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Premier League clubs to put a price on social media videos for sponsors

May 18, 2017 No Comments

Rather than bundle social video into sponsorship deals, Premier League clubs want to carve out its commercial value to convince sponsors to pay more for that engagement.

The modern-day newsfeed is as stuffed with posts from wannabe stars and celebrity spats as it is with videos from training grounds and changing rooms. Yet many of those creating this content aren’t sure of its commercial worth as it becomes increasingly hard to ignore how much more exposure football teams can get on social media compared to TV.

But because it’s tricky to track the value a brand gets on social, it’s arguably been massively undervalued. No commercial chief can point to half a million Facebook views and say ‘that’s just helped secure my new partnership deal’ when measurement is so blunt. On the other hand, many would ask ‘what’s the cost of not doing it?’

Hundreds of millions in the case of Real Madrid’s Cristiano Ronaldo, whose social media accounts generated an eye-bulging $500m in value for Nike last year according to sponsorship analytics company Hookit.

While Ronaldo isn’t a club, he is a media owner like the Real Madrid team he plays for and, just like his employers, the Portuguese forward knows that content and platforms he owns are in high demand. The world’s most prolific athlete on social media had one post last year that was worth $5.8m after it racked up 1.7m ‘likes’ and nearly 13,000 comments due its timing with Portugal’s Euro 2016 victory.

Ronaldo’s post was worth $5.8m after racking up 1.7m ‘likes’

Valuations like these are frequent as they are rooted in the old media equivalency rules of sponsorship. Hookit’s methodology uses average number of impressions per interaction to come up with a monetary value when really sponsors want a clearer way to compare social media posts with TV inventory. What the likes of Hookit do prove, however, is just how much teams could be missing in the media valuations they currently conduct – especially as brands demand sharper measurement from all parts of the marketing mix.

“Some clubs are not doing it [measuring social video] right and those who aren’t need to change the way they are approaching brands,” says Jean-Pierre Diernaz, vice-president of marketing at Nissan Europe. The car maker, which sponsors Manchester City and the Uefa Champions League among others, sees a potential in a fast spinning sports industry and yet is perturbed by what it deems is an unwillingness to fix what has become a largely inefficient market.

The social video sports revolution

Pound-busting TV deals pushed the 20 top-flight English teams to post record revenues of £3.6bn between 2015 and 2016 and yet they still struggled to make a profit. Collectively, Premier League clubs made a pre-tax loss of £110m, according to Deloitte, stressing the need for additional revenue streams at a time when many commercial bosses are yet to properly monetise their online fanbases.

“Every club has a certain number of fans but what is important is those who are actively engaging with the club,” continues Diernaz. ”The clubs need to be actively showing on the platforms that here is the value. If you look at the top 20 YouTubers in the world they are getting a lot of business with what they are doing so why would you not be operating the same as a football club. It’s clearly a strategy that would accelerate this for clubs.”

Several Premier League clubs are wise to the opportunity, resolving to give brands what they want in the hope of extracting more money from sponsorships. When City Football Group’s (CFG) commercial boss Tom Glick says he can see a time when social video could help his team renegotiate deals, he’s actually talking about a point when he and his team understand the market value of every post and the revenues they generate.

Numbers like that could come in handy if City were to try to convince Nike to top the £60m a season, 15-year deal with Chelsea when it comes to renegotiations. A club like Manchester City could potentially command tens of millions in media value on TV coverage alone. Add social into a mix and that could significantly inflate the media value of said sponsorship deal. Placements that were once thought useless on TV such as those at the club’s training ground could be worth more to a sponsor looking to reach the growing number of younger fans who aren’t only concerned with what their club does on match days.

Training ground placements could prove valuable to City, with fans concerned with the club beyond match day

“Often what’s holding social video back is it is generally wrapped into a larger sponsorship deal which can undervalue what that media represents because its not pulled out or compared with other formats – like display advertising – that might be getting sold… to me social video is more valuable than a display ad on a club’s website and yet in many cases these things are not necessarily being valued in the same way,” suggests Gareth Capon, the chief executive at social video production business Grabyo.

“If you’re a training ground sponsor then you don’t get much TV presence on game day, it’s more the main kit and headline sponsors,” he continues. “But now with social video you suddenly have all these assets where fans who want to know what’s happening with their club each day get to see your brand and those posts are shared all around the world. That’s a real change and the value for that media is not well understood… but once it starts to get compared with traditional TV advertising or and other forms of advertising, or at least it’s valued as a component of an overall sponsors package, then I think its value will rocket.”

Being able to quantify the value of social media

Southampton, like City, have made strides in recent years to move away from being so reliant on broadcast, focusing on depth of engagement rather than mass exposure. WPP-owned sports marketing agency Two Circles is helping it make the transition, which is very much a work in progress. “It’s about how best to value the video so we’re not only doing it in a traditional sense,” says James Kennedy, Southampton FC’s head of marketing. “We’re going down much more of an impression-based route as oppose to a sales route.”

This means partnerships aren’t typically signed off with an agreed number of tweets and database blasts to feign brand activation. Rather, Southampton are focused less on selling price and impressions and much more on delivering engagement and value.

“The ‘impression-based route’ is about understanding a brand’s target audience and helping them reach this group (in a targeted, cost efficient way) across the club’s entire digital network – web, email and social,” adds Kennedy. “So while achieving mass brand exposure and positive affinity is one objective, Saints can help brands develop campaigns to achieve specific objectives because they can segment their entire digital fanbase.”

Methods like this are heavily reliant on equivalent media value measurement. In the case of Southampton, the club argues that it doesn’t apply an “equivalent” media value in the traditional sense. However, because they – along with Two Circles – eschew inflated media values, they have a more consistent benchmark for a marketer to compare the impact of a campaign with buying the media space elsewhere.

Southampton FC’s marketers have become smarter as to how they use their owned media to generate commercial value

Simply put, what Southampton et al are using involves reach and frequency measures of signage to determine the value of sponsors exposure. These are calculated in differing ways and to varying degrees of sophistication but every measure – or impression – is ascribed an equivalent media value that a marketer can compare with paid for advertising. Hence, the underlying assumption for any brand tracking social video this way is it keeps their sponsorship rooted in the value of logo exposure as well as brand equity.

“The way content is valued is media equivalency so if Chevrolet wanted to buy ad space from TV for millions of people then how much would that cost versus being on the front of the Manchester United jersey… it’s exactly the same premise for how we [Nielsen Sports] value digital and social content,” says Max Barnett, global head of digital at Nielsen Sports. The measurement firm is readying a product it claims brings social media and traditional media valuation together for the first time, meaning for every minute of brand exposure data collected, an average of 5,000 data points are input to algorithms to calculate qualitative and valuation based outputs. While similar tools exist, Barnett hopes Nielsen’s own alternative becomes a unified measurement of sponsorship across all media channels.

“We’re seeing more clients’ commercial teams target 15% to 20% share of media value through digital and social” he continues. “If you have declining TV audiences then that’s a really important gap to fill. The audiences are more than likely not leaving, but consuming the content in a different way. Likewise, you could see brands selecting properties with a more significant social footprint to align to their wider marketing channel objective. Could we also see brands go after digital and social assets in the not too distant future? That depends on how rights holders want to package and promote.”

Is it time for football clubs to think like media owners

Some Premier League bosses hope to do this using social metrics such as earned impressions, shares and followers. The Drum understands a number of commercial bosses have at least considered the possibility of adopting a cost per engagement as a new standard in ROI measurement. While these talks are yet to materialise into anything beyond speculation, that they are even happening is vindication enough of social video’s potential value.

Putting a price on social video has been a thorny subject for some time and it was a challenge we have been seeking to shine more light on with our research report series,” says Michael Litman, founder and chief executive at Burst Insights. For example, the social analytics firm found that of the top 20 best performing videos across each social video platform from last season only Manchester United and Chelsea saw exposure value within the set reach over 31m. Arsenal ranked third, Liverpool FC fourth, Manchester City were in fifth place and Tottenham Hotspur rounded out the top six.

“This shows that for example Arsenal are overachieving on social video performance versus actual player performance on the pitch,” adds Litman. “Spurs fans on the flip-side I think will prefer to be nearer the top of the table in real life. I think we will see in time real world performance, correlating more closely with digital performance as the clubs become more akin to global media broadcasters in their own rights.”

Sports sponsorship has become a new game stuck with old rules. No longer is it enough for rights holders to give sponsors the most media for their money. Instead, sponsors want to know how the rights they’re buying add value to their brands, a shift that’s forcing the likes of Manchester City and Southampton FC to behave more like media owners.

The global success of the top six [Premier League] clubs generates a constant demand for sponsorship assets,” says Tom McDonnell, chief executive at digital fan interaction specialists Monterosa. “Brands are looking for end-to-end solutions that entertain and engage. It’s not enough to count a ‘view’, which could be fleeting, but to also consider interaction and active conversation. If a club provides better assets via social video with proven engagement and interaction, it differentiates the club’s offering and that hits the bottom line.”

By Seb Joseph

Sourced from THEDRUM

In News

Connecting the Dots from Brand to Demand

May 4, 2017 No Comments

By Emre Sucu, Matt Egol, and Edward C. Landry.

The best consumer strategies start with knowing where and why people shop for your product.

The notion of a typical consumer, one whose gender, age, ethnicity, and zip code can be used to make reasonably accurate assumptions about purchasing behavior, is a thing of the past. The most predictable characteristic of today’s consumers may actually be their variability — they’ll choose different brands depending on where they are shopping and the occasion they are shopping for. This trait is a logical extension of today’s retail environment: Many consumer packaged goods (CPG) categories now consist of hundreds of brands, and new niche products launch every week. People can shop at supermarkets, warehouse stores, convenience stores, and a huge array of e-commerce sites. And there are far more ways for marketers to engage with shoppers, including mobile apps and social media.

Given this complexity, it’s more critical than ever for brands to find consumers in the moment. Doing so requires a more integrated view of what drives choice, one that isn’t tied to one-dimensional demographics or a narrowly defined need. Companies have to combine a deep knowledge of who is shopping, and when, and where, and why, with an understanding of the emotional and functional benefits of their products. As you make those connections, you gain insight about specific situations, or demand windows, in which consumers want or need to make a purchase. These windows open and close based on different factors at different times. Someone shopping for sandwich ingredients may choose one brand of deli meat when planning a child’s school lunch during a grocery store trip, but another when stopping at a deli to prepare a quick, healthy snack at home. Context is everything.

Demand windows create opportunities to drive better targeting and engagement along the path to purchase by more directly linking brand, consumer, channel, and occasion (see exhibit). The concept is gaining traction among CPG leaders, but it’s equally relevant across industries: Nearly every company needs to understand the way people evaluate products and make decisions. Yet the concept will have value only if it changes the way companies execute their strategy. They’ll need to identify those windows that are most promising for their brands, and then make changes in how they market and sell their current products, as well as develop new ones. The companies that get it right will dramatically improve the way they interact with consumers.

Past Is Prologue

A look at two large retail categories reveals how demand windows work in crowded markets. The first is beer, a category with a wide range of brands, styles, and price points. Some consumers prefer an easy-to-drink domestic beer when watching a football game at home but upgrade to a more complex craft brew that pairs well with a meal at a restaurant. The second is diapers, another category rife with options. Some consumers will buy a premium natural brand of diaper for a newborn, and then focus on durability when their child begins crawling.

Demand windows drive better engagement by linking brand, consumer, channel, and occasion.

The retail channel — and specifically the range of available options at a given location — also affects shoppers’ decisions. Consumers may go to a large upscale grocery chain with a huge selection of craft brews over the weekend, but then stop after work at a local corner store with a much smaller selection. Consumers may always pick up a jumbo pack of diapers at the big-box store or when buying online, but, knowing the per-diaper price is high, will look for a small package at the convenience store when they’re in a pinch.

Companies learn about consumers’ penchants and practices by looking at data on what they’ve bought in the past. That data, and the ability to mine it for useful insights, enables companies to understand the demand windows for their products. Only a decade ago, companies looked primarily at consumer surveys. Today, they still look at survey results. But they can overlay that information with detailed data about consumers’ online behavior — their browsing history, purchases, online reviews, and social media activity — plus metrics that track their behavior inside physical stores.

Seeking out demand windows isn’t the same as chasing the next shiny thing in digital marketing technology.

The good news is that the technology required to identify demand windows is not cutting-edge. In other words, seeking out demand windows isn’t the same as chasing the next shiny thing in digital marketing technology. To be sure, you need strong analytics capabilities or you risk falling behind. But you can build these capabilities by applying established quantitative marketing techniques in innovative ways that integrate and exploit a broad set of data sources.

The Execution Challenge

To implement a strategy based on demand windows, start with the following three steps:

1. Identify your ideal windows. Any given product has a long list of potential demand windows, but only a select few are the right choice for your company. The winnowing process begins with a clear understanding of your company’s own capabilities. There will be specific things that your brand is known for and that your company does best, whether it’s new product development, innovative packaging, or something else. Certain demand windows will naturally be a better match with these areas. For example, a craft brewer might specialize in creating new beers with higher alcohol content. Many beer drinkers in that region undoubtedly buy canned beer on sale at the convenience store before local sporting events. But the brewer would rightfully decide not to compete in that market. The capabilities fit just isn’t there.

At this early stage, you also need to make sure that the market size of a particular demand window is sufficient to justify the effort required to target it with current products or to develop new ones for it. Analytics can help you gauge the potential profit available from various options, through market simulations, scenario modeling, and other similar tools.

2. Tailor your sales and marketing approach. A detailed understanding of demand windows allows you to engage consumers in a way that a company using old segmentation approaches cannot. The right channel and marketing strategies can help you engage the consumer at the right places and times, resulting in more authentic connections and higher sales.

Consider, for example, promotions and other related content that create a more personalized experience for consumers rich and relevant to their specific interests. One company recently developed a new type of scissors, which it marketed and sold through separate campaigns aimed at craft hobbyists, students, and office workers. The company tailored its channel and marketing strategies, including decisions about which stores to sell in, promotions, coupons, packaging, and digital advertising, to serve these different consumers and their different occasions. It even segmented user reviews to ensure that hobbyist consumers, for example, saw only the reviews from hobbyist users. The result was a huge increase in sales compared with previous product launches.

Once you have used demand windows to shape your sales and marketing strategy, employing analytics enables you to measure the results of specific initiatives more accurately. For example, your company might run thousands of promotions in a given year. By staging experiments, such as testing new copy on a digital promotion aimed at a specific demand window and quickly gauging the results, you can improve the effectiveness of your next promotion in weeks, rather than months.

3. Innovate to create new products and services. Beyond improving marketing strategies for current products, demand windows can help companies develop new products. They are able to create products with the features consumers want, delivered in the right context to enhance their emotional connection, rather than simply making incremental improvements. For instance, if a diaper manufacturer with strong capabilities in sustainable manufacturing identifies a demand window for new parents looking to reduce their impact on the environment, the company can focus its innovation efforts on minimizing materials and offering recyclable or biodegradable packaging.

Analytics will guide your efforts here. At a micro level, analytics can help you more precisely target innovation opportunities for your brand at the intersection of consumer, channel, and occasion that is right for your business. You’ll be able to more accurately predict what product to develop, and which consumers are more likely to purchase it. On a macro level, you can use analytics to better track your return on innovation investment through metrics such as time-to-market and R&D productivity.

Windows of Opportunity

To see how companies can bring it all together, using demand windows to connect with consumers and drive growth, consider a deli meat company that has strong capabilities in product packaging. It identifies parents looking to buy healthy products for their kids’ lunches as a high-potential demand window. Targeting this group of consumers requires a different approach from what the company would use if just considering simple demographics, for example, “What do kids of a certain age like to eat?” or “What are regional lunch meat preferences?”

Given its expertise, the company could focus on developing kid-friendly lunch packages. It would target traditional grocery stores, where many families do their big weekly shopping trip, creating in-store displays highlighting the fact that the product is small enough to fit in a lunch box, easy to open, appropriately portioned, and healthy. The company could then run promotions timed to the beginning of the school year, or over the weekend when parents are shopping for the coming school week.

Rather than looking for quick wins, companies can develop a more sustainable source of competitive advantage.

The company could also create original content to engage potential consumers in the demand window, delivered through digital channels — for instance, healthy recipes or blogs that tackle subjects such as dealing with picky eaters. To boost engagement, it could create a social media campaign, asking parents to send in pictures of the empty lunch boxes their kids bring home after school, indicating that the product was a hit.

In a crowded field, demand windows enable companies to find the consumers who are most likely to want or need their brand. Rather than offering quick wins, they can help companies develop a more sustainable source of competitive advantage that will bring growth and profitability. For company leaders, the message is clear: The consumers looking at your products online or on the shelf are individuals, with preferences shaped by who they are, where they are, and what they want or need at a moment in time. The more you think about them in this light, the more attractive your brand will become.

By Emre Sucu, Matt Egol, and Edward C. Landry

Emre Sucu is an advisor to executives in growth and go-to-market strategies for Strategy&, PwC’s strategy consulting group. Based in Chicago, he is a director with PwC US
Matthew Egol is a thought leader in digital strategy with Strategy&’s consumer markets practice. Based in New York, he is a principal with PwC US
Edward Landry is a leading practitioner in marketing and sales strategies for Strategy&. Based in New York, he is a principal with PwC US.

Sourced from Strategy+Business

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The 9 Worst Ways To Brand Yourself

January 23, 2017 No Comments

By Davia Temin.

Are you getting tired of all the content-less “content marketing” that pervades the internet in order to “brand” professionals as thought leaders? I know that a lot of the HR heads and CEOs I work with are.

They see this explosion of self-branding “lite” as insubstantial and overly self-promotional. And while the internet does afford everyone a platform to air their thoughts, when done poorly it can backfire and actually take away from your professional reputation and brand equity, instead of building it up.

Unlike a celebrity profile, an executive reputation or brand is forged when you truly stand for something and the totality of your work product, presence, writing, insight, and professional and personal actions support that stance. Whether it is as an A++++ player, a subject-matter expert, a breakthrough strategist, or an inspired leader, these are brands that are built up over time and execution, and validated by the opinions of others, including the media.

True content marketing is leveraging the unique ideas, expertise, opinions, and insight of employees not for the employees’ sake, but to raise the reputation of their organizations.

It is possible for corporate or non-profit professionals to successfully position themselves in public as thought leaders, but not for everyone and not in the wrong ways.

So, to help you avoid some of the pitfalls of over-self-promotion and under-delivery, here is my list of The 9 Worst Ways to Brand Yourself in 2017:

1. Call yourself a Guru

Words like “guru,” “visionary,” “pioneer,” and yes, “thought leader,” are ONLY things others may call you; you can never, ever, say them about yourself.

A random walk through LinkedIn profiles will reveal an unending parade of self-descriptions that are guaranteed to turn off any mainstream potential employer. “Shaman” is my favorite worst self-description. After all, the descriptions you include about yourself on social media and at the top of your resume have to ring true to those who know you, and be believable to those who do not. Don’t trigger the gag reflexes of your audience before they even meet you!

2. Be a “thought follower”

In fact, while everyone is posing to be a thought leader, there is precious little original insight out there. Most of what is promoted as thought leadership is really thought followership renamed. With the internet, it is easy to take someone else’s ideas and pass them off as your own. But doing so, or simply parroting old ideas or advice and calling them new, is sure to backfire.

The world DOES need courageous thought leaders, but if that is not your true identity, then find another one that honestly fits, and work on transmitting that as your “brand.”

3. Posture; present yourself as too perfect

Very rarely do you look your absolute best when you go on network or local TV: your hair is often a tiny bit mussed, your outfit slightly wrinkled, and you might be “glowing” from the hot lights. But if you’re well-spoken, smart, moderately attractive and put-together, have a nice manner, and have great things to say and observations to share, the interviewers will probably like you and so will the viewing audience. That’s real. And when the media outlet posts the interview on line, you will look real, and like a validated expert. Your brand will strengthen.

But some of the new content marketing videos that are done outside of the news media are too “constructed.” They almost seem filmed through a gauze filter, so that the person showcased looks flawless. But experts are rarely perfectly airbrushed. And airbrushed experts are not always trusted. So, when you appear that way, you can look posed, or at worst, posturing. Things are changing, but I don’t think they have changed so much yet that audiences will confuse a made-up media interview with a real one. Take care as to the image you project, and too perfect is almost as bad as not perfect enough.

4. Be superficial. Become the Kim Kardashian of self-branding

Some online content marketing is one step away from clickbait. When there is a really good headline, but after the click there are only two vapid paragraphs that follow, the reader knows that there is no “there,” there. Some folks think that this kind of superficiality is all that is needed to create an on-line presence. And for a bold-face name celebrity, perhaps that is true. But, for those who wish to craft an air-tight, substantive professional reputation, more is better than less, and deep is far better than superficial.

5. Use the “I” word too much

It is always a delicate balance between being too “I oriented” in business, and not “I oriented” enough. The rule of thumb I’ve developed in coaching is that younger corporate associates or executives steer away from using the “I” word too much. And the same is true for non-profit executives. An “I-focus” doesn’t wear too well on them, and often seems inappropriately self-aggrandizing, when in fact at their level, their emphasis should be on the team, their contribution to the team, and “we.”

6. Use the “I” word too little

However, at the higher levels of management, especially corporate management, acting too humbly assures that you won’t get credit for all that you do. Women, especially, can appear deferential and not powerful or leader-like when they do not use “I” and “me” enough in their speech. And that means they will get less money and fewer promotions than their counterparts who crow a bit more. Again, this is very difficult to get right. But the higher you go, in general, the more credit you should take, while always acknowledging the contribution of your peers, subordinates, and bosses.

7. Don’t seem dedicated to a higher purpose

Perhaps we are entering into a new era of narcissism, and its public acceptability. But still, narcissism doesn’t work well for the vast majority of professionals. For most, the sense that they feel there is a higher purpose to their work than just lining their own pockets or scrapbook is a very attractive and promotable one. Corporate bosses usually appreciate employees who put the company and its mission first, and have the ability to stay loyal, handle frustration and setbacks, and put themselves second occasionally.

8. Care too much about your brand and not enough about the brand of your organization

In the same vein, even if you care very much about your brand, don’t let it show. The most alluring trait is to appear effortlessly famous/attractive/successful/accomplished.

But in the world of work, it is seen as highly acceptable to work hard and care very much about the quality of your performance. It is not acceptable to be seen as someone overly interested in your brand, especially if it is at the expense of the brand of your organization. Make sure to put the vast majority of your “branding” efforts into the branding and marketing of your organization, and not yourself. Then you’ll be the kind of employee who is promoted, celebrated, and valued.

By Davia Temin

Sourced from Forbes

In News

Does Your Brand Need to Invest in Paid Website Traffic?

December 14, 2016 No Comments

By Susan Gilbert.

A solid content strategy is an important part of building your personal brand online organically.

Adding advertising dollars to the mix will help maximize your fullest potential and visibility.

In order to attract a large audience to your website you can not only tap into the tradition Google AdWords solution, but also invest in social advertising on places like Facebook, Instagram, and LinkedIn. Advertising can help take your business to the next level.

The right keywords from target market research are just the beginning to a winning strategy along with a clear game plan. Here are several ways your brand can add paid advertising to your marketing strategy:

Get to know conversations – Because social media and blogs are personal in nature your brand can learn a lot just by engaging with your audience and tracking their conversations online. Q&A websites and social groups are two top resources that will help you discover your community’s needs and desires.

Decide your outcome first – Do you want more subscribers to your website? Or is the end result more leads from your social networks? Set a clear goal first before creating your message. It is important to stand out from the rest with a focused ad that does not include a lot of text, but rather a clear headline and visual. You can use images or video to grab the attention of your prospects that will entice them to want to know more.

Stick with a reasonable budget – Once your personal brand gets set up with an ad system you will have several options to choose from. This all depends on your campaign, marketing goals, and operating fund. Most platforms allow you to set a budget according to the target market and how many days you would like your ad(s) to run. Choose what works best for your business, and start slow in order to measure your response rate.

Don’t leave out organic marketing – If your brand is only using paid methods to reach your audience you are missing out on valuable networking opportunities. By engaging with your community and sharing tweets and posts they will love you are also building trusted relationships that go beyond ads and leads directly into word-of-mouth advertising, which is free!

Use advertising tools in addition to your blogging and marketing plan to bring more sales to your personal brand as well as increasing your website subscribers. It’s important to check your analytics, and make adjustments with each campaign. This is one of the best ways where your brand can attract more sales and build a strong fan base.

By Susan Gilbert

Susan Gilbert uses her laser focus knowledge to coach and provide online marketing and social sharing programs for authors, speaker, experts and small businesses. She is the author and publisher of several books including “The Land of I Can,” and “KLOUT SCORE: Social Media Influence, How to Gain Exposure and Increase Your Klout,” Susan combines online marketing with strategic thinking to create successful programs. Working most often with authors and entrepreneurs, she understands promotion at a personal level as a regularly quoted resource in USA Today, Entrepreneur, Inc. Magazine and many more. Follow her Digital Marketing Tips at her blog: www.SusanGilbert.com