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By Jodie Cook

If you’re running a business that has a website, you need analytics. Knowing how people are finding and engaging with your website is golden information that you can build on. Understanding which pages resonate the most and the least with your target audience and finding new pockets of potential customers can scale a business far faster than anecdotal evidence and trial and error.

Julian Juenemann knows about Google Analytics, one of the most popular web analytics tools. He learned about digital marketing through various startups he cofounded, and quickly became fascinated by a data-driven world. Launching JJAnalytics in 2013 saw him helping other business adopt his methods, to grow their businesses to new heights. He has since launched the MeasureSchool YouTube channel to teach this way of marketing to others. With over 150,000 subscribers, it’s become the leading source for marketers to learn data-driven analysis.

The new update of Google Analytics, GA4, has created exiting potential for entrepreneurs to improve how well their website converts and, therefore, the profitability of their business. Juenemann shares how the data can be applied to grow your business.

1. Visualize your funnel with GA4

“A funnel is a series of pages or actions your user takes to reach your goal,” explained Juenemann. “Not everyone will enter or even complete all steps.” With GA4 it’s possible to visualize your funnel and gain insights to improve it. Having an understanding of how customers are progressing through your site and converting to sale is valuable information to see laid out.

“In the Exploration section of GA4, select to create a new funnel exploration report,” instructed Juenemann. He explained that a pre-configured report will show by default, but “the magic lies in customizing it.” Customize your report by changing the steps on the left-hand side. Select the pages you want users to go through, to reach the desired conversion. For example, downloading your ebook, visiting a series of checkout pages, or reading a product page before putting it in the cart.

Once you have selected the steps of your funnel, it’s time to study it.

2. Understand and reduce drop off to increase sales

Before figuring out how to improve your funnel, it’s important to understand drop off. No website in the world has a 100% conversion rate because, “not every user will end up buying your product or submitting your form.” With the funnel visualization you have just created, you can now see the percentage of your website users that are dropping off on each step and understand which steps need improving.

GA4 portrays your funnel as a series of blue bars, each of which represent people who have visited that page. “Underneath each blue bar, you can see the percentage of users that dropped off on that step.” From here you can understand your most significant drop-off pages. This should involve looking at the page yourself and perhaps getting a second opinion from someone in your target audience, then reworking the page or making small tweaks. Edit the copy, add an explainer video, refresh the colour palette or add some images or diagrams that better explain a concept.

Improving your funnel’s pages will help more users travel through to sale. A tiny percentage improvement at each stage will make a dramatic difference to your overall conversion rate.

3. Retarget abandoned users

By now, you have identified which group of users haven’t progressed through your funnel to the end, and figured out where they are dropping off. You have your plan to improve your conversions. Next, it’s time to retarget those users who did drop off to entice them back in.

“GA4 has a great way of bringing abandoned users back to your site, made possible by the connection to Google Ads.” Connect the dots as follows. “Right click on the abandonment number and you’ll see an option to create a segment from these users.” A segment is a portion of people you can group together. “In the menu that opens next, you can mark this segment of people who dropped off as an audience.” Next, connect your Google Ads account to GA4 (if it’s not already) and upload this audience to your advertising account.

You can now set up a remarketing campaign to show ads to these people, meaning you have another chance to get them back.

4. Figure out where users come from

Getting in the heads of your website’s users means understanding where they have come from. GA4 tells you this information, so you can work out which traffic channels you should optimize or turn off. For example, if you’re spending to advertise on a certain website but not seeing the traffic, that budget might be spent elsewhere. Similarly, if you’re seeing a high proportion of traffic from Instagram or TikTok, you want to make sure your website matches the visual, short-form layout of those platforms.

“In the Breakdown section of your funnel exploration report created in the first step, add the user’s session medium.” Once you have done this, the table underneath will populate with the traffic sources by which your users entered your funnel. “This data is broken down by the different steps they took and gives you information about how different user groups find you.”

Knowing where users come from brings insight into what they expect to find when they arrive, so you can make sure they see what they want.

5. Improve your funnel

“Making any kind of changes to your funnel will impact the data,” said Juenemann. “An improved site layout might lead to more people entering step two of your funnel from step one.” Keeping a log of the changes you make will enable you to see which have likely been effective and which perhaps had the opposite effect.

“In order to see the effect of your changes in GA4, switch your funnel visualization to a ‘trended funnel’ to see the steps in a timeline chart.” GA4 presents the results of your tweaks and shows you the impact since the changes were made. You can then work out which to optimize further and which didn’t move the needle.

Keep making small edits until your drop-off rates decrease and you’re making more money or attracting more enquiries through your site.

Seeing and understanding data is a powerful tool, not to be dismissed by marketers and entrepreneurs. Knowing what is going on means making small, incremental changes that could vastly affect the popularity and success of a website. Understand these game changing features of GA4 to take control of your site and steer the ship accordingly.

Feature Image Credit: 5 gamechanging Google Analytics 4 (GA4) insights for entrepreneurs. Julian Juenemann

By Jodie Cook

Follow me on Twitter or LinkedIn. Check out my website or some of my other work here.

Author of Ten Year Career: Reimagine business, design your life, fast track to freedom. I founded a digital agency in 2011 that was acquired in 2021 and write books and articles on entrepreneurship. Forbes’ 30 under 30 social entrepreneurs in Europe 2017.

Sourced from Forbes

By Collette Eccleston

Rational thinking might be overrated – especially during a recession, argues Collette Eccleston, senior vice-president of Material.

For many businesses, it can be difficult to resist that gut instinct to “batten down the hatches” at the first sign of trouble. But playing it safe isn’t what makes a brand recession-proof. The truth is that times of uncertainty can offer one of the best opportunities for your brand to make new connections with customers – that is, if you’re willing to think outside of the box.

If you’re a car rental company in bankruptcy, would buying 100,000 Teslas make any sense? Anyone would find it to be completely irrational and totally reckless. Yet Hertz made this decision as part of its bigger vision, which in turn led to a remarkable turnaround for the company in just over a year.

Like something straight out of a science fiction movie, Hertz now owns the largest fleet of autonomous vehicles. Thanks to a $4.2bn investment, Hertz has managed to propel itself ahead of the pack in a race to transform the car rental industry.

Hertz’s recent move shows that decisions that may seem irrational on the surface can often pay off. So, why do the rest of us judge irrationality as a flaw in human behavior? Irrationality in our professional lives is often exactly what’s needed to unlock the next million-dollar idea.

To be irrational is to be human

Running your business on rationality alone assumes that the people you serve are also rational. Humans make tens of thousands of decisions each day – most of which are not driven by logic at all. It’s our gut instinct that gives us the ability to quickly assess how we feel about the many choices that cross our paths.

That’s not to say rational considerations such as affordability don’t matter. For example, if someone needs a pair of shoes, they might select the $24.99 pair over the $25.99 one. It’s only a dollar less, but they could rationalize cost savings as the motivator. What about choosing a pair of shoes priced at $100 more? Emotion becomes the motivating factor in making that purchase. This is where behavioral science and psychology shed some light.

The four fundamental human needs – belonging, appeal, security and exploration – are a helpful lens for interpreting the motivation behind certain behaviors. When seen through this perspective, splurging $100+ on a pair of shoes starts to make sense; it just follows a different set of motivations. For example, this pair of shoes might unlock a consumer’s need to be a part of a community (belonging) or improve their confidence (appeal). Perhaps they find security in paying a little more for a brand they trust (security). Maybe they’re drawn to an innovative design that promises to boost performance (exploration). This is where an otherwise thrifty customer might be tempted to replace a functional need with a pair of high-end kicks.

Humans simply are not rational beings, so it makes little sense to appeal to consumers through rational means alone. It takes tapping into unconscious and emotional needs – irrational needs – to change behavior and benefit brands. By embracing irrational thinking, we expand what is possible in the process of designing products, services and experiences for our customers and employees.

Irrationality belongs in business – especially during a recession

Some of today’s most successful brands were built on once irrational concepts. And in fact, we’ve seen how times of uncertainty can provide the best opportunity to take that calculated leap. Airbnb is one such success story.

During the Great Recession of 2008, the brand got its start by tactically driving consumers to do something we’ve all grown up being told not to – enter a stranger’s home. Since then, Airbnb has not only been successful in effectively changing the industry and our cities, but also consumer minds and habits.

Behavioral science and psychology help brands, such as Airbnb and Hertz, decode ‘irrational’ consumer behaviors and provide context for the human experience: why we say one thing and do another is irrational, but when applied to business, it expands innovative thinking.

Here’s a formula for escaping this rut and bringing structure to the process:

  • See the world devoid of constants. Get into the required headspace for irrational thinking. Set aside all assumptions about ‘absolute truths’ and give yourself room to play in a world without limits
  • Create an irrational vision statement. Create a vision to be your North Star. Identify your role and purpose and what you want to achieve in this ideal and limitless world. If a decision doesn’t move you in the desired direction, then don’t do it
  • Stay the course with one-degree decisions. This is how you complete the equation, taking the small steps that will get you closer to making your irrational vision a reality

Returning to the example of Airbnb, we could imagine a world where it’s possible for people to truly feel at home everywhere. Through this perspective, we can see how Airbnb’s vision of belonging was born. It’s simple, compelling and deliciously irrational (you can’t really belong everywhere, can you?). But it comes to life through a series of one-degree decisions: services and features executed through design and technology that deliver on one of the most fundamental of human needs – community.

Reaping the benefits of irrationality will require more than an exercise in creative thinking. Brands need to commit to embracing irrationality before they have proof of what can be achieved. When brands move past the status quo and champion deep human understanding, they’ll find themselves among the most influential companies of tomorrow.

By Collette Eccleston

Collette Eccleston, senior vice-president, behavioural science, and Ben Gaddis, executive vice-president, digital products and experience at Material.

Sourced from The Drum

By Jessica Stillman

A clinical psychologist and founder offers tweet-length explanations of some of the most useful concepts in her field.

If you’ve checked out The New York Times recently, you may have noticed the paper just launched a big new package on the root causes of America’s mental health crisis. As this is a problem that touches just about all of our lives, I clicked through. As I scrolled, I came across a link that interested me more as an Inc.com writer than as a concerned citizen.

“We are talking more and more about our mental health,” writes psychologist Huw Green in one article (this is very much true in the world of entrepreneurship). “In the United States, Dr. Emily Anhalt produces elegant aphorisms and promotes the virtues of psychodynamic psychotherapy on Twitter,” he adds, in the course of listing a number of experts who excel at popular communication around mental health issues.

As someone who is fascinated by the human side of business and who often writes about the benefits of bringing psychological insights to work, I speedily clicked on the link. And what a gold mine I found.

Anhalt is a clinical psychologist and co-founder of Coa, a startup that bills itself as the first ever “gym for mental health.” As Green noted, Anhalt is also a social media pro tweeting pithy, entertaining insights. Perhaps the most useful of these were pinned to the top of her timeline — a long thread offering succinct explanations of dozens of the most useful concepts in psychology all explained in 280 characters or less.

Some of them — such as “evenly suspended attention” — appear quite therapist-specific at first, but quick reflection indicates they could be just as useful for performance review conversations as psychotherapy. Other concepts, such as gaslighting and omnipotent fantasy, are workplace standbys.

Taking the time to understand them will make you better at understanding human beings, and that will make you better at just about any job, so here they are in an easy-to-read format. You can check out the complete thread on Twitter to see the jokey memes and real-life examples Anhalt links to, as well as the fascinating conversation her tweets kicked off. I’ve added my own links to further reading or examples in a few instances as well.

  1. Intellectualization: “using reason & intellect to avoid feeling our emotions. Intellectualizers are more comfortable with logic & rationality than emotionality and are good at speaking through things without actually feeling them. This can be a strength but also a problem.” Meditation teachers also caution against letting your cleverness get in way of your wisdom.

  2. Fear of Breakdown: “the things we fear the most are things that have already happened to us but were too painful to consciously experience at the time. Ex: my fear of bad things happening is a fear of facing the bad things I’ve already experienced.”

  3. Sublimation: “one of the healthier defense mechanisms — taking socially unacceptable impulses or desires and channeling them into socially acceptable actions or behaviors. Ex: taking a boxing class to deal with anger and aggression.”

  4. Acting Out: “when we are unable to voice repressed thoughts or feelings, we sometimes act them out through behavior. Ex: showing up late to therapy or forgetting payment instead of realizing and telling the therapist that we’re upset with the treatment.”

  5. Survivor Guilt: “a feeling we sometimes have when we survive or thrive in ways that loved ones are not surviving or thriving. We might unconsciously avoid or sabotage success to get rid of this guilt. Ex: not going after a promotion because your partner just got fired.”

  6. True Empathy: “allowing yourself to actually feel what someone else is feeling in order to understand them. If you intellectually understand what someone is feeling but don’t feel it yourself, that’s not empathy – it’s sympathy. True empathy can be uncomfortable and difficult.”

  7. Capacity to Be Alone: “a paradoxical ability to be alone while someone else is present. This is a developmental achievement that not everyone reaches. Imagine the child who can self-entertain while parents are nearby vs. the one who needs to be entertained in every moment.”

  8. True Self/False Self: “when we’re young, we borrow our identity from others (our false self). If given the freedom to explore, we get rid of false parts as we discover our true self – but, we often hold onto false parts (w/out realizing it) out of fear of disappointing others.” Tons of research suggests you’re really going to regret not letting go of that false self.

  9. Psychosomatization: “physical manifestations of emotional states – often happens because we’re unable to feel things emotionally. Ex: feeling nauseous when what you really are is anxious. ‘We store our issues in our tissues.'”

  10. Complex Trauma: “when something traumatic happens before we’ve had the time, resources, & support to recover from a previous traumatic experience (ad infinitum). Becomes increasingly difficult to heal (think of a repeatedly injured muscle that is never given any recovery time).”

  11. Repetition Compulsion: “our tendency to recreate things over & over until we understand them. Ex: finding yourself in the same kind of relationship again & again but not understanding why/being unintentionally attracted to work environments that mirror your family dynamic.”

  12. Parapraxis: Also Known as a Freudian Slip. “A parapraxis is an unintended action that might seem like a simple accident or coincidence but actually points to a repressed or uncomfortable truth that we are avoiding.”

  13. Flight Into Health: “occurs when we seem to make a ‘spontaneous recovery’ when faced with addressing particular issues in therapy. Ex: I’ve been talking about something painful when suddenly I feel ‘totally better’ & decide that therapy has worked and I’m ready to stop going.”

  14. Gaslighting: “a manipulation technique in which we use psychological means to trick someone into questioning their own sanity. While gaslighting is sociopathic in its extreme form, we all engage in subtle forms (Ex: saying, ‘I don’t know what you’re talking about’ when you do).” As many of us unfortunately know, gaslighting is a workplace staple at some companies.

  15. Extreme Envy: “envy that leads to a desire to destroy something another person has that you want, not because you don’t want the other person to have it, but because them having it forces you to confront your feelings about not having it.” Note: Experts claim there is also such a thing as healthy envy that pushes us to become better versions of ourselves.

  16. The Good Enough Parent: “a ‘perfect’ parent does not prepare their child for an imperfect world. The ‘good enough’ parent meets their child’s needs enough of the time that the child feels safe, but not so often that the child never learns to adapt to unfavorable circumstances.” Here’s a huge study saying much the same thing.

  17. Autoplastic Versus Alloplastic Adaptation: “appropriately & advantageously adapting our own self to our environment (meditating so we can handle stress) vs. appropriately & advantageously adapting our environment to meet our needs (choosing a job that complements our work style).”

  18. Reaction Formation: “a defense mechanism where we worry that our true feelings or desires are unacceptable, so we attempt to convince ourselves or others that we feel the opposite way, often in a very exaggerated performance.” The example Anhalt gives is rabidly anti-LGBTQ+ politicians who get caught having furtive same-sex encounters.

  19. Bastion: “when a therapist doesn’t see an unhealthy dynamic with a patient because they’re invested in it continuing. Ex: patient is being excessively complimentary to avoid facing their anger toward the therapist (see ‘reaction formation’), but the therapist doesn’t realize.” I can imagine there are quite a few bosses guilty of this too.

  20. The Frame: “anything that provides reliable structure in therapy. Ex: starting & ending on time, being in the same room every week. If we can trust the stability of the frame, we are more likely to ‘come apart’ in therapy & thus access messy but important parts of who we are.”

  21. Nameless Dread: “the dreadful feeling of emptiness and non-understandable anxiety that we face as infants (because we don’t understand our environment) but that we also face periodically throughout life.” Other people have this too? What a relief.

  22. Manifest Versus Latent Dream Content: “the literal subject matter of a dream vs. the underlying meaning being symbolized. Ex: I dream of a motorcycle (manifest) to represent my desire to escape (latent).”

  23. Healthy Narcissism: “narcissism has a bad rap but we all need a bit of it. Healthy narcissism is believing in yourself while maintaining an ability to enjoy the success of others. Kids whose belief in themself is not supported seek validation in unhealthy ways throughout life.”

  24. Evenly Suspended Attention: “the therapist’s attitude of not directing their attention to any one thing in particular while listening to the patient. This prevents them from prematurely foreclosing the possibility of surprise and discovery of other important things.” This reminded me of a lot of career-related advice on how to be a better listener.

  25. Omnipotent Fantasy: “the belief (which at its core, is really a wish) that we have more power over something than we actually do. Ex: Believing we can save people in our life from their pain, believing that if we worry enough bad things won’t happen.”

  26. Transitional Object: “an object that represents a parent, which allows a child to transition from being totally dependent to somewhat independent. Ex: teddy bear or blanket. Adults have them too. Ex: keeping a memento from a loved one so you feel close to them in their absence.”

  27. Free Association: “a technique in therapy where you freely share any thoughts going through your mind without censoring yourself – your words don’t need to be coherent or ‘relevant.’ This allows you to access deeper unconscious material & discover unexpected thoughts.”

  28. Splitting: “putting all of our good feelings in one place and our bad feelings in another, because it’s difficult to hold them at the same time. Ex: being very angry with one of your parents while being very forgiving of the other, even though neither is terrible or perfect.”

  29. The Depressive Position: “when we can stop splitting (see above) & tolerate the fact that nothing is all good or all bad. Called the depressive position because it’s depressing! Holding both at the same time requires maturity and compassion.”

  30. Reality Testing: “the process of helping someone distinguish their thoughts, feelings, & fears from what’s objectively true in reality. Ex: If a patient says everyone hates them, a therapist might point out external evidence that suggests otherwise.”

Feature Image Credit: Getty Images

By Jessica Stillman

Sourced from Inc.

By

Follow your users’ interests. They’ll show you the next big thing.

There are different approaches to : You can either create something completely revolutionary, like . Or you can develop a product that people are somewhat familiar with, watch how they use it, and then lean heavily into building out the features they enjoy most.

From what I have seen, the latter has a higher chance of success. It’s what has guided my career in consumer apps — including my time as president of Musical.ly in 2015 through its acquisition and rebranding as in 2017, to my current endeavour building new products that connect people, like Wink (a friend-making app with 2 million users) and Summer (today’s fastest-growing new dating app).

Think of innovation like this: Imagine you are a DJ and there are 500 people in the audience. If you start the night by playing very edgy, unfamiliar music, then chances are you won’t get people dancing. But if you lead with something everyone knows, they’ll start moving — and then you can see what sounds and beats they’re really jamming to and bring in new selections based on what you’ve observed from your audience.

This is exactly what we did at Musical.ly. The app didn’t start at all like TikTok is now. In the beginning, it was a simple platform with one familiar purpose: People could choose a song, then create short videos of themselves lip-syncing to it. We looked closely for what we called “musers” — users who, like muses, were inspiring others to think creatively. As they kept playing with the app in innovative ways, like creating incredible transition videos using unique phone angles and jump cuts, we kept evolving it by adding different features, filters, and effects.

After leaving TikTok, in 2018, I started a company called 9count with cofounder Joe Viola. We continue to follow this same innovation formula. For example, with our app Wink, we watched as more and more users put “looking for a FaceTime buddy” in their bio. That gave us the idea to add audio and video calling into the Wink messenger — with the proper safety measures, of course. But we never want to create a jarring experience for users, so we’ll gently introduce new things every month, see how they respond, and then act quickly: We double down on what gets high engagement, and remove what doesn’t.

I’ve come to think of this as the “bread-and-butter approach.” Most people like bread and butter, so let’s give them that first. Then, once they’re here, we can see what else they like.

My thinking about innovation has evolved. Before, it went something like this: I’m at point A. I imagine what point B is, and now start moving toward point B. But I’ve come to realize that many of the best products didn’t have a clearly defined end goal. That’s because, if I were to envision exactly where Summer or Wink were going, then those apps can only become as good as my imagination — and my imagination can never be as good as where our users will lead us!

We also need to take the current culture into account and create something that mirrors it. If you look at the top app charts and music charts in any country, you will gain an understanding of what is important to people at that point in time. With all of this in mind, we start with an idea of where we’d like to lead an app, but then view it as a totally blank canvas. Our users will color it in with their passion and .

So far, it’s working. Across our portfolio of apps, we have more than 15 million downloads and are on track to make around $10 million this year.

We believe in co-creation. We put something out there and invite others to help us evolve the idea, so it becomes something they love. There’s nothing like taking your passion and watching the world run wild with it.

Feature Image Credit: Alex Hofmann

By

Sourced from Entrepreneur

By

When it comes to working for brands and companies, have you ever had moments of tearing your hair out? Here, creatives share their client horror stories and offer tips and advice for anyone encountering the same situation.

It’s almost Halloween, a time of spooks, sprites and devils. But you don’t need to look at the world of the supernatural to give yourself a fright. Anyone who’s worked as a creative freelancer will have experienced clients with monstrous qualities, ranging from the power-mad to the downright criminal.

Don’t get us wrong: most clients are decent human beings. And even when they’re being particularly difficult, it’s more a case of poor communication and lack of understanding of what freelancers actually do. Part of our job is to meet them halfway, guide them through the process, and put systems in place, including watertight contracts, so everyone understands their responsibilities.

“I find that the best way to deal with clients is to be clear on your plan and way of working while also being clear on what’s expected of them,” says creative director Martin Homent. “I’m my experience, most clients seem like a nightmare because they don’t quite understand what the process is and don’t want to show themselves up by stating they don’t know something.

“Creativity can sometimes seem like a complete mystery to some clients,” he adds. “Even the ones who are trained marketers. So always let them know your process, and guide them with where you are along the way.”

This approach will work in the vast majority of cases. But unfortunately, not all. Because the sad truth is that some clients are pretty impossible. In this article, we identify seven types of deadly-difficult clients and offer advice on how to deal with them.

1. The ego drunk on power

This type of client isn’t just misguided or out of their depth; they’re fundamentally unpleasant and enjoy lording themselves over others.

Manchester-based photographer Enna Bartlett offers a typical example. “At an event where I was the photographer, one of the attendees kept putting their hand in the air, clicking their fingers and going ‘You, photographer, we need photos’. Even though they weren’t anything to do with the team who briefed me on the job.”

Martin Homent shares a similar tale. “I once had a client who stopped our presentation two minutes in to ask who we were and why we were there,” he recalls. “For context, he was new, and our agency had worked with his company for over a year. He then insisted we sat outside while he discussed our work with his team and made them deliver the feedback while he was silent.”

When you get treated this way, keeping your emotions in check and staying professional is difficult. Sometimes, though, it’s possible to cope with an oversized ego simply by appealing to that ego.

Illustrator Ben Rothery describes such a client. “She’s like Anna Wintour x Ursula, the sea witch,” he says. “She screams, swears and changes her mind a lot… she’s a real peach. But she generally gets managed by telling her that any idea we want to push through was originally hers.”

2. The zero-integrity

Ego-driven is one thing, but what’s even worse is when a client lacks all integrity. Artist and Illustrator Carina Lindmeier gives a shocking example. “Once, a client tried to force me to copy a fellow illustrator,” she explains. “I said NO, even though the budget was good. It’s important to always stay true to your values.”

When illustrator Sarah J Coleman, aka Inkymole, was in a similar situation, she found sticking to her guns and having representation helped resolve the issue. “The client relentlessly repeated: ‘If you could just make it look more like X’s work’,” she recalls. “To which I relentlessly replied, ‘Nope. You hired me: if you wanted X, you should have hired X.’ Ultimately, my agent bollocked them, called time, and I got paid in full.”

When a client has absolutely no scruples, though, often the only thing to do is say goodbye. Illustrator Rachael Presky gives a startling example. “I had someone say, ‘I don’t want to sound bad, but I only want skinny European people – meaning white – in the illustrations because that’s what we all aspire to’,” she says. “I walked away very quickly after that.”

Unfortunately, walking isn’t always the end of the matter. “We had a client that wanted to use images from Google despite copyright licences,” says artist Ranjit Sihat. “We were met with harassment, so politely told her we could not work with her, didn’t take any more payment, and returned all her prep work. She threatened to take us to court. Luckily, because we stopped replying to the harassing emails, the client stopped.”

3. The scammer

We’ve all had this happen. A client commissions you to do work, then deny you payment on grounds so ridiculous it would be funny if it didn’t leave you out-of-pocket and worried about how to afford your food, rent and bills.

“I had a client that asked me to vectorise their sketch into a useable logo, then refused to pay me as they weren’t happy with the design,” recalls illustrator and album cover artist Paul Phillips, aka True Spilt Milk. “Even though it was their own design!”

Art director Tim Easley tells an equally shocking tale. “One client of mine lied about their identity and stole loads of my work for their own portfolio, then didn’t pay me,” he explains. “I had to make a small claim against them. And so my tip in this situation is: don’t waste your time chasing things up politely when it’s obvious they won’t pay.”

Designer James Kindred highlights another common way freelancers are scammed. “Once, we had a sizeable pitch for a local transport business,” he explains. “We were told we had won the pitch, but they wouldn’t pay us for the work as it had ‘already been done and they didn’t need any changes’.”

Dishonest clients pop up everywhere, it seems. Currently art director at Apple Music, Sanchit Sawaria once had a client who asked for a ‘Covid Discount’. “Then, in the middle of the project, during a candid conversation, they slipped up that their company wasn’t affected by Covid,” Sanchit reveals. “Later, they changed the brief in the middle of the project. I lost money and, most importantly, time.”

The biggest takeaway from such stories is that if a client seems off in any way, it’s worth following your gut and checking them out. “I was recently approached to work for free – in exchange for publicity – to an audience that’s not remotely like mine,” says artist Berenice Howard-Smith. “So I looked up the parent company, who have filed at Companies House, and it became clear that they make enough profit to pay me if I decide to work with them. Which I do not.”

She adds this tip to avoid scam clients. “My code of conduct has reduced the chancers, which means the above is very rare,” Berenice says. “This sets out when and how I communicate – email, Zoom, never WhatsApp – as well as my ethical approach, expectations, and other FAQs. It sets us all up for success in a non-aggressive way.”

4. The terminally lazy

Clients who purposely set out to screw you are just evil. But there are also clients who don’t pay you simply because they can’t be bothered with the admin.

“I once waited six months for payment from a job with a major sports brand,” says photographer Steven Jones. “I eventually found that the person I worked for, who’d since left the company, had never bothered submitting my invoice. Luckily I had a PO, so eventually, I got paid. Always get a PO number!”

Graphic designer David Dooley gives an even more exasperating example. “I once worked freelance with a company for a few months and had trouble getting payment from them,” he recalls. “I ended up joining them full-time, and it STILL took four months to get a bunch of invoices paid, despite me sitting beside the accounts department the whole time.”

And spare a thought for one-man creative studio Stckmn. “I took a nightmare client to court for using all the project assets but refusing to pay,” he says. “After two years of back and forth, court appearances, legal fees, I won the case… then the client died.”

5. The wallet-clutcher

Another type of client thinks they’re entitled to withhold cash simply, well, because they want to. Illustrator Lucy Engelman offers an example. “I delivered six different iterations of one project. The client refused to pay because they ‘didn’t like how it turned out’, then insulted me until I stopped asking for payment. In future, I had to add ‘Client has to pay for finished work regardless of personal feelings about the work’ to my contract. Every misadventure makes the next one a little easier.”

Often these problems come down to client education. But sometimes you really have to wonder what planet people are on. Take this anecdote from brand and editorial designer Luke Tonge.” A client signed off a print project from their ill-timed winter beach break,” he remembers. “Then, when they got home, and the publication arrived, they decided they didn’t like it anymore and expected me to rework and pay for a full reprint. That alone would have cost more than my tiny fee. I explained politely: no way José!”

Similarly, Sarah J Coleman namechecks: “The client who let me finish the many lettering pieces in a project, only to invoice the agreed fee, and be met with ‘I’m not paying that, for what’s basically glorified graffiti’. I read him a Guide To Lettering For The Hard-Of-Thinking, and yes, he paid in the end.” If you ever find yourself in a similar situation, read our article on How to get paid by clients.

6. The utterly baffling

Nightmarish clients come in all shapes and sizes; some are just plain weird. Branding, website and interaction designer Neil Holroyd recalls how: “Once had a client tell me the circles on the design presented weren’t round enough.”

Graphic and book designer Nathan Ryder can match that. “I had a client who didn’t like lowercase L’s,” he explains. “So he used uppercase i’s throughout four manuscripts of over 160k-180k words in each. Not as straightforward as ‘just’ doing a find and replace, I can tell you!” But Nathan had a strategy for dealing with such clients. “As a youth, really difficult clients got ‘hidden’ extras in their artwork.”

And how’s this for an informed critique? “I was working on illos for a book,” recalls illustrator Maggie Stephenson. “Everything was going well, a TON of time invested, all illos approved. Until the client’s kid, who was about eight or so, wanted it all changed. That was a quick farewell.”

7. The totally inappropriate

Most advice on dealing with clients assumes they are, under the surface, reasonable human beings. But sometimes, that just isn’t so.

Visual designer Anna Negrini gives an example of how client behaviour can tip from being ‘difficult’ to ‘weirdly inappropriate’. “There was one client who used to leave feedback as vocal messages on WhatsApp, despite me asking him to write emails instead,” she explains. “There were tons of these messages, mixed with the reportage of his wonderful holiday in Botswana, so I had to listen to all of them.”

And just hear what happened to Tim Easley. “I had a guy approach me to do some work by drawing one of my illustrations himself, commenting on how it looked like his version had a cock, then offered to buy me cupcakes and take me to Rome,” he explains. “He then stalked me at a meetup I’d said I was going to on Twitter but stayed a good hour or so before he actually said who he was. I refused to work with him.

“My main tip here,” adds Tim, “is that if there are red flags, it’s best not to work with someone. Either that or get payment up front and agree on terms in writing, so you’re not losing anything from it. And remember, you can fire a client if they’re being a nightmare.”

Here’s when the joy of freelancing really kicks in because you always have the option of just walking away. After all, no money in the world is worth being made to feel worthless. If you decide on that option, read our article on How to dump a difficult client for more advice.

By

Sourced from Creative Boom

Sourced from Association of Advertisers in Ireland

We are delighted to be hosting a very exciting in-person Toolkit session on Tuesday, 25th October.

LIFE’S A PITCH.

A client and agency discussion on why it doesn’t have to be this way, and how to minimise business disruption for your organisation in the creative agency pitch process, with tips on how to get the best partner.

Date: 25th October
Time: Tea and light refreshments – 8:45am
Seminar – 10am

Location:
Dentsu Ireland
Two Haddington Buildings
20-38 Haddington Road
Dublin 4
DO4 HE94

Registration: Here. 

AAI Tuesdays Nuts and Bolts of Advertising brings a fresh look at everyday topics and includes inputs from across the industry. These seminars are part of the AAI Advertisers’ Toolkit, an initiative to help advertisers and marketers keep up to date on important advertising topics and useful marketing questions.

The panel includes:

Sandra McGarry, Procurement, Three Ireland

Jeanne McGann, Head of Marketing, Nissan Ireland

Pat Stephenson, Founder, Chief Relationship Officer, Boys & Girls

Damian Hanley, Creative Director, In the Company of Huskies

Catrióna Campbell, Partner & Managing Director, The Public House

Moderated by Chloe Hanratty, Head of Strategic Planning, Publicis Dublin

Register Now

Sourced from Association of Advertisers in Ireland

By Keith D. Foote

A Data Strategy roadmap is a step-by-step guide to transform a business from its current state into the desired business organization. It is a more detailed, researched version of the Data Strategy and communicates when and how to implement specific advances to develop and upgrade a business’s data processes. A Data Strategy roadmap acts as a useful tool for aligning the organization’s processes with its desired business goals.

A successful roadmap will align the different solutions used to upgrade an organization and help to build a strong foundation for the business.

A significant advantage in using a Data Strategy roadmap is the elimination of chaos and confusion. Time, money, and resources will be saved during the transformation process. The roadmap can also be used as a communication tool to convey the plans to stakeholders, staff, and management. A good roadmap should include:

  • The specific goals: A list of what should be accomplished at the end of this project.
  • The people: A description of who will be responsible for each step of the process.
  • Timeline: A schedule for implementing each phase or project. There should be an understanding of what needs to be done first.
  • The finances: The budget needed for each phase of the Data Strategy.
  • The software: A description of software needed to achieve the specific goals listed on the Data Strategy roadmap.

The Key Phases for Developing a Data Strategy Roadmap

The first phase involves mapping the current data environment, defining business and data terms, and determining the business’s goals. It is important to develop a big-picture understanding of the data you have, where and how it’s stored, how the data moves through the organization, who is using it, and why.

Multiple graphs and charts should be used to provide a visual understanding. One chart within the Data Strategy roadmap should show the various pathways the data follows as it enters, is processed, and stored (and in some cases, where it exits). Knowing what you have makes it easier to understand and communicate what is needed. (Global Data Strategy offers a fairly good basic chart that can be used as a base, and expanded upon, here.)

Phase two involves identifying the basic components needed for the organization’s “future data usage.” (This could be a list rather than a chart.) The organization’s specific goals should be considered when planning data usage in the future. These components usually fall into four general categories:

  • Analytics and business intelligence: A term that describes the applications, tools, and infrastructure used to access and analyze data. After the data has been analyzed, it should provide insights and useful business information for making better decisions. Artificial intelligence and machine learning solutions can be used to translate overwhelming amounts of raw data into usable business intelligence.
  • Data storage: The three most popular data storage systems are databases, data warehouses, and data lakes. A database stores limited amounts of structured data that can be accessed quickly and efficiently. A data warehouse stores large amounts of filtered, structured data that is normally used for research purposes. A data lake stores large amounts of raw data, in its original format, until it is needed. Data lakehouses are a fairly new concept – a merging of data warehouses and data lakes with the goal of combining their strengths – and are worth investigating.
  • Data sources: The sources you choose should support the business goals defined in the first phase. All modern data strategies include some mixture of the four basic kinds of data sources:
  • Internal structured data: Examples include a business’s or customer’s name, email address, and other useful information.
  • Internal unstructured data: Typically inhouse data that is difficult to integrate, such as contracts, which may exist in many versions, formats, and locations.
  • External structured data: Data from outside sources that is made up of data types with patterns that make them easy to search and reformat. (PDFs, for example.)
  • External unstructured data: Typically collected from a variety of sources, such as social media, studies, news items, photographs, etc.
  • Providing access to customers and potential customers: This component is the interface layer to the website that is accessed by customers and visitors. When researching this component, consider specialized tools that will provide dashboards, making it easier to perform analytics, pull automated reports, and perform other self-service tasks.

Phase three places an emphasis on increasing overall efficiency, and supports the details needed for success. The following suggestions/goals should be incorporated into the Data Strategy roadmap to maximize efficiency:

  • Excellent data quality: Accurate, high-quality data is essential for gaining real-time insights. (If a Master Data Management platform and a Data Governance program are not yet in place, it’s time to make the investment. They are both necessary to guarantee high-quality data. Oh, and make sure the Master Data Management and Data Governance software are compatible.)
  • Good communications: Educating investors, stakeholders, management, and staff (and meeting the expectations you have created) will help in developing trust. As trust is gained, resistance to change is lowered. By delivering improvements on schedule, enthusiasm for the changes can be maintained.
  • Getting the right cloud/software: In these modern times, chances are high the desired software will be accessed from a cloud. While this will significantly increase the chances software packages are compatible, do not automatically assume this is true of all software within a cloud. As the software needs of the organization are identified and evaluated, consider the following when seeking solutions:
  • Maturity of the solution: Software (or a cloud) that has been available for less than a year has an increased probability of bugs and kinks. Clouds and software that have been around for a while tend to have worked out their issues.
  • Availability of resources: A cloud with a broad array of tools and resources will be useful for generalized business. (Some clouds are tightly focused on apps development and have limited resources.)
  • Strength of the user community: A number of clouds and websites have begun the practice of having experienced customers answer complaints and provide solutions. A larger user-community will have more answers readily available, and a greater number of people responding to new questions.
  • Incremental development: A cloud that offers the ability to develop incrementally will be useful to a business that is deliberately evolving. A cloud that charges fines for adding services after a contract has been signed is not a partner you want to work with.
  • Use proven approaches: Rather than creating a brand-new system, it might be wiser to use an established architectural model, and adjust it to suit the organization’s purposes. Using proven architectures, frameworks, and processes will reduce the risk of failure and boost the probability of positive outcomes.
  • Security: Tedious as it might be, security is a crucial feature in any modern business. It is necessary to protect the business and its customers. Research any cloud or software that will be used for security weaknesses.

The fourth phase focuses more on business and the ROI, or the “return on investment.” Stakeholders and investors will want to know the money is being used wisely. To maximize the returns on software and cloud investments, the following characteristics should be built into the Data Strategy roadmap:

  • Education: A necessary step in the transformation process is educating staff, management, stakeholders, and investors. Using a newsletter to inform and update everyone on a monthly or weekly basis can be remarkably useful. New vocabulary words and phrases that are appropriate for the transformed business should be included in the newsletter, with staff and management being encouraged to learn and use them.
  • Repetitive processes: Some actions, perhaps several, supporting the transformation process, are repetitive. These processes should be standardized, speeding up development, completion, and rollout. The Data Strategy roadmap should include scheduled meetings with department heads and analysts to decide which processes are necessary, and which will no longer be needed.
  • Automation: Data automation reduces human error and accomplishes tasks much more quickly than human beings can. It’s a good idea to automate whenever possible. Be sure to consider the organization’s automation maturity at present, and list areas and services that should be automated on the Data Strategy roadmap. (This might include repetitive processes.)
  • Modularity: Breaking the Data Strategy roadmap’s phases and goals into smaller, logical projects will help to streamline the organization’s transformation process. The Agile philosophy and a DevOps approach should be included in the process to increase flexibility and speed up the process. The Agile and DevOps methods should be incorporated permanently and included in the “new words and phrases” vocabulary section of the newsletter.
  • Effective staffing: There is an extremely high probability new staff with specialized skills will need to be hired to handle some of the new software and technologies. This should be included in the Data Strategy roadmap. In some cases, the business may provide additional training to current staff and add new responsibilities to their job description. The skills and resources of staff and management should be reviewed, with people being trained and/or hired, as needed.

In Closing

Developing a Data Strategy roadmap provides a valuable tool for implementing a Data Strategy and transforming the business into an effective and efficient organization. It will communicate a clear plan of the organization’s direction, and its expectations. Having these expectations outlined in the roadmap will help bring all members of the organization on this evolutionary journey.

The Data Strategy roadmap keeps the business’s management and staff focused on the upcoming changes.

By Keith D. Foote

Sourced from DATAVERSITY

By Jeff Haden,

HubSpot co-founder Dharmesh Shah calls it the Trillion Dollar Venn Diagram of Success. But it applies no matter how you define ‘success.’

I’m acquainted with a lawyer who is arguably the country’s leading authority on estate planning. Legal theory, scholarship, practice… she’s who the experts call for advice. She’s also extremely fit, often finishing triathlons near the top of her age group. And for good measure, she’s a gifted pianist.

Yet she’s often frustrated; while she’s one of the top handful of people in her area of legal expertise, the time and effort spent acquiring those skills has failed to pay off in what she considers to be a commensurate financial return.

Why?

Because the circles in her Venn diagram of success, as described here by HubSpot co-founder Dharmesh Shah, don’t intersect.

Now consider Troy Aikman, the Hall of Fame quarterback who won three Super Bowls. In the universe of all people with some degree of football knowledge, Aikman is in the top .001 (or however many zeros you want to add) percent.

He then worked to add another circle. After significant time and effort, Aikman developed elite skills as an analyst and television broadcaster.

As a result, two of the circles in his Venn diagram of success intersected.

null inline image

The result isn’t addition; it’s multiplication. A subset of people have elite-level football knowledge. A subset of people are elite broadcasters. People with both skills make up an extremely small subset; there are only four lead NFL football analysts, all of whom, unsurprisingly, are former players.

Their financial success is commensurate to that rarity not just because the intersection of their set of skills is rare, but also because — unlike my lawyer friend — the market places significant value on that intersection.

But Aikman didn’t stop there. He also worked to acquire business skills. He’s owned car dealerships. He’s co-owned a NASCAR team. He’s invested in startups. He recently launched Eight, a beer for health-conscious people who don’t want to consume empty calories.

As a result, his Venn diagram of skills looks like this.

null inline image

Notice I didn’t rate Aikman’s business skills. In part that’s because in spite of his obvious success, assigning an objective rating is difficult. Yet that’s also because where business is concerned, Aikman downplays his skills.

“I don’t feel like I have great strengths,” Aikman says. “When I objectively evaluate myself, I don’t think I’m great at many things.”

And here’s the thing: Because three of the circles in his Venn diagram of skills intersect, he doesn’t need to be a .001-percenter as a businessperson. My lawyer friend? She has multiple skills, but they don’t intersect. They’re unrelated. They don’t compound.

Aikman’s football knowledge, broadcasting skill, and business skills compound. Think of his Venn diagram of skills as his version of the Amazon flywheel, where feeding one area helps fuel and accelerate other areas.

His business skills help him take advantage of opportunities created by his financial success and public profile. His years spent as a formal and informal leader, both on and off the field, help him better build relationships, better manage people, better assess and evaluate skills, have a keen sense of when to lead and when to follow….

That intersection means Aikman doesn’t need to be a .001-percentile businessperson, because his extremely rare intersection of skills and experiences more than offsets any perceived lack of skill. (“Perceived” because he’s extremely business savvy.)

And that’s the beauty of working to build your own Venn diagram of related skills.

You don’t have to be the best in any one area. In fact, time spent working to be in the top 1 percent, rather than “just” the top 5 or 10 percent, is arguably a waste of time. You can become the best coder in the world, but if you aren’t at least somewhat skilled at leading and managing people, your company is much less likely to be as successful as you hope. You can become a truly world-class chef, but if you aren’t at least somewhat skilled at the business of running a restaurant, your venture is much less likely to be as successful as you hope.

A skilled coder or chef who has solid leadership skills, solid financial knowledge, and a decent sense of of how to market and sell, is much more likely to be successful. (Think Bill Gates, for example.)

The premise applies to nearly every pursuit. The best surgeons in the world will always trade their time for money.

Unless they gain leadership skills, and business skills, and leverage that intersection to build a practice group with multiple physicians.

While exceptions exist, working to gain three or four solid, interconnected, and self-reinforcing skills will almost always be more likely to pay off — at least financially — than focusing solely on achieving one exceptional skill.

And if you do manage to acquire two or three world-class skills that interconnect? Like Aikman, or like Adam Grant, whose intersection of outstanding teaching, research, writing, speaking, and coaching skills puts him in a category of one? So much the better.

But you don’t have to, as long as you make sure the skills you seek to acquire relate to and reinforce each other. And as long as you make sure those skills set you apart in a meaningful way.

And, most importantly, that you make sure that intersection of skills sets you up to achieve success in whatever way you choose to define “success.”

Because that’s what really matters.

Feature Image Credit: Getty Images

By Jeff Haden,

Sourced from Inc.

By Anton Volovyk

The rapid start-up of new businesses has led to oversaturation and excessive competition in media buying and digital traffic. In this overwhelming digital landscape, it seems like only ad empires like Google and Amazon are benefiting. Despite Facebook plateauing, and the worst spring for stocks since 2008, new platforms like TikTok are readily taking up market share and consolidating profits, and the ad industry is booming.

It’s no secret that digital advertising is an attention game. However, time spent on social media and on screens has not only peaked but has generally been plateauing since the pandemic. Unfortunately, the reduction of digital traffic isn’t reducing digital advertising, it is having the opposite effect. The digital ad space is becoming even more saturated.

Even though traffic is down, and saturation is up, there are three universal ways for brands to work with their audience, product, and business models to lead the market.

#1 Growing the community

The cheapest and the most effective way to improve your business performance.

Customer retention and loyalty should be primary areas of focus. Depending on the industry, acquiring a new customer may cost 5-25 times more than retaining an existing one. The solution is to retain current customers by building a community around your brand.

The community represents the core of customers who are most interested in your product, are brand ambassadors, and communicate with each other. Communities help foster repeat purchases, improve retention, fix product bugs in real time using direct feedback, distribute brand messages for free, and can offer even more:

  • Communities produce UGC, which may go viral.
  • New customers are more likely to make decisions based on feedback from other users versus marketing messages directly from a company.
  • Communities help people establish strong social bonds based on common interests.
  • Community makes customers feel good, social interaction produces dopamine.
  • Community members are generally very profitable for a company given that they usually have higher LTV (Lifetime Value).

Harley-Davidson and the British cycling brand Rapha are good examples of building a strong community around a product. Both brands have managed to create a club of dedicated and loyal members with a subscription model and benefits like club memberships, sharing experiences, organizing meetings with cycling and motorcycle enthusiasts using the app, drinking coffee at partner points, and even offering bike rentals from their stores.

#2 Integrating growth loops into your product and business model

Marketing tricks that help businesses grow organically.

Since the late 2000s, many innovative companies have been launched (Uber, Airbnb, Spotify, and many others) that soon became leaders in their niches. All of these companies utilized a non-standard marketing approach. They didn’t reject the traditional AARRR Pirate framework (Acquisition, Activation, Retention, Referral, and Revenue). In addition to this more traditional sales funnel, they incorporated growth loops into their business models.

The logic behind a growth loop is that the contribution of each new user should lead to a particular action that positively affects the likelihood of user acquisition. Thus, without additional marketing efforts, the client’s community constantly grows and each client brings in a new one.

The neo banking company Revolut claims to have acquired 4M users through viral growth loops, and the first 1.5 million users were reportedly acquired without spending on advertising. How? Revolut’s Head of Growth for UK/IE calls it an Offline → Online → Offline acquisition loop. Users receive their Revolut card delivery at home, they share the unboxing experience on social media, complete registration, and get rewarded for signing up new users. It is simple but effective.

#3 Analysing and catching global trends ahead of the competition

It’s hard, but it works all the time.

Do you remember the first ad banner? In 1994, at the dawn of digital advertising a little rectangle purchased by AT&T on HotWired hit a record 44% click through rate. Today, the best banners boast much lower rates, generally from 0.39% in Tech to 1.08% in Real Estate for example.

Social media marketing indicators, which performed actively in the mid-2000s, are not representative today. Despite Apple’s iOS privacy changes, US advertisers are estimated to spend over $58B on Facebook advertising in 2022, up 15.5% from last year. But most web users find digital ads too intrusive and annoying.

To catch user attention, brands are hunting for their audience in places where people spend most of their time. According to State of Mobile 2022 data, people are still spending their time on social media with global time spent on social apps reaching 412 billion hours in 2021 (up to 35% from 2018).

In the last few years, advertisers have been using a mobile-first approach in which companies start product design from the mobile end, which is fitting, as mobile has become the priority.

TikTok remains the most downloaded app in the world, allowing users to scroll through a feed of short videos without tapping any buttons. The company has made a breakthrough in mobile consumption, allowing advertisers to get effective campaign results without taking users out of the app.

Trends run out of steam. What’s next?

Today, the web is becoming more interactive. Many tech experts believe we are smoothly moving into the Web 3 phase — the next Internet generation. In the 90s, we just “read” the Internet in its Web 1 form. With the rise of the first social networks in Web 2, users gained more online opportunities. Web 3 heralds the invention of new tools for interaction, and the Metaverse is one of its upcoming trends. A huge number of companies, big and small are now developing tools and technologies that will accelerate web decentralization and allow the introduction of more sales and distribution channels. The creator economy will reach the next level as soon as users, endowed with rights to content, get to the centre of the new web infrastructure.

Thanks to new technologies, the Internet will change, as will advertising.

The full-scale penetration of Metaverse-like experiences and the massive rollout of AR/VR has not yet happened. Still, many tech companies are already working on creating ad opportunities in virtual environments, launching digital clothing brands, hosting virtual shows and exhibitions, and more. For example, this July, India’s largest Food Delivery presented a hyper-localized video campaign on YouTube. This ad featured an actor mentioning the name of the dish, restaurant, and city, which vary from viewer to viewer based on their phone’s GPS.

If there is one thing we can expect from the digital landscape, it is change. No one knows exactly what the future of the Internet will look like, but it will certainly be more immersive and personalized. The new web will affect the whole of advertising, but brands can continue to thrive if they build community, integrate growth loops and keep an eye on the next emergent trend.

Feature Image Credit: Joe Yates

By Anton Volovyk

Anton Volovyk holds an MBA degree from Harvard Business School and a Master in Finance degree from IE Business School. Anton is an expert in app-monetization, business development, and leadership. Before Reface, he worked at the Boston Consulting Group, a global strategy consulting company working with clients across consumer, tech, and media. Prior to BCG, Anton worked in investment banking in the M&A department and Private Equity as a tech and consumer investor.

Sourced from BM

By

If you are not an expert, outsourcing your marketing efforts to a digital marketing agency is a great solution. With remote work flourishing, outsourcing your digital marketing to a specialized agency with talent and resources in place is a great way to propel your business growth without having to grow your team first.

Finding the right people to help you grow your might be a challenge. That is why I recommend looking outside of your company for talent. important tasks to experts might be the push your business needs to grow quickly. One of the key tasks you can outsource to experts is marketing.

You might feel hiring a marketing agency is a risk. It’s understandable to feel hesitant at first when first engaging with a team outside your organization. But certain risks are worth it when the benefits outweigh them.

1. Not hiring a digital marketing agency could be costing you more

The number one reason companies shy away from hiring a marketing agency is they think it’s expensive. Often a marketing agency can be a cost-effective strategy when you take into consideration a full-time employee’s salary, benefits, taxes and PTO time.

Hesitating in hiring experts might delay your company’s growth unnecessarily. A marketing agency can help your business grow quicker and start generating revenue faster. It will free you up to focus on working with your clients and running your business effectively.

2. You get to decide what marketing efforts you’d like to outsource to a marketing agency

A digital marketing agency would typically have a menu of services. The advantage of contracting a marketing agency is it would have resources you would need that would take much time and effort to build up in-house.

Instead of wasting your time gaining expertise in digital marketing, you can access an agency’s experience and resources. Since marketing is its bread and butter, the agency will have people and tools in place to start executing your vision as soon as possible.

Talk to the agency representatives so you can agree on what services and resources would be best for you to leverage, given the stage of your business development. For example, you might want to outsource specialized aspects of digital marketing such as , media buying or email marketing campaigns.

Shop around for a digital marketing agency to see what each can do for you and negotiate the budget.

3. Help them help you reach your marketing goals

For a digital marketing agency team to be most helpful to you, they need to understand your vision. If they don’t get what you are about, your values, your image and your goals for marketing, their efforts won’t produce the results you are looking for.

Ensure the hired team has enough material to learn about your brand so they can design campaigns in your voice. Develop branding guidelines for them to follow, reflecting the look and feel of your brand. This way, no matter who joins their team, they all have the same understanding of your brand.

The agency will also need to understand your tech stack and the tools you use to collect and analyze your company’s performance. They will need access to your ways of reporting and your data. Establishing clear channels of access, sharing and communication will decrease friction, increasing efficiency and speed of execution of your vision on their end.

4. Collaborate and connect via project management tools

The project management tools, such as , Slack, Asana, Monday or Clickup, don’t just serve as tools of efficiency. They also provide your team and your marketing agency with a unified place to work in, creating a sense of a teamwork environment.

Trello, for example, serves my team as a central hub for communication and collaboration. My team can communicate and work together efficiently through comments and tags on specific tasks, and everyone can track progress.

A sense of cohesion among the team, aided by the digital tools, will help create a sense of common purpose. This way, each member of your team and the team you are outsourcing to will be invested in helping you achieve your goals and committed to the bigger picture, not just their assigned tasks.

It’s rewarding and gratifying to have your whole team working in unison and collaborating with an outside agency smoothly.

Level up your brand power

Growth requires more people power. Sometimes, that power can be found in outside agencies. Hiring a digital marketing agency might feel uneasy at first. Once you make the first step, however, you will find that outsourcing allows you to free up your time to work on scaling your business.

By

Sourced from Entrepreneur