Linkedin Share

Friday, March 29, 2013

Turn Your Customer Service into a Profit Center

Customer Service Is Not Just About Service

by Terry Stidham


We know that “Everyone is in sales,” or should be according to many along with Joe Maddalone in his Forbes article, "Five Essential Sales Tips Everyone Must Master".

This is especially true for the customer service department. For many companies their customer service team is the main point of contact. They work on the front lines, and often are the ones who know the most about the customers’ specific wants and needs. So, it makes sense that they should be in a position to make additional sales, right?

Whether this task has been outsourced to a call center or there is an in-house team, these employees should be doing more than taking calls. In addition to providing quality customer support that will keep customers coming back, your customer service team should be upselling customers to increase revenues and improve the lifetime value of your customers.
 
Targeted Upsells 
Successful upselling starts with attention to the customer’s wants and needs and who knows them better than customer service. They have access to a CRM system that tracks each customer’s purchase history and interactions with the company.
 
They also know the specific reason why the customer has contacted the company, how to resolve their issue, and what type of product or service the customer may be receptive to purchasing at that time, oftern making them the right people to upsell successfully.
 
Customer service reps should take into account the customer’s history and needs in order to provide an upsell or cross-sell that is valuable to the customer at that moment. The particular needs of the customer should determine what the rep chooses to market to them. If the customer does not find value in it at that time, the upsell will not be successful.
 
Limited Time Offers
Customers don’t call to say, “I love my purchase, sell me more!” Oftentimes, they have a specific issue or question that they want to resolve. However, the customer service reps shouldn’t pass up the opportunity to sell to customers, since they’ve already crossed the biggest hurdle to sales: making contact.

Customer service reps can take advantage of the contact by telling the customer about the promotions, sales, and limited-time offers currently available to them. As stated above, these offers should be targeted to what the customer wants or needs.

For example: “I see your service contract is about to expire. We’re currently running a limited-time offer that provides 3 free months when you sign up for a 12-month contract. Would you like to renew your contract with us today?”
 
Bundled Services and Deals
Because the customer service representatives know the customers so well, they can predict what kinds of sales, upsells, or cross-sells would be most successful. Have them look for products that customers might want to buy together, and provide them as a bundled service. Purchased as a bundle, the array of services cost less than purchasing each one individually. Offering to bundle a customer’s current product with other complimentary products or services can give customers the impression of added value – in addition to cost savings.
 
Top-Notch Customer Service
Of course, the most important aspect in sales to customers through your customer service team is the quality of the service itself. If customers aren’t happy with the service that they are receiving, they won’t be receptive to any sales efforts through that funnel. However, high-quality customer service can improve customer satisfaction and result in more sales.

Two-thirds of consumers would be willing to spend more with a company – 13% more, on average – following an excellent customer service experience (The 2012 American Express Global Customer Service Barometer).
 
A properly trained customer service team can not only keep the customers coming back; they can also help customers find the products and services they need, and increase the lifetime value of each customer through thoughtful, personalized upselling techniques.

Thursday, March 28, 2013

Recognize the 4 Personality Types to Improve Sales

Improve Sales and Customer Satisfaction by Selling to Their Personalities

by Terry Stidham

You or your reps. are good at identifying and finding prospects, making initial contacts, performing a needs analysis, developing solutions, giving presentations, handling objections and closing sales.

Most likely there can be some dramatic improvements on close rates and customer satisfaction by identifying and addressing the different personalities that are encountered.

We all know that people like to buy from people that are like them or understands them.

No one person is ever totally one personality type. We are all mixtures. People operate primarily in one of 4 types.


4 Personality Types and the Associated Characteristics:
Analytical:
  • Likes facts and detail
  • Money and numbers oriented
  • Wants to know "bottom-line"
  • Works best independently
  • Very neat and organized
  • Stickler for timeliness
  • Not much of a risk taker
Driver:
  • Gets right to the point
  • Limited on time
  • Always busy
  • Wants immediate results
  • Risk taker
  • Likes multiple choices
  • Needs to have the power
  • Works best independently
  • Focuses on positives 
Amiable:
  • Likes to build relationships
  • Friendly and likable
  • Traditional attitudes
  • Not a risk taker
  • Needs support of other people
  • Makes careful decisions
  • Somewhat "wishy-washy"
  • Less time-oriented
Expressive:
  • Dreamer
  • Uses hunches to make decisions
  • Needs to be with people
  • Makes quick decisions
  • Likes to plan
  • Takes risks
  • Focuses on generalities
  • Less time-oriented
How can you identify these personalities on a sales call?
Analytical & Amiable:
  • Ask a lot of questions
  • Speak softly
  • Move slowly
  • Not much direct eye contact
  • Leans back in chair
  • No hand gestures
  • Patient
  • Cooperative
  • Calm
Driver & Expressive:
  • Tell you things
  • Speak loudly
  • Fast movements
  • Direct eye contact
  • Lean toward you
  • Animated hand gestures
  • Impatient
  • Competitive
  • Excitable
  • Enthusiastic
  • Outwardly positive
Analyticals and Drivers are less responsive so you will notice:
  • Serious attitude
  • Very few facial expressions
  • Formal approach
  • Heavy time-orientation
  • Will not touch you
  • No chit-chat
  • Direct conversation
  • Rigid, calculated movements
Amiables and Expressives tend to be more responsive, so you will notice:
  • More personal questions
  • Warm, friendly approach
  • Animated expressions
  • Changes in tone and pitch
  • Will try to build close relationship
  • May touch you
  • Chatty
  • Many hand gestures
  • Fluid movements
Begin studying the people in your life to determine their personality type. Take notes and compare them to the characteristics listed.
 
Working with each personality type:
Analytical:
  • Let them feel they are right
  • Give them facts first
  • Stress rational, logical reasons for buying
  • Observe time constraints
  • Compliment them regularly
  • Give quick, precise answers
  • Use a direct close
Driver:
  • Dress professionally
  • Get right to the point
  • Do not waste time
  • Stress quick results
  • Ask questions to force attention
  • Change voice inflection to maintain interest
  • Put everything in writing
  • Let them feel they are in control
  • Summarize key benefits before closing
  • Use 2 or 3 option close
Amiable:
  • Be friendly and build rapport quickly
  • Don't rush into the presentation
  • Don't pressure them
  • Allow for plenty of time for conversation
  • Stress emotional benefits
  • Reassure them regularly
  • Allow them to include others in decisions
  • Give them one positive choice
  • Help them make the decision
Expressive:
  • Present the "big picture"
  • Use emotional benefits
  • Show them proofs -- testimonials, articles, etc.
  • Recognize them as being important
  • Put details in writing and explain carefully
  • Use a direct close and reassure them of their decision
Recognizing personality types and being capable of working with them at their level will improve results dramatically and make selling more enjoyable. 


Tuesday, March 26, 2013

Grow With a Strategic Approach to Costs

Prepare for Expansion with a Strategic Approach to Costs 

by Terry Stidham


Many companies are in better financial shape today than they've been in for a long time. Having implemented cost-cutting and austerity programs during the recession, they have relatively healthy balance sheets and sizable reserves of working capital. They have strengthened their ability to weather downturns and improved their productivity in ways that could potentially last for years. All these restructuring actions were required for survival between 2008 and 2011.
 
But as focus shifts from the cost side of the ledger to the revenue side, searching for ways to move beyond cost cutting — entering new markets, commercializing innovative products and services, offering more compelling customer value propositions —  many companies are not strategically and financially prepared. They have not made the hard choices involved in channeling investments to the capabilities that are needed most, and minimizing or eliminating their other expenses.
3 Question Diagnostic to Tell if Your Company is Ready for Growth? 
  1. Do you have clear priorities, focused on strategic growth, that drive your investments?
  2. Do your costs line up with those priorities? In other words, do you deploy your resources toward them efficiently and effectively?
  3. Is your organization set up to enable you to achieve those priorities?
The easiest way to answer these questions is to imagine the opposite. 
If you do not have clear growth priorities, there are several warning signs. 
  • You have so many initiatives that you can’t name them all. 
  • Your executives go to multiple meetings on unrelated topics every day. Asked to name the most important capabilities your company has (the things it does well) or how they relate to your strategic objectives, different leaders give different answers. 
  • Your best people are working on so many programs and projects, they are burning out. 
  • Meanwhile, you are under-investing in some areas — which might include parts of R&D, market development, sales force effectiveness and customer experience — where you could potentially build a distinctive edge against your competitors.
If your costs are not deployed appropriately, that’s also painfully apparentespecially in the amount you spend on non-essentials.  
  • Staffing levels in different parts of the organization are out of sync; for instance, you might have twice as many finance people counting the money as salespeople bringing it in. 
  • Your highest-priority initiatives falter because their investments do not get sufficient attention, while legacy programs with very little impact continue to be funded. 
  • Every function pursues an agenda of professional excellence, striving to be “best in class,” no matter what the cost. 
  • Each department’s annual budget is calculated as “last year’s, plus 3 percent.” 
  • Every once in a while, in moments of high pressure, you institute across-the-board cost-cutting programs that force the businesses to temporarily reduce overhead, but everyone knows that it won’t make any long-term difference.
If you don't have a well-designed organization, that will become evident.
Multiple layers of management creates a disconnect between top business priorities and the actual work that gets done.
  • You are not nimble enough to move quickly, or aligned enough to work in harmony. 
  • It takes a week to get a sales quote approved, while your competition wins the business. 
  • Information is not readily available to the people who need it. 
  • Managers oversee fewer than four employees, on average, and get far too involved in their subordinates’ work. 
  • Incentives (such as bonuses and rankings) motivate people in ways that actually undermine the behaviors needed to achieve the company’s stated growth priorities — for instance, people put internal reports ahead of customer responsiveness. 
  • You have “shadow” HR, finance, and IT staffs popping up in places outside your shared-services organization. 
Since most suggestions are rejected, people become afraid to take calculated risks — and that derails the most innovative growth- or savings-oriented ideas. 

Increase Flexibility
Taking a balanced, broad-based approach to cost cutting requires business to develop an operating model that is not only cost efficient, but one which can respond quickly to unforeseen changes in the market such as further deterioration or an upward trend. Companies will have no choice but to industrialize their operations in order to combine low costs with high flexibility. Companies should consider outsourcing repetitive, non core functions that do not provide real differentiation to customers.

Build Execution Capabilities
Determining the right changes to make and having the courage to move ahead with these changes in today’s challenging environment certainly will not be easy. However, effective execution is even more difficult. Common challenges in executing cost- reduction strategies include: breaking down silos between business units, changing management culture and attitudes, executing at speed without disrupting business as usual and freeing up sufficient investment capital to tackle structural cost reductions with longer paybacks. Businesses can increase their chances of success by gaining executive buy-in up front, developing clear financial objectives, creating a transparent cost baseline, incorporating cost/benefit reporting into the financial planning process and clearly aligning cost-reduction efforts with existing investment portfolios.

Get Started
Companies that pursued traditional cost-reduction programs achieved cost benefits. In the long run, they will be unable to sustain those cost reductions and will find themselves at a competitive disadvantage.

Maintaining a longer-term focus while undergoing cost-cutting efforts is the right path to take—but it requires discipline, commitment and courage.

The actions companies take now to optimize their cost base and enhance their capacity to respond quickly and effectively to market change will shape their ability to achieve high performance in the future.

Sunday, March 24, 2013

Post Sale Win-Loss Interview


Why Did You Win or Lose the Sale?  If You Don't Know Then Ask

by Terry Stidham



The answers are rarely as obvious as you or your sales team might think.

You can glean a lot of information from interviewing prospects who were part of the sales process.

This is known as a win-loss analysis.
Benefits of Win-Loss Interview

  • Enables you to improve sales cycle understanding and incorporate changes to improve closing ratios. 
  • Helps you understand your market and the performance of your organization. When prospects evaluate your product, they encounter many parts of your organization and its processes. While the outcome of the sale is important, you can gain valuable knowledge from both wins and losses.
  • Creates goodwill among both wins and losses for your efforts to improve your product and it’s sales process,
  • Provides you with insights on how your sales process works and how your product/service stood up to your competitors.
  • Win-loss interviews offer a powerful way to understand your strengths and weaknesses in the eyes of the market.
Win-loss analysis does not replace the need to understand the market problems you solve, but it helps your organization to understand how you are being presented to a potential buyer. 
What can be learned?

Win-loss interviews can help you uncover answers to the following questions and afford valuable information to your organization:

  • How important are specific aspects of your offerings?
  • Are you reaching the right types of buyers?
  • What obstacles are preventing you from selling your products?
  • What features are you missing that lead to lost business?
  • What are you doing well that can be repeated?
  • Which marketing messages do your prospects respond to?
  • What will help your buyers to purchase from you more easily?
  • Does your pricing match what your buyers are willing to pay?
What to ask?
If possible, conduct a win-loss analysis for every attempted sale of your product/service. Use the following list when interviewing prospects (you may choose to add your own questions):
  • What led you to choose our company or another company?
  • What is your opinion of my company and our product/service?
  • How did our company compare to the competition?
  • What was the key deciding factor in your purchasing decision?
  • Were your issues resolved?
  • What collateral and sales tools were involved?
  • What elements were missing during the buying process?
  • Which product features did you like the most? What features were missing?
  • What is will you be looking to purchase next that might be able to provide?
Interview Guidelines
The following guidelines will help you to conduct successful win-loss interviews.
  • Do it soon after the decision: Schedule the interview within the month of the purchase decision.
  • Motivate them to help you: Many prospects will agree to speak with you. However, if they seem hesitant to do so, find some way to motivate them (e.g., offer to donate to their favorite charity).
  • Keep it short: Limit your call to 30 minutes so that you do not monopolize the interviewee’s time.
  • Do not sell: Avoid dealing with any potential objections in an attempt to save the deal. It will put your interviewee in a defensive position, and this may negatively affect your data.
  • Position it as a learning experience: Your prospect will want to know why you are asking these questions. Explain that your purpose is to learn and improve.
  • Go off script if necessary: If your interviewee shares something interesting, feel free to go off script. Ask more about the issue, and let them explain their thoughts. There is no right or wrong answer to these questions. Your goal is to learn how they perceived the process and your product or service. The more you learn, the better.
What to do with results?
Share the results of your findings with your team. There are many people in your organization that can benefit from this information. For example, your team can identify how your product is positioned, make your marketing message more salient and learn what your prospects like and dislike about your product.

Win-loss analysis is a powerful tool for looking back at your performance and learning how to improve.

Wednesday, March 20, 2013

Sales Evolution Over the Last 60 Years

Overcome Sales Resistance - Move into a Collaborative Selling Mode

by Terry Stidham

Sales have evolved through five generations over the last 60 years.

They can be classified as the 5 C's of Selling

1. Cronyism
- also known as the "Good Ol' Boy Network". The first era of selling, prevalent in the industrial boom following World War II. In this approach, the sales person was essentially your buddy; that is, someone whom you got to know well and liked. The sales person would drop by every so often and take your order. Times were good and there was very little differentiation of product or focus on deeper buyer needs.

2. Commodity Selling - The second era of selling took hold from the 1950’s until mid 1960's where sales people basically sold on price. Again, there was little product differentiation, which resulted in discounting and price wars. Sales people typically dislike this approach as there is always pressure to cut the margins to increase sales.

3. Content Selling - This era of selling was the first to involve a strategic differentiation of one product from another. Starting in the 1960's through to the 1980's, professional marketers, with the help of advertising agencies, were now able to create brand awareness and customer knowledge as to why one product was superior to another. The goal was to educate buyers on the "features and benefits" of a specific product, and thereby increase sales by generating excitement in purchasing these features and benefits.

Content selling enabled sales people to move away from a commodity approach based on lowest price to being able to charge a higher price (with greater margins) due to brand awareness and buyer sophistication.

Although this era marks the start of "professional selling", the flaw with a features and benefits approach is that it did not take into account the unique and differing needs of customers. In effect, this approach was product-centric versus customer-centric. Although content selling raised the likelihood of increased sales with some customers, it did not maximize success with all customers. Hence the evolution to the fourth era of selling...

4. Consultative Selling - Over the past 20 years, consultative selling has been very much in vogue. By the 1980's, organizations realized the problem with content selling ("features and benefits") was that you may be providing a benefit that the customer doesn't value, and missing a benefit that the customer does want.
In consultative selling, the initial focus is on first understanding the deeper needs and buying motives of the customer and then ensuring your product fits with these needs and motives. Given that customers value different things, this approach requires some product diversity but also presents greater upside on the sales front.

However, even consultative selling has a drawback, which is particularly apparent in these tough economic times. That is, when the entire focus is on meeting the needs of the customer, that negates the very real needs of the supplying organization, especially when the business climate is hurting. In other words, notwithstanding the critical importance of the customer, if those needs are the only ones that matter, then some excellent selling organizations may be pushed out of business - and that indirectly hurts the customer that has benefited from this solid customer-supplier relationship.

This brings us to what we see as the dawn of a fifth era in selling - Collaborative Selling.

5. Collaborative Selling - In a collaborative selling approach, there is a partnering mentality between customer and supplier. Both organizations realize that their longer term success is predicated on both of them staying in business - and this means that supplier needs matter too.

We are currently in a well documented economic climate of restraint and cutbacks. Sales volumes are down in almost all industries. This means that many suppliers will find their revenues decreased and be required to make some tough business decisions to survive.

This is where the buying organization's role takes precedent. The buyer may be able to partner on matters that would typically be the sole responsibility of the seller. We are not suggesting that the buyer take a reduction in quality or service; that wouldn't make sense. But there may be some opportunities where the buyer can be flexible in order to help the seller survive. This could include some flexibility on payment terms, inventory levels, and other items that help the overall bottom line of the seller, without significantly impacting the business of the buyer.

In effect, in collaborative selling, both buyer and seller become customers to each other. This approach has three (3) primary goals for both organizations:
  1. Minimize short-term risk
  2. Maximize long term gain
  3. Create value by partnering with each other
Creating value is recognizing the natural synergies that already exist and jointly seeking new ways to be innovative and proactive in adding to each partner’s business success.

How and When to Move into Collaborative Selling Mode

We realize that not all customers want to be partners. In fact, for many customers, the current focus on consultative selling (with a focus solely on their needs) works just fine. For these customers, the sales person should continue to do what’s been working well to increase sales - no need to change a winning game!

There are in fact three ingredients that cause both buyer and seller to want to move from a consultative to a collaborative mode, including:
  1. The two organizations (buyer, seller) already have a successful and trusting business relationship.
  2. Each organization needs the other organization to succeed in order for it to succeed.
  3. There is some element of risk threatening the welfare of one organization that potentially could cause harm to both.
When these three conditions are present, it is in the best interests of both organizations to partner with each other. Given their already trusting relationship, it should be relatively easy for the sales person to articulate the needs for flexibility and joint problem solving on matters that were traditionally the sole concern of one organization, but not both.

It is also worth pointing out that the "tables can turn", so partnering can have reciprocal benefits to both organizations. That is, whereas one organization may be struggling today; the other may be struggling tomorrow. Working in a collaborative way builds a spirit of reciprocity that can help both partners as business cycles ebb and flow.

Ramifications to Your Sales Success

Our hope is this article presents the differing approaches to selling and gives you insights as to ways you can increase your sales success.

Start with self awareness - what type of sales person are you? Are you still sticking to the old ways of “you scratch my back and I’ll scratch yours” (cronyism)? Are you engaging in price cutting to secure business but significantly hurting your livelihood in the process? Are you still pushing the features and benefits of your products even though these are not compatible with the deeper buying motives of your customers and prospects?

Hopefully, you are mostly engaged at a higher level of professional selling in being consultative with your clients. But don’t stop there. This article gives you suggestions on how to further raise the bar with some key clients and thereby significantly reduce the business risk inherent in today's precarious economic climate.

Collaborative selling makes sense, especially when conveyed in a manner that helps both parties over the longer term. By partnering with the seller, the buyer receives greater benefits since the business relationship is maintained and the opportunity to create value now exists. This will add to the bottom line of both organizations. Find ways to make the business case for your customers to partner with you, and then move into the new era of selling - that is, be collaborative.

Monday, March 18, 2013

Sales Playbook

Sales Playbook

by Terry Stidham


You wouldn't send your football team into a game without a defined play, would you?

The same standard exists for your sales organization. If you are responsible for leading a sales team that is to be skilled in hunting down leads, tracking them, closing deals, and maintaining client satisfaction, you probably know the importance of using a streamlined process and a consistent message for internal and external purposes.

What is a sales playbook and why is it important? Sales playbooks are the synthesis of sales process, best practices, the sales tools used and the tactical steps that should be adhered to as part of an effective sales engagement. Think of it as a blueprint for sales success, which allows for creative tailoring based on situational needs but the core underpinnings should remain consistent. Without a step-by-step process and clearly-defined value propositions/messaging, your team (no matter how skilled) will likely falter, missing crucial steps in the sale and ultimately losing deals that could easily be won if handled correctly.

A playbook is an in-depth manual outlining each stage of the sale, and all aspects of:
·        WHAT you sell
·        WHO you sell to
·        HOW you sell it…play-by-play
By interviewing a good cross section of your top performing sales reps as well as your bottom performing sales reps, you can develop a better understanding of what is working well in your sales engagements, what isn’t working well and why. Combining that with general best practices allows you to craft a road map for sales success, also known as a sales playbook.

In many cases, it is just as important to incorporate what you should not do as sales rep in to a sales playbook as what you should do. That could include many things like whom you should be engaged with and selling to as opposed to whom you shouldn’t be selling to or investing time with.

What sales tools should you use and when in the sales process? How do you orchestrate the sales process to build to a crescendo and the optimal outcome? What resources should you leverage and when in the sales process?

Sales playbooks should include properly setting expectations and managing them with the prospective customer, also known as earning the right to the next step in the sales process and ultimately earning their business.

Sales playbooks should always include a go/no go stage at the end of each step in the sales process along with criteria that assist in making informed decisions about whether to continue to invest your company’s resources in the opportunity. Many sales reps fail to walk away from a sales opportunity even though the odds for success are slim or if it’s simply not a good deal to win.

Strategic sales reps always are assessing whether to continue investing their resources or not-qualifying is ongoing not a discrete step at the very beginning of the sales process. The discovery stage of developing a sales playbook is always enlightening in terms of what is really happening in the field; good, bad and indifferent. It also highlights sales tools, process steps and refinements in the sales process that are needed to sell more effectively.  

When combined with a strong sales process, your team can use these deliverables to effectively close more sales. Map your sales process and playbook to your CRM system of choice to easily track where each sales person is in their sales and accounts. This gives peace of mind to upper management, and also allows all members of the sales team to be on the same page with their counterparts.

In addition to being a valuable selling resource, a playbook also helps management weed out top sellers from underdogs who aren’t pulling their weight. Here’s how: Once trained on a playbook, each member of your team should be able to articulate your value proposition and business benefits through call scripts, elevator pitches, executive presentations, and more. Those who can’t do this, or those who don’t feel the need to use the playbook, are likely the team members that are keeping you from greater success and revenue. Lastly, it’s something that should be revisited and updated every 6 months as the market evolves and demands improvements in the way that you sell.

Just like any other team, your sales force needs a playbook to understand the game, define best strategies, and develop tactics for greater success. Start outlining the best plays for your team, and best to you on a winning season!

Monday, March 4, 2013

Customer Segmentation - Absolutely Essential in a Commercial Excellence Initiative for Increased Profitability

Customer Segmentation

by Terry Stidham

Last week 2013 Richard Verity, Amit Gautam, Ralph Maenen, Otto Waterlander at Booz & Company published a white paper, Commercial Excellence Programs: A Way for B2B Companies to Pursue Growth in Hard Times discussing how B2B companies are using commercial excellence to grow their top and bottom lines after having cut their expenses as deeply as possible in recent years, and with no signs of rebounding growth in their markets.  

They point out that commercial excellence, as an approach that imposes discipline on a company’s pricing decisions and aligns its service offerings with its customers’ needs can quickly improve margins in designated regions, on select products, and on key accounts, and support an overall rise in corporate profitability…A company embarking on a commercial excellence initiative must develop expertise in more than a half-dozen disciplines that touch customers and its operating model. The most important disciplines are margin diagnostics, pricing and customer segmentation.

Since this blog focuses on Sales, Marketing and Business Development I will stay with Customer Segmentation. Customer segmentation is the subdivision of a market into discrete customer groups that share similar characteristics. It enables businesses to:
  • Identify unmet customer needs
  • Outperform the competition by developing uniquely appealing products/services
  • Tailor offering to segments that are most profitable and serve them with distinct competitive advantages
  • Position best resources on best accounts
  • Extract maximum value from both high- and low-profit customers
  • Over invest on high potential account and lower the CAC (Customer Acquisition Cost) on lower segments
  • Allocate resources to product development, marketing, service and delivery programs

Methodology - Customer Segmentation requires businesses to:
  • Divide the market into meaningful and measurable segment according to customers' needs, behaviors or their demographic profiles
  • Determine the profit potential of each segment by analyzing the revenue and cost impacts of serving each segment
  • Target segments according to their profit potential and the company's ability to serve them in a proprietary way
  • Invest resources to tailor product, service, marketing and distribution programs to match the needs of each target segment
  • Segment and adjust the segmentation approach over time as market conditions change decision making through the organization
Common Uses - Companies can use Customer Segmentation to:
  • Prioritize new product development efforts
  • Develop customized marketing programs
  • Choose specific product features
  • Establish appropriate service options
  • Design an optimal distribution strategy
  • Determine appropriate product pricing
Booz & Company says, “Business-to-business (B2B) firms’ financial results have rebounded since the crisis of 2008, but not because of a return of top-line growth. Instead, what has helped those in B2B report better earnings is a renewed focus on costs, along with a concerted effort to manage their supply chains to better align with uncertain demand. The difference between bottom- and top-line performance in recent years has been unmistakable: Companies in the S&P 500 had a cumulative 17 percent jump in EBITDA from 2009 to 2011, but only an 8 percent increase in revenue.
Most companies turn to inorganic growth when they can’t grow organically, but that has not been the case in recent years. In the chemicals industry, for example, acquisitions in 2012 amounted to only $67 billion, less than half of the value for 2007. An extensive study of M&A transactions between 1995 and 2010 showed that acquisitions don’t necessarily add value—the EBITDA multiples of the 767 acquirers during that period barely budged from two years before they completed their deals to two years afterward. Chief executives may not have these statistics at their fingertips, but a lot of them sense the limits of M&A as a solution.
What to do?
Some corporations are turning to commercial excellence as a new means of creating value. Commercial excellence is a state in which companies have such a clear understanding of different customers’ needs and profitability that they are able to achieve top- and bottom-line improvements without necessarily changing products or adding customers...
...Commercial excellence typically involves eight disciplines that gain power to the extent that they draw on, and reinforce, one another. For example...sales force effectiveness draws on other parts of the commercial excellence system to improve the quality of customer interactions—a front line activity critical to every company’s success.
Not all of the disciplines required for commercial excellence are equally important, of course. For every B2B company, however, three stand out as clear priorities:
  1. Margin Diagnostics
  2. Customer Segmentation
  3. Pricing

Without developing excellence in these three areas, it will be impossible for most companies to realize the potential of a commercial excellence initiative. These three areas generate the largest returns in the shortest amount of time.”
Customer segmentation can be important in both B2B and business-to-consumer (B2C) settings and is absolutely essential in a commercial excellence initiative—it gives form to all of a company’s customer-facing activities. For this reason, companies must avoid the many bad practices that undermine the effectiveness of segmentation and weaken the result­ing insights.
The most common pitfall is segmenting at too high a level— for instance, at the level of the manufactured end product or end markets. Suppose an agricultural seed company groups all of its customers that grow corn for food into one segment (“premium”), and all of its customers that grow corn for ethanol into another segment (“commodity”). There is some value in grouping customers like this—the external opportunities and obstacles of customers in the same end markets tend to be similar—but it is not the type of segmentation that provides the best intelligence on how to serve the customer. And it can lead to waste and inefficiency if a segmentation that is too loose means superficially alike customers get the same level of service...In that case, B2B companies may set up delivery and support mechanisms that overcharge customers that simply want the basics, while undeserving their most demanding customers.
The best kind of segmentation to start with is usually one based on service needs. A segmentation of this sort, for instance, allows companies to define distinct and standard ser­vice packages for groups of custom­ers with similar needs. In practice it may not make sense to create too many service clusters. But most B2B companies do offer multiple levels of service—from basic service for customers seeking the most cost-effective transactions, all the way up to premium service for customers that need a high level of responsive­ness (rush deliveries and flexibility on volumes, for instance) and are willing to pay for it. There’s a spec­trum of possibilities that grows out of a segmentation based on service needs, and companies need to figure out how to address those needs.
Determining the right questions to ask, in order to segment customers according to their service needs, can be tricky. While customer questionnaires typically focus on top-of-mind requirements including price, safety, and on-time delivery, these are qualifiers (things that allow companies to compete for business) rather than differentiators (things that position companies to win the business). Indeed, there are usually second-order needs—for example, customer intimacy, technical support, and a flexible supply chain—that determine who gets the order.
Grouping companies by their needs along two axes provides a useful segmentation…four is usually the right number of customer segments for B2B companies. Fewer, and the company drifts closer to one-size-fits-all simplification. More, and the company risks becoming entangled in unhelpful complexity. It is not unthinkable that a B2B company would have more than four customer segments, but any company that does should make sure it can justify the added complexity.
Although service needs are the most important input in doing segmenta­tion, two other inputs should be used to supplement the analysis. One is size, meaning the amount of revenue or net gross margin the customer produces. A size-based segmentation might cluster customers into quar­tiles. A segmentation based on size alone would be dangerous, because it measures only how the company sees the customer—not the other way around. It’s also by definition backward-looking, meaning it can leave a company unsure of what to do next. On the other hand, paired with a service-based segmentation, one based on size can be valuable in determining what premium to charge over and above the baseline price...
A third segmentation component is supply of product. It might seem that a product segmentation should be done independently of a customer segmentation—and it should, except insofar as it influences what the supply chain must do to deliver on the overall service package. In fact, companies should separate their products or SKUs into three groups: the ever-present “runners,” the less frequent but still common “repeat­ers,” and the truly unusual, low-volume “strangers.”
With these three inputs, this approach to segmentation (with customer needs leading) releases the supplier from the one-size-fits-all straitjacket. Suitable behav­iors follow, beginning with sales but driving deep into scheduling, logistics, and manufacturing. This alignment with a customer’s needs positions the supplier to achieve— and be rewarded for—commercial excellence."
CONCLUSION: THE POTENTIAL FOR A FAST PAYBACK
"The last few years have been tough for many B2B businesses. Their end markets have been flat and their cash flows weak, and after several years of aggressive cost containment, their options for continued profit gains through cost reduction are limited. But they can still derive significant value through commercial excellence.
Companies beginning commercial excellence initiatives should take a holistic approach, rather than pursue piecemeal change. That said, they would be well advised to focus first on the three interlocking commercial dis­ciplines that form the basis of future improvements. Margin diagnostics gives management confidence that commercial processes are under con­trol. Customer segmentation ensures that the company is aligning its various activities with customer needs to achieve a pricing premium. The premium, in turn, depends on strong capabilities in the area of pricing.
Building these three disciplines requires commitment from an organization, and can benefit from a high-level champion. But such a commitment can pay off handsomely. We have seen commercial excellence programs add 3 to 5 percentage points to profit margins within six months. It’s easy to create the business case for that.”

Friday, March 1, 2013

Building Blog Traffic - Best Practices

21 Tactics to Increase Blog Traffic

By Terry Stidham


This blog is designed for Heads of Sales, Marketing, and Business Development along with Producers that are looking to be or to stay ahead of the competition. This blog will guest host top thought leaders from time to time. I will share stories and insights as to what works and is leading to increased productivity. The blog will aggregate best practices, leading sales and business development blogs, and relevant news stories. Some of what we will be looking at will be a review of basic fundamentals that are still very relevant today.

There is no better way to start off a new blog than an in depth look at how to build and increase blog traffic. In January, Rand Fishkin at SEOMOZ updated a piece called  21 Tactics to Increase Blog Traffic . It is so good that I am repeating it with his permission. I will be applying many of these principals and welcome your participation and input to make this new B2B blog a valuable tool that we can all use.
It's easy to build a blog, but hard to build a successful blog with significant traffic. Over the years, we've grown the Moz blog to nearly a million visits each month and helped lots of other blogs, too. I launched a personal blog late last year and was amazed to see how quickly it gained thousands of visits to each post. There's an art to increasing a blog's traffic, and given that we seem to have stumbled on some of that knowledge, I felt it compulsory to give back by sharing what we've observed.

NOTE: This post replaces a popular one I wrote on the same topic in 2007. This post is intended to be useful to all forms of bloggers - independent folks, those seeking to monetize, and marketing professionals working an in-house blog from tiny startups to huge companies. Not all of the tactics will work for everyone, but at least some of these should be applicable and useful.

#1 - Target Your Content to an Audience Likely to Share

When strategizing about who you're writing for, consider that audience's ability to help spread the word. Some readers will naturally be more or less active in evangelizing the work you do, but particular communities, topics, writing styles and content types regularly play better than others on the web. For example, great infographics that strike a chord (like this one), beautiful videos that tell a story (like this one) and remarkable collections of facts that challenge common assumptions (like this one) are all targeted at audiences likely to share (geeks with facial hair, those interested in weight loss and those with political thoughts about macroeconomics respectively).


If you can identify groups that have high concentrations of the blue and orange circles in the diagram above, you dramatically improve the chances of reaching larger audiences and growing your traffic numbers. Targeting blog content at less-share-likely groups may not be a terrible decision (particularly if that's where you passion or your target audience lies), but it will decrease the propensity for your blog's work to spread like wildfire across the web.

#2 - Participate in the Communities Where Your Audience Already Gathers

Advertisers on Madison Avenue have spent billions researching and determining where consumers with various characteristics gather and what they spend their time doing so they can better target their messages. They do it because reaching a group of 65+ year old women with commercials for extreme sports equipment is known to be a waste of money, while reaching an 18-30 year old male demographic that attends rock-climbing gyms is likely to have a much higher ROI.

Thankfully, you don't need to spend a dime to figure out where a large portion of your audience can be found on the web. In fact, you probably already know a few blogs, forums, websites and social media communities where discussions and content are being posted on your topic (and if you don't a Google search will take you much of the way). From that list, you can do some easy expansion using a web-based tool like DoubleClick's Ad Planner:

Once you've determined the communities where your soon-to-be-readers gather, you can start participating. Create an account, read what others have written and don't jump in the conversation until you've got a good feel for what's appropriate and what's not. I've written a post here about rules for comment marketing, and all of them apply. Be a good web citizen and you'll be rewarded with traffic, trust and fans. Link-drop, spam or troll and you'll get a quick boot, or worse, a reputation as a blogger no one wants to associate with.

#3 - Make Your Blog's Content SEO-Friendly

Search engines are a massive opportunity for traffic, yet many bloggers ignore this channel for a variety of reasons that usually have more to do with fear and misunderstanding than true problems. As I've written before, "SEO, when done right, should never interfere with great writing." In 2011, Google received over 3 billion daily searches from around the world, and that number is only growing:

sources: Comscore + Google
Taking advantage of this massive traffic opportunity is of tremendous value to bloggers, who often find that much of the business side of blogging, from inquiries for advertising to guest posting opportunities to press and discovery by major media entities comes via search.

SEO for blogs is both simple and easy to set up, particularly if you're using an SEO-friendly platform like Wordpress, Drupal or Joomla. For more information on how to execute on great SEO for blogs, check out the following resources:
Don't let bad press or poor experiences with spammers (spam is not SEO) taint the amazing power and valuable contributions SEO can make to your blog's traffic and overall success. 20% of the effort and tactics to make your content optimized for search engines will yield 80% of the value possible; embrace it and thousands of visitors seeking exactly what you've posted will be the reward.

#4 - Use Twitter, Facebook and Google+ to Share Your Posts & Find New Connections

Twitter just topped 465 million registered accounts. Facebook has over 850 million active users. Google+ has nearly 100 million. LinkedIn is over 130 million. Together, these networks are attracting vast amounts of time and interest from Internet users around the world, and those that participate on these services fit into the "content distributors" description above, meaning they're likely to help spread the word about your blog.

Leveraging these networks to attract traffic requires patience, study, attention to changes by the social sites and consideration in what content to share and how to do it. My advice is to use the following process:
  • If you haven't already, register a personal account and a brand account at each of the following - Twitter, Facebook, Google+ and LinkedIn (those links will take you directly to the registration pages for brand pages). For example, my friend Dharmesh has a personal account for Twitter and a brand account for OnStartups (one of his blog projects). He also maintains brand pages on Facebook, LinkedIn and Google+.
  • Fill out each of those profiles to the fullest possible extent - use photos, write compelling descriptions and make each one as useful and credible as possible. Research shows that profiles with more information have a significant correlation with more successful accounts (and there's a lot of common sense here, too, given that spammy profiles frequently feature little to no profile work).
  • Connect with users on those sites with whom you already share a personal or professional relationships, and start following industry luminaries, influencers and connectors. Services like FollowerWonk and FindPeopleonPlus can be incredible for this:
  • Start sharing content - your own blog posts, those of peers in your industry who've impressed you and anything that you feel has a chance to go "viral" and earn sharing from others.
  • Interact with the community - use hash tags, searches and those you follow to find interesting conversations and content and jump in! Social networks are amazing environment for building a brand, familiarizing yourself with a topic and the people around it, and earning the trust of others through high quality, authentic participation and sharing.

If you consistently employ a strategy of participation, share great stuff and make a positive, memorable impression on those who see your interactions on these sites, your followers and fans will grow and your ability to drive traffic back to your blog by sharing content will be tremendous. For many bloggers, social media is the single largest source of traffic, particularly in the early months after launch, when SEO is a less consistent driver.

#5 - Install Analytics and Pay Attention to the Results

At the very least, I'd recommend most bloggers install Google Analytics (which is free), and watch to see where visits originate, which sources drive quality traffic and what others might be saying about you and your content when they link over. If you want to get more advanced, check out this post on 18 Steps to Successful Metrics and Marketing.

Here's a screenshot from the analytics of my wife's travel blog, the Everywhereist:
As you can see, there's all sorts of great insights to be gleaned by looking at where visits originate, analyzing how they were earned and trying to repeat the successes, focus on the high quality and high traffic sources and put less effort into marketing paths that may not be effective. In this example, it's pretty clear that Facebook and Twitter are both excellent channels. StumbleUpon sends a lot of traffic, but they don't stay very long (averaging only 36 seconds vs. the general average of 4 minutes!).

Employing analytics is critical to knowing where you're succeeding, and where you have more opportunity. Don't ignore it, or you'll be doomed to never learn from mistakes or execute on potential.

#6 - Add Graphics, Photos and Illustrations (with link-back licensing)

If you're someone who can produce graphics, take photos, illustrate or even just create funny doodles in MS Paint, you should leverage that talent on your blog. By uploading and hosting images (or using a third-party service like Flickr to embed your images with licensing requirements on that site), you create another traffic source for yourself via Image Search, and often massively improve the engagement and enjoyment of your visitors.

When using images, I highly recommend creating a way for others to use them on their own sites legally and with permission, but in such a way that benefits you as the content creator. For example, you could have a consistent notice under your images indicating that re-using is fine, but that those who do should link back to this post. You can also post that as a sidebar link, include it in your terms of use, or note it however you think will get the most adoption.

Some people will use your images without linking back, which sucks. However, you can find them by employing the Image Search function of "similar images," shown below:
Clicking the "similar" link on any given image will show you other images that Google thinks look alike, which can often uncover new sources of traffic. Just reach out and ask if you can get a link, nicely. Much of the time, you'll not only get your link, but make a valuable contact or new friend, too!

#7 - Conduct Keyword Research While Writing Your Posts

Not surprisingly, a big part of showing up in search engines is targeting the terms and phrases your audience are actually typing into a search engine. It's hard to know what these words will be unless you do some research, and luckily, there's a free tool from Google to help called the AdWords Keyword Tool.

Type some words at the top, hit search and AdWords will show you phrases that match the intent and/or terms you've employed. There's lots to play around with here, but watch out in particular for the "match types" options I've highlighted below:

When you choose "exact match" AdWords will show you only the quantity of searches estimated for that precise phrase. If you use broad match, they'll include any search phrases that use related/similar words in a pattern they think could have overlap with your keyword intent (which can get pretty darn broad). "Phrase match" will give you only those phrases that include the word or words in your search - still fairly wide-ranging, but between "exact" and "broad."

When you're writing a blog post, keyword research is best utilized for the title and headline of the post. For example, if I wanted to write a post here on Moz about how to generate good ideas for bloggers, I might craft something that uses the phrase "blog post ideas" or "blogging ideas" near the front of my title and headline, as in "Blog Post Ideas for When You're Truly Stuck," or "Blogging Ideas that Will Help You Clear Writer's Block."

Optimizing a post to target a specific keyword isn't nearly as hard as it sounds. 80% of the value comes from merely using the phrase effectively in the title of the blog post, and writing high quality content about the subject. If you're interested in more, read Perfecting Keyword Targeting and On-Page Optimization (a slightly older resource, but just as relevant today as when it was written).

#8 - Frequently Reference Your Own Posts and Those of Others

The web was not made for static, text-only content! Readers appreciate links, as do other bloggers, site owners and even search engines. When you reference your own material in-context and in a way that's not manipulative (watch out for over-optimizing by linking to a category, post or page every time a phrase is used - this is almost certainly discounted by search engines and looks terrible to those who want to read your posts), you potentially draw visitors to your other content AND give search engines a nice signal about those previous posts.

Perhaps even more valuable is referencing the content of others. The biblical expression "give and ye shall receive," perfectly applies on the web. Other site owners will often receive Google Alerts or look through their incoming referrers (as I showed above in tip #5) to see who's talking about them and what they're saying. Linking out is a direct line to earning links, social mentions, friendly emails and new relationships with those you reference. In its early days, this tactic was one of the best ways we earned recognition and traffic with the SEOmoz blog and the power continues to this day.

#9 - Participate in Social Sharing Communities Like Reddit + StumbleUpon

The major social networking sites aren't alone in their power to send traffic to a blog. Social community sites like Reddit (which now receives more than 2 billion! with a "B"! views each month), StumbleUpon, Pinterest, Tumblr, Care2 (for nonprofits and causes), GoodReads (books), Ravelry (knitting), Newsvine (news/politics) and many, many more (Wikipedia maintains a decent, though not comprehensive list here).

Each of these sites have different rules, formats and ways of participating and sharing content. As with participation in blog or forum communities described above in tactic #2, you need to add value to these communities to see value back. Simply drive-by spamming or leaving your link won't get you very far, and could even cause a backlash. Instead, learn the ropes, engage authentically and you'll find that fans, links and traffic can develop.

These communities are also excellent sources of inspiration for posts on your blog. By observing what performs well and earns recognition, you can tailor your content to meet those guidelines and reap the rewards in visits and awareness. My top recommendation for most bloggers is to at least check whether there's an appropriate subreddit in which you should be participating. Subreddits and their search function can help with that.

#10 - Guest Blog (and Accept the Guest Posts of Others)

When you're first starting out, it can be tough to convince other bloggers to allow you to post on their sites OR have an audience large enough to inspire others to want to contribute to your site. This is when friends and professional connections are critical. When you don't have a compelling marketing message, leverage your relationships - find the folks who know you, like you and trust you and ask those who have blog to let you take a shot at authoring something, then ask them to return the favor.

Guest blogging is a fantastic way to spread your brand to new folks who've never seen your work before, and it can be useful in earning early links and references back to your site, which will drive direct traffic and help your search rankings (diverse, external links are a key part of how search engines rank sites and pages). Several recommendations for those who engage in guest blogging:
  • Find sites that have a relevant audience - it sucks to pour your time into writing a post, only to see it fizzle because the readers weren't interested. Spend a bit more time researching the posts that succeed on your target site, the makeup of the audience, what types of comments they leave and you'll earn a much higher return with each post.
  • Don't be discouraged if you ask and get a "no" or a "no response." As your profile grows in your niche, you'll have more opportunities, requests and an easier time getting a "yes," so don't take early rejections too hard and watch out - in many marketing practices, persistence pays, but pestering a blogger to write for them is not one of these (and may get your email address permanently banned from their inbox).
  • When pitching your guest post make it as easy as possible for the other party. When requesting to post, have a phenomenal piece of writing all set to publish that's never been shared before and give them the ability to read it. These requests get far more "yes" replies than asking for the chance to write with no evidence of what you'll contribute. At the very least, make an outline and write a title + snippet.
  • Likewise, when requesting a contribution, especially from someone with a significant industry profile, asking for a very specific piece of writing is much easier than getting them to write an entire piece from scratch of their own design. You should also present statistics that highlight the value of posting on your site - traffic data, social followers, RSS subscribers, etc. can all be very persuasive to a skeptical writer.
A great tool for frequent guest bloggers is Ann Smarty's MyBlogGuest, which offers the ability to connect writers with those seeking guest contributions (and the reverse).
Twitter, Facebook, LinkedIn and Google+ are also great places to find guest blogging opportunities. In particular, check out the profiles of those you're connected with to see if they run blogs of their own that might be a good fit. Google's Blog Search function and Google Reader's Search are also solid tools for discovery.

#11 - Incorporate Great Design Into Your Site

The power of beautiful, usable, professional design can't be overstated. When readers look at a blog, the first thing they judge is how it "feels" from a design and UX perspective. Sites that use default templates or have horrifying, 1990's design will receive less trust, a lower time-on-page, fewer pages per visit and a lower likelihood of being shared. Those that feature stunning design that clearly indicates quality work will experience the reverse - and reap amazing benefits.

These threads - 1, 2, 3 and 4 - feature some remarkable blog designs for inspiration

If you're looking for a designer to help upgrade the quality of your blog, there's a few resources I recommend:
  • Dribbble - great for finding high quality professional designers
  • Forrst - another excellent design profile community
  • Behance - featuring galleries from a wide range of visual professionals
  • Sortfolio - an awesome tool to ID designers by region, skill and budget
  • 99 Designs - a controversial site that provides designs on spec via contests (I have mixed feelings on this one, but many people find it useful, particularly for budget-conscious projects)
This is one area where budgeting a couple thousand dollars (if you can afford it) or even a few hundred (if you're low on cash) can make a big difference in the traffic, sharing and viral-impact of every post you write.

#12 - Interact on Other Blogs' Comments

As bloggers, we see a lot of comments. Many are spam, only a few add real value, and even fewer are truly fascinating and remarkable. If you can be in this final category consistently, in ways that make a blogger sit up and think "man, I wish that person commented here more often!" you can achieve great things for your own site's visibility through participation in the comments of other blogs.

Combine the tools presented in #10 (particularly Google Reader/Blog Search) and #4 (especially FollowerWonk) for discovery. The feed subscriber counts in Google Reader can be particularly helpful for identifying good blogs for participation. Then apply the principles covered in this post on comment marketing.
Do be conscious of the name you use when commenting and the URL(s) you point back to. Consistency matters, particularly on naming, and linking to internal pages or using a name that's clearly made for keyword-spamming rather than true conversation will kill your efforts before they begin.

#13 - Participate in Q+A Sites

Every day, thousands of people ask questions on the web. Popular services like Yahoo! Answers, Answers.com, Quora, StackExchange, Formspring and more serve those hungry for information whose web searc
hes couldn't track down the responses they needed.

The best strategy I've seen for engaging on Q+A sites isn't to answer every question that comes along, but rather, to strategically provide high value to a Q+A community by engaging in those places where:

The question quality is high, and responses thus far have been thin

The question receives high visibility (either by ranking well for search queries, being featured on the site or getting social traffic/referrals). Most of the Q+A sites will show some stats around the traffic of a question

The question is something you can answer in a way that provides remarkable value to anyone who's curious and drops by

I also find great value in answering a few questions in-depth by producing an actual blog post to tackle them, then linking back. This is also a way I personally find blog post topics - if people are interested in the answer on a Q+A site, chances are good that lots of folks would want to read it on my blog, too!

Just be authentic in your answer, particularly if you're linking. If you'd like to see some examples, I answer a lot of questions at Quora, frequently include relevant links, but am rarely accused of spamming or link dropping because it's clearly about providing relevant value, not just getting a link for SEO (links on most user-contributed sites are "nofollow" anyway, meaning they shouldn't pass search-engine value). There's a dangerous line to walk here, but if you do so with tact and candor, you can earn a great audience from your participation.

#14 - Enable Subscriptions via Feed + Email (and track them!)

If someone drops by your site, has a good experience and thinks "I should come back here and check this out again when they have more posts," chances are pretty high (I'd estimate 90%+) that you'll never see them again. That sucks! It shouldn't be the case, but we have busy lives and the Internet's filled with animated gifs of cats.



In order to pull back some of these would-be fans, I highly recommend creating an RSS feed using Feedburner and putting visible buttons on the sidebar, top or bottom of your blog posts encouraging those who enjoy your content to sign up (either via feed, or via email, both of which are popular options).

If you're using Wordpress, there's some easy plugins for this, too.

Once you've set things up, visit every few weeks and check on your subscribers - are they clicking on posts? If so, which ones? Learning what plays well for those who subscribe to your content can help make you a better blogger, and earn more visits from RSS, too.

#15 - Attend and Host Events

Despite the immense power of the web to connect us all regardless of geography, in-person meetings are still remarkably useful for bloggers seeking to grow their traffic and influence. The people you meet and connect with in real-world settings are far more likely to naturally lead to discussions about your blog and ways you can help each other. This yields guest posts, links, tweets, shares, blogroll inclusion and general business development like nothing else.


I'm a big advocate of Lanyrd, an event directory service that connects with your social networks to see who among your contacts will be at which events in which geographies. This can be phenomenally useful for identifying which meetups, conferences or gatherings are worth attending (and who you can carpool with).

The founder of Lanyrd also contributed this great answer on Quora about other search engines/directories for events (which makes me like them even more).

#16 - Use Your Email Connections (and Signature) to Promote Your Blog

As a blogger, you're likely to be sending a lot of email out to others who use the web and have the power to help spread your work. Make sure you're not ignoring email as a channel, one-to-one though it may be. When given an opportunity in a conversation that's relevant, feel free to bring up your blog, a specific post or a topic you've written about. I find myself using blogging as a way to scalably answer questions - if I receive the same question many times, I'll try to make a blog post that answers it so I can simply link to that in the future.
I also like to use my email signature to promote the content I share online. If I was really sharp, I'd do link tracking using a service like Bit.ly so I could see how many clicks email footers really earn. I suspect it's not high, but it's also not 0.

#17 - Survey Your Readers

Web surveys are easy to run and often produce high engagement and great topics for conversation. If there's a subject or discussion that's particularly contested, or where you suspect showing the distribution of beliefs, usage or opinions can be revealing, check out a tool like SurveyMonkey (they have a small free version) or PollDaddy. Google Docs also offers a survey tool that's totally free, but not yet great in my view.

#18 - Add Value to a Popular Conversation

Numerous niches in the blogosphere have a few "big sites" where key issues arise, get discussed and spawn conversations on other blogs and sites. Getting into the fray can be a great way to present your point-of-view, earn attention from those interested in the discussion and potentially get links and traffic from the industry leaders as part of the process.

You can see me trying this out with Fred Wilson's AVC blog last year (an incredibly popular and well-respected blog in the VC world). Fred wrote a post about Marketing that I disagreed with strongly and publicly and a day later, he wrote a follow-up where he included a graphic I made AND a link to my post.

If you're seeking sources to find these "popular conversations," Alltop, Topsy, Techmeme (in the tech world) and their sister sites MediaGazer, Memeorandum and WeSmirch, as well as PopURLs can all be useful.

#19 - Aggregate the Best of Your Niche

Bloggers, publishers and site owners of every variety in the web world love and hate to be compared and ranked against one another. It incites endless intrigue, discussion, methodology arguments and competitive behavior - but, it's amazing for earning attention. When a blogger publishes a list of "the best X" or "the top X" in their field, most everyone who's ranked highly praises the list, shares it and links to it. Here's an example from the world of marketing itself:.
That's a screenshot of the AdAge Power 150, a list that's been maintained for years in the marketing world and receives an endless amount of discussion by those listed (and not listed). For example, why is SEOmoz's Twitter score only a "13" when we have so many more followers, interactions and retweets than many of those with higher scores? Who knows. But I know it's good for AdAge. :-)

Now, obviously, I would encourage anyone building something like this to be as transparent, accurate and authentic as possible. A high quality resource that lists a "best and brightest" in your niche - be they blogs, Twitter accounts, Facebook pages, individual posts, people, conferences or whatever else you can think to rank - is an excellent piece of content for earning traffic and becoming a known quantity in your field.

Oh, and once you do produce it - make sure to let those featured know they've been listed. Tweeting at them with a link is a good way to do this, but if you have email addresses, by all means, reach out. It can often be the start of a great relationship!

#20 - Connect Your Web Profiles and Content to Your Blog

Many of you likely have profiles on services like YouTube, Slideshare, Yahoo!, DeviantArt and dozens of other social and Web 1.0 sites. You might be uploading content to Flickr, to Facebook, to Picasa or even something more esoteric like Prezi. Whatever you're producing on the web and wherever you're doing it, tie it back to your blog.

Including your blog's link on your actual profile pages is among the most obvious, but it's also incredibly valuable. On any service where interaction takes place, those interested in who you are and what you have to share will follow those links, and if they lead back to your blog, they become opportunities for capturing a loyal visitor or earning a share (or both!). But don't just do this with profiles - do it with content, too! If you've created a video for YouTube, make your blog's URL appear at the start or end of the video. Include it in the description of the video and on the uploading profile's page. If you're sharing photos on any of the dozens of photo services, use a watermark or even just some text with your domain name so interested users can find you.

If you're having trouble finding and updating all those old profiles (or figuring out where you might want to create/share some new ones), KnowEm is a great tool for discovering your own profiles (by searching for your name or pseudonyms you've used) and claiming profiles on sites you may not yet have participated in.

I'd also strongly recommend leveraging Google's relatively new protocol for rel=author. AJ Kohn wrote a great post on how to set it up here, and Yoast has another good one on building it into Wordpress sites. The benefit for bloggers who do build large enough audiences to gain Google's trust is earning your profile photo next to all the content you author - a powerful markup advantage that likely drives extra clicks from the search results and creates great, memorable branding, too.

#21 - Uncover the Links of Your Fellow Bloggers (and Nab 'em!)

If other blogs in your niche have earned references from sites around the web, there's a decent chance that they'll link to you as well. Conducting competitive link research can also show you what content from your competition has performed well and the strategies they may be using to market their work. To uncover these links, you'll need to use some tools.

OpenSiteExplorer is my favorite, but I'm biased (it's made by Moz). However, it is free to use - if you create a registered account here, you can get unlimited use of the tool showing up to 1,000 links per page or site in perpetuity.

There are other good tools for link research as well, including Blekko, Majestic, Ahrefs and, I've heard that in the near-future, SearchMetrics.

Finding a link is great, but it's through the exhaustive research of looking through dozens or hundreds that you can identify patterns and strategies. You're also likely to find a lot of guest blogging opportunities and other chances for outreach. If you maintain a great persona and brand in your niche, your ability to earn these will rise dramatically.

Bonus #22 - Be Consistent and Don't Give Up

If there's one piece of advice I wish I could share with every blogger, it's this:
The above image comes from Everywhereist's analytics. Geraldine could have given up 18 months into her daily blogging. After all, she was putting in 3-5 hours each day writing content, taking photos, visiting sites, coming up with topics, trying to guest blog and grow her Twitter followers and never doing any SEO (don't ask, it's a running joke between us). And then, almost two years after her blog began, and more than 500 posts in, things finally got going. She got some nice guest blogging gigs, had some posts of hers go "hot" in the social sphere, earned mentions on some bigger sites, then got really big press from Time's Best Blogs of 2011.

I'd guess there's hundreds of new bloggers on the web each day who have all the opportunity Geraldine had, but after months (maybe only weeks) of slogging away, they give up.

When I started the SEOmoz blog in 2004, I had some advantages (mostly a good deal of marketing and SEO knowledge), but it was nearly 2 years before the blog could be called anything like a success. Earning traffic isn't rocket science, but it does take time, perseverance and consistency. Don't give up. Stick to your schedule. Remember that everyone has a few posts that suck, and it's only by writing and publishing those sucky posts that you get into the habit necessary to eventually transform your blog into something remarkable.

Good luck and good blogging!