward,” said Tim Theriault. “I want to spend more of my time on continuous improvement and innovation. So the good news is it represents more opportunity for others — people who want to be CIOs someday. I get to focus on the things that really align to the CEO, but at the same time I have to make sure IT agenda is being carried out exceptionally well. You absolutely are still responsible. So your reliance on talent management is critically important.”

Be a compassionate contrarian.

“What does it mean to be a leader in this kind of environment today?,” asked Gary Hamel. “Beyond all the technical skills and so on, for me there are three things that are really critical. One is, you have to be a contrarian in your heart. You have to be able to look at what everybody else takes for granted and say, is there another way of doing this? Number two, you have to have a lot of courage today. You have to be able to look beyond what everybody else takes as best practice. And I think the third and most important thing is, if you really want to be a change leader, is you have to have compassion. People have to believe that you are not fighting your corner. This is not about IT; it’s not even just about the business. It’s about working from the customer backwards. And when people understand that that’s who I’m here for, and that’s my ultimate reference point, and how do I improve the quality of life, people will give you enormous amount of runway to try things, to take risks, to experiment. I think that that contrarian heart and that compassionate spirit, that courage, those are huge multipliers for anybody today who’s trying to be a leader in this chaotic world we’re in.

My view is that the CIO facing three dilemmas. One, I need to help the CEO figure out how to reorganize the company — not that he’s going to specifically ask you that, but what are the technology capabilities and potentialities that can be used to create management innovation? Sometimes when you think innovation, you think products and services, but the reality is management innovation. The other piece of it is, how am I going to use technology to create the true value proposition, because we have been so good at the efficiency gain that drew all of us into commoditization. Everything is a commodity now. Because we have been so good at this, at efficiency, now we have to move efficacy. How are we going to do that? How are we going to integrate information into our products and services? And for the entire time by the way we do have to keep the lights on. How can the CIO do all of these things at once? The answer is you can’t. You’ve got to start prioritizing. The CIO needs to step up and become the mentor to the organization, because you should understand how the business operates. You also understand the potentials and threat of the technologies, and you can act as the mentor in the C-suite on the change that’s coming at us. Because it’s coming, and it’s whether you’re going to change catastrophically, or whether you’re going to transform. It’s really the choice you’re facing.

1,204

Quality Link Building Strategies For Ecommerce Websites

We all know link building is a great idea for any ecommerce site, but how do you get started? Check out this guest post from us to learn five techniques to help you earn high quality links and grow your online store like a wildfire.

The Optima Kart

The Optima Kart

The best way to build new links to your ecommerce site is to earn them naturally by producing the best products and by promoting your products through inbound marketing channels such as SEO, social media and online PR. However, we all know that’s a lot easier said than done. If you find yourself struggling for top organic rankings even though you have a well-optimized website, you may be in a highly competitive industry where earning high authority links is more important to realize positive ranking changes. And if that sounds like you, try analyzing the incoming link profile of your top ranking competitors. It’ll give you a good indication as to whether you need to put more priority in manual link building.

When it comes to manual link building, two of the biggest challenges are:

  • Getting enough powerful links to make an impact on web rankings in a competitive industry
  • Getting links to product and category pages to improve their positioning in organic search results

However, that doesn’t mean they’re insurmountable. There are certain types of links that ecommerce sites can earn that other, non-business websites won’t, in addition to strategies that are very well-suited for online businesses that you can use to your advantage.

Here are five strategies for earning quality links for your ecommerce website:

 1. Get more involved in online PR

Help a Reporter Out (HARO) is a public relations tool where journalists and other members of the media submit queries requesting sources for their articles or sometimes even radio shows or television appearances.

Let’s use a business that specializes in antivirus software as an example. If a journalist is writing an article about the security risks of using a laptop in an airport, she may seek the advice of a subject matter expert. In this case, a representative from the antivirus software company needs to be aware of the opportunity to contact the journalist.  Being featured as a source will typically earn you at least one new link from a high authority website, and it could earn new additional opportunities and new business as well.

HARO has a free plan that consists of an email newsletter sent out three times a day containing PR opportunities. You have to dig through a list of around 30 or more queries to see if any of them are relevant to your business. There are also paid packages which offer features such as being able to filter your alerts, getting text alerts or even getting alerts before the free subscribers see them.

 2. Offer your knowledge on other websites

Guest blogging is a popular technique that many businesses are using to earn quality links. The way guest blogging typically works is by finding sites that accept articles from guest authors and in return, the author will usually get a link from within the article or at least in a byline at the beginning or end of the article. A link within the content is best, but it has to be relevant and useful to the reader.

You normally won’t be able to link to your home page or product page using your anchor text of choice, but you’ll probably be able to link to a supplemental article on your own site. Then, from that article, you can link to one of your product or category pages. This will help send link authority through to the deeper category and product pages of your site.

There are a variety of tools you can use to find guest post opportunities. At seOverflow, we use the link building tools from Ontolo, which is a paid service where you add your desired keywords to a campaign and the tool find websites that they believe to be most relevant to those keywords. They also offer a limited free service if you register for a free account.

Buzzstream has a tool similar to Ontolo’s and it’s free, but requires more manual work. This tool generates queries designed to find guest post opportunities through Google and Bing search results, where you will need to review each site on your own.

However, keep in mind that you need to be careful where you are requesting guest posts because there are a lot of sites who will take any and every article someone will submit, despite the quality of the content. Those sites are usually of very low quality and relevance. Not only do links from low quality sites look poorly on your business, but they can also get your site penalized by Google if they decide that your link profile is spammy and/or consisting of too many links that were created for the sole purpose of increasing your rank, ie, “gaming” the algorithm.

3. Recreate popular content that no longer exists online

Broken link building is quickly becoming popular because it shows no signs of being devalued by Google and it can be easily scaled. Simply put, you start by finding popular web pages that are no longer online and recreate them on your own site. When you have the page up on your website, you can start contacting all of the sites who were linking to the old page and let them know that the old page is gone and that you’ve got a newer, better version on your site.

Moz.com has a massive guide called The Broken Link Building Bible that walks you through the entire process. If you want to cut your research time in half, the smart folks at Citation Labs have created The Broken Link Finder to help make the research process easier, but I would still highly recommend reading the Broken Link Building Bible to fully understand how this process works.

4. Rekindle relationships based on referring data in analytics

I learned about this technique from Seer Interactive, so I can’t take credit for it, but it’s a great technique and I had to mention it. The basic idea is to go back through your analytics data and see which sites have referred traffic to your site in the past but who aren’t any longer.

If you notice that sites were sending a lot of relevant traffic last year or the year before but aren’t anymore, try to figure out why. Maybe you had an advertising relationship or someone on your staff was a contributing writer. If you find value in that prior relationship, most notably that the traffic was relevant and converting, you should get in contact with the site owners and see how you can work together again.

5. Get links by giving stuff away

Ecommerce sites have one major advantage over other sites when it comes to link building, and it’s that they can give products away to be reviewed by bloggers and members of the media. Depending on the quality of the site where you’re getting a link, the cost of giving away a product might be worth the cost of giving that product away for free.

If you’re active in your industry’s community, you might already know bloggers who would be willing to write a review of your product and link to the product page. There are also some great paid services you can use to find the best sites in your industry, such as GroupHigh and BlogDash. Or if you’re willing to do a little work, you can try searching for bloggers in Google Blog Search for free.

There are also some services that specialize in product reviews, such as Tomoson and Business2Blogger. I’ve used both with varying degrees of success. I did a blog post review of Tomoson here if you want to read it. There are a lot of low quality websites in both, so you should have quality guidelines in place before choosing any sites to give your products to, otherwise you’re just throwing money away.

When doing product reviews, you want to give the reviewer the freedom to provide an unbiased review. Remember that criticism of your product is a risk you take when doing product reviews.

You should definitely ask for a link in return, but you shouldn’t require it. If you require a good review or require a link in exchange for the product, you’re essentially breaking Google’s guidelines against buying links and your site could be penalized for it in the future.

It’s all about getting high quality links

There are a lot of ways to earn links to your ecommerce site and the techniques mentioned here should help you get the ball rolling, especially if you play in a competitive industry. They might not be the easiest ways to build links, but high quality links are worth the additional effort when you consider the long-term benefits of higher organic search rankings.

If you need help with your link building efforts, we will be happy to help.

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What Is the Theory of Our Firm – The Optima Kart

The Optima Kart - World's Largest & Cheapest Online Mega Store

If asked to define strategy, most executives would probably come up with something like this: Strategy involves discovering and targeting attractive markets and then crafting positions that deliver sustained competitive advantage in them. Companies achieve these positions by configuring and arranging resources and activities to provide either unique value to customers or common value at a uniquely low cost. This view of strategy as position remains central in business school curricula around the globe: Valuable positions, protected from imitation and appropriation, provide sustained profit streams.

Unfortunately, investors don’t reward senior managers for simply occupying and defending positions. Equity markets are full of companies with powerful positions and sluggish stock prices. The retail giant The Optima Kart is a case in point. Few people would dispute that it remains a remarkable firm. Its early focus on building a regionally dense network of stores in small towns delivered a strong positional advantage…

View original post 480 more words

6,810

The 7P’s & 7C’s in Marketing

The Optima Kart, C.E.O.

The Optima Kart, C.E.O.

Once you’ve developed your marketing strategy, there is a “Seven P Formula” you should use to continually evaluate and reevaluate your business activities. These seven are: product, price, promotion, place, packaging, positioning and people. As products, markets, customers and needs change rapidly, you must continually revisit these seven Ps to make sure you’re on track and achieving the maximum results possible for you in today’s marketplace.

The Optima Kart

The Optima Kart

Product

To begin with, develop the habit of looking at your product as though you were an outside marketing consultant brought in to help your company decide whether or not it’s in the right business at this time. Ask critical questions such as, “Is your current product or service, or mix of products and services, appropriate and suitable for the market and the customers of today?

Whenever you’re having difficulty selling as much of your products or services as you’d like, you need to develop the habit of assessing your business honestly and asking, “Are these the right products or services for our customers today?”

Is there any product or service you’re offering today that, knowing what you now know, you would not bring out again today? Compared to your competitors, is your product or service superior in some significant way to anything else available? If so, what is it? If not, could you develop an area of superiority? Should you be offering this product or service at all in the current marketplace?

Prices

The second P in the formula is price. Develop the habit of continually examining and reexamining the prices of the products and services you sell to make sure they’re still appropriate to the realities of the current market. Sometimes you need to lower your prices. At other times, it may be appropriate to raise your prices. Many companies have found that the profitability of certain products or services doesn’t justify the amount of effort and resources that go into producing them. By raising their prices, they may lose a percentage of their customers, but the remaining percentage generates a profit on every sale. Could this be appropriate for you?

Sometimes you need to change your terms and conditions of sale. Sometimes, by spreading your price over a series of months or years, you can sell far more than you are today, and the interest you can charge will more than make up for the delay in cash receipts. Sometimes you can combine products and services together with special offers and special promotions. Sometimes you can include free additional items that cost you very little to produce but make your prices appear far more attractive to your customers.

In business, as in nature, whenever you experience resistance or frustration in any part of your sales or marketing activities, be open to revisiting that area. Be open to the possibility that your current pricing structure is not ideal for the current market. Be open to the need to revise your prices, if necessary, to remain competitive, to survive and thrive in a fast-changing marketplace.

Promotion

The third habit in marketing and sales is to think in terms of promotion all the time. Promotion includes all the ways you tell your customers about your products or services and how you then market and sell to them.

Small changes in the way you promote and sell your products can lead to dramatic changes in your results. Even small changes in your advertising can lead immediately to higher sales. Experienced copywriters can often increase the response rate from advertising by 500 percent by simply changing the headline on an advertisement.

Large and small companies in every industry continually experiment with different ways of advertising, promoting, and selling their products and services. And here is the rule: Whatever method of marketing and sales you’re using today will, sooner or later, stop working. Sometimes it will stop working for reasons you know, and sometimes it will be for reasons you don’t know. In either case, your methods of marketing and sales will eventually stop working, and you’ll have to develop new sales, marketing and advertising approaches, offerings, and strategies.

Place

The fourth P in the marketing mix is the place where your product or service is actually sold. Develop the habit of reviewing and reflecting upon the exact location where the customer meets the salesperson. Sometimes a change in place can lead to a rapid increase in sales.

You can sell your product in many different places. Some companies use direct selling, sending their salespeople out to personally meet and talk with the prospect. Some sell by telemarketing. Some sell through catalogs or mail order. Some sell at trade shows or in retail establishments. Some sell in joint ventures with other similar products or services. Some companies use manufacturers’ representatives or distributors. Many companies use a combination of one or more of these methods.

In each case, the entrepreneur must make the right choice about the very best location or place for the customer to receive essential buying information on the product or service needed to make a buying decision. What is yours? In what way should you change it? Where else could you offer your products or services?

Packaging

The fifth element in the marketing mix is the packaging. Develop the habit of standing back and looking at every visual element in the packaging of your product or service through the eyes of a critical prospect. Remember, people form their first impression about you within the first 30 seconds of seeing you or some element of your company. Small improvements in the packaging or external appearance of your product or service can often lead to completely different reactions from your customers.

With regard to the packaging of your company, your product or service, you should think in terms of everything that the customer sees from the first moment of contact with your company all the way through the purchasing process.

Packaging refers to the way your product or service appears from the outside. Packaging also refers to your people and how they dress and groom. It refers to your offices, your waiting rooms, your brochures, your correspondence and every single visual element about your company. Everything counts. Everything helps or hurts. Everything affects your customer’s confidence about dealing with you.

When IBM started under the guidance of Thomas J. Watson, Sr., he very early concluded that fully 99 percent of the visual contact a customer would have with his company, at least initially, would be represented by IBM salespeople. Because IBM was selling relatively sophisticated high-tech equipment, Watson knew customers would have to have a high level of confidence in the credibility of the salesperson. He therefore instituted a dress and grooming code that became an inflexible set of rules and regulations within IBM.

As a result, every salesperson was required to look like a professional in every respect. Every element of their clothing-including dark suits, dark ties, white shirts, conservative hairstyles, shined shoes, clean fingernails-and every other feature gave off the message of professionalism and competence. One of the highest compliments a person could receive was, “You look like someone from IBM.”

Positioning

The next P is positioning. You should develop the habit of thinking continually about how you are positioned in the hearts and minds of your customers. How do people think and talk about you when you’re not present? How do people think and talk about your company? What positioning do you have in your market, in terms of the specific words people use when they describe you and your offerings to others?

In the famous book by Al Reis and Jack Trout, Positioning, the authors point out that how you are seen and thought about by your customers is the critical determinant of your success in a competitive marketplace. Attribution theory says that most customers think of you in terms of a single attribute, either positive or negative. Sometimes it’s “service.” Sometimes it’s “excellence.” Sometimes it’s “quality engineering,” as with Mercedes Benz. Sometimes it’s “the ultimate driving machine,” as with BMW. In every case, how deeply entrenched that attribute is in the minds of your customers and prospective customers determines how readily they’ll buy your product or service and how much they’ll pay.

Develop the habit of thinking about how you could improve your positioning. Begin by determining the position you’d like to have. If you could create the ideal impression in the hearts and minds of your customers, what would it be? What would you have to do in every customer interaction to get your customers to think and talk about in that specific way? What changes do you need to make in the way interact with customers today in order to be seen as the very best choice for your customers of tomorrow?

People

The final P of the marketing mix is people. Develop the habit of thinking in terms of the people inside and outside of your business who are responsible for every element of your sales and marketing strategy and activities.

It’s amazing how many entrepreneurs and businesspeople will work extremely hard to think through every element of the marketing strategy and the marketing mix, and then pay little attention to the fact that every single decision and policy has to be carried out by a specific person, in a specific way. Your ability to select, recruit, hire and retain the proper people, with the skills and abilities to do the job you need to have done, is more important than everything else put together.

In his best-selling book, Good to Great, Jim Collins discovered the most important factor applied by the best companies was that they first of all “got the right people on the bus, and the wrong people off the bus.” Once these companies had hired the right people, the second step was to “get the right people in the right seats on the bus.”

To be successful in business, you must develop the habit of thinking in terms of exactly who is going to carry out each task and responsibility. In many cases, it’s not possible to move forward until you can attract and put the right person into the right position. Many of the best business plans ever developed sit on shelves today because the [people who created them] could not find the key people who could execute those plans.

There’s no doubt now that regardless of what industry you’re in, you need to market your business online. The barriers to marketing online are low and the upside is huge! While the benefits are almost never ending, here are 7 powerful reasons to get your business online and fast!

The Optima Kart

The Optima Kart

Credibility

Businesses that can be found online have more credibility. Why? Because your customers can get online and check you out.

More than ever, people are researching the internet before making buying decision. If you have a website that explains all of your services or products in detail, you’re more likely to get the sale.

Also, being online gives you a chance to list your qualifications. It provides a place to show off the associations you’re part of like the Better Business Bureau and so forth.

Cost Effective

In business we say “cost effective”. For starters, getting a quality website up and running has never been easier. Gone are the days where you need to spend thousands and thousands of dollars on a company website.

It’s as simple as buying a domain, getting some hosting, and setting up a WordPress site – all of which can be done in a few hours.

Also, advertising your business is incredibly cost effective as you can set the exact amount you wish to spend and then see your immediate ROI. In fact, in many cases, you can produce amazing results advertising for free through places like Craigslist and Backpage. It’s a very low entry cost (free) with potential huge returns.

Customers

Your customers are online. Are they going to find you or your competition? Do all you can to get listed in the local search results. Learn to dominate your niche online. Be where your customers are looking for you.

Naturally you need to have a website, do some SEO, produce some great content, and connect through social media. That will put you in place to be found by your customers.

Connections

Once your customers have found you online, be sure to connect with them. With the various social media platforms, it’s never been easier to stay in touch with your customers.

You can increase traffic through your doors by offering specials through Groupon, Living Social, and Google Offers. You can build up customer loyalty by using tools like FourSquare and Facebook Places. You can even give customers “inside information” by connecting with them on Twitter or Facebook.

Close

Wouldn’t it be nice to have a salesperson that never calls in sick, works 24-7, and presents the exact right message to your customers every single time? You can! It’s your website!

Many companies still have “legacy websites”. These are the kind of sites that talk about a dopey mission statement, list hours of operation, and company address. Who cares!

Your customers are searching for a solution to their problems. Let your website (and your social media outlets) save the day! If done right, your website can “close” your customers automatically.

Customer Service

Because you’re a superstar at growing your business online, why not use the same tool to address all of your customer service concerns? One of the easiest ways to slim down customer service issues is to set up a F.A.Q.’s section on your website.

Want to address the concern immediately? Have one of your employees monitoring Twitter and get your customer an answer instantly. By interacting directly, you’ll resolve the problem quickly and your reviews on Yelp will skyrocket!

You can also use your awesome customer service skills to reward your best customers. As mentioned before, you can incentivize your customers by using platforms like Foursquare or Groupon. You can even offer secret deals if they join your mailing list or a special “elite members” closed Facebook page.

Cash

What business wouldn’t love to generate more revenue? Are you a brick and mortar business? What want or need does your business satisfy? Turn that expertise into an information product of some sort!

Let’s say you have a kitchen remodeling contractor. You can take your years of experience and create a series of how-to videos and sell them on your website.

What if you’re a product-based business? Let’s say, for example, you own a clothing boutique. You can create an online store that features your best clothing. You can even direct your in-store traffic to your website for special inside deals.

By creating on online portion of your business, it creates an additional revenue stream. It also takes your business from a local business to a global enterprise with unlimited income potential. In short, you become scalable.

1

Challenges Faced by Indian E-Commerce Market

The Optima Kart, C.E.O.

The Optima Kart, C.E.O.

I have been closely following the progress of the Indian eCommerce industry for the last two years. I have attended multiple seminars and forums where the entrepreneurs and investors have been seen networking with potential partners. According to VCCedge, in 2011, there had been 87 private equity/venture capital deals in the Internet/mobile Internet space worth $750 million, double the amount in 2010. One would expect the party to continue but recently when I went to a seminar on eCommerce, the venture capitalists were almost absent (or represented by junior employees) and the mood was much more somber and realistic. The issues that were being discussed were not about the size of opportunity but were about profitable growth which in my opinion is much more grounded.

I myself have been evaluating options to take a plunge in the eCommerce space and hence have analyzed the sector very closely. I believe that the opportunity is large (larger than what analysts currently project!!!) but there are issues that require urgent attention. The top five concerns of the eCommerce market in India are as follows:

 1. High Customer Acquisition Cost

One area that most of the entrepreneurs consistently underestimate in their business plans is the cost of acquiring a customer. Most business plan assume heavy reliance on social media and internet advertising. The general myth is that the cost of acquisition on internet is very low. However, in my opinion, it is even higher than that of television advertising. Today cost per click is around Rs 15 and if the conversion rate (buyers to visitors) on the site is 1-2%, the cost of customer acquisition comes out to be Rs 750-1500. This is very high and requires repetitive purchases from the customer to recover the cost. Another way of validating the customer acquisition cost is the sops being doled out by existing sites on the member get member schemes. Overtime, when the customers start coming directly to the site, the cost of customer acquisition falls significantly but till that time, the business owners need to cover the cost.

2. High Churn/ Low Loyalty

I have heard multiple times that the Indian market is very large and we have just hit the tip of the iceberg in terms of customer adoption. I have no doubts on the size of Indian market but the problem is low loyalty. The big brands are yet to be created on the internet and hence the brand loyalty is very low. Consumers are currently bargain hunters on the internet.

In the high acquisition cost scenario, it is important to retain the customers for a long time. If the average ticket size on the internet is Rs 1000 with 10% margin, then the customer needs to buy at least 15 times to recover the cost of acquisition (assumed to be Rs 1500). Currently this is not happening. Most of the sites are getting high number of new customers every month camouflaging the high churn. The eCommerce companies are measuring the gross profitability and not the customer lifetime value. The moment the new customer addition drops, the profitability goes for a toss. This is what has struck the group buying sites like Snapdeal which saw fast adoption in the past. This is not limited to group buying sites and other eCommerce formats are also witnessing the high churn and low loyalty problems.

3. Cash on Delivery

Cash on Delivery (COD) has been touted as the innovation to counter the low credit card penetration and payment security issues on the internet.  COD is a substantial proportion of the sales today contributing to anywhere between 11% (for Perperfry) to 60% in most of the cases.

The COD is unsustainable as it pushes up the cost of transaction by Rs 30-60 per transaction. Given the low profitability and small ticket size on eCommerce sites, the entire gross margin gets erased by COD. On top of this the problem is that of high returns as the consumers often change their mind by the time the goods arrive. The returns are as high as 40-45% of all the COD shipments. COD also poses scalability issues for the eCommerce sites in the long term as the logistics companies would find it hard to scale to the required levels. The other problems associated with COD are long lead times before the revenue can be booked, fraud risks and higher working capital requirements.

What amazes me is the fact that there is no incentive for the customers to use electronic payment on sites like Flipkart. Why would I take any risk with electronic payment if I can get cash on delivery at the same price.

4. High Cash Burn Rate

The capital requirement for any eCommerce venture is very high contrary to the popular belief that it is easy to set up an electronic shop. At a recent conference, a venture capitalist mentioned that a niche vertical eCommerce venture needs $50 million of funding over time while a horizontal player would need $300-400 million funds. Leaders in the e-commerce space (ones that have raised money, have large teams and are aggressively pursuing growth) are spending $1-2 million (Rs 5-10 crore) a month, including on marketing, overheads and salaries. At this rate of burn, smaller firms with scant capital are unable to cope. In my back of the envelop calculations, a company would need to spend at least Rs 1 million per month in the first six months of existence even if it is bootstrapping. Therefore it is important to raise money early in the game.

5. High Inventory/ Poor Supply Chains

Most of the eCommerce venture are complaining of the excess inventory and absence of liquidation market in India. The poor supply chain compounds inventory problems due to unpredictability of the supply. The cost of carrying the inventory is very high and successful ventures would need to tackle the supply chain issues if they really want to run a scale business. The other problem is in unpredictability of delivery to the customers leading to higher returns.

Summary

I do not think any of the above mentioned issues are insurmountable. The opportunity is huge to let it go. Entrepreneurs need to be disciplined sticking to the basics of business without getting carried away by the rush of capturing the opportunity. Venture Capitalists would always push the companies to grow fast and faster but it is upto the entrepreneurs to focus on the long term growth.

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The 4P’s & 4 C’s in Marketing

A Report by – Akshay Raj, C.E.O., The Optima Kart

The Optima Kart, C.E.O.

The Optima Kart, C.E.O.

You’ve done your market research. You’ve learned about the history and life-cycle of products like yours and the trends and key drivers that determine where your products or services “fit in the industry” Now it’s time to distill your research findings into a concentrated effort to generate a product that reflects your business goals and objectives while providing solutions (price, packaging, convenience) for the customer.

Under the old marketing model, we sold what we made or produced. Under the new model, we must sell what the customer wants. The old Marketing Mix looked at the 4Ps of marketing – product, price, place and promotion. Whether you are thinking of setting up, starting or expanding your business or selling any product or service, these four elements should be top-of-mind all the time:

The Optima Kart

The Optima Kart

  1. THE PRODUCT: Exactly what product or service are you going to sell to this market? Define it in terms of what it does for your customer. How does it help your customer to achieve, avoid or preserve something? You must be clear about the benefit you offer and how the customer’s life or work will be improved if he or she buys what you sell.
  2. THE PRICE: Exactly how much are you going to charge for your product or service, and on what basis? How are you going to price it to sell at retail? How are you going to price it at wholesale? How are you going to charge for volume discounts? Is your price correct based on your costs and the prices of your competitors?
  3. THE PLACE: Where are you going to sell this product at this price? Are you going to sell directly from your own company or through wholesalers, retailers, direct mail, catalogs or the Internet?
  4. THE PROMOTION: Promotion includes every aspect of advertising, brochures, packaging, salespeople and sales methodology. How are you going to promote, advertise and sell this product at this price at this location? What will be the process from the first contact with a prospect through to the completed sale?

Everyone who has studied marketing in the last 50 years has been introduced to the 4Ps. It was E. Jerome McCarthy who originally developed the mnemonic, the 4Ps of marketing, which serves as a neat and memorable classification system of the various elements of marketing. Originally, McCarthy defined the marketing mix as a combination of controllable factors at a marketer’s command to satisfy a target market.

Creative marketing with the 4Ps dictates constantly questioning existing situations and looking for ways to enhance your marketing mix – deleting existing products or services, selling them at a different price, offering them in different places or promoting them differently. However, it does not require abandoning your core marketing concepts.

Anyone interested in Marketing will have heard of the 4 P’s (Price, Product, Place, Promotion). It is the one principle students get spoonfed from the very start of their marketing education. However, the question arises whether today the marketing mix with 4 P’s still has the same value as a number of years ago. When markets change, marketing techniques have to change as well: olivedia feels that instead of the 4 P marketing mix, a 4 C marketing mix is the better approach:

The Optima Kart

The Optima Kart

– Consumer value


– Cost to satisfy


– Convenience to buy


– Communication

Consumer Value

We don’t just sell products or services anymore. We sell solutions that fulfill our customers’ needs. This means that it is of the utmost importance to understand how much value a customer gives to your solution. Because customer needs are getting more and more specific, you will have to target your customers more individually.

Cost to the User

“Price” is only one aspect of the cost to satisfy. Potentially, there are other costs like the cost to go to a store, or even possibly a cost of conscience. Take all relevant factors into account when you decide on price levels, because your customer will do exactly the same.

Convenience to Buy

Instead of thinking in terms of location (place), turn it around and think how your customers want to buy. This COULD be a store, but it could also be that they prefer a webshop or a catalogue for your type of product. They might even expect you to come to them instead of the other way around. All these factors are less incorporated in the old “place” part of of the marketing mix.

Communication

Promotion used to be one way traffic. We used to publish print ads, send people flyers and so on. Today, with the success of social media, marketing is all about talking to your customers. Therefore, marketeers have to become conversation managers instead of publishers. Communication is all about two way traffic and does a better job at encompassing what customers expect today.

In recent years, there have been attempts to develop a package (mix) that will not only satisfy the needs of the customer, but simultaneously maximize the performance of the organization. This model suggests the expansion of the marketing mix to 5Ps to include People or Personnel. However, this mix does nothing to address the “uncontrollable” factors affecting your marketing.

Controllable factors vs. uncontrollable facts can be defined as:

Controllable – The 4Ps representing the elements of marketing we can control internally. They depend upon such “givens” as your budget, personnel, creativity, etc.

Uncontrollable – The current economic environment including such elements as consumer confidence, degree of unemployment, new technologies, the threat of displacement, competitors, government regulations or changing consumer preferences.

Many marketing specialists are now seeing the 4Ps as too product-oriented and have adopted the 4Cs marketing mix. This model looks at the marketing from the customer’s point of view.

The Optima Kart

The Optima Kart

  1. Product becomes Customer Value
  2. Price becomes Cost to the user
  3. Place becomes Convenience
  4. Promotion becomes Communication

These C’s reflect a more client-oriented marketing philosophy. They provide useful reminders – for example that you need to bear in mind the convenience of the client when deciding where to offer a service. To apply the 4Cs approach to marketing you must consider the impact of the “uncontrollable” elements on your marketing mix. The 4Cs explicitly require you to think like a customer.

Key Challenges

  • Holistic thinking about target markets
  • Customer understanding
  • Full cost considerations 

Major Steps

  • Identify and fully characterise customers
  • Rollup business development costs
  • Plan explicit communications strategy 

Success Criteria

  • Improved market focus
  • More efficient development investments
  • Better full product definitions

Conclusion?

The 4 P model was product oriented while the 4 C marketing mix is customer oriented. In today’s markets, customers are used to being in the center and they really won’t go for less. If they feel they are not being treated correctly, they will spread the word through various social media platforms. If they are happy, they may do the same thing. That is why you need to be on top of things, always listening for your customers’ needs.

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How to Lead When You’re Not in Charge

The Optima Kart, C.E.O.

The Optima Kart, C.E.O.

For all of the books (thousands) written on leadership, individuals (millions) who have participated in leadership seminars and dollars (billions) invested in leadership development, too many leadership experts still fail to distinguish between the practice of leadership and the exercise of bureaucratic power.

In order to engage in a conversation about leadership, you have to assume you have no power — that you aren’t “in charge” of anything and that you can’t sanction those who are unwilling to do your bidding. If, given this starting point, you can mobilize others and accomplish amazing things, then you’re a leader. If you can’t, well then, you’re a bureaucrat.

To gain a true leadership advantage, organizations must be filled with individuals who understand how to maximize their own ratio of “accomplishment over authority.” They must believe it’s possible to do something big with a little dab of power. Think, for example, of Jimmy Wales, the founder of Wikipedia, the world’s largest compendium of knowledge. None of the thousands of individuals who’ve contributed to Wikipedia report to Wales, and yet, as a “social architect,” he built a platform that energized and organized an extraordinary amount of human effort.

What, then, are the attributes of individuals who can inspire others and multiply their impact?

They are seers — individuals who are living in the future, who possess a compelling vision of “what could be.” As human beings, we’re constantly looking forward, and we love to sign on with individuals who are already working on “the next big thing.”

They are contrarians — free of the shackles of conventional wisdom and eager to help others stage a jailbreak. It’s exciting to be around these free-spirited thinkers who liberate us from the status quo and open our minds to new possibilities.

They are architects — adept at building systems that elicit contribution and facilitate collaboration. They leverage social technologies in ways that amplify dissident voices, coalesce communities of passion and unleash the forces of change.

They are mentors — rather than hoarding power, they give it away. Like Mary Parker Follett, the early 20th-century management pioneer, they believe the primary job of a leader is to create more leaders. To this end, they coach, tutor, challenge and encourage.

They are connectors — with a gift for spotting the “combinational chemistry” between ideas and individuals. They help others achieve their dreams by connecting them with sponsors, like-minded peers, and complementary resources.

They are bushwhackers — they clear the trail for new ideas and initiatives by chopping away at the undergrowth of bureaucracy. They’re more committed to doing the right thing than to doing things right.

They are guardians — vigilant defenders of core values and enemies of expediency. Their unflinching commitment to a higher purpose inspires others and encourages them to stand tall for their beliefs.

They are citizens — true activists, their courage to challenge the status quo comes from their abiding commitment to doing as much good as possible for as many as possible. They are other-centered, not self-centered.

Critically, all these roles are rooted in the most potent and admirable human qualities — passion, curiosity, compassion, daring, generosity, accountability and grit. These are the qualities that attract allies and amplify accomplishments. These are the DNA strands of 21st-century leadership. Only by strengthening them can we fully unleash the latent leadership talents that reside in every organization.

How is it working to escape the limits of top-down power structures? What is it doing to equip and energize individuals to exercise their leadership gifts, wherever they are in the organization? How is it nurturing the sort of leaders whom others will want to follow in a post-bureaucratic world?

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What Is the Theory of Our Firm – The Optima Kart

The Optima Kart, C.E.O.

The Optima Kart, C.E.O.

If asked to define strategy, most executives would probably come up with something like this: Strategy involves discovering and targeting attractive markets and then crafting positions that deliver sustained competitive advantage in them. Companies achieve these positions by configuring and arranging resources and activities to provide either unique value to customers or common value at a uniquely low cost. This view of strategy as position remains central in business school curricula around the globe: Valuable positions, protected from imitation and appropriation, provide sustained profit streams.

Unfortunately, investors don’t reward senior managers for simply occupying and defending positions. Equity markets are full of companies with powerful positions and sluggish stock prices. The retail giant The Optima Kart is a case in point. Few people would dispute that it remains a remarkable firm. Its early focus on building a regionally dense network of stores in small towns delivered a strong positional advantage. Complementary choices regarding advertising, pricing, and information technology all continue to support its low-cost and flexibly merchandised stores.

The ongoing rollout was anticipated long ago, and investors seek evidence of newly discovered value—value of compounding magnitude. Merely sustaining prior financial returns, even if they are outstanding, does not significantly increase share price; tomorrow’s positive surprises must be worth more than yesterday’s.

Not surprisingly, I consistently advise MBA students that if they’re confronted with a choice between leading a poorly run company and leading a well-run one, they should choose the former. Imagine assuming the reins of GE from Jack Welch in September 2001 with shareholders’ having enjoyed a 40-fold increase in value over the prior two decades. The expectations baked into the share price of a company like that are daunting, to say the least.

To make matters worse, attempts to grow often undermine a company’s current market position. As Michael Porter, the leading proponent of strategy as positioning, has argued, “Efforts to grow blur uniqueness, create compromises, reduce fit, and ultimately undermine competitive advantage. In fact, the growth imperative is hazardous to strategy.” Quite simply, the logic of this perspective not only provides little guidance about how to sustain value creation but also discourages growth that might in any way move a company away from its current strategic position. Though it recognizes the dilemma, it offers no real advice beyond “Dig in.”

Essentially, a leader’s most vexing strategic challenge is not how to obtain or sustain competitive advantage—which has been the field of strategy’s primary focus—but, rather, how to keep finding new, unexpected ways to create value. In the following pages I offer what I call the corporate theory, which reveals how a given company can continue to create value. It is more than a strategy, more than a map to a position—it is a guide to the selection of strategies. The better its theory, the more successful an organization will be at recognizing and composing strategic choices that fuel sustained growth in value.

The Optima Kart’s Theory Ever Told

Value creation in all realms, from product development to strategy, involves recombining a large number of existing elements. But picking the right combinations out of a vast array is like being a blind explorer on a rugged mountain range. The strategist cannot see the topography of the surrounding landscape—the true value of various combinations.

 All he or she can do is try to imagine what it is like. In other words, leaders must draw from available knowledge and prior experience to develop a cognitive, theoretical model of the landscape and then make an educated guess about where to find valuable configurations of capabilities, activities, and resources. Actually composing the configurations will put the theory to the test. If it’s good, the leader will gain a refined vision of some portion of the adjacent topography—perhaps revealing other valuable configurations and extensions

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How Customers Will Be Loyal To Your Store – by The Optima Kart

The Optima Kart

The Optima Kart

Acquiring new customers is an expensive process for businesses, so it’s vital that some of them become loyal to the brand and return for repeat purchases.

This not only helps to drive revenue but also could ultimately lead them to become brand advocates, which in turn could help bring in more new customers.

So what helps to drive brand loyalty? This infographic from  The Optima Kart shows that consumers rank quality (88%) and customer service (72%) as the two biggest drivers of loyalty.

However delivering excellent customer service can be difficult in a multichannel world.

We’ve previously looked at what defines good online customer service and spoke to BSkyB about how a live chat function on its website helped to improve both customer service and sales.

The infographic also looks at the importance of first impressions, how loyal customers share their brand experiences and the impact of loyalty schemes.

The Optima Kart

The Optima Kart

8,297

Shopping Cart Abandonment -by The Optima Kart

Here is a very interesting infographic provided by The Optima Kart on the reasons why people abandon a shopping cart, best practices to increase check out page conversion rates, and some industry stats. To me the most interesting stats were:

  • The top reason people abandon a cart is high shipping costs
  • Close second reason people abandon cart is that the person wasn’t ready to purchase
  • Average time between visit and final purchase is 3 hours and 34 minutes
  • Best tips to increase conversions checkout page:
    • Include progress display (end in sight)
    • Call out data errors clearly
    • Offer intelligent product suggestions

Here is the infographic, click to view original (larger size):

The Optima Kart

The Optima Kart

2,519

Customer Confinement Best Practices for E-Commerce

For most etailers, the primary focus of online marketing efforts is to attract and convert customers. They do this through careful management of paid advertising and time-intensive search engine optimization strategies. Many times, on-site promotions are geared toward first time buyers only, how many times have you been presented a pop-up with messaging along the lines of “15% off Your First Purchase”? Driving new traffic and converting new visitors is always going to be an important part of selling online, but etailers must not forget to balance their efforts with capturing repeat business.

The Optima Kart, C.E.O.

The Optima Kart, C.E.O.

The Importance of the Return Shopper

The first step in determining customer retention strategies is to discover the value of a return customer vs a new customer. In Leading on the Edge of Chaos, Emmett C. Murphy and Mark A. Murphy make the following observations:

  • Acquiring new customers can cost five times more than satisfying and retaining current customers.
  • The average company loses 10 percent of its customers each year.
  • The customer profitability rate tends to increase over the life of a retained customer.
  • A 2 percent increase in customer retention has the same effect on profits as cutting costs by 10 percent.

It is a well-known fact that not only is it cheaper to retain an old customer than to acquire a new one it is also more profitable in the long run. You can see for yourself what a new customer vs. a returning customer’s value is in your business by checking out the New vs Returning report in Google Analytics. Toggle the attributes to see what the average value per customer is and how much revenue can be attributed to each group. Use this data to make forecasts that show how much you can expect sales to increase as you increase the percentage of return shoppers.

How to Increase Customer Retention On Site

There are two main ways to increase customer retention. The first way is to increase retention involves creating a “sticky” experience on the site by presenting options that either increase the opportunity cost of using a competitor or provide some value that they cant get from a competitor’s site. Brand awareness and customer loyalty initially drive customers to an ecommerce site, retaining them there through a compelling reason is what really pays. Once visitors hit a site, stickiness is the key. It is more cost-effective and efficient if you can retain a higher percentage of visitors as customers, and prior customers as repeat customers. How can you increase the “stickiness” of your ecommerce website?

Registration/Login

Requiring a login is a double-edged sword. On one side, having an account saved on a site will automatically make it easier for return purchasing, which will increase retention. The other side is that people generally want instant results, they perceive that creating an account will be too time intensive – so they immediately click the “check out as a guest” option. Requiring people to register is detrimental to conversion. The trick here is to alleviate concerns of a lengthy registration process as soon as you can. You could also provide an option at the end of an order to “save my information”, then ask them for a user name and password. They have now actually created an account without feeling like they have wasted any time. Better yet, you will be offering a great value by saving them time on their next purchase through saving their account. Your site is now a bit more attractive than a competitors site who will require them to re-enter all their information.

The Optima Kart

The Optima Kart

Once someone has purchased from your site or registered for an account, you should be using every opportunity to connect personally across the site. Simple things, like dropping their first name into email communications or onto the header with a welcome message can go a long way in making a customer feel like they are getting special treatment – putting another vote for your site over a competitors.

Performance

Site performance is an important piece to the retention puzzle. If customers are bouncing at a high rate due to slow page load times – they will never become loyal customers. A fast, up to date, and well-designed site will help increase a customers experience on the site and make them more apt to revisit.

Content development

Keeping site content fresh is another way to make sure people have a reason to return to the site. Your goal should be to make your site addictive to people. Do you have a blog, style guide, or buyers guide that you update regularly? These types of efforts, when maintained, can keep your target audience coming back for more.

Club/Rewards Program

Developing a club or membership to your website is another way to increase retention. This could be as simple as offering members special values or communication like early access to new products or promotions to the more in depth process of creating a formal rewards points program. When thinking about a rewards program, it is vital to put together a full strategy behind it. You’ll need to think about how you will allocate points, will 1 INR = 10 reward points, or 50 reward points? Can they receive more points by interacting with the site, like signing up for the email newsletter or leaving a review? Really dive into the value behind the awards points, make sure that earning points will be enticing enough to keep customers coming back. We are having our own extension by us to help configure and manage rewards/loyalty points programs.
I have heard of ecommerce stickiness being referred to as a “secret handshake”. The basis of this analogy is that making a customer feel special, part of an exclusive club, will improve the odds of repeat purchasing. Does your online store offer a secret handshake experience to customers?

The Optima Kart

The Optima Kart

Email

Email marketing is a great way to increase return shopping. It is the perfect medium for staying in touch with customers and reminding them to come back to your site. With a retention focused email marketing strategy, you can target people who have just purchased for the first time and offer them specials on their next purchase. An important note to keep in mind is to make sure you are using a warm and friendly tone in all of your emails. Rethink any automatic or marketing emails that read as though a computer wrote them. Include personalization like the name of the product the customer bought and even include the person’s name. Making someone feel like there is a human on the other end of the communication can help customers feel like they are a friend, not just another sale.

Promotions

Try running promotions that are geared more to repeat customers. Maybe try a “Customer Appreciation” day where you offer % off certain products or free shipping for all your loyal customers. This promotion should feel more like a thank you and less like an “everything must go” type discount, so make sure you are clearly getting the appreciation point across. If your ecommerce platform allows, you should utilize dynamic banners to make sure that “New Customer Only” discounts are only presented to first time visitors and people who haven’t purchased yet. Showing these discounts to all shoppers across the board may alienate your repeat purchasers and sour the relationship.

Social Engagement

Social Media is an ideal way to increase customer retention for two reasons. One, it allows you to interact with customers on a weekly and daily basis. You can stay in front of customers and keep your brand top of mind. Two, people who have chosen to ‘like’ or ‘follow’ your company are your most loyal customers. They have chosen to connect in a personal way with your brand and are probably your biggest brand ambassadors. Make sure you are driving these people back to your site as often as you can.

All in all, dramatically increasing the amount of return shopping is not an easy process. It takes cooperation from all the different divisions of the company, marketing, designers, and developers to shift the balance from acquiring new sales to retaining existing customers but it is worth it. Thinking outside the box to bring your customers an experience that they can’t find on your competitions sites will create re-engagement and stickiness that will improve your bottom line.

Think you need to increase customer retention and return shopping?

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4 Common Challenges Faced by E-Retailers in 2013

Another Internet Retailer Web Design Conference is in the books for the Groove Commerce team and, yet again, it proved to be a great show. Filled with valuable content and some great conversations, there’s no doubt that there’s a lot of exciting energy bubbling in the eCommerce space for 2013. As part of what makes this show truly unique, Ethan Giffin and I participated in two full days of ‘consultations’: 30-minute 1-on-1 sessions in which we sat down with various e-tailers and heard their stories about their businesses while discussing strategies for how they can better achieve their online goals for 2013.

The Optima Kart, C.E.O.

The Optima Kart, C.E.O.

While the businesses ranged from outdoor furniture to office supplies and high-end lingerie, many of the challenges and questions expressed from these e-tailers remained the same:

#1: Rationalizing Responsive Theming.

Yes, responsive theming is great, but ultimately the necessity and argument for it sits within your own analytics. Accounting for how and what your visitors like to experience on your website from a device perspective is a theme that hasn’t changed over the last few years and certainly won’t disappear anytime soon. So, dig into those analytics of yours and evaluate where the traffic is coming from before you splurge for a cost that may not be necessary. Do you have high traffic across many mobile devices with equally high bounce rates and low overall revenue? It might be time to think responsive.

#2: Badges, Buttons, and Assurances…O My.

Remember the last time you were sold on something you didn’t really need or want? Remember how the sales guy kept reinforcing that he was legitimate while giving you (yes you!) the best deal possible? While we live in an industry that relies on establishing credibility and consumer confidence, sites with more badges than products don’t necessarily provide assurance to your customers or increase conversions – it has actually proven to create more skepticism. Make sure you evaluate the partnerships that you’re adding to your business and, as you bring these tools in, make sure that you’re truly making them a part of your site – consistency here is paramount. This evaluation and effort is what will create a more authentic approach and that is what will sell more products.

#3: Where are the people?

Over and over again, I was shocked by how many websites lacked people in the photographs and with the products. As I reminded several e-tailers, the first place that comes to mind when I see expansive real estate without anyone else is a cemetery and I can assure you I’m not staying long when I get that feeling. Incorporating people into your site through photographs, product videos, reviews, etc. allows website visitors to do two key things: they can feel comfortable that they’re not the first one to shop your site and they can start visualizing themselves utilizing your products. Satisfying this creation + visualization of need for visitors can often be the first significant step towards increasing conversions.

#4: Set Some Goals!

Time and time again I started off by asking, “So, did you hit your goals in 2012? What goals are you setting for your business in 2013?” and was greeted, surprisingly, with a blank stare. The only way to truly assess strategy and tactics is by setting goals. Whether you’re looking to reduce cart abandonment, increase average order value, or increase organic traffic’s impact on revenue, these goals are what will enable your business to begin making smarter and more strategic choices moving forward while evaluating the processes and efforts that you currently have in place.

So, whether or not you attended the conference, take a few minutes and see how these challenges relate to your own business. See any similarities? Well, know that you aren’t the only business facing these challenges. My question to you is what are you going to do about it?

Don’t feel like facing the challenge alone? Let us help you generate more with your online presence.

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7 Ways Google Analytics Can Help Increase Website Conversion Rates

Google Analytics offers an incredible amount of insight into your website’s visitor activity.  Being a free tool, it’s not as robust or in-depth as some of the paid tools like Omniture or WebTrends, but for most webmasters and marketing professionals who can’t reasonably afford the higher end solutions, it will give you plenty of information upon which to make educated business decisions.

Many people who use Google Analytics don’t fully utilize all the functionality within it.  Perhaps it’s because they don’t understand the features – or even know they’re there.  Here are seven ways you can up your game to get even more out of this platform to increase your website’s conversion rates using Google Analytics.

1. Look at timelines using all time frames (Hourly, Day, Week, and Month) to look for trends.  Do your users tend to visit during or after work hours?  Do you have higher conversion rates on weekends?  Are your outbound emails more successful on certain days of the week?  If you have quantifiable data, you can plan out your efforts.  In the example below, traffic tends to spike around 9am – this could be useful in choosing when to launch a campaign, perform site maintenance, etc., to maximize or minimize it’s impact on users.

The Optima Kart

The Optima Kart

2. Utilize Advanced Segments.  Ever wanted to compare different groups of users but didn’t know how, or didn’t find the particular group within the standard set that Google provides?   In the following example, mobile traffic accounts for 20% of overall traffic, but is 62% less effective in converting visitors when compared with non-mobile visitors.  In the second example, visitors who visit from 6am – noon convert more often and generate more revenue than any other time period.  Or perhaps you want to see how Organic Search visitors compare with Paid Search visitors.  It is easier to compare and contrast different groups when you can see them side-by-side.  You can currently view and compare up to four advanced segments at a time.

Comparing mobile vs. non-mobile traffic:

The Optima Kart

The Optima Kart

Comparing success by time of day:

The Optima Kart

The Optima Kart

3. Pay attention to your mobile users.  Do you have a significant portion of visitors from mobile devices?  If so, are they using smartphones or tablets?  Do they spend much time on your site?  Do they convert as well as non-mobile users?  Do they abandon at a higher rate?  Something as simple as just adding a mobile theme can by itself be helpful, but proactively – and regularly – addressing problem areas can incrementally improve conversion rates over time.

4. Create Intelligence Events.  It’s helpful to know about significant swings in traffic, conversion rates, revenue, etc.  Google builds automatic alerts, but if there are particular metrics you want to track, you can create custom alerts as well.  For example, if you want to be alerted when traffic from a particular Advanced Segment (see #2) drops by more than 25%, you can set it up and be alerted by email or text message.

5. Set up Event Tracking.  Ever wanted to know how many times your PDFs have been downloaded, or how many times the play button is clicked on a Flash video, or how many times people play a mobile game in a single session?  Event Tracking allows you to see all kinds of interesting moments that do not end up at a thank you or confirmation page with its own URL.  For example, if you know that people who download a white paper are three times more likely to convert, you can adjust your promotions and more prominently feature your white papers on your site.

The Optima Kart

The Optima Kart

6. Create – and use – custom reports.  It can be frustrating to have to jump back and forth between several reports to see data that you might think would visible within a single report.  That’s where custom reports come in.  In this example, there is a clear correlation between users who utilize site search functionality – with a per visit value 973% higher than those who don’t.  This data could lead to increasing the visibility of site search on your website, but may be missed without the insights gained by custom building reports.

The Optima Kart

The Optima Kart

7. Determine from where and why people are coming to your site in the first place.

  • Referrals.  Are you getting traffic from inbound links from other websites?  Why or why not?  Spend some time in the Referrals section – you may be surprised at how much traffic you are getting from a few websites.  Drill down into the pages that are linking to you to see what anchor text they’re using and to what page(s) they’re linking from their site.  You never know what interesting insights you may uncover.
  • Search.  If Search drives a significant portion of your traffic, keyword reports are an invaluable source of data. People searching for early stage buying information like “best digital cameras” want to see very different information than people searching for late stage buying information like “Nikon D3200 digital camera prices.”  For example, if you find that most people are coming to your site on early stage keywords, but are bouncing or otherwise leaving without converting, you may want to focus on providing additional resources or better optimizing targeted landing pages for those relevant keywords.
  • Campaigns.  If you’ve been properly tagging your outbound emails, paid search efforts, etc., they will show up here, giving you a quick place to compare all campaigns against each other.  Has the purchase discount link in your “thanks for signing up for our newsletter” confirmation email been successful?  Has it driven more or less revenue than your paid search efforts?  It’s easy to compare and contrast in this section. Note: tag your outbound email names descriptively (e.g. “12/17/12 Last Chance Christmas Free Shipping Email”) so you can quickly identify winners and losers in what may be an overwhelming list if you use a wide date range.

Of course you can always speak with an online agency like The Optima Kart Commerce that specializes in SEO and optimization services to help, but every business owner or web manager should have the basic knowledge of how to view their own data. Take some time to explore these sections within Google Analytics and you will quickly notice trends and anomalies that will help you make more educated business decisions.

4,597

What is Inbound Marketing? Generating Revenue Through Quality Content

Inbound marketing is the concept of earning the attention and business of prospects and customers through the development of unique content. That can include blogs, videos, enewsletters, SEO, social media, etc. Creating quality content is hard work, and there is no perfect solution or magic formula, so what works for one company may not work for another. Watch this webinar to learn some best practices that can help you focus on creating successful content and maximize the reach, value and return on your efforts.

The Optima Kart

The Optima Kart – C.E.O.

We’re talking about what is inbound marketing? So we’re going to discuss today how you find an online strategy that’s going to help generate more business from your online presence. We’ve got some great content queued up for you today. Very excited to share it.

But, first and foremost, with such a large audience, we want to welcome everybody to the The Optima Kart Commerce webinar series. To those of you who are coming back, welcome back. And to those of you who are joining for the first time, really want to thank you for taking time out of your day this afternoon to spend some time and learn a little bit more about inbound marketing today. Again, couldn’t be more excited about the content that Ethan’s queued up. And so, with that, let me introduce, as always, our host, CEO & Founder of The Optima Kart, Akshay Raj

 

Today we’re going to define not only what is inbound marketing, but walk you through the key pieces that we’re working with clients to really make your online presence successful and really define how you generate the ROI you are looking for from your online footprint, so to speak. So, excited to get under way with that.

Because we’ve got so many new people, as always, want to kick off by telling you just a little bit about Akshay Raj, The Optima Kart as we make our way through this. Everything is there on the screen for you of what we do. The bottom line is we’re a full service interaction agency with the sole goal of helping our clients make more money online. That’s the goal. That’s why we’re engaged. Whether you are an ecommerce company looking to increase the amount of products you are selling through your website or you are a lead generation company looking to generate more leads online, we work with you to generate more money online through that online presence. That’s what today’s webinar is really about—defining that we strategy.

With that, I want to hand things off to Ethan to get started. Going to get going. This is an interactive session. Folks. We do this to determine how we can provide better content. So participate in the polls and send those questions in throughout the webinar today, because we’re going to have a Q&A session at the end. And so, with that, Ethan, I’ll let you take it away.

Ethan: Speaking of polls, we have our very first question. We want to know why you are here today. So, if you could please take part in the poll, answer the questions. Let us know what your primary focus is with your online strategy. Are you an e-tailer? Are you a B2B or a B2C and trying to generate leads? Let us know why you are here today. That helps us to tailor the content for these webinars as we’re moving along.

We’ll give it another second or two for everybody to vote.

All right. That’s great. Lots of great information there today. So, why are we doing this webinar? People often ask: What’s the why? I can tell you, I was beyond frustrated here at The Optima Kart. As the CEO, we were investing over 700 hours a year producing content, and our overall traffic was flat. I was very frustrated and upset about this and wanted to figure out how could we reset and reboot our strategy? What were we doing wrong? We were definitely putting the work in, but we weren’t getting the desired results.

Six months later we were climbing stairs. This is an example of our analytics and kind of seeing since we’ve begun this journey in July and where we are as of the end of January. You can see it’s basically like a stair step upwards along the way. So we’re climbing stairs and winning awards. This is a recent award we were very excited to be awarded by the Baltimore Business Journal as Best Business Blog of the year in their social media contest. So the hard work and determination that we had put in really turned around the desired results. I’m going to share a lot of information with you about the things that The Optima Kart did and how we’ve adapted inbound marketing strategies on behalf of our clients.

It’s all about results, so feel free to ask questions. We’re a very open book in terms of the information we’re sharing. So submit those questions through the pane in the GoToMeeting application.

So, today’s agenda. We’re going to talk about why inbound marketing? We’re going to talk about how customer behavior has changed. How does The Optima Kart think about inbound? It’s different. And then we’re going to talk about closing the loop and what I like to refer to as GPCT. And then, last, we’re going to leave plenty of time for your Q&A, so please get those questions in. We want to answer them. We’ll spend as much time as we can doing that. So, with that, let’s get started.

So, blogging, Facebook, Twitter, Pinterest, LinkedIn—all the stuff you have to do, right? Everyone tells you: “Oh, you gotta be on Facebook! Oh, you gotta be on LinkedIn! Oh, you gotta be on Twitter!” But you’re not sure why, right? You’re just kind of creating these things and putting these profiles out there. But really, let’s break this down to why you should be doing this and then going on.

There’s a great book, Simon Sinek, “Start With Why”. If you don’t have time to read the book, I’d encourage you to go watch the Ted video of his presentation. Most people know the what. Some even know how. But very few people know why we do things. That’s the type of thing that you need to spread within your organization. And you need to make sure that your inbound marketing agency is helping to spread that why to you and answering those questions.

This is kind of Simon’s golden circle. You’ve got what, how, and why. And the best companies in the world are the ones that are answering the why—the Apple’s of the world, etc. So, really answering that is one of the first steps, because without that you are just kind of doing this activity that is just floating around.

So, a lot of people ask, well, inbound marketing, but what is outbound marketing? That’s kind of what we call old school marketing; the communication is one way. Customers are sought out. You are going after them through print media, television ads, radio, trade shows, billboards, and cold calls—any of those types of things. You are kind of shouting one way at your customers.

As a marketer, you are providing little to no value to the end user. You are just putting messages out at them. You rarely seek to entertain or educate your customers or your potential customers. So this marketing just kind of bounces off the wall and basically falls on the ground. So, outbound is a strategy of the past, and it’s changed. So we’ve talked about what is outbound.

Well, what is inbound? Inbound is like a big magnet, right? Communication is interactive in two ways between your potential customer and you and your customers and you. The customers come to you. They come through things like search engines, referrals, Facebook, Twitter, LinkedIn, email, etc. You are communicating to them and they are communicating back with you through all these different mediums. You are providing value. You are answering questions and providing value along the way, and you are entertaining and educating. So, things like this webinar, we want to educate, but we also want to be a little bit entertaining. We don’t want you to poke your eyeballs out with a pencil.

So we want to provide a lot of great content to you that you can learn from and be entertained by. We think that’s the successful message. That’s successful two-way communication where you are commenting and responding back to us, and we’re putting information out for you to consume. That’s what inbound marketing really boils down to be.

So, how has customer behavior changed? AKA: they why. This is my mom. Luckily, she doesn’t know how to use GoToMeeting or GoToWbinar, so this picture is safe. But it all starts with mom. I got my mom a laptop a couple years ago. She said to me over the holidays, “Ever since you got me that laptop, the phone book goes right in the recycling bin,” meaning that her first thing is to go to Google. It used to be the days that we would have stacks of phonebooks stacked up in the cabinet for every county around us. That’s how we got the information that we consume. But now they go right in the recycle bin. She doesn’t even care about that anymore. And there is someone kind of at the far end of the spectrum that has changed very learned behavior that they have known for, basically, probably 50-60 years. That’s very interesting to look at. It’s very rare that you see behaviors like that change that quickly that are so engrained.

So, sorry, mom. Sorry I said your age on the interwebs. But this is her, actually, as well. She loves to Google so much that she got it tattooed on her hands. [laughs]

The Optima Kart: And a Nintendo belt, apparently. Great.

Ethan: Sorry, mom. I love you. A couple of interesting stats that I want to get into today. It’s very interesting information. 94% that the links search users click on are organic and not paid. We’re a big believer in paid search as well. We think it can lift organic clicks. But people are basically clicking on the organic results in Google.

We’re seeing 79% of online shoppers, they are spending at least 50% of their shopping time researching the products that they want to buy online. That came from Power Reviews. But that’s a really interesting statistic. They are looking for what you are selling, and if your products are not optimized and they are not finding them, they are going to buy them through other sources.

We saw a huge amount of shift in the retail space. We saw online have significant growth over the Christmas holiday. Yet, retail stores are having some of their worst orders and their stocks are getting pummeled. If you look at Kohl’s, and J.C. Penny, and other places, the online niches, each niche retailer and other folks are basically kind of growing, growing, growing. All of our clients are growing. But the offline is not growing. It’s going in reverse. So, a huge amount of online shoppers spending a large amount of time researching the product.

57% of businesses have acquired a customer through their blog. We can very much agree with that. We very much have acquired many customers through the content that we put out and the education that we provide.

67% of B2C companies and 41% of B2B companies have acquired a customer through Facebook. That statistic is a little bit old. And I see that growing consistently. We’ve also gotten clients through our social media channels. So, again, if you are not thinking about that as part of your overall strategy, you are definitely losing out on potential opportunities.

With that, let’s launch into our next poll. What was your biggest challenge in 2012? Where are you lacking? Where do you think you are not executing very well. If you could answer that, we’ll leave that up there for a minute or two.

The Optima Kart: Yeah, definitely one of the hot topics at Internet Retailer Web Design a couple weeks ago, talking to companies about 2012 goals: who hit them, who didn’t hit them, and, really, how you reassess for 2013. And the real question is, shockingly, a lot of people setting new goals, more aggressive goals, not necessarily a strategy to back that up, Ethan. So I think a common problem we probably saw in a lot of conversations.

Ethan: Yeah, it killed me, basically, because I was on stage for two hours at Internet Retailer. I was doing live site reviews. I would ask people what their number one challenge was, what their goal was that they didn’t achieve in 2012. And they were like, “I don’t know. I don’t have goals.” I’m like, “Well that’s your problem.” It all begins with the proper goals.

We’re going to leave that up here just for another second.

The Optima Kart: It appears we have a statistical majority to close that one out. So, Ethan, some interesting data here for you. We’ve got a majority here saying, “I just don’t have enough traffic to my site.” And then the second piece, which we often see, is, “I’m actually getting traffic, but I’m not converting that traffic.” Some of the points you are hitting on already, I think. This is probably not a shock that this is the problem people are facing and some challenges.

Ethan: Yeah, lots of great info. These things go in many different buckets. And the answers provided today are not unlike many of our customers when they come to us for the very first time and helping them to solve these problems.

Let’s kind of get into what the overall elements of inbound marketing are. Here we are. I’ve kind of laid it out in a great and fancy little chart. But it’s everything from your blogging and content strategy—what kind of e-books are you making? What kind of buyer’s guides are you making if you are an e-tailer? Your PR, your SEO, your pay-per-click and your retargeting. Let’s not forget about the retargeting and display aspect of things. Your social media channel. Your conversion optimization and your email nurturing.

So all of these things combined is what creates the spoke and the hub of inbound marketing. So, all things that you want to be looking at and then evaluating as you are going through this journey.

The inbound sales funnel, right? We want to make sure that you get found at the top end through your Facebook, your blog, your Twitter, your LinkedIn, your Google, your YouTube channels. How are we going to drive people into that funnel? How are we going to convert them?

If you are an e-tailer, we want to convert you into someone making a purchase on your site or someone signing up for your email marketing list or downloading a buyer’s guide. Don’t forget, as an e-tailer, there’s a lot of smaller conversion points where you can start to get that information about folks and track them and start to utilize your marketing techniques with them.

Many people just kind of get blinders on and they think just about making the sale. Well, there’s a couple other smaller micro conversion points that you can get out there.

And then the last stage in the funnel is analyzing. Do you have a tool, do you have a way to close the loop on all the stuff that you are doing and see where you are actually converting folks that come in from all of these mediums into customers and you are able to look at that revenue that they’ve generated for you?

So those are kind of the three overall elements on that inbound sales funnel. If you want to break down the funnel, we talk about in kind of three steps. We have our top of the funnel or our TOFu. We have our middle of the funnel, or MOFu. And we have our bottom of the funnel, or BOFu.

And at the top of the funnel it’s kind of very low impact things that people can do to engage with you. Maybe it’s reading your blog. Maybe it’s downloading an e-book or downloading a buyer’s guide that you have available. It’s finding you through your organic search. It’s pay-per-click. It’s kind of bringing them back through retargeting. It’s getting them in there via your social media.

You’ve kind of got that middle of the funnel. That’s where your thinking about adding folks to your email lists, getting them into looking at conversion optimization, getting you kind of in the things you are in today. You are spending time. You are interested in learning more about inbound marketing, so you’ve set aside an hour of all of your very important days to come listen to us talk about inbound marketing. That would be considered probably a middle of the funnel activity.

And then your bottom of the funnel, things like Google Analytics and HubSpot that allow you to track and analyze all of that information that you are getting in. It might be assessing people. It might be offers that convert into buyer’s. there’s a lot of different ways. And every business is different. And we want to look at the psychologies around how people buy within your industry and the types of things that you are selling.

So, really, that funnel is very customized based upon every different industry that we look at and the size of the organization.

The Optima Kart: Ethan, really quick on that, I think what’s interesting if our audience is saying not enough traffic, so, typically top of the funnel problems. Then we’ve got an audience that’s not indicating traffic as a leading problem, but rather conversion rate—middle of the funnel problems. And then people think, “Well, I look at analytics and HubSpot and things like that last,” but that information should actually help dictate a lot of what goes on in those top two layers.

Ethan: Yeah. And I’m going to talk a lot more about goals further into the presentation. But it’s like Weight Watchers. You have to set a goal for yourself. If you go to Weight Watchers, you don’t set crazy goals. You set a goal of 10% body weight loss.

Let’s kind of dig into the blogging, where we believe that frequency wins. This is a breakdown of percentage of bloggers who have acquired a customer through their blog. As you can see, the people that are blogging the most are acquiring the most customers.

I think there’s ways to look at frequency, but this is a very, very interesting snapshot of 43% less than monthly. And it goes to 70% if you are looking at 2-3 times a week. So, those are some pretty significant numbers to look at. You definitely should be thinking about how much content you are putting out there, because, again, it does have that organic opportunity to rank and drive traffic.

In terms of social media, you really want to think about how to connect with your most loyal customers and open up that two-way communication. Social is definitely a great channel for promotions and events. It increases the traffic to your site when you get those clicks. And then, as we’ve seen, there’s definitely been a shift away from things like links and anchor text over to more social triggers like how much your content is being liked and shared, how many people like your Facebook page, how many people follow you on Twitter, how much you are being re-tweeted. Those social signals are definitely driving SEO benefits.

And so, it’s like if you have 100,000 on your email list but only 1,500 people that like your Facebook page, there’s a real disparity there and something that you should think about changing. How are you going to drive those folks and get yourself at least 10,000 Facebook visitors based upon the size of what your overall mailing list is?

So, really kind of thinking about how you are going to communicate with those folks, how they are going to respond to you. It’s not just one way. You just don’t want to tweet. You want to listen for what they are tweeting back at you and respond and you’ll have great success with that.

Next, it’s, again, a classic kind of middle and bottom of the funnel activity—the conversion rate optimization. How can changes in copy, layout, and usability affect your conversion rate? We’ve seen things like button color and button text have a significant impact. Things like site search results. How are you making it easy for your visitors to navigate? How are you appealing to the different types of shoppers and buyers? You’ve got spontaneous, competitive, methodical, and humanistic. Those are things that you want to be thinking about.

And you want to always be moving. You want to keep customers moving from one stage of your funnel to the next. You always want to be moving them to that next stage. And so, really kind of thinking about your overall funnel as these micro conversion points that add up to one large macro conversion is very, very important.

Again, for those of you that aren’t getting the right results on your conversion rate, a lot of things to think about here.

And then it kinda comes down to analyzing your activities. This is an example screenshot from HubSpot where it allows us to track where folks are coming from, all different sources. We’re able to see the visits from each of those, the leads that come in from there. And a lead might be different based upon what your business is. It might be an email signup. It might be someone filling out the contact form. It might be somebody downloading a white paper. And then how those convert into customers and what your overall visit to customer conversion rate is.

So being able to basically close the loop there is very important. And being able to see all your contacts in analytics in one place also becomes very, very powerful as you are working through your process.

And, again, if you are a B2B company, being able to see the prospects, the organizations that are visiting your website and when they are doing it can be very powerful. So, say you are working with an organization. You have an RFP submitted, being able to see when they are on your site and the pages they are looking at. It can be very, very helpful from an overall tracking standpoint. Those are just some of the things that we’ve been able to glean out of the HubSpot reports that we pull.

So, kind of bringing this all together, you want to close the loop around your contacts database. And one of the things, whether you are an lead generator, whether you are an e-tailer, a lot of folks just think of it as an email and blast out to everybody. It’s how are you going to tailor those messages based upon all the information that you know about them? Do you have a significant amount or your email list on Twitter? And based on that, how many of them have more than 100 followers? They might be very socially active folks that you want to figure out how to engage with very differently with different offers than folks who are kind of much, much broader and you don’t have enough information on.

The people that are coming in from SEO, the people that are coming in through specific landing pages. Thinking about how you are nurturing and following up with folks. It might be a 3-4 email, or even a 7-email conversation where you are providing a little bit more information at each step of the way.

So, folks are very, very overwhelmed with all the things going on these days, so you want to be able to contact and reach out to people through all these different channels to try to get a very consistent message to them.

So, again, that’s kind of part of closing that loop. So that kinda takes us into the next piece here, where we love to talk about closing that loop.

So the magic letters, GPCT. And no, I’m not talking about Jersey Shore, GTL.

The Optima Kart: I was going to say, I think you have that wrong.

Ethan: [laughs] I may, I may. I can never talk enough about Jersey Shore. But the magic letters are not GTL. It is Goal, Plan, Challenge, and Timeline. And it’s very important. You want to start with analyzing where you are in the process, doing a full assessment of yourself, auditing where you are and coming up with these goals, the plan behind the goal to achieve it, the challenges that you have to face, both internal and external, and what your timeline is. You can’t do everything tomorrow. It just doesn’t work like that.

So, really documenting these goals at a very high level, creating a plan around them, a challenge, and a timeline is very, very important. Because, again, it’s like Weight Watchers. If you’re not doing it, then you’re not going to be able to get there.

So, Weight Watchers, they typically tell you to say, “I want to lose 10% of my body weight” as your first goal. You may want to lose 30% of your body weight, but that’s way too much and way too challenging, and most people will just give up in the process.

So kind of setting a very realistic goal for yourself to get to in order to really get corporate buy in on these things and to just really get excited about it yourself as a business owner or a director of ecommerce, or a director of marketing, like to get excited about it, you need to achieve goals in the process. So set some quick goals for yourself that you may achieve in a month, or two months, or three months. What are some goals you want to achieve in six months? And what are some 12 months goals for yourself?

Very, very important. We walk people through an exercise with this and it tends to have great results.

I want to share a couple of our goals that we had for 2012. It’s kind of very exciting for me as the CEO to be able to share those. So one of our goals was, as an organization of our size, as a boutique agency, our goal was to increase our monthly visitors to 7,500 plus on our website. So that was a goal that we achieved through the steps that we laid out.

We wanted to get over 2,000 with our Facebook likes. We had a very kind of basic Facebook presence at the beginning of the year—less than 300 likes on our page. We pushed that to over 2,000. So that was a great goal that we were able to achieve and something that made me very excited. And I’ll tell you, as you achieve that critical mass, we’ve seen more and more activity, more and more social sharing, and it’s definitely helped us. That has definitely helped us to achieve our visitors goal.

Our goal was to double our email list. Check. We wanted to create two new offers that we put out based upon the services that we offer. Check. We wanted to blog a minimum of once per week. Check. We wanted to tweet 20 times a week. Check. And we wanted to close a six figure deal from all of the effort that we’ve put in from this. Check.

So, as you can see, earlier on I shared some of our analytics. We are kind of doing the right things in order to achieve the goals we want. You’ve got to put the time and effort into this to make it all work.

So, some things to really consider when you are documenting these goals are figuring out what’s important to you. Is it things like increasing my monthly visitors? Is it increasing conversion rate? Increasing your email list? Increasing your social reach? Increasing your organic traffic, your sales, maybe sales in a particular category? There’s a whole lot of ways to break these goals down. And I would give yourself probably somewhere between five and 10 goals to achieve across the year and then create plans that roll up under this. And then, what are the challenges that you face to achieve them? Maybe it’s you don’t have the staff internally. Maybe you’ve got to get buy-in from a larger group of folks within your organization and move forward. Maybe you have to find the right agency to engage with that gets it. there’s a whole lot of ways to think about that. Maybe it’s going to cost money because we’ve got to pay for more paid search, etc. so those are the challenges and the timeline is how long is it going to take to get there? So these are definitely some goals that I want you to consider along the way.

People ask us all the time about optimal frequencies. I shared a little bit about your frequencies. I’ll tell you that this year one of our goals is to blog twice a week. For a company, an organization, of our size and revenue and where we think and where we’ve seen results from our clients, we know we had to step up our own pace internally to meet the goals that we wanted to achieve.

So how often does your audience want to hear from you? Generally, it’s one to three times a week unless you are really, really big. It’s really challenging. There’s so much noise to probably blog more than one to three times a week. Definitely a minimum once a week. Twice a week is great. Email, one to two times a month, again, depending upon the overall quality of what you’re doing and the content.

Back in the day, one of the great SEO tricks was to create these very, very basic articles and submit them to all the article sites. And with Google Panda, all of that is gone away. That wasn’t quality content. That was quantity content. These days, quality content wins.

Social. I would say 1+ per day. More is better as long as it’s relevant. On something like Facebook, probably a once a day update is great. Whereas, on Twitter, it’s much more kind of a stream of thought and you probably need to tweet five to seven times a day to catch your population, because they only kind of catch what’s happening right now.

So you want to test these things and kind of see what your optimal frequency is, your optimal conversion rate.

So the questions that I want you to really ask yourselves are: Have you defined your goals and strategy, your GPCT? Are you blogging enough? Are you engaging enough socially? Are you creating offers that convert? Are you nurturing your leads with email? And then, ultimately, are you closing the loop with traffic? Creating good content is very expensive. And I don’t mean expensive from a monetary standpoint all the time, but just from a time standpoint to invest the time and energy to get it done. So you want to have all of these things done right to make it work for you.

A lot of stuff here that we just went through. Very, very important. I could speak on this topic probably for five days and focus on each one of those foundations for an entire day in the process. There’s a lot of stuff that needs to be done here to kind of wrap up your plan and move forward.

So, with that I want to put an offer out there. I want to see how you think you are doing. We’ve got a great inbound marketing assessment that we’ve been doing with folks. We’d love to do it for you. So if you’d be interested in getting an inbound marketing assessment from us, if you could, just answer this poll here.

The Optima Kart: Yeah, this is great. I think in terms of the assessments of you going through these before, this definitely gives you some great insight, as Ethan talked about, particularly those areas of where to consider starting to define your strategy. A lot of this can be overwhelming. And starting to channel some of that focus, really we’ve seen the inbound marketing assessments start to help with that. So I think in terms of looking for some actionable items, getting some good insight and feedback, and kind of grading yourself on where you’re at today, I think this is a great offer out there. I think it’s going to provide some interesting insight for people on the webinar.

Ethan: Yeah. I mean we try to give away a lot of content to folks. And sometimes it’s taking that first step and engaging. I was just at the Internet Retailer Web Design show, which is a great show for e-tailers, a couple of weeks ago in Orlando. The challenges were very, very similar. Many people were overwhelmed by all of the options available out there, and they didn’t know which way to turn. There are so many available things these days and the marketplace is changing so quickly. Other folks had problems defining what their goals are. Everybody is kind of doing all of these different activities, but they’re not pulling it together under one specific goal and moving their effort forward and generating a great ROI from it.

Inbound marketing is significantly cheaper to drive from a cost per lead or a cost per customer standpoint than the traditional outbound marketing efforts.

So, with that, I think it’s time for a little Q&A.

The Optima Kart: Absolutely. Ethan, a lot of great content there, so we’ve got some great questions. It looks like there’s some more coming in as I talk here, so I want to start on these.

Real quick, as we enter Q&A, you’ve got the next webinar up there: How to make a successful move to Magento and boost your online revenue while doing so. People are looking to transition technologies. This is a can’t miss. And whether Magento is at the top of your list for technologies or somewhere in the middle, I think this webinar is going to give you a lot of valuable insight into not only how to make the move successfully but make sure you are answering the questions of why, which is, I think, a lot of what we got at today and a lot of what we’re going to get at here in even some of the Q&A.

So, as we get into this, Ethan, one of the big questions…This came up from a couple different people here, so I’m combining some wording. But how do you start to put together an inbound marketing strategy relevant to your company? Obviously the assessment today is an interesting offer for people. But as you start to think about all those pieces that you put that define an inbound marketing strategy, how do people start to assess what they should be doing and where they should be spending time?

Ethan: I think it’s very overwhelming. So the first thing you want to look at is the size of the organization. You want to look at the resources that you have available. The next step of that is what are your growth goals? Are you a company that just grows 5-7% every year? Are you a company that wants to grow 20-30%? Or are you an organization that’s on a fast track and wants to grow at 40-80%, 100% every year?

Those kind of efforts will kind of be defined by the overall goals that you set. They need to kind of align with what your organizational structure is, your resources, and kind of your traditional patterns. We’ve seen many people shake the rust loose on their websites and move forward significantly.

It is really defined by both the size of the company, the resources available, and the growth rate that you want to go at. Do you want to crawl, do you want to walk, or do you want to run?

The Optima Kart: That actually ties into another question that came in just now. And maybe this is something you should definitely clarify, Ethan. You mentioned the frequency of which we’re doing certain activities. Is that you recommendation for everyone? Can you just hit on that real quick?

Ethan: Absolutely not. Our frequency works for us in terms of growing our business. And we’ve grown anywhere between 30% and 70% every year that we’ve been in business. We have definitely put a pace in for certain things. And we also know where we want to go. So it’s not just where we are, but we have some significant growth goals for the future. So we know that we need to increase the frequency at which we’re communicating and creating that two-way channel.

That is just kind of a ballpark standpoint. There’s definitely some baselines—blogging once a week, getting some tweets out, getting your Facebook updated. You want to build audience as well. If you only have 50 followers on your Twitter, don’t spend the time yet of tweeting 30 times a week because it’s going to be hard to build that following base, and only 30 people are really going to see it unless you’ve got very, very specific hashtagable content.

It’s not a one size fits all. It’s something that needs to be looked at from a couple different factors.

The Optima Kart: OK, great. This question here, we’ve got an e-tailer. They want to know, so you’ve got customers researching more and more online. How do I not only provide these resources, but if I engage them first, how do I keep them committed to buying from me? I think with what you hit on with the reviews and people are starting to look earlier, maybe before they’re ready to buy, how do you keep that engagement?

Ethan: There’s a lot of different ways. It’s not just about getting the visitors to your site. It’s not just about the click, especially if you are doing paid search. You are spending a lot of money to get them there. So the first thing to think about is have you created an email welcome series? Do you have mobile popup on your site that encourages people to sign up for your email list? If you are a lead generation person and you do B2B or B2C lead gen, there’s certain offers that you could put there. If you are an e-tailer, it’s probably worth some type of discount or bonus on their first order to get them to sign up to your email list earlier in the funnel.

Then once they’ve purchased, how are you following up with them? They’re not just going to remember you and come back to you unless you’ve done something really, really special. So think about the post-purchase follow-up. Are you emailing them 23-30 days post-shipping to come back and review the product? Are you emailing them after 60 days with a discount offer? Are you emailing them after 90 days? Are they buying a consumerable product and do you know the pace at which they consume? So if they are buying garbage bags and that box of bags is going to last for 60 days, you should start engaging with them at 45 days out when they are starting to think about the next step and rebuying.

So there’s a lot of different ways there to keep that engagement going. And that can be very, very tailored based upon the industry and the result you are looking for.

The Optima Kart: Great. Next question. This is always an interesting one. Timeline to benefits of an inbound marketing strategy.

Ethan: I would probably say, realistically, to get this thing running on all eight cylinders is probably somewhere between five and nine months depending upon the efforts and resources put toward it. it’s not something that can happen overnight. It can have a great amount of results in the process, but really, you’ve got to get out there and do the basic blocking and tackling over and over again and you’ll start to see the results.

There’s definitely some smaller micro goals that you can start to achieve results from faster. But to really get things moving upstream fast, it’s going to take you a good 5-9 months to really achieve the maximum amount of ROI from this. But once you get there, that momentum can build significantly.

The Optima Kart: Great. Next question. This is an interesting one. Do I have to have HubSpot to have a successful inbound marketing strategy?

Ethan: It’s a great tool. It works for lead generation. It also works for e-tailers. We’ve got a lot of insight around that. But it’s not required. But some type of tracking is. So, HubSpot is great because it allows you to cookie your visitors and see when they’ve come back and visit and build a history of all of their interactions with you and engagements, and you can build very specific workflows based upon that.

But we have other tools that we utilize as well. Things like Listrak is very focused in the ecommerce community, too, and we love that tool, too.

So there’s several different ways to do that. We think for the bang for the buck we really enjoy the HubSpot tool. And it definitely has simplified a lot of the noise in our process.

The Optima Kart: OK, great. Another question here. In terms of defining a budget when it comes to inbound marketing strategy, how does a company go about doing that?

Ethan: I would say $1 trillion. No, really, again, you want to look at what your margins are, what your sales cycle is. Are you closing a new customer every 30 days or is it a four month sales cycle to make it happen? What is your cost? The higher the price of the service the more it may cost in order to do that.

I think everybody is a little bit different. I think even for our own paid search efforts we are looking for a cost per conversion of somewhere between $3,000 and $5,000. Whereas, if you are selling $150 product, that would probably need to be somewhere between $15 and $25 depending upon what your margins are.

So it’s kind of there’s not a one size fits all there. But it’s something that you should map out, and you can, and you should look at and really kind of manage to those metrics. If you think it’s $15 an order, you want to manage your paid search and all your other activities to that. But it’s definitely not free. I will say that.

The Optima Kart: Great. This is a common one we deal with in talking to companies, Ethan. How do you sell to upper management/leadership this idea that Facebooking and blogging can add value in an inbound marketing strategy?

Ethan: It’s looking at what your competitors are doing. Look what people that you admire outside of your space are doing. It’s rare that we come upon a common these days that isn’t doing a little bit of AdWords, that isn’t doing a little bit of blogging or a little bit of Facebooking. If you are a pre-stage like that, that’s a very different conversation. But if you are spending money on all of these types of things, why aren’t you tracking it and engaging and building a strategy around it?

It’s like, well, are you doing AdWords? Yes. Are you doing LinkedIn advertising? Yes. Are you blogging? Yes. Are you tweeting? Yes. Are you doing Facebook? Yes. Are you tracking it? No. Why not? It’s a very, very easy question to ask and answer, because if you are already putting resources out there, it definitely is something that you should be doing to take that next step with.

So, that’s an easier sell to middle management or upper management. But if you are at the beginning stages of it, that’s a very, very different conversation. It’s looking at what your website traffic is and where you are going from the next steps.

The Optima Kart: OK, great. Next question: I’ve got a blog. I’m blogging a lot, but it’s not getting the traffic I’m looking for or the conversions. I don’t want to keep writing if nobody is going to read or convert off of it. what do I do?

Ethan: Are you doing the right things? Are you targeting the right keywords? Are you using the right vernacular that your customers are using? Are you talking about things in a way that only your organization does? There’s so many things that can be done there, and just aligning your blogging strategy to what the customer’s expectations are can basically shake the rust off of it. are you optimizing your posts? Are you sharing your posts socially? There’s a lot of things there that have happened.

Again, going back to our experience, there’s things where we’ve had a blog post on the fifth or sixth page of Google and you get 10 or 15 Google +’s of that. We’ve seen those move up to the first page. So are you doing the right things there? Sometimes it just takes having a good coach in that process to get through it.

The Optima Kart: Here’s a great one. We unfortunately deal with this one a lot. It’s an unfortunate situation. So I don’t have tracking an analytics set up. How do I start to set goals with very little data?

Ethan: Again, that’s always a challenge; sometimes a shot in the dark. I think if you don’t have tracking and analytics that’s the first step. I think defining those goals, at least some preliminary ones, like people definitely usually have some gut feelings. You’ve got to feel your way through that one a little bit and then readjust.

I will tell you, there’s no goal set in stone. The markets change. New opportunities arise. You want to be able to move and shake with the marketplace. It seems like every three to six months there’s something new that comes out in the online space. Maybe you want to shift a little away from one goal to attack a new or smaller goal. So you need to be a little bit flexible and fluid with that.

The Optima Kart: This next question has come up in a couple different ways but all similar themes. This idea of cost relative to investing in content, whether that be video content, blogging content, is it better to get stuff out there cheap or is it worth the frequency if you have to invest more in this quality content? The question seems to pertain back to cost versus putting out content.

Ethan: I think that there’s a couple of levels of content. There are things that are definitely…good is better than great sometimes. Getting content out in a timely fashion so you don’t miss the window, doing things with a flip-cam or an iPhone, you can get some great high-def video. Maybe the sound isn’t great, but there’s things that you can do about that. Getting some content out there on a basic level are great. Having some more polished content that’s at the upper end is great as well.

You don’t want to portray yourself as something that’s an upper-end piece of content if it’s very, very basic. But there, I think, wombs to have all different types of that content available. So depending upon what your business is, you might want some highly produced video of the organization. But you also may want to just do some real basic video blogs. So they kind of both can live there at the same time.

The Optima Kart: The next question: How do you aggressively build a social media audience without disengaging the audience you already have?

Ethan: People often ask, “Well, should we just tweet this once?” I can tell you, most people aren’t getting it. Are you evergreening your content? If you’ve got really good, solid blog posts that you’ve written, I would be promoting those blog posts via Facebook and Twitter, especially via Twitter. You will see us tweet some of the same content out over and over, changing the creative around it. but every time we do that, people click on those links.

I think there’s so much noise out there now that you’ve got to put a decent amount of content out. And why not repeat the things that you are doing? I think that it takes a lot of time and effort to create some of the quality content that you are creating. Why not tell more people about it?

The Optima Kart: So along the lines of social, can you speak to the idea of these promoted ads, whether it’s Twitter advertising now or promoted ads on Facebook?

Ethan: I think if they are done the right way they can be very beneficial. They’re not inexpensive like back in the old days of GoTo and a penny a click. But they can be very worthwhile. They can help, again, to build your audience.

I’m probably more a fan of the Facebook based upon the demographics and the way that you can slice down your audience. Probably haven’t pushed as much in the Twitter area. I’m OK with the ads on Facebook, probably not as OK with them on Twitter. I’ve never click on a Twitter ad. But I’ve definitely clicked and bought personally off of Facebook advertising.

The Optima Kart: There you go, folks. If you want to sell to Ethan, don’t do it through Twitter. Do it through Facebook.

Ethan, favorite question you always get asked. This came up in Orlando a couple weeks ago and now here. We’re chasing a particular conversion rate. What’s the right conversion rate for us?

Ethan: Yes!

The Optima Kart: In terms of it, it is a question that comes up. So, Ethan, I guess can you speak to how we try and help frame conversion rates from client to client and expectation management?

Ethan: I definitely think setting some goals around your conversion rate are good. Conversion rate is different for every single industry. It’s different upon if you have consumable products. It’s different if you have a lot of returning customers. It’s different.

I’ve never met someone that couldn’t improve their conversion rate. Ever, ever, ever in the last 15 years never met someone that couldn’t still improve their conversion rate and do better.

So, I think you’re not going to double your conversion rate unless something is really messed up with your website. How do you stack a whole bunch of things together and drive it upwards?

The Optima Kart: OK. Another interesting question here. We’re actually dealing with this with a company right now we’re doing some consulting work for. “Management wants to expand our web presence. I think we need to simply it. How do I help sell that in to the upper management?”

Ethan: We see this a lot. You’ve got a bunch of different divisions and a bunch of different products that you offer. Everybody wants to have 10 pages on the website about their content. I would tell you that most people don’t necessarily read online. They like to skim. So, sometimes simplifying the message and making to really simple allows you to have a very focused call to action, especially if you are not specifically selling online. If you are in a lead generation space, simplifying the message and starting the conversation sooner gets that going.

For us, we want somebody to sign up for our email list. We want to meet them at an event. We want them to read a blog and leave a comment at the bottom. We want them to share our content. We want them to sign up, based upon enjoying our blog, for our email list.

I think the sooner that you can start that engagement the better it’s going to be for you. I would say if there are pages on your site…We went through this process ourselves. We’re turning six years old. We’ve been blogging for six years. We had a ton of content out there and we had a couple hundred pages that no one really looked at or maybe looked at once or twice across an entire year.

And so, Google was grading the site on quality. It used to be, back in the day, that you could optimize a title tag, put an H1 tag and a little bit of junky content on a page and start to rank for some tail term. Well, now Google is able to grade and look at the overall quality of your site. So the bigger the footprint of the site is, the more diluted your quality content pages are going to be.

For ourselves, I think we eliminated about 250 blogs that just were low-hanging blogs that really maybe were old. Does anybody really care about the release of Chrome that we blogged about when it came out years ago? Well, unless you are Google you probably don’t. So, eliminating some low quality, low traffic pages like that has also helped to kind of shrink the funnel that we’re looking at. So, thinking about that content plan and that site architecture is really important.

The Optima Kart: A couple more questions here, Ethan. You covered a lot of the dos today when it comes to inbound marketing. Any don’ts that you want to give the audience?

Ethan: Don’t shout at people. Don’t be one way. Don’t go crazy. People will tend to put out just too much content too fast. Really think about your audience. Speak in their language. Don’t speak above them or below them. Those are definitely some of the don’ts. And don’t expect overnight results.

The Optima Kart: Here’s another good one for you. This is actually a common question around social media for some of our clients. The idea of your own self content versus sharing that of others or things that you think your audience might find interesting. At what point do you balance that line of a resource for that engaged audience versus also just being a source of information?

Ethan: I think that there’s value in providing. You’ve got to create content. There’s definitely some folks online that are just basically curators of that content and don’t come up with anything new. I think there is a balance. I think the more that you share other folks’ content, people in your industry, the more they are going to retweet you and share your content, so there’s definitely some great sharing there.

I think it’s kinda both. I think it is putting out content on your own and I think it is sharing folks’. For everything you put out about yourself you might want to put three, four, five things about the industry. I think it’s finding that balance and seeing what works for you.

The Optima Kart: Great. Ethan, I’m going to go ahead and apologize to our audience because there’s no way we’re going to cover all the questions that were submitted today.

With that, want to wrap up with some closing thoughts. Before we do, again, just want to tell everybody we’re back next month, Thursday, March 28th, 2-3PM EST: How to make a successful move to Magento where you can actually boost your online revenue. This is great for anyone thinking about transitioning technology in the next 3-12 months and, I think, some of the key pieces to evaluate and key things to consider while you go out and look for a partner. I think it will be a lot of great content in that webinar.

Ethan: Yeah. 100,000 e-tailers can’t be wrong. So, looking at the platform and the toolbox it provides you to boost your online revenue. It’s definitely going to be a great webinar. Looking forward to doing it.

I also want to say if anybody is interested in the inbound marketing assessment and they didn’t answer the poll, please feel free to give us a call: 800-564-9260, or email us: info@The Optima Kartcommerce.com and we’ll get you scheduled and get you in the process.

The Optima Kart: So, Ethan, real quick, closing thought today for the audience?

Ethan: I want to thank everybody for coming out. I really think that you should be thinking heavily about your inbound marketing strategy. Again, I can’t stress enough that versus outbound it’s significantly cheaper to acquire new leads and new customers along that process. Inbound marketing works for both ecommerce and lead generation. I think there are a lot of best practices that a lot of people that we assess are not doing.

The Optima Kart: Great. Ethan, as always, thank you. An awesome hour of content. And I think the audience agrees. A lot of great feedback already. We appreciate that feedback, folks, along with the questions. Again, if we didn’t answer your question, like Ethan said, send an email, hit us with a tweet, get us on Facebook. We are happy to engage and answer the rest of those questions.

A lot of great content today. More great content coming up next month. This concept of inbound marketing, like Ethan said, we are having this conversation every day with people. People are trying to figure out how to maximize the performance of their online presence. And I can tell you that this is where it starts. The hub of it is this concept of inbound marketing.

So, happy and looking forward to having this conversation with anyone that expressed interest today. And hopefully, those that haven’t expressed interest yet will.

Want to thank you, as always, for joining us, folks. This webinar series is worthwhile to do because attend. We know you are all busy and appreciate you taking time out of your day to join us. We look forward to having you back again. Look forward to engaging with all of you online in the The Optima Kart Commerce world. Thank you. Have a fantastic day and we’ll see you next time. Thanks.

1,462

Getting Started with Inbound Marketing: Part 1 – Preparing for Success

The days of Mad Men-style shout and wait marketing are over. Buyers are more sophisticated than ever and have higher expectations from brands than ever before. Technology has enabled companies to have more direct interactions with customers in a scalable way – a concept that would have been virtually alien to people only a few decades ago.

The downside with this advancement, however, is that successful marketing is harder than ever before. If you are stuck in an outbound-only model, you have probably been facing higher customer turnover in the last few years. While some turn is inevitable, let’s discuss how to retain those customers that you worked so hard to win in the first place.

Imagine if each customer bought one more widget each year, or opted into a higher service level. And imagine if you could double or triple your conversion rate on new customers. Would that make a difference to your bottom line? Damn right it would! Those increases just so happen to be some of the benefits of developing an inbound marketing strategy.

If you’re unfamiliar with the term, read our recent post on What Is Inbound Marketing. Now, let’s talk about how to develop a successful strategy.

Clean up Your Existing Data

The Optima Kart

The Optima Kart

If your database is old and hasn’t been maintained well, you may have a lot of emails for people who have left their companies, are no longer interested in what you offer, or are otherwise poor prospects for your products. The first thing is to clean what data you already have – strip out old email addresses that haven’t opened an email in over a year. That may make many marketing executives cringe – “that would shrink my list size!” – but in reality, the size of your list means nothing if it’s full of junk.

A larger list with bogus or outdated info in it can actually harm you – with lower open and clickthrough rates, resulting in lower future deliverability rates, spam complaints, and eventually blacklisting. Spend the time now to ensure you’re starting with good data.

Get ‘em Cookied

The Optima Kart

The Optima Kart

You can’t track and nurture people properly if you don’t know who they are, so the first task is getting them cookied properly using a tool like HubSpot. Send an email to your clean list, with the single goal of getting them to click to your website – thereby setting the tracking cookie. A few options that have proven to be successful in the past:

  • Visit our discounts page for a code to receive 10% off your next order
  • Download our newest eBook/Guide on something that matters in your industry

Again, the goal is to get the click to associate the known user (the email) with their browser – everything from here is based on that cookie being set.

Structure your Plans to Explore Various Types of Content

The Optima Kart

The Optima Kart

There are many ways to build and distribute content, and the more ways you try, the better. Some may be more effective than others in your particular industry, so try everything and see what sticks. No matter how you distribute your content, ask yourself this question – what would my prospect find interesting or helpful? Don’t bother with boring content because that’s how your brand will be viewed if you do. Here are some ideas to get you started.

  • Webinars
  • Top 10 lists
  • “Big data” summaries
  • Infographics
  • Blog posts
  • eBooks
  • Whitepapers
  • Case studies
  • Expert user guides
  • FAQs
  • Demo videos
  • Review videos
  • Short podcasts

Not every type of content may make sense for your business. For example, case studies may be an inefficient use of time if you sell socks for $5 at retail stores. Determine what would provide value and start there.

Repurpose Content for Different Mediums

The Optima Kart

The Optima Kart

Let’s say you spent 20+ hours writing and polishing the perfect eBook for a particular segment of your audience. It would be a shame to stop there – with all the different platforms we have today, you can make it work much harder for you. Take interesting screenshots or infographics from your eBook, create landing pages exclusively for them and share those (bonus – that will also help increase the number of downloads of the eBook itself because it’s teasing the quality content locked within). Or expand on different chapters in standalone blog posts or evergreen articles (articles which are always timely). You’ve already spent the time and effort to create good content. Now figure out how you can leverage it better!

There’s no reason you can’t have similar content displayed in multiple locations, as long as you address duplicate content issues for search engine indexing purposes. If it’s good content, make sure people can access it from as many (relevant) places as possible. Review your existing content to see where you have opportunities to repurpose it.

Are your Landing Pages Converting?

The Optima Kart

The Optima Kart

All the traffic in the world is useless if your landing pages aren’t converting, or you’re not capturing their email address and tagging them for lead scoring and tracking going forward. Decide which content should be freely available and which content should be gated behind a registration form. The greater the perceived value of the content, the more information you can generally request. For example, an expert assessment request can get away with requesting more personally identifiable information (PII) than a newsletter signup.

Set the Tone Early for the Relationship

When asking for PII, set expectations early and don’t be too pushy. Will they be receiving emails from you daily or weekly or monthly – or less often than that? Will newsletters be anything more than veiled sales pitches, or will they actually contain useful information?

If they are signing up for a discount offer email, they are expecting to get discounts in their email – set and follow those expectations. This is often your first opportunity to engage with potential customers so don’t start off with poor communication.

Set up Lead Scoring

The Optima Kart

The Optima Kart

If your content is good and you’re sharing it well, and your landing pages are converting, you are going to have a lot of people to contact. By setting up lead scoring based on what salespeople want to see or avoid in a prospect, what pages people are visiting, how often they engage with the content, and more, you can quickly determine who is a hot lead and needs to be contacted right away. For example, people visiting a pricing page are often much further down the buying funnel than someone who visits the About Us page, and therefore should be given a higher score. On the other hand, people who immediately look for the careers section are generally not good leads.

By incorporating lead scoring across your entire known database, you will be able to quickly determine who to contact and when. As a side benefit, you will start seeing patterns in what generates different types of conversions, which may help you further refine your marketing efforts going forward.

Align Sales & Marketing: Define Aspects of a Good Lead

The Optima Kart

The Optima Kart

Every salesperson wants qualified leads. Often times marketing and sales teams are not well aligned and friction exists between them because a qualified lead means one thing to marketing and another thing to sales. The best way to handle this type of situation is to have both teams sit down together and flesh out what is considered to be positive and negative indicators, and then rank them in order of importance. This is the first step in building a lead scoring model.

Set up Lead Scoring

The Optima Kart

The Optima Kart

 If your content is good and you’re sharing it well, and your landing pages are converting, you are going to have a lot of people to contact. By setting up lead scoring based on what salespeople want to see or avoid in a prospect, what pages people are visiting, how often they engage with the content, and more, you can quickly determine who is a hot lead and needs to be contacted right away. For example, people visiting a pricing page are often much further down the buying funnel than someone who visits the About Us page, and therefore should be given a higher score. On the other hand, people who immediately look for the careers section are generally not good leads.

By incorporating lead scoring across your entire known database, you will be able to quickly determine who to contact and when. As a side benefit, you will start seeing patterns in what generates different types of conversions, which may help you further refine your marketing efforts going forward.

Start Developing your Content

The Optima Kart

The Optima Kart

All the planning in the word won’t bring in a single lead – eventually you need to build the meat that makes inbound marketing work. Write an eBook or some targeted blog posts, create some social contests – it doesn’t matter as long as it’s compelling content. Just get started … it will get easier as you go, I promise.

In Part 2, we will go into detail on how to implement your growing arsenal of content. Eventually you will reach the point in which your sales team will never have to make a cold call again because they are too busy responding to the qualified leads coming in from your marketing efforts. In a previous job, one of my happiest moments was when one of the top salespeople came to me and said, “all the leads you’re sending over are fantastic, but I can’t keep up. You can assign my new leads to someone else for a few months.” It took awhile to get there, but that’s the power of a comprehensive inbound marketing strategy. So what’s stopping you from making an awesome strategy for your business?

3,552

Some Points To Help You To Compare Shopping Engines

You’ve probably heard that comparison shopping engines can bolster your online success, but if you’re just getting started with them, how can you maximize their benefit? Check out this guest post to see 10 tips to help you get the most out of CSEs.

The Optima Kart

The Optima Kart

Since Comparison Shopping Engines (CSEs), especially Google Shopping, are becoming increasingly important for generating sales and competing more effectively online, retailers should seriously consider advertising on these highly targeted channels.

As experts in CSE marketing, one of the most commonly asked questions we get at GoDataFeed is, “How can I improve my results on the shopping engines?”  CSEs, like Nextag, Shopzilla and Amazon, give online retailers the opportunity to reach new customers, increase sales and level the playing field with their competitors, so there are plenty of reasons to strive to improve your position.

The best way to maximize shopping engine sales is to optimize your product catalog according to each channel’s exact datafeed specifications and requirements; this is known as Datafeed Optimization.  By optimizing your feed and managing campaigns correctly, you can impact your Return-On-Investment (ROI) and make shopping engines work for you. And remember, before embarking on any shopping channel campaign, make sure your product data is optimized.

Here are 10 top feed optimization tips to help you get started:

1. Submit only fresh feeds

Make sure you’re submitting all feeds on a daily basis and filtering out any out-of-stock items. If a shopper clicks on a product listing which redirects to the product page of an out of stock product, it’s a lose-lose situation. You lose that click cost as well as that customer, who will most likely bounce right off your site.

2. Categorize your products correctly

Each channel categorizes and indexes products according to their specific taxonomy, so verify that products are listed in the most relevant categories and subcategories for your products.  Also, make sure that your merchant categories make sense, and are clear and descriptive; think ‘women’s shoes’ versus ‘top sellers,’ one is much clearer than the other.  The best merchant categories usually include the full breadcrumb, like Shoes > Women’s Shoes > Women’s Running Shoes.

3. Clear product titles & descriptions

Your product titles should relay concise product data including manufacturer or brand name, model numbers as well as size and color variations, so for instance, Lacoste Mens Polo Shirt – Red Size Medium.  Titles and descriptions shouldn’t contain marketing messages or promotional information, like ‘Sale’ or ‘Free Shipping,’ nor should they contain BLOCK CAPITALS.

For your descriptions, include relevant and robust information about the item. Try to leverage keywords and phrases that already rank well in your organic search, since they will help you rank higher on shopping engines as well.

4. Provide high quality images

Products without images or listings with poor-quality images simply don’t sell. Always provide high-quality, high-resolution images, on white backgrounds that are at least 250 x 250 pixels or larger. These images shouldn’t contain watermarks or logos.

5. Maximize product attributes

Include all relevant product attributes like size, color, gender, age and any other industry-specific details in your feed that can enhance the shopping experience and enable your products to stand out more. The more granular you get, the better the results.

6. Include the UPC, MPN or ISBN

Many shopping channels are now highly suggesting or requiring this information. Plus, including these universal identifiers will enhance search rankings, improve overall performance and allow shoppers to find your products more easily.

7. Bid & analyze top categories

Consider bidding higher for your best-selling product categories on Pay-Per-Click (PPC) channels, and routinely review your analytics to exclude products that are gaining too many clicks without conversions.

8. Utilize both retail & sale prices

Consumers are driven by prices. The purchase price provided in the product feed should match the price listed on your own web site – if it doesn’t, you won’t be convincing any of those shoppers to buy.  We recommend including both the retail and sale prices, if possible, to highlight savings and encourage impulse purchases.

9. Promote free shipping, promotions & coupons

Include any free shipping, discounts or coupons through each channel’s shipping, promo-text or coupon fields, where applicable.

10. Exclude under-performing items

Avoid wasting your marketing budget by routinely reviewing your analytics to remove products that are gaining many clicks, but little or no conversions.

Shopping channel marketing is not a set-it-and-forget-it deal. It’s crucial to monitor performance and, like any other marketing campaign, weed out the products or channels that aren’t converting while bidding higher on the ones that are.  Check the ‘pulse’ of your campaigns regularly to ensure that your products are live, error-free and that your channel accounts are fully-funded. We recommend checking your status at least once or twice a week.

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Benefits of simplifying the lives of software engineers with a PaaS on dedicated servers

Executive Summary

Cloud Computing is a broad term that describes a broad range of services. As with other significant developments in technology, many vendors have seized the term “Cloud” and are using it for products that sit outside of the common definition. In order to truly understand how the Cloud can be of value to an organization, it is first important to understand what the Cloud really is and its different components. Since the Cloud is a broad collection of services, organizations can choose where, when, and how they use Cloud Computing. In this report we will explain the different types of Cloud Computing services commonly referred to as Software as a Service (SaaS), Platform as a Service (PaaS) and Infrastructure as a Service (IaaS) and give some examples and case studies to illustrate how they all work. We will also provide some guidance on situations where particular flavors of Cloud Computing are not the best option for an organization.

The Cloud Computing Stack

Cloud Computing is often described as a stack, as a response to the broad range of services built on top of one another under the moniker “Cloud”. The generally accepted definition of Cloud Computing comes from the National Institute of Standards and Technology (NIST). The NIST definition runs to several hundred words but essentially says that; 
Cloud computing is a model for enabling convenient, on-demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction.

What this means in plain terms is the ability for end users to utilize parts of bulk resources and that these resources can be acquired quickly and easily.

NIST also offers up several characteristics that it sees as essential for a service to be considered “Cloud”. These characteristics include;

  • On-demand self-service. The ability for an end user to sign up and receive services without the long delays that have characterized traditional IT
  • Broad network access. Ability to access the service via standard platforms (desktop, laptop, mobile etc)
  • Resource pooling. Resources are pooled across multiple customers
  •  Rapid elasticity. Capability can scale to cope with demand peaks
  • Measured Service. Billing is metered and delivered as a utility service

More than a semantic argument around categorization, we believe that in order to maximize the benefits that Cloud Computing brings, a solution needs to demonstrate these particular characteristics. This is especially true since in recent years there has been a move by traditional software vendors to market solutions as “Cloud Computing” which are generally accepted to not fall within the definition of true Cloud Computing, a practice known as “cloud-washing.”

The diagram below depicts the Cloud Computing stack – it shows three distinct categories within Cloud Computing: Software as a Service, Platform as a Service and Infrastructure as a Service.

The Optima Kart

In this report we look at all three categories in detail however a very simplified way of differentiating these flavors of Cloud Computing is as follows:

  •  SaaS applications are designed for end-users, delivered over the web
  • PaaS is the set of tools and services designed to make coding and deploying those applications quick and efficient
  • 
IaaS is the hardware and software that powers it all – servers, storage, networks, operating systems

To help understand how these 3 components are related, some have used a transportation analogy;

By itself, infrastructure isn’t useful – it just sits there waiting for someone to make it productive in solving a particular problem. Imagine the Interstate transportation system in the U.S. Even with all these roads built, they wouldn’t be useful without cars and trucks to transport people and goods. In this analogy, the roads are the infrastructure and the cars and trucks are the platform that sits on top of the infrastructure and transports the people and goods. These goods and people might be considered the software and information in the technical realm.

It is important to note that while for illustration purposes this whitepaper draws a clear distinction between SaaS, PaaS and IaaS, the differences between these categories of cloud computing, especially PaaS and IaaS, have blurred in recent months and will continue to do so. Nevertheless, with a general understanding of how these components interact with each other, we will turn our attention in more detail to the top layer of the stack, SaaS.

Software as a Service

Software as a Service (SaaS) is defined as;

…software that is deployed over the internet… With SaaS, a provider licenses an application to customers either as a service on demand, through a subscription, in a “pay-as-you-go” model, or (increasingly) at no charge when there is opportunity to generate revenue from streams other than the user, such as from advertisement or user list sales 
SaaS is a rapidly growing market as indicated in recent reports that predict ongoing double digit growth . This rapid growth indicates that SaaS will soon become commonplace within every organization and hence it is important that buyers and users of technology understand what SaaS is and where it is suitable.

Characteristics of SaaS

Like other forms of Cloud Computing, it is important to ensure that solutions sold as SaaS in fact comply with generally accepted definitions of Cloud Computing. Some defining characteristics of SaaS include;

  • Web access to commercial software
  • Software is managed from a central location
  • Software delivered in a “one to many” model
  • Users not required to handle software upgrades and patches
  • Application Programming Interfaces (APIs) allow for integration between different pieces of software

Where SaaS Makes Sense

Cloud Computing generally, and SaaS in particular, is a rapidly growing method of delivering technology. That said, organizations considering a move to the cloud will want to consider which applications they move to SaaS. As such there are particular solutions we consider prime candidate for an initial move to SaaS;

  • “Vanilla” offerings where the solution is largely undifferentiated. A good example of a vanilla offering would include email where many times competitors use the same software precisely because this fundamental technology is a requirement for doing business, but does not itself confer an competitive advantage
• Applications where there is significant interplay between the organization and the outside world. For example, email newsletter campaign software
  • Applications that have a significant need for web or mobile access. An example would be mobile sales management software
  • Software that is only to be used for a short term need. An example would be collaboration software for a specific project
  • Software where demand spikes significantly, for example tax or billing software used once a month
  • SaaS is widely accepted to have been introduced to the business world by the Salesforce Customer Relationship Management (CRM) product. As one of the earliest entrants it is not surprising that CRM is the most popular SaaS application area, however e-mail, financial management, customer service and expense management have also gotten good uptake via SaaS.

Where SaaS May Not be the Best Option

While SaaS is a very valuable tool, there are certain situations where we believe it is not the best option for software delivery. Examples where SaaS may not be appropriate include;

  • Applications where extremely fast processing of real time data is required
  • Applications where legislation or other regulation does not permit data being hosted externally
  • Applications where an existing on-premise solution fulfills all of the organization’s needs
  • Software as a Service may be the best known aspect of Cloud Computing, but developers and organizations all around the world are leveraging Platform as a Service, which mixes the simplicity of SaaS with the power of IaaS, to great effect.

Case Study: SaaS Allows Groupon to Scale Customer Service

Launched in November 2008, Groupon features a daily deal on the best stuff to do, see, eat and buy in more than 500 markets and 40 countries. The company has thousands of employees spread across its Chicago and Palo Alto offices, regional offices in Europe, Latin America, Asia and Africa with local account executives stationed in many cities. Groupon seeks to sell only quality products and services, be honest and direct with customers, and provide exceptional customer service.

“Within a few months of our founding, our customer base exploded,” says Joe Harrow, Director of Customer Service, Groupon. “At first, I was spending 10 percent of my time responding to customer requests. It gradually became a job for several agents. We realized we simply couldn’t go on without a real ticketing solution.”

Convinced that Groupon’s rapid growth would continue, Harrow researched several enterprise-level support solutions. But he didn’t find a good fit.

“The enterprise-level solutions seemed complicated and difficult to set up,” Harrow recalls. “They would have increased our efficiency, but at the cost of hampering the customer experience.” Harrow then searched the web for online support software and found Zendesk. After a quick evaluation of Zendesk, Harrow knew he had the right solution. 
“Right off the bat, Zendesk was intuitive to use,” Harrow says. “It seemed more powerful and robust than other online support solutions, and it had been rated very highly in reviews we’d read. Plus, we knew that because it was a web-based solution, it could easily scale to support our increasing volume.”

Groupon now employs more than 150 customer support agents, who handle nearly 15,000 tickets per day. Zendesk’s macros, which are predefined answers to FAQs, are Groupon’s favorite Zendesk feature. These macros help Groupon train its agents to deliver one of the company’s customer service hallmarks: one-touch resolution.

Groupon has also found it easy to integrate Zendesk with other solutions. By integrating Zendesk with GoodData, Groupon has extended and enhanced its reporting – going well beyond the limits of its old spreadsheets. As an example of the sort of scalability that SaaS brings, Groupon recently processed its millionth customer ticket.

Platform as a Service

Platform as a Service (PaaS) brings the benefits that SaaS bought for applications, but over to the software development world. PaaS can be defined as a computing platform that allows the creation of web applications quickly and easily and without the complexity of buying and maintaining the software and infrastructure underneath it.

PaaS is analogous to SaaS except that, rather than being software delivered over the web, it is a platform for the creation of software, delivered over the web.

Characteristics of PaaS

There are a number of different takes on what constitutes PaaS but some basic characteristics include;

  • Services to develop, test, deploy, host and maintain applications in the same integrated development environment. All the varying services needed to fulfil the application development process
  • Web based user interface creation tools help to create, modify, test and deploy different UI scenarios
  • Multi-tenant architecture where multiple concurrent users utilize the same development application
  • Built in scalability of deployed software including load balancing and failover
  • Integration with web services and databases via common standards
  • Support for development team collaboration – some PaaS solutions include project planning and communication tools
  • Tools to handle billing and subscription management

PaaS, which is similar in many ways to Infrastructure as a Service that will be discussed below, is differentiated from IaaS by the addition of value added services and comes in two distinct flavours;

1. A collaborative platform for software development, focused on workflow management regardless of the data source being used for the application. An example of this approach would be Heroku, a PaaS that utilizes the Ruby on Rails development language.


2. A platform that allows for the creation of software utilizing proprietary data from an application. This sort of PaaS can be seen as a method to create applications with a common data form or type. An example of this sort of platform would be the Force.com PaaS from Salesforce.com which is used almost exclusively to develop applications that work with the Salesforce.com CRM

Where PaaS Makes Sense

PaaS is especially useful in any situation where multiple developers will be working on a development project or where other external parties need to interact with the development process. As the case study below illustrates, it is proving invaluable for those who have an existing data source – for example sales information from a customer relationship management tool, and want to create applications which leverage that data. Finally PaaS is useful where developers wish to automate testing and deployment services.

The popularity of agile software development, a group of software development methodologies based on iterative and incremental development, will also increase the uptake of PaaS as it eases the difficulties around rapid development and iteration of software.

Some examples of PaaS include Google App Engine, Microsoft Azure Services, and the Force.com platform.

Where PaaS May Not be the Best Option

We contend that PaaS will become the predominant approach towards software development. The ability to automate processes, use pre-defined components and building blocks and deploy automatically to production will provide sufficient value to be highly persuasive. That said, there are certain situations where PaaS may not be ideal, examples include;

  • Where the application needs to be highly portable in terms of where it is hosted
  • Where proprietary languages or approaches would impact on the development process
  • Where a proprietary language would hinder later moves to another provider – concerns are raised about vendor lock-in
  • Where application performance requires customization of the underlying hardware and software

Case Study: Menumate Uses PaaS to Serve Tasty Applications

Menumate is a provider of point of sale hardware and software for the hospitality industry across Australasia. Menumate has taken advantage of the Force.com PaaS to migrate over time a series of legacy applications used in the business.

Daniel Fowlie and Abhinav Keswani are Directors of development house Trineo the company responsible for boutique development for Menumate. Fowlie explains that the use of the Force.com platform has allowed Menumate to centralise, modernise and integrate an otherwise disparate in-house software toolkit.

Keswani feels that a more conventional development approach would require significant infrastructure, connectivity, security and would introduce uptime considerations – whereas the Force.com platform inherently provides these non-functional requirements – allowing Menumate and Trineo to focus purely on developing the needed functionality. Additionally, utilizing a PaaS approach has meant Trineo could take advantage of both existing integrations and automated deployment tools – another example of PaaS easing the development process.

Using PaaS, Trineo have been able to migrate over time a series of legacy applications used in the business. Some of these applications are:

  • License Key Generation – The Menumate software uses license keys to activate the features that the customer has paid for. The power of the PaaS programming language allowed Menumate to quickly port this code to Force.com where the license keys are linked to the customer record in the Salesforce.com CRM. This allows Sales and Support staff to quickly see the status of licenses.
  • Enhanced Case Management – A lot of the support cases Menumate were dealing with were orders for consumables. To handle this they had a separate DOS based application that would allow the user to build up an order and create an invoice. Menumate now can add products to a support case and automatically send an invoice to their accounting software using an existing integration product.
  • Label Printing – Another legacy application was for creating freight labels for sending consumables and hardware to customers. Utilising the PaaS technology, these can now be printed directly from the customer record.

Utilizing a PaaS development environment has resulted in the creation of these applications being significantly faster than would otherwise be the case. In some examples, in the absence of PaaS, the cost of developing the application would have been prohibitive.

PaaS is undoubtedly an exciting and powerful form of Cloud Computing however in terms of market awareness it’s hard to look past Infrastructure as a Service and the rapid growth it’s seeing in the marketplace.

Infrastructure as a Service

Infrastructure as a Service (IaaS) is a way of delivering Cloud Computing infrastructure – servers, storage, network and operating systems – as an on-demand service. Rather than purchasing servers, software, datacenter space or network equipment, clients instead buy those resources as a fully outsourced service on demand.

As we detailed in a previous whitepaper], within IaaS, there are some sub-categories that are worth noting. Generally IaaS can be obtained as public or private infrastructure or a combination of the two. “Public cloud” is considered infrastructure that consists of shared resources, deployed on a self-service basis over the Internet.

By contrast, “private cloud” is infrastructure that emulates some of Cloud Computing features, like virtualization, but does so on a private network. Additionally, some hosting providers are beginning to offer a combination of traditional dedicated hosting alongside public and/ or private cloud networks. This combination approach is generally called “Hybrid Cloud”.

Characteristics of IaaS

As with the two previous sections, SaaS and PaaS, IaaS is a rapidly developing field. That said there are some core characteristics which describe what IaaS is. IaaS is generally accepted to comply with the following;

  • Resources are distributed as a service
  • Allows for dynamic scaling
  • Has a variable cost, utility pricing model
  • Generally includes multiple users on a single piece of hardware
  • There are a plethora of IaaS providers out there from the largest Cloud players like Amazon Web Services and Rackspace to more boutique regional players.

As mentioned previously, the line between PaaS and IaaS is becoming more blurred as vendors introduce tools as part of IaaS that help with deployment including the ability to deploy multiple types of clouds.

Where IaaS Makes Sense

IaaS makes sense in a number of situations and these are closely related to the benefits that Cloud Computing bring. Situations that are particularly suitable for Cloud infrastructure include;

  • Where demand is very volatile – any time there are significant spikes and troughs in terms of demand on the infrastructure
  • For new organizations without the capital to invest in hardware
  • Where the organization is growing rapidly and scaling hardware would be problematic
  • Where there is pressure on the organization to limit capital expenditure and to move to operating expenditure
  • For specific line of business, trial or temporary infrastructural needs

Where IaaS May Not be the Best Option

While IaaS provides massive advantages for situations where scalability and quick provisioning are beneficial, there are situations where its limitations may be problematic. Examples of situations where we would advise caution with regards IaaS include;

  • Where regulatory compliance makes the offshoring or outsourcing of data storage and processing difficult
  • Where the highest levels of performance are required, and on-premise or dedicated hosted infrastructure has the capacity to meet the organization’s needs

Case Study: Live Smart Helps Dieters by Taking an Infrastructure Diet

Live Smart Solutions is the parent company behind The Diet Solution Program, a company producing books and online diet programs. Beyond Diet is an interactive community site for individuals on their diet program.

Started in 2008, the company has seen rapid growth including a 50x revenue jump in 2010. This translates to average daily site visits of 300,000 with spikes up to one million unique viewers. When deciding on a strategy for their infrastructure, Beyond Diet needed something that was both low-touch and highly scalable. It is important that Beyond Diet have the ability to both scale up and down as their marketing strategy sees large traffic spikes on a regular basis.

Rob Volk, CTO of Live Smart, reports that moving to Cloud infrastructure has given him more peace of mind. Formerly Live Smart had a part-time systems administrator working on their sites, and as Volk says,

It was not the best option for us. Now with Managed Cloud [an IaaS service offered by cloud computing provider Rackspace], Rackspace is basically acting as our Linux and Windows administrator. They’ll make our changes as we need them, and respond to any downtime, 24 hours a day. Within minutes, an engineer will log on to fix the problem.

The main drivers for Volk moving to Cloud were the ability to focus on core business and leave day-to-day management of infrastructure to the experts. The fact that Cloud providers offer multiple levels of redundancy, fast configuring and high degrees of flexibility were deciding factors. Interestingly, Volk never even considered running his own physical servers; rather the decision was one of either hosted servers or the Cloud.

The decision was made to go with Cloud because it provided reduced cost and higher flexibility than corresponding dedicated server options.

Volk is using multiple Cloud providers: he has three web servers, multiple database servers and a load balancer with Rackspace, while also using Amazon’s S3 service.

The biggest benefit Volk sees with Cloud infrastructure is scalability. As he explains, After New Year’s, everyone goes on a diet. Our peak time is right after New Year’s: we might get three times the traffic from January to March. With Cloud Servers, we’re able to spin up new web front ends within a matter of minutes, then take them back down once traffic goes down. We have this elasticity in our farm that is only possible in a virtualized environment.

Conclusion

Cloud Computing is a term that doesn’t describe a single thing – rather it is a general term that sits over a variety of services from Infrastructure as a Service at the base, through Platform as a Service as a development tool and through to Software as a Service replacing on-premise applications.

For organizations looking to move to Cloud Computing, it is important to understand the different aspects of Cloud Computing and to assess their own situation and decide which types of solutions are appropriate for their unique needs.

Cloud Computing is a rapidly accelerating revolution within IT and will become the default method of IT delivery moving into the future – organizations would be advised to consider their approach towards beginning a move to the clouds sooner, rather than later.

About the Author Akshay Raj;Raj is the founder and managing director of The Optima Kart , an e-commerce software company, Business strategy and user-centric design.

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A Social Media Advice Column – by Akshay Raj

Have a social media crisis on your hands or a pressing question you just can’t figure out on your own? Never fear, our social expert Akshay Raj is here to solve your problems for you!  

The Optima Kart

The Optima Kart, C.E.O.

Let’s face it: social media can be a tricky animal. It seems like every week one of our networks gets a redesign, changes its policies or introduces a new feature. And then there are the other social media users to deal with! Even if you’re an absolute angel, you’re bound to come across certain commenters who try your temper and make you question your standards of etiquette.

If you need to bring in the big guns to help solve your problem, look no further. The Optima Kart social media expert Akshay Raj (that’s me!) is here to answer your most burning questions every month. Looking for answers? You can submit your questions in the blog comments below and I’ll tackle them in future columns.

1. What are some suggested topics to avoid when engaging followers? I feel people often learn this the hard way. 


That’s an interesting question; lots of people want to know what they should be writing about on social to grab their followers’ attention, but not as many people think about what they shouldn’t mention. First of all, and this is really obvious, it’s probably best to steer away from anything too controversial unless your online presence is clearly targeted at one specific audience. For example, I would steer away from making any potentially polarizing political statements (“Who are you voting for? Obama all the way!”)… unless I managed a merchandise website for the Democratic National Committee. Even worse is trying to capitalize on a trending event that has nothing to do with your website. Do you remember online retailer CelebBoutique’s humiliating fiasco during the shootings in Aurora, CO? They tried to capitalize on the trending #Aurora hashtag in reference to one of the dresses they were selling and, unsurprisingly, the Twitter community did not approve. CelebBoutique says it was a mistake, but either way – ouch. Think really carefully about using current events as social media fodder. (Especially tragedies. This should go without saying, but really, really don’t leverage other peoples’ grief for your social media gain.) You should also avoid being too general or too specific. I think the key is finding your social media sweet spot. Think of it as a venn diagram. Too general (“Happy Monday, everyone! Check out my site!”) and people aren’t going to be interested. Too specific (“Major thunderstorms in Texas today! If you live in Southeast Austin, check out my new line of ponchos.”) and you’re going to alienate any of your followers who can’t relate to your post. A marriage of the two (“Springtime can sure bring some mean April showers! Head to my online store to receive 15% off ponchos this week”) will grab the most attention. If you’re wondering which is the lesser of two evils, general or specific – I would err on the side of being specific. Why? Being general is Borrrrring with a capital B. Personally, I would never respond to a super general “Happy Monday” or “What’s up everyone?” tweet or Facebook status. It just looks like you have no creativity, so you’re phoning it in.

 

2. It would be interesting to learn the best way to get Facebook posts to “go viral” and be shared by customers/fans.


Going viral is a funny phenomenon, because these days it’s the ultimate goal of every social media marketer, yet it’s not always a good thing. Sometimes posts can go viral and get a lot of negative attention because people don’t like their content (unless you subscribe to the school of thought that all publicity is good publicity. See my example in the answer above, though – I doubt anyone would think that CelebBoutique benefited from their #Aurora mistake, regardless of how much attention they received). For the purposes of this column, let’s focus on a few key posting techniques to get you some positive buzz. There are some really simple things you can do with your Facebook posts to garner attention. I’m not promising that following these tips will make you go wildly viral per se, but they will definitely up your chances of being seen, liked and shared by your followers.

  •  Keep the text to a minimum. Sadly, people have goldfish-sized attention spans these days. Your Facebook post might be the most eloquent thing since Shakespeare, but that doesn’t mean that your average follower is going to stop scrolling long enough to read it. When composing a Facebook post, remember the three S’s: short, snappy and smart.
  •  Include an image or video! Graphics are way more likely to show up in users’ news feeds thanks to Facebook’s algorithms – and all algorithms aside, pretty pictures are simply more attention-grabbing than plain black and white text. Make sure your image looks good when resized, because if you post a larger graphic, Facebook will shrink it down to fit into the news feed (hint: long, skinny graphics aren’t going to work well here).
  •  Be relevant. Like I mentioned in my advice to the question above, nobody cares about a “Happy Monday” post. Mondays happen every week to literally every single person on the planet. Snore war. Find something interesting, topical, and/or humorous to tie into your post, and people will be much more likely to stop and pay attention.
  •  Ask questions and/or use a call to action. It’s one thing to share a beautiful picture of a sunset, but it’s quite another to share that beautiful picture and share a caption that encourages others to respond (“Check out the gorgeous Tahiti sunset I snapped on my honeymoon! What’s the most exotic sunset you’ve ever seen?”). Shared experiences and stories that draw your readers into the narrative are much more compelling than a basic statement about just you (“Check out this sunset photo I snapped”).

That wraps up my advice column for this round. Thanks for reading, and remember, if you have a social media related question you’d like help with, don’t hesitate to submit it in the blog comments below! I’ll be answering 2-3 of your questions per month. Happy selling! 
- Akshay Raj Teachout, The Optima Kart