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Earlier this month, I published an article on how to leverage a large Instagram account to build a lucrative career. Today, I want to approach the same topic, this time from the brand’s point of view. Indeed, influencer marketing is a powerful tool. According

As this marketing channel blossoms, it becomes evident that there’s still confusion and uncertainty around how to approach it. Sixty-one percent of marketers responded to a survey agreeing that it’s difficult to pinpoint the correct influencers for a given campaign, which is why I wanted to find an entrepreneur or brand that has made a name for themselves through influencer marketing; a brand that others can learn from.

That’s how I was introduced to Sean Kelly, founder of Jersey Champs, an online clothing company that almost exclusively uses influencers to sell jerseys. In a recent interview, I took the opportunity to ask Kelly in-depth about his overall influencer strategy.

In the early days of Jersey Champs, Kelly was enrolled in Rutgers University and running the company out of his dorm room. After seeing a business opportunity in the popularity of sports jerseys, Kelly set out to see if he could sell jerseys with custom designs that weren’t necessarily related to sports. Fast forward three years, and Jersey Champs has sold hundreds of thousands of jerseys, with influencer partnerships including Logan Paul, rappers 2 Chainz and Logic, Mark Cuban and other celebrities and athletes. Kelly attributes much of his success to celebrity and influencer endorsements, telling me that “at first it was a matter of sending a free jersey to an influencer and praying that they would share it, and when they did it made our day, But now that we’ve grown so much and understood the importance of it, we have annual partnership contracts set up to legitimize and scale it.”

Kelly went on to explan that there are three significant lessons he believes have been responsible for Jersey Champs’s most successful influencer campaigns.

1. Be hyper-specific when considering partners.

With so many influencers to choose from, considering who to partner with can be difficult. “We defined our absolute ideal customer and then built our entire business and growth strategy around that, including the influencers we work from,” says Kelly. He and his team have positioned their brand around high-schoolers and college students, and their choice of influencer follows.

“We spent a lot of time trying to figure out who our customers follow on Instagram, the music they listen to and who they watch on YouTube to determine who we reached out to for a partnership,” he elaborates. “Once we discover a rapper or personality that’s gaining popularity, we don’t waste any time reaching out to them.” Kelly attributes a lot of this to being “tapped-into” the social media hype himself, making an effort to pay close attention to the Explore page within Instagram, trending news on Twitter and Google News, as well as frequently engaging with customers.

2. Judge an influencer’s value on engagement, not audience size.

With so many fake followers and unengaged audiences, Kelly jokes that he’s become a bit of an Instagram detective when it comes to spotting influencers. “For some people, it’s a kick to be featured on an Instagram page with one million followers, but when it comes down to sales, audience loyalty and engagement is way more important,” he says. “For example, partnering with Logan Paul is awesome for us, because he has such a strong relationship with his audiences, so when he wears our jersey on his podcast, we know people are going to watch the entire video and think highly of it.” Interestingly, 48 percent of marketers who answered an Influencer Marketing Hub listed audience loyalty as the most valuable factor when considering an influencer. But there is a powerful lesson here for anyone looking to work with an influencer: While impressive followings may be persuasive, it doesn’t reflect loyalty. According to Kelly, “Jersey Champs was built on partnering with actual influencers with loyal audiences who look up to them, not just personalities with large but unattached followers.”

3. Don’t settle on a single post.

Once you’re confident with your choice of influencer, Kelly recommends doing everything you can to maximize the transaction. “When we start talking to an influencer, we’re shooting off ideas of what we can do with them,” he details. “Custom jerseys, exclusive giveaways [and] fun ways of creating content. It’s not just about getting a single post on their feed. We want them to want to promote our brand and see value in it for them, too. That’s why we’ll design a custom jersey for them to help them ‘prime’ their audience so that they’re more engaged. It’s all about hype.”

Another big part of extracting value from influencers is accessing their audiences for paid ads. As part of the transaction, Kelly will often try to negotiate access to their Facebook-ad audiences, so he can supplement the influencer’s promotions with paid ads promoting Jersey Champs. As he concludes, “It ties back to the original point [about being hyper-specific]. A big part of marketing is getting in front of the right audiences, and if your influencer has done that already, you need to leverage that in many ways, not just a single post.”

Feature Image credit: Sean Kelly | Instagram

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Growth at 24Slides

Sourced from Entrepreneur Europe

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Startups take risks, something all organizations should do

Today, large CPG brands are feeling even greater pressure in an expanding world of new go-to market strategies. Subscription services, ecommerce “anti-brands” and sustainability-driven challengers are changing the paradigm of how people shop and consume.

Brands like Hims have linked a suite of products to address top-of-mind men’s issues such as hair loss, erectile dysfunction and anxiety. The online subscription model offers a discreet (no face-to-face medical consults) and holistic solution for guys that otherwise might not seek help through normal channels.

Truman’s combines both a subscription and sustainability model to deliver mix it yourself nontoxic cleaning supplies to your door. The reusable spray bottles and small refill cylinders make shipping and storage easy.

These are two of many current startup examples. They challenge key assumptions of how products are formulated, how they work and how they’re delivered to consumers. To win against these anti-brands, marketers need to learn to take risks like a startup.

For many startups, the irony is that they are risking everything including savings, homes and the investment of close associates and family. This is not simply a professional risk from which to rebound from, but also a risk to current life and future.

So how do they find the resolve to take risks? By understanding the risk, defining the potential return, outlining the strategies to mitigate and communicating all of this clearly to internal and external stakeholders.

To win against these anti-brands, marketers need to learn to take risks like a startup.

Here are five fundamental questions that need to be answered to help you get ahead of the conversation, assess risk and build a solid case to leverage with internal/external stakeholders while putting your own mind at ease.

How certain are you that the consumer wants the product?

If you think you’ve identified a clear missing need in the marketplace, have you done the simple task of talking to potential consumers about a product that solves this need? As simple as that sounds, many teams haven’t, and a series of short conversations can not only help you confirm that need but may help you sharpen your product offering.

Can you link your innovation efforts to a parallel success in a different category?

Perhaps your product is a new enough proposition that it is difficult for consumers to understand. Can you identify something in a different category where the leap has been made and reapply some of the thinking? For instance, protein first hit shelves in the snack bar category for consumers that were using bars as a no-prep source of protein for fitness routines. Recently, marketers saw the behavior of these products being incorporated into less rigorous lifestyles and began to bring protein into juices, cereals and even coffee creamers. It was a logical reapplication to adjacent breakfast choices.

What needs to be true for product success (quality, efficacy, flavor, credentialing, price point, etc.)?

Every category has a shopper decision tree, which is the sequence of choices a shopper works through to find the product for them before they choose and buy. Identify this for your product. Once the key “Who am I?” “What am I?” questions are answered, what is the differentiating aspect of your product that communicates why it’s right for that consumer.

For some food categories this is nutritional credentialing, for others it’s simply a flavor choice. Be clear on what that is for your product before you start to create the packaging or develop supporting communication. This will also be a key part of your customer sales story.

What is the minimum level of confirmation you need to launch?

If your launch is national, does it start with test markets in partnership with a key retailer? If not, what is the minimum data set you need for launch confirmation? This can be as narrow as multi-city qualitative with 40–60 consumers if your confidence in the product is high, or as expansive as a full quantitative with thousands of respondents. A research professional can help you understand the right level of clarity and the costs involved.

How quickly can you course-correct based on market response?

This is something most large CPG companies don’t like to think about but that almost all entrepreneurial enterprises expect to do. Quick adjustments based on real market response and customer feedback is crucial. Not only are you honing your proposition in the real environment where it lives, but you are building a stronger relationship with your customer by working together for success. Plan for a measure and adjust milestone after launch, price point, support and even design if necessary. Perhaps you won’t need it, but if you don’t, the conversation is a happy one to have both internally and externally.

In the end, willingness to risk is very personal and tolerance for risk within organizations is a difficult thing to change. Assessing your proposition carefully by using the questions above is a good start to building a strong plan for launch, support and (if needed) adjustment.

Feature Image Credit: Tolerance for risk within organizations is a difficult thing to change. Getty Images

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Chris Lowery is president and CEO of Chase Design Group.

Sourced from ADWEEK

By (CMO)

The banner ad is 25 years old. Should marketers celebrate or commiserate?

Twenty-five years after its inception, is there still room for the humble banner ad?

Soon after the advert of the Internet and websites came the banner ad, a digital advertising phenomenon which has grown to become so common, it’s arguably background noise for most people today.

Back in the day, the banner ad and all 300 of its pixels was the be-all-end-all of Internet advertising. Now, technologies like artificial intelligence, programmatic and augmented reality have triggered a whole new way of advertising and led us to automatically adjusting, mobile-enabled ads that are highly personalised, dynamic, and targeted.

Yet, while the banner ad has evolved, the method of measuring it has not – much to marketers’ annoyance. The clickthrough rate (CTR) remains the main way these ads are measured. And by all reports, CTRs are abysmal – less than 0.6 per cent by nearly every report out there.

These dwindling results, along with declining consumer attention and growing use of ad blockers by a fatigued consumers, all means the banner ad has suffered from ever-decreasing CTR while being ignored for its rightful place in overall brand building.

CMO asked several industry experts if the banner ad still has a place in a marketing strategy, or if we should all continue tweaking the settings on our ad blockers.

CEO of IAB Australia, Gai Le Roy, said approximately one-fifth of the digital display market in Australia is still represented by what we would consider traditional old school ad formats, such as banners.

“And while they has been over taken by new formats including video and content/in-feed formats, they still have a role to play in the market,” she told CMO. “The beauty of the media market is that older ad formats, while representing a smaller slice of the market, don’t go away. But we get a broader range of offerings that marketers can use to get their messages to consumers.

“Luckily, as Internet speeds have increased, websites have been able to take heavier ad files than was possible in the early days and this has enabled creative to improve substantially since the first banner ad.”

However, what frustrates Le Roy is banners still often being measured using the wrong metrics. “It frustrates me that even though we have shown time and time again that there is no correlation between clickthrough and impact, the click through metric is still persists,” she continued.

“Our new research study, The Digital Brand Effect, illustrates banners with the right creative, frequency and targeting still have a role in today’s media environment.”

Digivizer CEO, Emma Lo Russo, said success in digital marketing lies in how relevant the content is to the audience and the context they are seeing it in. She claimed traditional banner advertising can still work from a brand perspective, but needs a multi-platform, multi-unit play to drive traffic or action.

“You need to think about who sees what in the journey from not knowing you, to buying from you, to referring you,” she said.

Criteo A/NZ commercial director, Colin Barnard, agreed the banner ad remains a central tool in modern marketing.

“Digital ads have radically evolved since 1994 and so too have the way people respond and interact with ads. Today’s consumers demand more from brands, with 55 per cent of Australians turning off when they see ads they’re not interested in, according to recent Criteo data,” he said.

“The core objectives of banner ads from brand awareness to sales conversion haven’t shifted a whole lot, however, the way we achieve these objectives has, due to a greater focus on creative design and implementation with the introduction of modern technologies like AI and machine learning.”

For Barnard, modern technologies, like AI, have morphed the traditional banner ad into a hyper-targeted tool to create highly personalised customer experiences. But again, he warned against measuring its worth via CTR.

“When it comes to measuring performance digital marketing, one danger is to only count the effectiveness of banners by their clickthrough rate,” Barnard said. “The end result can be somewhat unimaginative creative that incites action like lots of price and ‘click here’ messaging. If the average clickthrough rate is 0.5 per cent, that means 99.5 per cent of people who see these ads don’t click on that particular creative.

“There is an opportunity to increase brand messaging without overly affecting CTR so the 99.5 per cent still see a great representation of the brand even if they aren’t ready to click at that particular moment.”

For lower funnel banner ads, Barnard would like to see other metrics used in a comparative way between different campaigns to better gauge what the 99.5 per cent think. He saw surveys, A/B testing to push creative to the max, whilst not impacting performance, and post-view metrics, as some examples.

“The current situation shows the limitation of machine learning and performance metrics. There are still too many dull ads that underutilise the amazing canvas we have,” Barnard said. “For instance, machine learning-driven creative can result in very poor ads.”

To compensate, Criteo has machine learning-driven content but still has humans crafting templates and even overlaying video, MP4/HTML5 rich motion imagery to bring dynamism to ads, he added.

Head of sales at WeThinkMedia, Jane Stucci, said the banner ad still has relevance as part of a broader marketing plan.

“As digital tech continues to evolve it does create the opportunity now 25 years later to personalise your brand’s creative or message to a highly targeted audience, particularly with the use of dynamic creative allowing you to target the right audience with the right message at the right time on any device.

“As for measurement, is anything perfect or correct? The industry is moving in the right direction by questioning the traditional click through rate as the only measure of success with alternative metrics such as viewability.”

So there you have it: The humble banner ad still arguably has a role to play in both branding and sales. But like most marketing, it’s only as good as your wider omnichannel strategy.

By (CMO)

Sourced from CMO FROM IDG

By

Amazon‘s profits might have fallen for the first time in two years, but its advertising revenue outshone its overall sales growth in the most recent quarter – showing brands are taking it seriously as a challenger to the Google-Facebook duopoly.

During its most recent earnings call on Thursday (24 October), the e-commerce giant revealed that sales were up, but profit had slumped year-on-year for the first time since mid-2017.

The business reported a third-quarter profit of $2.1bn, a drop of 28% on the previous year, which was put down to investments in shipping and warehouses to help its core retail business maintain its edge.

Over the past three months, the businesses has garnered $70bn in revenues; up from 24% on on the same quarter last year.

Advertising revenue growth was a bright spot in the company’s results, with ‘other revenue’ (which principally refers to Amazon’s ad business) hitting $3bn over the three months to the end of September, up 45% on the same quarter last year.

Driving ‘relevancy’ and looking beyond search

The firm’s chief financial officer Brian Olsavsky said it was “very happy” with its ad sales progress and that it was now focused on helping brands deliver more targeted ads within the Amazon ecosystem.

“We continue to focus on advancing advertising experiences there, [making them] helpful for customers and helping them to see new products. We want to empower our businesses to find attracting and engage these customers and it’s increasingly popular with vendor sellers and third-party advertisers,” he added.

“It’s still early and what we’re focused on really at this point is relevancy, making sure that the ads are relevant to our customers, helpful to our customers, and to do that, we use machine learning and that’s helping us to drive better, better and better relevancy.”

Earlier this month it was reported that Amazon was eating into Google’s search dominance, with eMarketer forecasting that Amazon’s share is expected to grow to 15.9% by 2021, with Google’s expected to contract to 70.5%.

However, Dave Fildes, Amazon’s director of investor relations said that increased adoption among brands was pushing the company to expand its video and OTT offerings.

Pointing to the ad-supported movie streaming service it recently launched on IMDb and live sporting deals, Fildes said it planned to ad more inventory to the latter and across its Fire TV apps via Amazon Publisher Services integrations.

“[We’re also looking at] streamlining access for third-party apps and really just making it easier for advertisers to manage their campaigns and provide better results,” he continued.

Aaron Goldman, chief marketing officer, at self-service ad platform 4C Insights highlighted how quickly Amazon is ramping up its ad platform.

“It has the unique ability to close the loop from purchase intent to sales and allow brands use that data for ad targeting and measurement,” he explained, saying clients using 4C’s platform had upped their spend by 250% in the past year.

Feature Image Credit: Advertising revenue growth was a bright spot in the company’s results / Amazon

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Sourced from The Drum

Summary
  • Twitter posted accelerating user growth in Q3 2019.
  • Some advertising headwinds caused the company to miss on revenue this quarter and lower guidance for Q4 2019.
  • I remain neutral on Twitter, but am following closely.

Twitter (TWTR) reported a significant miss on Thursday for Q3 2019 that sent shares tumbling 20% in one day. While the user metrics were strong with accelerating monetizable Daily Active users, the company missed on revenue that flowed through to a big miss on the bottom line. The company’s management lowered guidance as well for the rest of the year, after some product issues that weighed on advertising revenue.

Chart Data by YCharts

Q3 2019 Earnings

Twitter had been having a solid 2019, posting numbers in the first half of the year that encouraged investors to buy the stock all the way up to $45 per share in early September. In my last article on the company, I wrote about how the company was performing well, but I wanted to see greater revenue growth combined with improving margins before starting a position. Q2 2019 saw Twitter post a 9% operating margin, down from 11% in Q2 2018 on revenue growth of 18%. Now in Q3 the company posted an operating margin of 5%, down from 12% in Q3 2018 on revenue growth of just 9% year over year.

13 essential Twitter stats to guide your strategy

Source: Sproutsocial Blog

Simply put, with revenue growth this small, it will take a long time before the company gets anywhere close to margins like Facebook (FB), which reports Q3 2019 numbers next week. That, combined with Facebook’s consistent 25% or greater revenue growth and lower valuation, caused me to state in my previous article on Twitter that Facebook was a better stock to own for growth investors, an opinion I continue to hold today.

Twitter’s revenue this quarter was impacted by some bugs that affected the company’s ability to target ads and share data, as well as greater than expected ad seasonality in July and August. September was strong, however. Management seemed to remain positive on the Q3 conference call but stated that these problems with advertising products would continue to impact revenue going into Q4 2019. Specifically, the problems were related to Twitter continuing to use data from users that had declined to give Twitter permission. The company lowered Q4 guidance, as a result, to revenue between $940M and $1.01B (compared to $1.06B consensus), with operating margin expected to come in between $130M and $170M.

Source: Form 8-K

Conclusion

While I’m bullish on Twitter’s business model, the company evidently still has some problems to work through. The low margins relative to peers leave little room for error, as seen this quarter. The stock remains risky going into Q4, but it also leaves room for a surprise to the upside. Q4 is seasonally the strongest quarter for Twitter and online advertising companies.

Chart Data by YCharts

Twitter is now cheaper on a price to forward sales basis after the 20% drop compared to Facebook and Snap (SNAP), but also continues to see the lowest revenue growth. The company did, however, post higher user growth than Snap in Q3 2019.

Twitter remains a stock I’m watching closely going into 2020. This is possibly a better time to buy it than a few months ago, but it still isn’t turning the user growth into revenue growth that I need to see to justify buying this stock. In time, I’m expecting revenue growth to increase solid double-digit percentages if it can keep posting user growth like this, but the company isn’t there yet.

With companies like Facebook and even Pinterest (PINS) growing revenue much faster, I continue to prefer those stocks over Twitter. Ultimately, I remain neutral on Twitter and will be watching revenue growth rates, operating margins, and user growth through Q4 and into 2020.

By 

Sourced from Seeking Alpha

By John Hall.

Every entrepreneur knows that personal branding is a necessity, but many fail to do it right.

Many startups today are founded by a technologist or an engineer. Every idea that sparks a new company seems to come from deep knowledge of how to create a new product or process — or improve upon something already in existence. While these types of founders build good products and solve real customer problems, they often discount the importance of brand.

Personal branding is now your résumé. It’s how you define yourself if you’re looking to build a reputation as an expert, get a side gig or even find a new job. It’s what you leverage if you’re looking to start something on your own, whether it’s a social media following or a career as a speaker.

Recently, there’s been talk about how “showing your work” has become an expert’s calling card. For example, a lot of colleges and universities now use Instructure’s tool Portfolium to help students track their accomplishments and create a real-time digital portfolio of their best work and core skills. This is built into Canvas, a learning management platform that many schools use as their online learning system.

That’s absolutely a form of personal branding. For most of us, it hasn’t been that organized. It’s great to see, and it will put Gen Z in the best possible position to succeed. And the fact that educators now see that as vital means we entrepreneurs should as well.

The founders of the future are going to be that much more prepared. Right now, they might be learning a skill to get a job — but soon, some will be using that skill to create a company. And branding is important for both startups and founders.

Branding for a Startup

In a sea of competition, a strong brand helps a startup get noticed. Most sales decisions are made prior to ever talking with a salesperson. What your website says and how it looks, the compelling points of view you’re sharing in your thought leadership, your engagement with your audience via social channels, your reputation with your customer base — these are all brand elements that make the difference between success and failure.

Startups have a lot of audiences: customers, investors, competitors, influencers. A well-built brand speaks to all of them and gathers momentum. In the early phase, being seen as weak by any of those audiences can impact your future growth trajectory.

For a lot of startups, technology is table stakes. Other digital interactions have led customers to expect their experiences to be outstanding. It’s the brand side of the house that ends up determining why one startup is chosen over another.

“One mistake I often hear from technical founders is that brand is all fluff. Brand is your point of view within your industry. Brand is how you engage with your audience, both online and off,” said Kyle York, CEO and managing partner of York IE. “Brand is not fluff. Your brand is your fingerprint. You leave it behind on everything you touch, and you don’t exist without it.”

York helped build a successful company, Dyn, which was acquired by Oracle for $600 million. After three years at Oracle, he and other Dyn alums decided to go back to using their go-to-market experience to help the entrepreneurs and startups they invest in build stronger brands. They were recently featured in TechCrunch discussing a new model for how early-stage companies get funded — and branding is a key component of that strategy. The stronger the brand, the more options a startup creates for itself.

Branding for a Founder

A founder is three things:

1. The first salesperson: Having a strong brand makes it easier to get meetings with prospects.

2. The head recruiter: If you have a strong brand and reputation, the best people will want to work with you. Hiring the best will help your company scale.

3. The fundraiser: So much of funding is based on your network. How can you tap into a network if you don’t have one?

If you try to build your personal brand the day you launch your startup, it’s too late. You need to invest in building your brand for years before you ever get the entrepreneurial itch. It’s a conscious decision in preparation, just as much as R&D or market research might be. And even if you decide not to start a business, a strong personal brand will still help you in your current career. Consider Elon Musk, who’s well known for his innovative mind beyond Tesla and SpaceX — his brand outpaces that of even his companies.

“One of my core values is playing the long game. Think of every tweet, blog or LinkedIn profile update as an investment in your future,” said York. “You won’t have a blue checkmark tomorrow, if ever. But you will be projecting how much you care and the type of person and worker you are. That reputation is priceless, and it transcends whatever current role you’re in.”

Think about what you want to be known as the go-to person for — that’s likely where your expertise lies and where you’re most likely to want to build something later. Build your social media around your thoughts in that area (and your philosophy of business in general). Launch a blog to share your insights. Write a guest column here and there. Speak to groups, whether it’s on a local or national stage. Investing in yourself will pay dividends.

Make an Effort to Share Knowledge

Sharing knowledge can be a great way to slowly gain a reputation for being the best. I recently appeared on The Business Method and had several people reach out to say the information I shared helped them with a current problem. This is just one of the many podcasts or platforms you can utilize to share your expertise and build trust with the people you help (or hope to).

Some people worry that sharing their knowledge is equivalent to giving away the “secret sauce” or rendering themselves obsolete. But knowledge hoarding doesn’t boost your profile — it reinforces the idea that you’re only willing to share your expertise if it benefits you. That’s a quick way to ensure nobody invests in you the way you’ve invested in yourself.

Being able to give and also promote expertise is a great way to continuously elevate your brand. We gravitate toward what we believe based on our perceptions. Take a look at how the world sees you, and consider how you can make the world see more.

Feature Image Credit: Businesspeople working on their branding. Getty Images

By John Hall

Sourced from Inc.

By

Twitter execs have outlined how they plan to bolster its ad business after missing Q3 revenue targets. It blamed the weak growth on bugs affecting its mobile product, which further hindered ad sales already weakened by the “seasonality” of a slow summer.

Revenues for Q3 were up 9% year-on-year to $824m. The US reported a rise of 10% to $465m, while international growth was slower at 7%, totalling $358m.

Sales fell short of the expected $874m. Growth slowed substantially since Q3 2018, when sales grew 32% year-on-year.

The results, which sent shared in the tech firm tumbling 20%, were explained by advertising “headwinds” driven predominantly by bugs in the company’s targeting system. In a letter to shareholders, Twitter explained the issue had affected its ability to target ads and share data with its measurement and ad partners.

The bugs reduced year-over-year revenue growth by at least 3% in Q3, Twitter wrote in a letter to shareholders.

Ned Segal, Twitter’s chief financial officer, explained the glitches in the legacy mobile application promotion (MAP) product meant information regarding users’ device settings was shared with Twitter for targeting purposes, even if they had asked it not to be.

“When we discovered that … we turned off the setting,” he said on an earnings call this morning (24 October). “That has a negative impact on revenue because it’s one less input you’ve got when you’re figuring out what ads to show people.”

Additionally, a bug meant Twitter was passing on data to measurement companies from users who explicitly asked not to be monitored in such a fashion.

“We stopped doing that, and although we are working on remediation, there isn’t remediation yet in place,” said Segal. “So, the effects of that will continue into Q4.”

Twitter recently faced criticism after it reported some users’ private email addresses and phone numbers had been exposed to its advertisers in a breach of its targeting system.

Aside from the technical issues, organic advertiser interest in Twitter dropped in the quarter, too. “Greater-than-expected” seasonality issues began in July and continued into August, due to what the company dubbed a “relatively lighter slate of big events” taking place when compared to the same period in 2018.

The sales slowdown occurred as Twitter continued to push its offer to advertisers on its global ‘#StartWithThem’ roadshow. The platform has a goal to double its ad business by 2020 and become advertisers’ most recommended partner.

Today, Segal outlined the company’s immediate and long term plans to bring more advertiser dollars into the business and appease Wall Street qualms.

He first stated the company will continue to actively market its platform to big advertisers. By way of example, he observed that while 38 of this year’s Super Bowl advertisers were on the social network at the same time as the game, there were eight “to whom we still need to make the case”.

“[We’re also] continuing to improve relevance, to continue to come out with better ad formats and improve versions of our existing ad formats,” he said.

He added Twitter could do a better job in monetizing smaller advertisers – an area it has not “prioritized” in the past.

“We’ve got to do the engineering work and make the case to them better than we are today, and right now we’re chosen to prioritize other things first,” he said.

Finally, he noted the Twitter ads experience could also be improved through better educating clients and working more closely with advertisers on their paid-for content.

“There’s also opportunity without selling one more ad to put better copy in the ads that exist today,” he said. “And we still have half of our video ads being served at longer than 15 seconds. As you can imagine on a service like Twitter, the completion rates for video ads that are six seconds are much better.

“That, along with continuing to improve relevance, better formats and moving down the funnel in terms of the types of advertising that’s available … are all things that ought to help us.”

Feature Image Credit: Twitter launched a consumer campaign in recent months / Jonathan Hokklo

By

Sourced from The Drum

Sourced from Forbes

Whether you’re applying for jobs or seeking new business opportunities, building a positive personal online brand is key. Potential employers and clients may be researching your social media to get a sense of who you are, so it’s just good practice to present yourself in the best possible light.

The members of Forbes Coaches Council know the importance of developing your personal brand on the internet, and how to use that brand to stand out to your target audience. Below, this group of experts shared 15 steps you can take to build a personal brand that’s both positive and consistent.

1. Audit Your Existing Digital Presence

Conducting a social media audit is a key step in social branding. You should be auditing past posts to ensure that there are no questionable posts. Sites like BrandYourself.com can support this. You should also Google yourself and keywords associated with your brand and/or business to ensure that you come up in searches and the sites you want to highlight (LinkedIn, personal website) appear first. – Jasmine Briggs, Creatively Inspired Coaching

2. Bring Your Personality To It

Building your personal brand means showing who you are, not just what you know. Getting known for something that’s in your area of expertise that can transfer across channels is a strong start. But don’t forget to bring your personality to it. Consider your passions outside of work and the blend of skills and talents that make you stand out and integrate that into your feed. – Sheila Goldgrab, Goldgrab Leadership Coaching

3. Aim To Contribute

Social media just amplifies the brand of “you” that anyone who meets you in person would also experience. My advice is to aim to be a contributor. Ask, “What can I contribute today that will lift a spirit, let someone laugh, give hope to someone feeling hopeless or provide a practical tool that can benefit someone right away?” Authenticity comes through in social media as it does in person. – April Armstrong, AHA Insight

4. Know Your Strengths

When we know our strengths and come from that purview, we show up more authentically. We cannot be all things to all people or situations, and showing up from our genuine selves is unbeatable. This can be seen in our narratives, articles that we choose to highlight and people and companies we follow. – Sandy Lewis, Positive Shift Coaching

5. Go Where Your Prospects Are

To build a positive online brand, you have to be out there on the social media platforms your prospects and clients are using. Establish both personal and company profiles and pages, following best practices, and be sure they reflect your brand and feel engaging and authentic. Then post relevant content you think is interesting. Avoid being sales-y or over-focusing on your products and/or services. Deliver value. – Jennifer Wilson, ConvergenceCoaching, LLC

6. Use A Purposeful Filter

Everything you do on social media contributes to your personal online brand. With that in mind, be very deliberate and purposeful about every tweet, like, post, snap and blog. Ask yourself before you hit enter: Will this contribute in a positive way to my brand? Does this add or detract from the legacy I am creating? Would I want someone to read this about me 12 months from now? – Paul N Larsen, Find Your VOICE as a Leader ™

7. Identify And Communicate The Problem You Solve

A crucial part of personal branding is getting clear about the problem you can solve. If you don’t know, invest the time to figure it out. Don’t use generic fluff words to describe your strengths. Instead, get clear about one or two things you are dominant in and communicate that with consistency throughout your brand. Own your expertise and realize that it is what’s valuable to the market. – Jean Ali Muhlbauer, People at Work

8. Learn How To Engage In Difficult Online Conversations

When you become “internet active,” your opinions might trigger other people. No social media is free from haters. It is easy to lose composure and reply in a way that doesn’t promote your brand. Engage in strong discussions carefully. Try to label their emotions using inoffensive phrases like “It looks like you might…,” “It sounds like you would like to…,” and just kill them with your kindness. – Inga Bielińska, Inga Bielinska Coaching Consulting Mentoring

9. Request Quality References And Referrals

Have others toot your horn. Most of my business is based on referrals from current or previous clients. In my contracts, we require a video and written reference and quality referrals. We often repurpose the video testimonials when we want to promote a particular program. We have our clients post the reference on LinkedIn and speak directly to their experience and why others should work with us. – A. Margot Brisky, ELDA4U, LLC

10. Tell Stories That Help Other People

The world needs more people who openly talk about their ups, downs, successes, lessons learned and funny stories from their business and life. Don’t post to brag and to look impressive on social media. Don’t spread any gossip and negativity. Be human and create content to help other people. Make it about them. Remember: One post can change a person’s life. This should make you show up daily. – Dr. Natalia Wiechowski, Think Natalia

11. Find A Mentor

One practical step is to find a role model that demonstrates a positive personal online brand. Look through your contacts and see who is doing this well. Reach out to that person and ask them to advise you while you develop your social media presence and brand. Recently I’ve been working with a group of colleagues where we help each other evaluate our brand messages and how these show up online. – Cindy Stack, Whole-Life Leader

12. Run Your Posts Through The ‘Job Interview’ Test

If you’re in a job interview or phone screening call, would you feel free to communicate the content of your social media to the job interviewer? Typically what I post on social media I would have no problem communicating in a job interview. If you have to edit your word choices for the purpose of the job interview, then you may need to reconsider your word choices for social media. – Vince Morales, CPC, MCC, Zoe Transformation Coaching & Consulting

13. Know Your Narrative

What are the topics or themes you want to be known for? What kind of ideas or work really represent you —especially the “you” you’re striving to become? Human beings crave clarity, and to help others see you as you want to be seen, you need to know your own narrative, or story line, first. Then, only post, share and comment on items that are consistent with your narrative—resist the rest. – Darcy Eikenberg, PCC, Red Cape Revolution

14. Think About The Emotions You Want Your Audience To Feel

When branding oneself, particularly to be attractive to employers, consider the feeling you want them to experience when they see you on social. Not all emotions are created equal and that’s a good thing. Do you want them to have felt a sense that you are confident, warm, quick-witted, organized or any one of hundreds of other feelings? Start there and back into what you present and post! – Michele Davenport, MOSAIC COACHING SOLUTIONS

15. Create A Real Brand With A Tagline, Mission And Look

Think of yourself as a company. What is your mission (what you are up to)? What is your tagline (how you want to be remembered)? What does your brand look like (graphic representation)? Have your personal business card, social media headers, resume and email signature all match this message and look. – Christy Geiger MCC, CPCC, Synergy Strategies Coaching & Training

Sourced from Forbes

 

By Douglas Montague

How rethinking brand expression influenced Microsoft products and vice versa

Imagine a sheet of paper with a couple dozen tiny dots spread out on it. Their placement doesn’t seem random. You can sort of make out a shape, but there’s no obvious way they go together.

Now imagine a sheet with identical tiny dots, only each one is numbered. The dots may still look like a jumble, but the numbers indicate how they link together. You draw a line from one to two, two to three, and so on. Oh look, you’ve drawn a seal balancing a beach ball on its nose! Gold star.

Working for a big company sometimes feels like staring at thousands of dots and having little idea how to connect them. I’ve been with Microsoft since 1995, but I don’t think I understood how these dots could work together until 2015.

That’s when we changed our marketing strategy. Before, the product design team would build and design the experiences, and the marketing team layered a brand identity on top to sell it. With the 2015 change, branding was no longer a “layer” of marketing disconnected from the product experience. Instead, branding became directly tied to and influenced by the product. And maybe, just maybe, the brand could influence the product in return.

In the heavily siloed world of giant corporations, that was practically crazy talk.

One dot at a time

Simplicity became our mission. We first needed to build brand principles and the brand story (in other words, why we exist in the world). Then, we’d figure out how the principles and story inform the product experience. We theorized that connecting experience and expression among product, brand identity, and marketing, and extrapolating those principles into meaningful guidance across the company, would create a better experience for customers.

Numbers started to appear next to those scattered dots staring me in the face. The trick was getting other people to see them, too.

To show people the value of brand creative teams in marketing, we needed to have a lot more conversations with product design. First, we needed to understand what they were building and where they were headed. Second, we needed to create a visual identity closely tied to the product’s visual language, which a worldwide marketing organization could later implement.

Easy enough, right?

Thankfully, our senior leadership encourages us to work together for the greater good of the company, pushing away our own egos as much as possible to bring success to all. We call this One Microsoft. Particularly in our area, acting as One Microsoft is a necessity: we have a tiny creative team and can’t succeed without the assistance of other great creatives, so we need to understand each other’s business and create together. When it works, it’s magical.

Case study: transforming Microsoft Office

Rebranding Office was one such magical example. For the first time, we looked to product teams for cues to lift the brand identity and create simple, scalable guidance. We worked directly with product design, an approach that we’d take later with Azure and HoloLens 2.

Our approach had five steps:

  1. Create the brand story working across brand strategy, engineering, and marketing, including a deep dive into product design principles and future principles.
  2. Conduct an end-to-end visual audit of the entire customer journey.
  3. Identify visual patterns and cues from the product, and from the parent Microsoft brand, to create a visual identity for the brand expression.
  4. Build creative principles and theories around color, illustration, typography, and photography, then stress test across all communication touchpoints in the marketing funnel.
  5. Create a simple design system that designers could scale worldwide without much creative oversight.
Three large black boards with print outs of the current Office branding.

Three large black boards with print outs of the current Office branding.

Boards from one of the many visual audits done in 2016 for Microsoft Office.

Our audit concluded that Office needed a more sophisticated yet simplified visual identity connecting our product experience and marketing communications. The marketing teams were doing their best; they followed the Microsoft brand guide for reference, but the broadness of the guide and visual system made it difficult to implement. We pared down the brand system in the name of simplicity.

Office brand guideline examples including personality, colors, and font.

Office brand guideline examples including personality, colors, and font.

Pages from the Microsoft Office Brand Guidelines.

Our collaboration effectively linked the pre-purchase marketing communications to the post-purchase ones. For example, we used our marketing expertise at engaging users to improve the first-usage experience (for example, the “how to” videos that introduced users to Office online). In that space, the product team focused more on UX, not the kind of branded moments within the product where you can tell a story.

The fifth step in that process was perhaps the toughest, simply because of scale. Several hundred marketers worked on Office, each with their own budget, each choosing their own creative. Because of that, and their concern that we’d just scold them for doing things wrong, none of their work went through a creative review process. We not only had to change how people worked, but we also had to assure them we had their best interests in mind.

In time, people from other teams understood that we weren’t focused solely on creative, that we wanted to help them meet their business objectives and performance metrics. Again, it comes back to that One Microsoft principle of trusting each other and helping each other succeed. Product teams started seeking out our involvement, and marketing trusted us to make more things on their behalf.

Keeping a good thing going

We emulated this turning point elsewhere. We worked directly with principal designers Paul Cooper and Lance Garcia to build creative principles (for everyone keeping track, that’s step 4) that ended up changing the patterns and UX of . Functionality informed brand choices, which reflected back on the site itself.

The front page of the Azure.com website.

The front page of the Azure.com website.

Azure.com

The same goes for HoloLens 2, which was perhaps our most daunting task. The product team had worked on it for two years by the time we stepped in to begin branding, so we had catching up to do. (Yes, not ideal.)

HoloLens 2 works in mixed reality, a new medium for most users. Because of that, people need more than product photography or UI to understand how it works. So, I partnered closely John Nguyen and David Wolf from the product design team to come up with a solution. We were inspired by prismatic light in holograms and by the way the product sensors understand the world and generate a 3D map. We believed that this prism and map would tie the marketing and the product experience together in a beautiful way. The product experience largely informed the elegant brand we created for HoloLens 2 and subsequent marketing materials.

Four expressions of the HoloLens branding.

Four expressions of the HoloLens branding.

HoloLens 2 Prismatic Color Blend used in illustration, full-bleed backgrounds, and HoleLens 2 wordmark logo.

These marketing materials turned out well — so well that they influenced the product. Romiro Torres, the creative director for HoloLens 2 UX, was working out the visual expression and experience of how the device maps a room. He integrated the same visualization into the product experience, so users see the same visualization we created for marketing when HoloLens 2 maps the room they’re standing in.

HoloLens 2 Room Mapping from the launch announcement in Barcelona

Chances are that doesn’t sound like a big deal to you, but it felt huge — that “maybe, just maybe” moment I mentioned earlier. If you listen closely, you can hear silo walls cracking.

Those are the kinds of moments we strive to create every day. They become a lot more likely when teams spend the time to truly understand each other. Branding makes that easier. It provides that layer of customer clarity, connecting the dots so that marketing and product can take a step back, look at the lines, and say, “Wow, a seal balancing a beach ball!”

By Douglas Montague

Microsoft Brand Creative Director. I don’t believe creative that has commercial success tags it with an odious suggestion that is stinks. Views are my own.

Sourced from Medium

By Matthew Zdun.

FOMO, or fear of missing out, is probably one of the most common psychological phenomena around. If you’ve ever spent a couple of hours on Instagram seeing what your friends were up to, and wished you were there, you’ve gotten a big dose of FOMO.

Everyone has experienced this universal fear of missing out, though young people tend to experience it more strongly than other age groups due to their high exposure to social media. Eventbrite estimates that 69% of millennials have experienced FOMO, and 33% have purposely tried to make others feel FOMO.

This feeling of missing out on something goes back to the beginning of time when the earliest people had to fend for scarce resources to survive. And FOMO is likely not going anywhere.

Your business should look at the ways it can use this envy and jealously that your customers are feeling to drive traffic to your website and ultimately boost sales. Chances are, when customers feel they are missing out on something, they spend more!

You can use FOMO Marketing when you’re hosting events — by limiting the number of people that can attend and by live-streaming prize giveaways. You can also use it in your social media plan and when building your website if you let your content expire, experiment with influencers, or even show products’ stock levels to create a sense of urgency.

Check out this infographic created by Fundera for the best ways to capitalize on customers’ FOMO in your business.

Please include attribution to fundera.com with this graphic.

How to use FOMO Marketing in your business

By Matthew Zdun

Sourced from PromotionWorld