Marketing in Today’s Economy

The new age of marketing has been issued in.  People are connecting through social media and business has trended to online.  There is now a power shift to customers where individual consumers and business customers can compare prices or product specifications in a matter of minutes.  Because of the massive increase in product selection, customers are now the driving force behind businesses.  There are vast amounts of information available online that has changed the way we communicate, read the news, and entertain ourselves.  This in turn has lead to audience and media fragmentation.  Changes in media usage and the availability of new media outlets have forced marketers to rethink the way they communicate with potential customers.  As our economy has weakened, buyers have been forced to tighten their belts and look for other ways to lower expenses.  Due to this change of value propositions, situations where customers see goods and services as commodities have relentlessly willed them to turn to the most convenient, least expensive alternative.  Many of these customers face pay cuts or losing their jobs in addition to increased expenses.  These and other economic hardships have forced consumer and business buyers to rethink value propositions and focus on the importance of frugality.  Shifting demand patterns have also caused changes in technology that have shifted customer demand for certain product categories.

Yet, what has changed more than ever is Privacy, Security, and Ethical Concerns.  Our society is much more open than in the past.  These changes have forced marketers to address real concerns about security and privacy, both online and offline.  Unclear Legal Jurisdiction-When a company does business in more than one country, that company often faces a dilemma with respect to differing legal systems.  Another important legal issue involves the collection of sales tax for online transactions.


People (Human Resources)
The quality, diversity, and skill of a firm’s human resources can also make or break the implementation of the marketin strategy.  The marketing departmnets of many firms have taken over the human resources function to ensure that employees have a correct match to required marketing activitites.

  • Employee Selection and Training-key is to match these employee skils to markeitng tasks.  Generation Y have better traininng, more technological sophistication, and fewer political inclinations than their baby-boomer bosses.
  • Employee Evaluation and Compensation-an outcomed-based system evaluates and compensates employees based on measureable, quantitative standards such as sales volume or gross margin.  This type of system is fairly easy to use, requires less supervisoin, and works well when demand is fairly constant, the selling cycle is relatively short, and all efforts directly affect sales or profits.  Conversely, behavior-based systesm evaluate and compensate employees based on subjective, qualitative standares such as effort, motivation, teamwork, and friendliness toward customers.  This type of systems ties directly to customer satisfaction and rewards employees for factors they can control.  However, behavior-based systems are expensive and difficult to manage because of their subjecitve nature and the amount of supervision required.  The important point it to match the employee evaluation and compensation system to the activities that employees must perform in order ti implement the marketing strategy.
  • Employee Motivation, Satsifaction, and Commitment-the extent to which employees have the motivation to implement the strategy, their overall feelings of job satisfacion, and te commitment they feel toward the organization and its goals.  For example, one of the major contributors to Google’s success is the strong social culture fostered by the company’s leaders.  Google proveides its employees with things such as paid childcare, onsite laundry service, free transportation, gourmet food, onsite haricuts, and time off for personal activiities.  Through factors such as emploment motivation, satisfaction, and commitment are critical to successful implementation, they are highly dependent on other elements of implementation, especially training, evaluation/compensation systems, and leadership.  Marketing structure and processes can alos have an impact on employee behaviors and attitudes.  The key is to recognize the importance of these factors to successful marketing implementation and to manage them accordingly.

Often called the art of managing pepople, includes how managers communicate with employees, as well as how they motivate their people to implement the marketing strategy.  When leaders create an organizational culture characterized by open communication between employees and managers.  Employees are free to discuss their opinions and ideas abou tht marketing strategy and implementation activiites.  This type of leadership also creates a climate where managers and employees have full confidecne and trust in each other.

Approaches to Marketing Implementation
Implementation by Command
the firms top executives develop and select the marketing strategies, which are transmitted to lower levels wher frontline managers and employees implement them.  Implementation by command has two advantages:
1) It makes decision making much easier, and
2) it reduces uncertainty as to what is to be done to implement the marketing strategy.  This approach places less emphais on the feasibiliyt if implementing the marketin strargy.  It also divides the frim mino stetegis and implmenters: executives who devleop the maerkting steatty are often far removed from the targeted customers it is intended to attract.  In some cases, the tensions have becomn so hostile that franchises have flatly refused to implement some corporate strategies, including service guarantees and some specific promotions.

Implementation through Change
The basic goal of implementation through change is to modify the firm in wausy that will ensure the successful implementation of the chosen marketing strategy.
Intergrating Markting purpose is an organizational commitment to motivation, eductaion, and know about themselves through employee satisfaction and customer satisfaction.  Skillfully crafting the organization to fit the requirements of the marketing strategy.  Because many business executives are reluctant to give up even a small protion of their control (as is the case with the next two implementation appraoches), they often favor implementation through change.  Implementation through change still suffers from the separation of planning and implementation.  Can create a situation where the firm becomes stagnant while waiting on the strategy to take hold.

Implementation through consenss
Upper- and lower-level managers work together to evaluate and develop marketing strategies in the consensus approach to implementation.  The underlying premise o this approach is that managers from different areas and levels in the fimr come toghether as a team to brainstorm and develop the strategy.  Pulling different opinions together to ensure the development of the best overall marketing strategy.  Implementation through consensus is more advantageous thatn the first two approaches in that it moves some of the decision-making authority closer to the front line of the firm.  Lower-level managers who participate inthe strategy-formulation process have a unique perspective on the marketing activities necessary to implement the strargy.  These managers are more sensitive to needs and wants of firms customers.  Stronger motivation  and commitment to the strategy  to see that it is properly implemented.  Implemetation  through consensu tends to wrk bes in complex, uncertain, and highly unstable environments.  Implementaion through consensus often retains the barrier between strategists and implementers.  The end result o fthis barrier is that the full potential of the firms human resources is not realized.  Thus effectiveness relies in managers at all levels must communicate openly about strategy on an ongoing, rather than an ocasional, basis.

Implementation as Organizational Culture
Marketing strategy and its implementation become extensions of the firm’s mission, vision, and organizational culture.  All employyees adopt the firms culture so completely that they instinctively know what their role is implementing the marketing strategy.  Extreme form of decentralization is often called empowerement.  Empowering Employees means allowing them to make decsions on  how to best perform their jobs.  Notable firms that incorporate implementation witthin their cultures include ESPN, Google, and General Electric.  The choice of an approach will depend heavily on the firms resources, its current culture, and the managers own personal preferences.

Internal Marketing and Marketing Implementation

Chapter 12: Developing and Maintaing Long-term relationships

The company collects customer information at every point wher eit contacts a customer-sales, loyalty programs, surveys, direct mail advertising, sales promotions (contest and sweepstakes) and affiliate programs wit h flosrists, credit card companies, and airlines, and uses it to crearte customizedd communications and product offerings for each of the customers in the database.  A sophisticate4d segmentation system that analyzes transactional behaviors (recency, frequency, and monetary) and combines it with gift-buying behaviors.
Before a relatioinshiop can be mutually beneficial to both the firm and the customer, it must provide value to both parties.  Creating this value is the goal of customer relationship management, which is a business philosophy aimed at defining and increasing customer value in ways that motivate customer to remain loyal.
Supply Chain Partners
External Stakeholders
“acquiring customers to maintaining customers”
Relationship capital- that stems from the value generated by trust, commitment, cooperation, and interdepndence among relationship partners.  Customers must become true believers or sponsors for the company and its products.  In consumer markets, build customer relationship is to increase the firms share of customer rather than its market share.  Abandoingn the old nations of acquiring new customers and increasing transactions to focus on more fully serving the needs of current customers.  Financial services example.  Relationship in product offerings.
80/20:  The ability to track customers in detail can allow the firm to increase sales and loyalty amon the bottome 80  percent of customers.  The goal is rank the proiftabiliy of individual cusomers to express their lifetime value.

Developing Relationships in Business Markets

Goal is to move business buyers through a sequence of stages, where each stage represetnss an increasing level of relationshiop intensity.  Bound to their supply chain partners.  Relationshiop capital: One firam maintains a loyal and committted cusomter, the ogther maintains a loyal and committed suppliers.  Relatiohship developiment in buysiness marekts can be more involving, more compolex, and much riskier than relationships in consumer markets.

  • A change in Buyers and Sellers Roles
  • An increease in Sole souring
  • An increase in global sourcingf
  • An increase in Team-based Buying Decisions
  • An increase in Productivity through better integration

Quality and Value:  Keys developoing Customer Relationships

How to make infographics:

Innovation Sparkzation

Strategic thinking is defined as the generation and application of business insights on a continual basis to achieve competitve advantage.  New growth comes from new thinking.  Strategic planning is the channeling of the insights generated by strategic thinking into an action plan to achieve goals and objectives.  There are 4 types of strategic thinkers:

  1. Beach bums ar managers who don’t contribute insights to the business.
  2. Snorkelers are managers who offer tactical solutions to issues, but their solutions don’t have a significant positive impact on the business.
  3. Scuba divers are managers who can produce strategic insights for solutions, but they require instruction and assistance to do so.
  4. Free divers are managers who, on a regular basis, generate insights that have significant impact on the businesses.

10 strategic thinking skills:

1. Mastering the three criteria of great strategy: acumen, allocation, and action.  Consider your daily activities. How often do you have the opportunity to come up with insights that change the course of your work? What level of effect do those insights have on your business? What type of strategic thinker are you currently—a Beach Bum, a Snorkeler, a Scuba Diver, or a Free Diver? Consider your colleagues in the department. What percentage are Beach Bums? Snorkelers? Scuba Divers? Free Divers? How Deep Can You Dive?   Successful business strategy is about being better than the competition.  You need to have the “right people on the bus.”  Be different from the competition.

2. Insight: generating new ideas about the business.

3. Context: understanding the current situation.  Context is defined as the specific problem in a given business situation.  The circumstances in which an event occurs.  The combination of strengths and weaknesses an organization possesses to balance with opportunities and threats.

4. Competitive Advantage: creating distinct offerings with superior value.  Reduce prices to drive out competition.  Change the customer’s value preferences.  Benchmark competitors and excel at best practices.

5. Value: determining the benefits/costs of the offerings.  Revenue growth, gross margin, and return on capital are forecasting the future.  Customer intimacy, operational excellence, product leadership, operational effectiveness, low-cost leadership, and innovation are all important in considering value.

6. Resource Allocation: deciding where to focus capital, talent, and time. Effective resource allocation will have profitability and productivity.  Profitability is when more resources are invested in the right activities.  Productivity is when fewer resources are invested in the wrong activities.

7. Modeling: visually capturing the essence of business issues.

8. Innovation: creating new value for customers.

9. Purpose: developing mission, vision, and values.

10. Mental Agility: the ability to improvise, adapt, and excel through adversity.

Innovation = Creativity * Risk Taking

Innovation is now the centerpiece of corporate strategies and initiatives.  Teams need to be the backbone of the IDEO method. “Hot project” teams are infused with purpose and personality. To IDEO, teams always beat individuals.  Hot Project Teams should:

  • Come from widely divergent disciplines.
  • Be empowered to go get whatever is needed.
  • Merge fun and project.
  • Be as small as three or large as a dozen.
  • Have clear, tangible goals (seemingly unreachable),  and serious deadlines.
  • Be passionate.

Strategy is not:

  1. Aspiration: goals, objectives, or visions.
  2. Best practices: trying to be better than instead of different from the competition.
  3. Caution: being tentative and restrained, afraid to make trade-offs.

Business strategy is defined as “the intelligent allocation of limited resources through a unique system of activities to outperform the competition in serving customers.”

Principle of Competitive Exclusion: “No two members of the same species can coexist that make their livings in the identiacal way/”

There are two lenses of strategy:

  1. Performing different activities from the competition.
  2. Performing similar activities in a different way from the competition.

There are levels of competition:

  1. Industrial
  2. Organizational
  3. Individual

Competitive advantage is defined as “an offering of superior value based on differences in capabilities and activities.”

Three Value Disciplines:

  1. Product leadership-best total product
  2. Operational Excellence-best total cost
  3. Customer Intimacy-best total solution

Insight is the product of 2 or more pieces of information combined in a unique way: Context, customers, questions, and models.  There are 4 primary sources of insight that can be mined to further enhance one’s acumen:

  1. Context
  2. Customers
  3. Questions
  4. Models

Context is the cirumstances in which an event occurs, a setting.  There are 3 pitfalls of context to avoid in ordert to be successful:

  1. Annual Assessment
  2. Relative versus Absolute Performance
  3. Prescription without Diagnosis

Tools used to gauge the context of the business:

  1. Strategy Tune-up Sessions
  2. OODA loop
  3. Contextual Radar

Customers can verbally provide insight on current offering but not future ones.  Observing customers’ behavior can provide insight into future offerings.

Three effective question techniques to generate insights:

  1. Creative Insight Generation Process
  3. Innovation Box

A model is a visual description of an idea, theory or system that accounts for its known or inferred properties and may be used for further study of its characteristics.

It is important to use models to generate insights in the four areas of business:

  1. Market (PEST Analysis and Five Forces of Competition)
  2. Customers (Business Driver Matrix and Value Factor Analysis)
  3. Competitors (Competitive Strenghts Assessment and Strategic Group Map)
  4. Company (Opportunity Matrix and SWOT alignment)

SCAMPER technique created by Michael Michalko.  Uses an array of though-provoking questions around 7 areas to initiate new ways of strategically thinking.  Changing your perspective often opens up uncharted areas of discovery to you that can lead to innovation.  SCAMPER (Substitute, Combine, Adapt, Magnify/Modify, Put, Eliminate, and Reverse/Rearrange.


  • What product features could I substitute?
  • Are there other external resources that can replace what I’m using?
  • Is there something more cost-effective or environmentally friendly I could use in place of what I’m currently using?
  • Is there another source for the raw materials?


  • What product can I use in combination with it?
  • Can I combine this product with a comnplimentary service offering?
  • Are there any unusual combinations I haven’t though of?
  • Which successful service from other industries can I combine with my offering?


  • How can this service evlove into something new?
  • What changes could be made to update this product?
  • Are there any products in other industries that perform a similar function that I could model this after?
  • How have past successful products in this industry adapted to maintain market leadership?


  • Which product attributes can be maginified through promotion to increase sales?
  • What opportunities can be magnified to capture greater market share?
  • How can the service be modified to satisfy additional customer needs?
  • Can we mnodify the sales channel to reach more of the target market?
  • What features can be changed to make the service appealing to other demographic market segments?

Put (to other uses)

  • How else can this product be used?
  • Have customers used this product in any innovative ways?
  • Are there product line extensions that make sense?
  • Where can I reallocate my resources to become more successful?
  • Which strategic initiatives have underperformed, and where can I reallocate their resources for greater success?


  • What part of the customer purchasing process can I eliminate to make it faster and easier to buy?
  • Which reports or paperwork can I eliminate to give the sales force more time to be in the field selling?
  • What steps in the service process are not adding value and can be eliminated?
  • Which customers are not profitable to service and can be let go through attrition?


  • How can I rearrange the sales and marketing functions to be more customer friendly?
  • What could we do to reverse the sales process—having our customers come to us instead of having our employees go to them?
  • Could we use interactive technology to have our customers rearrange the product offering to tailor it to thier individual needs?
  • How would reversing the product development process affect the output?

Three categories of resources:

  1. Tangible-Physcial assets and financial resources
  2. Intangible-Culture, brand, reputation
  3. Human-Knowledge, competencies, and skills.

In order for resources to be a key component in successful strategy, four criteria need to be met:

  1. Replication difficulty-the resource is challenging for others to copy.
  2. Value generation-the resource must lead to superior value for the customer.
  3. Sustainibility-the resource is plentiful enough to be used repeatedly.
  4. Lack of substitutes-the resource cannot be readily substituted by other resources that perform a similar function.

Focus demands the discipline to allocate resources to specific areas and activities, rather than spread them evenly across the business.  Focus comes from the ability and willingness to make trade-offs.  Strategy is much about what you choose not to do, as it is about what you choose to do.  3 pruning pitfalls when it comes to making trade-offs:

  1. Safety-Comfortable Complacency
  2. Health-Political Consensus
  3. Aesthetics-Unproftibale Growth

A strategy Filter consists of a customized list of criteria that an opportunity, threat, issue, or challenge must meet in order to receive resources.  While a Strategy Filter is a tailored tool, there are four areas to consider in developing one:

  1. Purpose-the mission, vision, and values of the group
  2. Business design-the business model on which the group operates, including the context, customer focus, offerings, differentiation, and strategy shield.
  3. Strategy-the overall direction and focus of the group.
  4. Impact-the qualitative and quantitative effects of channeling the resources to the necessary activities.

Managers make 5 common errors in executing strategy:

  1. Faulty strategy
  2. Unclear resource requirements
  3. Poor communication
  4. Weak accountability
  5. Lack of calibration

The Resource Allocation Calculator is a tool for evalutating whether or not a strategy has sufficient resources for successful implementation.  The StrategyPrint is a two-page business blueprint that serves as a real-time strategic action plan for a business.  The Strategy Tune-up is a periodic (weekly, monthly, quarterly) meeting with key personnel for strategy development and execution to review context of the business.

Remember to use G.O.S.T terms correctly, and not interchangeably.

  • Goal: A general target-What, generally, you are trying to achieve.
  • Objective: Specific outcome desired-What, specifically, you are trying to achieve.
  • Strategy: The resource allocation plan-How, generally to achieve the goals.
  • Tactic: The tangible activities/items that carry out the strategies-How, specifically, to achieve the goals.

Strategy Formula=WHAT + HOW + WHO + IMPACT

  • WHAT: The activity representing the purpose of the strategy.
  • HOW: The general means or method of acomplishing the strategy.
  • WHO: The audience the strategy is designed to reach.
  • IMPACT: The desired result of developing and exectuing the strategy.

The Activity System Map is a visual representation of an organization’s strategy and the tactics that support it.  It provides a thirty-thousand-foot view of the business by capturing the strategy and tactics, and relationships between the two, on a single page.

Purpose comes in 3 forms: current purpose (mission), future prupose (vision), and guiding purpose (values).

A mission is a clear, concise, and enduring statement of the reasons for an organization’s existence today.

A vision represents future purpose, providing a mental picture of the aspirational existence that an organization is working toward.  Values are the ideals and principles that guide the thoughts and actions of an organization and define its character.  The strategy development process has 5 phases:

  1. Discovery-“Research the Dive”
  2. Strategic Thinking-“Envision the Dive”
  3. Strategic Planning-“Plan the Dive”
  4. Strategy Rollout-“Perform the Dive”
  5. Strategy Tune-up-“Review the Dive”

The 4 main benefits of a well-designed stategy workshop are:

  1. It creates a shared understanding of the business.
  2. It generates innovation.
  3. It creates prepared minds.
  4. It is a vehicle to evaluate a manager’s business acumen.

The 5 steps to preparing a successful strategy workshop include:

  1. Determine the intent of the workshop.
  2. Identify the participants.
  3. Provide a pre-workshop Strategy Survey.
  4. Prepare and focus the group with pre-reading.
  5. Desing the meeting framework.

Effective brainstorming technique

  • Clarify the focus for the event
  • Playful rules – this is about enabling – not disabling
    • One conversation at a time
    • Stay focused on the task
    • Encourage wild ideas
    • Go for quantity
    • Be visual
    • Defer judgment
    • Build on the ideas of others
  • Number your ideas – allows indexing later
  • Build and jump – use flip-chart carousels – staying in one place too long limits ideas
  • The space remembers – what has happened in it, going back from when it was constructed
  • Stretch your mental muscles – challenge – get outside the box
  • Get physical – keep moving, use AVK resources
  • Have come to recognize that innovation is more than just a process, or indeed an attitude. It is a style that is a factor of leadership and team working. It is that unique combination of factors which enable change and new ways of thinking.
  • Brainstormer killers: the boss gets to speak first, everybody gets a turn, off-site, no silly stuff, and don’t write down everything
  • 60 minutes only (90 max)
  • Playful, visual
  • No notes, don’t take turns
  • Fill all walls and flat spaces with butcher paper, use post-its and Sharpie markers (the power of spatial memory)
  • Sketching, mind mapping, diagrams, and stick figures
  • Watch for chances to build and jump
  • Number your ideas
  • Vote on best ideas

ABC News (1999), The Deep Dive, ABC News Home Video of Nightline on 2/9/99. 2. IDEO San Francisco (3/29/2001), DePaul Healthcare Innovation and Design Plan 3.

The Art of Innovation: Lessons in Creativity from IDEO, America’s Leading Design Firm. Kelley, Tom. Doubleday, 2001

The Innovation Equation: Building Creativity and Risk Taking in your Organization, Byrd, 2003, Wiley

Weird Ideas that Work: 11½ Practices for Promoting, Managing, and Sustaining Innovation. Sutton, Robert I. 2002. New York: Free

Innovation-what consumer need we are not meeting?

  1. Make a great entrance
  2. Make metaphors
  3. Think briefcase (Make the customer emotionally attached to the product)
  4. Color inspires
  5. Backstage pass (Let customers know what’s going on behind the curtain)
  6. Make your product or service work faster and simpler
  7. Make it goof-proof
  8. First, do no harm
  9. Make a checklist of the “essentials” before you begin a project
  10. Great accessories can carry a product (the right small touches)

Diffusion of innovationsdiffusion is the process by which innovation spreads, helpful in developing a successful product strategy

4 crucial elements in the diffusion of new ideas are:

1) an innovation

2) which is communicated through certain channels

3) over time

4) among the members of a social system

3 extraneous variables affect the rate of diffusion: the degree of perceived newness, the perceived attributes of the innovation, and the method used to communicate the idea; the more innovative a product is perceived to be, the more difficult it is to gain market acceptance

5 characteristics of an innovation:

1) relative advantage: perceived marginal value of the new product relative to the old

2) compatibility: with acceptable behavior, value, norms, etc

3) complexity: degree of complexity associated with product use

4) trialability: degree of economic and/or social risk associated with product use

5) observability: ease with which the product benefits can be communicated


mobile marketing trend watching

Mobile Media Agent


SQL, SAS, FTP, Data Mining, Cluster Analysis, Regression 

Do you need Marketing Automation?

What is Marketing Automation?


Creating a new form with the form wizard lets you create a customized form in seconds. Forms are used on your website to collect information about visitors. For example, you may use a form on your Contact Us page, or require visitors to complete a form before doing a product test-drive.

Form handlers

allow you to manage the forms yourself and simply post the data to Pardot. This allows you to do any sort of customization that you would like in terms of the forms look and feel and still have Pardot provide the tracking and error. Connector

Connectors allow Pardot to sync with third party applications such as a CRM system, paid search platforms, or email marketing solution. Data can be passed back and forth between the two applications allowing a user to manage many formerly disparate marketing channels from within the Pardot interface. As an AppExchange certified solution, Pardot can sync with Professional Edition accounts or higher.

Pardot can hook into your Google AdWords account and track prospects that reach you through paid search. You can tie cost data from AdWords to opportunity data from your CRM to determine your true cost per qualified lead and search engine marketing ROI.

LeadDeck is a desktop application that allows your sales and marketing teams to get real-time alerts of visitor and prospect activity from their desktop. Results refresh every minute and when your visitors take action LeadDeck will pop-up small, unobtrusive notifications that users can click for more information.

Site Search

Pardot can crawl your site map, serve up relevant search results for your visitors, and provide reporting on their queries. Nothing shows a prospect’s intent like his searches on your website. If someone clicks around and finds their way to your pricing information, that is valuable to know, but if the prospect types in “pricing” as his exact search term, that is a much better buying signal. You can create a site search hosted by Pardot, or choose to integrate a third-party search.

Google Analytics

The Google Analytics Connector is designed to simplify the flow of information between Google Analytics, Pardot and your CRM system. The connector will allow those using Google Analytics Keyword Tags in URLs to pass those tags into Pardot. Once the tags are in Pardot, the fields can be synced with a compatible CRM system, allowing you to use the CRM reporting features to run custom analysis on your tags.

Data will be collected from all five of the Google Analytics tags: campaign name, medium, source, content, and term. Optionally, you can enable the connector to create a new Pardot campaign based on your Google Analytics campaign tag. This will automatically generate a new campaign, if there is not already one by that name, for any new prospects coming in from tagged URLs. Connector

Pardot will automatically generate short links for landing pages, multivariate tests, and files. You will also see a reporting icon, which will display’s statistics on the URL when clicked.

Filters allow you to exclude certain types of visits, clicks, or other actions from your campaign results and email notifications. The most common use of this would be to filter out your own company’s IP address to avoid skewing results.

Filters will also hide activities from a filtered prospect’s profile.

Everything associated with the following objects will be filtered:

  • Visitors
  • Visits
  • Visitor Activities
  • Visitor Page Views
  • Email Clicks

Pardot Implementation Guide

Marketing Automation

*E-mail is unique identifier in Pardot*

all prospects in pardot have a campaign, but they can only have one at a time

Nurture and Quality for sales

I. Dashboard

  • Assigned Prospects-assigned to a user
  • Tracking code will be cookie-visitor, reverse lookup on IP address
  • Visitors-what pages visited, where referral came from, anonymous
  • Active Visitors-more than 1 page visited
  • Identified VisitorsII.             Marketing

A. Automation

  1. Assigning to prospect-Sales rep A assignment
  2. Match type Propsect Form Field State is New York

Add reel prospect form contact me now form was completed successfully

  1. Actions assign prospect to user Sales Rep s
  1. II. Automation Rules-run continually; retroactive compared to segmentation

Always in pause, retroactive

  1. Drip Program-nurturing trip, choose time and list; allows correspondence to be sent to the prospects on a specific list at specific intervals based on time or prospect activities.  Use for ongoing marketing campaigns to nurture leads that may not be safe-ready.

Hard/Soft bounces

Filter-IP address/domain

Import-Manual prospecting

Security-New IP address must activate

B. Campaigns-1st touchpoint of AdWords campaign, only associate one campaign for each prospect

C. Content

D. Emails-have been set, scheduled or drafted.  E-mail wizard or template.

E. Forms

F. Landing Pages

G. Paid Search

H. Segmentation

I. Site Search

A. Segmentation-divide database into more managebale chunks

Only segmentation rules/content files; everything else in recycling bin

Lists-If in same list, only will appear in 1, internal, public list has a label, public is on landing page and put on email preference center

CSV Export

Audits-campaign changes, form field changes, drip program changes

Express-default fields, not custom


File-all, longer

  1. Label-public for prospect
  2. Segmentation Rules-only run once, if you click re-exute rule you can run the segmentation again

C. Tags-Internal organization, organically, more flexible than folders, aid in filtering information in the table, good for everyone that attended the tradeshow

Match-all including and

Match any-or

Name prospect from requesta demo form



CPO-Cost per opportunity


Label-Public/Private; what prospect sues, external

Segmentation-not ongoing

Rules: Prospect form field, Job Title is Vice President

Prospet from state is Georgia

Complete Activities

  1. Sent autoresponder e-mail
  2. Create Whitepapter down

Customer redirects-can’t put on linkedin page

Landing page-general website tracking

Layout type: use a layout template




Custom redirect-posting a link that may not be on your resume

Content-pdf, images



Text area

Vales-yes, no, yes is sign me up

1.From field Industry is Marketing

Criteria default Indusry matches

You can only duplicate email lists

e-mails-sent, scheduled or drafted

e-mial template-now or in the future, drip, auto responders, creating new emails to send

suppression list-not sending an email into someone already in your list

Name, campaing associates email internally, email type, multi-part with Graphical editor


Plug in icon of add this-share e-mail

III. Prospects-identified

prospect list




opportunities campaigns



prospective accounts-synch with

Need to undertand all icions

Form and visitor-prospect name shown

E-mail and visiro-prospect

Active prospects for review-new user, green man incon

Profiel Criteria: CRM system used, industry, location, job titleLists-segmentation

E-mail Preference Center-Prospects choose which list they want to be apart of

My prospects-assigned to you

Starred prospects

Active-haven’t bee to website

Reviewed prospects-internally

Unassigned prospects

Unsubscribed prospects-opted out of e-mail


Campaing-first touch point with website

  1. Activites
  2. Audits
  3. Emails
  4. Opportunities
  5. Campaign
  6. Searches
  7. Web


Quality leads by score and user

Score-how engaged with content, activity

Grade-how well fit person visitor—profile Criteria, matches more to change, information; Every prospects starts at D change through matching with thumbs up or thumbs down sign, grade is important in showing a client instead of a student/intern

Updates should be done by salesforce

Audits 60 days

Opportunities-need to sync with

prospect ACCOUNTS-GROUP Prospects, can sync with Salesforce

  1. IV.           Reports
  1. V.             Administration


Form Fields

Form field

  1. Name
  2. From Field Source Default Prospect Field
  3. Type Text
  4. Address-one
  5. Data Format-Text
  6. Label-would you like to receive our newsletters

Please complete form below to receive whitepaper

Different options

Use predefined values for options

Custom Field


Layout Templates

Recycle Bin


Users and Groups



Forms-standard/submit button

CPC model, quality-click rate and landing page

What completion action do you want when form is submitted

Html code-click on form-put on website

Landing page same as website, administration layout templates


CPO-Cost per…

Site Search Box-helps frame conversation for salesperson, how to market to target market


Multivariate-measures effectiveness of different landing pages

Paid search-Google Adwords

Active prospects-not assigned to user

Visitors-see the spent

Never active-never been to website

Campaign-Source of where she came into website, good for tradeshows

50-default score

Page view=+1

Form view=+3

Matches increase grade

Google Analytics connector


  1. Name
  2. Label name-would you like form field
  3. 4. Organization
  4. 5. To receive

Unsubscribe list on email template

Hard-invalid or email exist no longer exists

Companies such as RichRelevanceCertonaBaynote and Monetate all offer the ability to personalize information to specific visitors based on their behavior.

  • Specific: Increase revenue by 10%
  • Measurable: Use accounting program to measure revenue per month, quarter, year.
  • Actionable: Identify the social network best able to reach my target audience and post there 2x per week.
  • Relevant: Increased revenues are essential to business growth and profitability, therefore essential to a healthy balance sheet.
  • Time-Based: Increase revenue by an average of 1% per month, starting today.


Email marketing is still one of the most effective channels for conversion because there are more than 3.2 billion email accounts today and it allows you to be highly personal. 91% of consumers check email once a day because they prefer email for marketing communications and email has a longer lifespan than social media.

To be successful at email marketing, you need to send the right content to the right person at the right time. Email marketing can be used for brand awareness, lead generation, lead to customer conversion, and customer retention. Use personalization in your emails to increase engagement and conversion. Take the time to optimize your emails. Take a look at the list to of how each email could have one specific goal:

Segmenting your contacts database increases engagement and deliverability and decreases unsubscribe rates. You can use segmented lists to trigger nurturing sequences to move leads further down the funnel. Segment to hit specific goals like increasing deliverability, greater customer retention, greater revenue, increased sales leads, better deliverability, lower opt-out/unsubscribe rates, greater email relevance, increasing engagement, increased open rates, and increasing reach. Here are ways you can segment:

  • Geographic segmentation: IP Area, Time Zone, Area Code, Address
  • Firmographic Segmentation: Company Size, Company Type, Industry
  • Role Segmentation: Department, Seniority, Function
  • Behavioral segmentation: Conversion events, email opens, page views.
  • Marketing intelligence: #of twitter follower, #facebook fans, website pages, technology, SEO search terms.

The Anatomy of a 5-Star Email is not as difficult as it looks. Here’s a guide for Optimizing Email Marketing for Conversions. You need to use 8 Little Tricks to Make Your Emails More Clickable and have 27 Ways to Slice & Dice Your Email List for Better Segmentation.


Awarness=Videos, blog posts, slideshares, free tools, ebooks/guides

Consideration=Webinars, case studies, faq sheets, whitepapers, 3rd party reveiws

Decision=Free trials, roi reports, product demos, consultations, estimates/quotes

Use actionable language in your emails with verbs in your in-text CTA’s and CTA buttons like Get your templates, Start Your project now, and reserve your seat. Let the lead know what they can do by clicking your emails-s in-text CTASs and CTA buttons. Fro example, Save Time, Generate more leads, and increase production efficiency by x amount.

Focus on benefits, not features in your email. For example, instantly see how connected you really are. In this eBook, you’ll learn:

  • Guidelines on Social Media segmentation
  • How to create behavior-based workflows
  • How to integrate social media with other marketing efforts


  • Delivery rates
  • Open rates
  • Click-through rates
  • Contact Churn
  • Hard/soft bounces
  • URL click popularity
  • Unsubscribes vs. email preferences changes
  • Social shares by channel
  • CTA click rate


  • Subject Line Optimization
  • Email Templates
  • Offers
  • Length
  • Images
  • Copy
  • CTA’s

Tools to Help You Reverse Append Email Addresses to Find Out More About the Contacts in Your Database include Flowtown: If you have an email database, you should be using Flowtown.  It allows you to take the email addresses you have in your database and look up what social networks they are active on.  This way you can reach out to them on more channels as well as segment what emails you sent them based on what networks they are in.

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