TINT introduces solution to quickly build UGC-driven web experiences

Amy Gesenhues

The TINT Experience Builder.

TINT, a user generated content curation platform, has launched a new suite of tools that allow marketers to build UGC web experiences using the company’s automated UGC curation technology.

The “Experience Builder” platform includes eight different types of web “experiences” (or pages):

  • Landing Page
  • Live Counter
  • Launch Countdown
  • Contest
  • Sweepstakes
  • Tag-o-War (Allowing marketers to create a hashtag “battle” — pitting UGC from two different hashtags against each other)
  • Contributor App (A non-public webpage where influencers upload content that can be used in campaigns)
  • Interactive Polls

Using TINT’s content curation technology, marketers can build out UGC-focused web pages and have them included as part of their websites in a matter of minutes.

Why we should care

Last month, the IAB put together a committee to better understand the impact of UGC on branding and marketing efforts. UGC can offer brands an effective way to, “Organically connect with consumers in a world filled with overly commercial and often intrusive messages,” the group said.

Marketers often see the value that UGC brings to their brands, but the time and effort it takes to curate it can be problematic for marketing teams with limited budgets and resources. TINT’s Experience Builder offers a no-coding-required solution that allows marketers to launch a web experience built on UGC within minutes.

More on the news

  • TINT has also partnered with Hootsuite, integrating its social content curation platform with the Hootsuite’s social management tool.
  • Foxwood Casinos is among Experience Builder’s launch partners.
  • Launched in 2013, TINT’s social curation platform is used by a number of major brands including Nike, Verizon, Blue Apron and Marriott. It’s powered by Filestack.

About The Author

Amy Gesenhues is a senior editor for Third Door Media, covering the latest news and updates for Marketing Land, Search Engine Land and MarTech Today. From 2009 to 2012, she was an award-winning syndicated columnist for a number of daily newspapers from New York to Texas. With more than ten years of marketing management experience, she has contributed to a variety of traditional and online publications, including MarketingProfs, SoftwareCEO, and Sales and Marketing Management Magazine. Read more of Amy’s articles.

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Understanding Social Media and Conflict

At Facebook, a dedicated, multidisciplinary team is focused on understanding the historical, political and technological contexts of countries in conflict. Today we’re sharing an update on their work to remove hate speech, reduce misinformation and polarization, and inform people through digital literacy programs.

By Samidh Chakrabarti, Director of Product Management, Civic Integrity; and Rosa Birch, Director of Strategic Response

Last week, we were among the thousands who gathered at RightsCon, an international summit on human rights in the digital age, where we listened to and learned from advocates, activists, academics, and civil society. It also gave our teams an opportunity to talk about the work we’re doing to understand and address the way social media is used in countries experiencing conflict. Today, we’re sharing updates on: 1) the dedicated team we’ve set up to proactively prevent the abuse of our platform and protect vulnerable groups in future instances of conflict around the world; 2) fundamental product changes that attempt to limit virality; and 3) the principles that inform our engagement with stakeholders around the world.

We care about these issues deeply and write today’s post not just as representatives of Facebook, but also as concerned citizens who are committed to protecting digital and human rights and promoting vibrant civic discourse. Both of us have dedicated our careers to working at the intersection of civics, policy and tech.

Last year, we set up a dedicated team spanning product, engineering, policy, research and operations to better understand and address the way social media is used in countries experiencing conflict. The people on this team have spent their careers studying issues like misinformation, hate speech, polarization and misinformation. Many have lived or worked in the countries we’re focused on. Here are just a few of them:

Ravi, Research Manager
With a PhD in social psychology, Ravi has spent much of his career looking at how conflicts can drive division and polarization. At Facebook, Ravi analyzes user behavior data and surveys to understand how content that doesn’t violate our Community Standards — such as posts from gossip pages — can still sow division. This analysis informs how we reduce the reach and impact of polarizing posts and comments.

Sarah, Program Manager
Beginning as a student in Cameroon, Sarah has devoted nearly a decade to understanding the role of technology in countries experiencing political and social conflict. In 2014, she moved to Myanmar to research the challenges activists face online and to support community organizations using social media. Sarah helps Facebook respond to complex crises and develop long-term product solutions to prevent abuse — for example, how to render Burmese content in a machine-readable format so our AI tools can better detect hate speech.

Abhishek, Research Scientist
With a masters in computer science and a doctorate in media theory, Abhishek focuses on issues including the technical challenges we face in different countries and how best to categorize different types of violent content. For example, research in Cameroon revealed that some images of violence being shared on Facebook helped people pinpoint — and avoid — conflict areas. Nuances like this help us consider the ethics of different product solutions, like removing or reducing the spread of certain content.

Emilar, Policy Manager
Prior to joining Facebook, Emilar spent more than a decade working on human rights and social justice issues in Africa, including as a member of the team that developed the African Declaration on Internet Rights and Freedoms. She joined the company to work on public policy issues in Southern Africa, including the promotion of affordable, widely available internet access and human rights both on and offline.

Ali, Product Manager
Born and raised in Iran in the 1980s and 90s, Ali and his family experienced violence and conflict firsthand as Iran and Iraq were involved in an eight-year conflict. Ali was an early adopter of blogging and wrote about much of what he saw around him in Iran. As an adult, Ali received his PhD in computer science but remained interested in geopolitical issues. His work on Facebook’s product team has allowed him to bridge his interest in technology and social science, effecting change by identifying technical solutions to root out hate speech and misinformation in a way that accounts for local nuances and cultural sensitivities.

In working on these issues, local groups have given us invaluable input on our products and programs. No one knows more about the challenges in a given community than the organizations and experts on the ground. We regularly solicit their input on our products, policies and programs, and last week we published the principles that guide our continued engagement with external stakeholders.

In the last year, we visited countries such as Lebanon, Cameroon, Nigeria, Myanmar, and Sri Lanka to speak with affected communities in these countries, better understand how they use Facebook, and evaluate what types of content might promote depolarization in these environments. These findings have led us to focus on three key areas: removing content and accounts that violate our Community Standards, reducing the spread of borderline content that has the potential to amplify and exacerbate tensions and informing people about our products and the internet at large. To address content that may lead to offline violence, our team is particularly focused on combating hate speech and misinformation.

Removing Bad Actors and Bad Content

Hate speech isn’t allowed under our Community Standards. As we shared last year, removing this content requires supplementing user reports with AI that can proactively flag potentially violating posts. We’re continuing to improve our detection in local languages such as Arabic, Burmese, Tagalog, Vietnamese, Bengali and Sinhalese. In the past few months, we’ve been able to detect and remove considerably more hate speech than before. Globally, we increased our proactive rate — the percent of the hate speech Facebook removed that we found before users reported it to us — from 51.5% in Q3 2018 to 65.4% in Q1 2019.

We’re also using new applications of AI to more effectively combat hate speech online. Memes and graphics that violate our policies, for example, get added to a photo bank so we can automatically delete similar posts. We’re also using AI to identify clusters of words that might be used in hateful and offensive ways, and tracking how those clusters vary over time and geography to stay ahead of local trends in hate speech. This allows us to remove viral text more quickly.

Still, we have a long way to go. Every time we want to use AI to proactively detect potentially violating content in a new country, we have to start from scratch and source a high volume of high quality, locally relevant examples to train the algorithms. Without this context-specific data, we risk losing language nuances that affect accuracy.

Globally, when it comes to misinformation, we reduce the spread of content that’s been deemed false by third-party fact-checkers. But in countries with fragile information ecosystems, false news can have more serious consequences, including violence. That’s why last year we updated our global violence and incitement policy such that we now remove misinformation that has the potential to contribute to imminent violence or physical harm. To enforce this policy, we partner with civil society organizations who can help us confirm whether content is false and has the potential to incite violence or harm.

Reducing Misinformation and Borderline Content

We’re also making fundamental changes to our products to address virality and reduce the spread of content that can amplify and exacerbate violence and conflict. In Sri Lanka, we have explored adding friction to message forwarding so that people can only share a message with a certain number of chat threads on Facebook Messenger. This is similar to a change we made to WhatsApp earlier this year to reduce forwarded messages around the world. It also delivers on user feedback that most people don’t want to receive chain messages.

And, as our CEO Mark Zuckerberg detailed last year, we have started to explore how best to discourage borderline content, or content that toes the permissible line without crossing it. This is especially true in countries experiencing conflict because borderline content, much of which is sensationalist and provocative, has the potential for more serious consequences in these countries. 

We are, for example, taking a more aggressive approach against people and groups who regularly violate our policies. In Myanmar, we have started to reduce the distribution of all content shared by people who have demonstrated a pattern of posting content that violates our Community Standards, an approach that we may roll out in other countries if it proves successful in mitigating harm. In cases where individuals or organizations more directly promote or engage violence, we will ban them under our policy against dangerous individuals and organizations. Reducing distribution of content is, however, another lever we can pull to combat the spread of hateful content and activity.  

We have also extended the use of artificial intelligence to recognize posts that may contain graphic violence and comments that are potentially violent or dehumanizing, so we can reduce their distribution while they undergo review by our Community Operations team. If this content violates our policies, we will remove it. By limiting visibility in this way, we hope to mitigate against the risk of offline harm and violence.

Giving People Additional Tools and Information

Perhaps most importantly, we continue to meet with and learn from civil society who are intimately familiar with trends and tensions on the ground and are often on the front lines of complex crises. To improve communication and better identify potentially harmful posts, we have built a new tool for our partners to flag content to us directly. We appreciate the burden and risk that this places on civil society organizations, which is why we’ve worked hard to streamline the reporting process and make it secure and safe.

Our partnerships have also been instrumental in promoting digital literacy in countries where many people are new to the internet. Last week, we announced a new program with GSMA called Internet One-on-One (1O1). The program, which we first launched in Myanmar with the goal of reaching 500,000 people in three months, offers one-on-one training sessions that includes a short video on the benefits of the internet and how to stay safe online. We plan to partner with other telecom companies and introduce similar programs in other countries. In Nigeria, we introduced a 12-week digital literacy program for secondary school students called Safe Online with Facebook. Developed in partnership with Re:Learn and Junior Achievement Nigeria, the program has worked with students at over 160 schools and covers a mix of online safety, news literacy, wellness tips and more, all facilitated by a team of trainers across Nigeria.

We know there’s more to do to better understand the role of social media in countries of conflict. We want to be part of the solution so that as we mitigate abuse and harmful content, people can continue using our services to communicate. In the wake of the horrific terrorist attacks in Sri Lanka, more than a quarter million people used Facebook’s Safety Check to mark themselves as safe and reassure loved ones. In the same vein, thousands of people in Sri Lanka used our crisis response tools to make offers and requests for help. These use cases — the good, the meaningful, the consequential — are ones that we want to preserve.

This is some of the most important work being done at Facebook and we fully recognize the gravity of these challenges. By tackling hate speech and misinformation, investing in AI and changes to our products, and strengthening our partnerships, we can continue to make progress on these issues around the world.

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7 steps to a successful website launch

Digital Marketing Depot

Whether it’s a campaign kickoff or a completely new site, how smoothly a website launch goes is a great barometer of your team’s overall efficiency.

However, websites constantly launch late and over budget. With so much depending on website success, it’s important to make sure your marketing organization is both aware of common agile marketing challenges and how to overcome them.

Read this guide from Pantheon and learn:

  • 7 steps to a successful website launch
  • The development risks and repercussions stopping innovation
  • How to address scalability

Visit Digital Marketing Depot to download “A Marketer’s Guide to a Perfect Launch.”

About The Author

Digital Marketing Depot is a resource center for digital marketing strategies and tactics. We feature hosted white papers and E-Books, original research, and webcasts on digital marketing topics — from advertising to analytics, SEO and PPC campaign management tools to social media management software, e-commerce to e-mail marketing, and much more about internet marketing. Digital Marketing Depot is a division of Third Door Media, publisher of Search Engine Land and Marketing Land, and producer of the conference series Search Marketing Expo and MarTech. Visit us at http://digitalmarketingdepot.com.

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Survey finds 89% of marketers seeing increased sales using location data

Greg Sterling

Last year, Lawless Research and Factual found 87% of marketers were using location data or targeting in their marketing campaigns. A new follow-up survey showed comparable usage but also improved results, including increased sales (89%) customer growth (86%) and higher customer engagement (84%).

The 2019 survey consisted of 700 U.S. based mobile marketers drawn from a B2B survey panel and included 536 consumer brands and 164 agencies.

Have you experienced the following benefits from using location-based marketing and/or advertising?

Source: Lawless Research/Factual (2019)

Only 24% doing offline attribution. More than 9 in 10 surveyed marketers plan to use location data in the future. However, strangely, only 24% are using or plan to use it for store visitation or offline measurement. According to the report, “The primary use of location data is for targeting (67%) and 52% use location data for audience engagement, campaign strategy and customer experience or personalization.”

It’s mysterious why more aren’t using offline attribution, but the report and the survey don’t explore that question. And if 89% are seeing increased sales from use of location, how is that being tracked? (Possibly by matching first party transaction data with ad exposures.) However, these 700 marketers are not all driving e-commerce transactions.

How do you currently use (or plan to use) location data in your campaigns?

Source: Lawless Research/Factual (2019)

Mobile is the main channel currently seeing use of location data (81%). However the survey found that marketers plan to use it in other channels: advanced TV (49%), digital out-of-home (47%), smart speakers (45%) and automotive (28%), which is not itself a channel. More than an exact representation of where it will be deployed, these findings indicate the market sees location as a versatile tool for use in many contexts.

Site traffic still top KPI. Another very interesting finding concerns measurement. Most of these marketers are using traffic to their websites as the principal measure of campaign effectiveness. I would see this as a general statement about all campaigns and not just those involving location data.

With the exception of “purchases or sales,” “sales lift,” “attribution modeling” and “in-store visits,” these are either brand metrics or “proxy metrics” and not tangible business outcomes. This would seem to reflect a general lack of measurement sophistication, given the available tools.

Which of the following do you use to measure digital advertising effectiveness?    

Source: Lawless Research/Factual (2019) 

Quality and accuracy are the top considerations for these marketers in working with location data partners. On this point marketers are becoming more sophisticated and increasingly interested (62%) in looking behind the curtain to understand how the data is being collected.

Why we should care. This report shows the mainstreaming of location as a horizontal tool for audience segmentation and targeting across channels and categories. However, there’s still a long way to go, it appears, when it comes to measurement. The low location-attribution figure (24%) is very surprising and somewhat inconsistent with anecdotal conversations I’ve had with other data providers and platforms.

Another issue not fully discussed in the report, privacy compliance, will be increasingly important when using location data. CCPA, which takes effect next year, could significantly impact the ability of marketers to use third party location data in their campaigns.

About The Author

Greg Sterling is a Contributing Editor at Search Engine Land. He writes a personal blog, Screenwerk, about connecting the dots between digital media and real-world consumer behavior. He is also VP of Strategy and Insights for the Local Search Association. Follow him on Twitter or find him at Google+.

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Study of 5 million fast-food visits reveals customer segments, channel effectiveness

Greg Sterling

Location analytics is often used narrowly for attribution. However, it can and should be employed more extensively for audience and competitive insights. A great illustration of this comes from Viant, a people-based advertising technology company, which used location data, loyalty card and transaction data and machine learning to understand the affinities and behavior of fast-food buyers and group them into distinct sub-segments for more personalized targeting.

Five million customer visits analyzed

Partnering with an unnamed location intelligence company, Viant analyzed nearly 5 million customer visits from nearly 2 million people over the course of six months in 2018. The client was “a mid-size national sandwich shop chain with more than 1,000 franchise restaurants.”

The variables examined included restaurant visitation frequency, meals purchased, and spend – among other factors. The study also tracked the cohorts’ most-watched TV programs, retail affinities and visits to competitors’ fast-foot locations. Using machine learning, Viant identified five key customer segments, which were sometimes overlapping but had distinct preferences and behaviors:

  • Breakfast Buyers
  • Lunchtime Loyalists
  • Primetime Patrons
  • Weekenders
  • Devoted Diners

While this kind of persona work (and alliteration) isn’t new, using location data to build the personas and combining it with a host of other information captured from real-world activities and transactions offers a much richer and more precise view of the customer base. It also offers a new variety of lenses through which to look at customers.

Mostly distinct audience segments

There’s a tendency to segment fast-food audiences by age, ethnicity or gender. However, this model is more complex and incorporates layers of customer behavior.

Breakfast buyers were found to be “more enthusiastic for the franchise than most” and more likely to drive an SUV. Papa Johns was found to be the top competing QSR brand on a list of six. These individuals shop more at Nordstrom, Target, Walmart and Amazon compared with the national average. According to the data, their top TV show was NCAA football.

Lunchtime Loyalists watch Fixer Upper, shop at Nordstrom and visit Chick-Fil-A when they’re not eating at the client restaurant. They also visit Starbucks and drink Coke much more than the national average. Primetime Patrons are more likely to be beer drinkers, eat at the Olive Garden, watch ESPN and get gas from a Shell-branded station.

So-called Weekenders were found to be loyal to a single restaurant location, “most likely near their place of residence.” Panera is the go-to competitive chain. They spend less than the national average on Amazon and, like Breakfast Buyers, NCAA football is their top “show.” They also spend roughly $56 per quarter at McDonald’s.

Finally, Devoted Diners are fans of The Voice and spend $67 per quarter at Papa John’s. Most importantly they were the highest frequency customers, “who visit more than any other group” and patronize multiple franchise locations in a given month. They also visit irrespective of time of day or day of week.

Building more personalized campaigns

One of the most interesting parts of the study, which is not fully exposed, explains how different channels work better for different audience segments. For example, desktop ads were 2x more likely to influence Breakfast Buyers than mobile. Lunchtime Loyalists also were more responsive to desktop campaigns. Primetime Patrons responded most to CTV advertising: “They are 40% more likely to visit after seeing a CTV ad than a mobile ad.” Desktop video worked best with Weekenders. However, mobile ads were most effective with the ultra-loyalist Devoted Diners.

With this knowledge, Viant and its customer can take aim at the different segments with specific, more personalized, campaigns and ad creative. The company might want to address the group with the weakest loyalty or frequency to see whether that behavior can be changed. It can also test a conquesting campaign with a specific segment and then expand that to additional audiences if successful.

But the primary value in all this, arguably, is that location insights can build a more complete understanding of the customer. And the distinction between location intelligence and survey data is that you’re getting actual behavior rather than opinions and recollections, which may be imprecise or otherwise faulty.

Indeed, this case demonstrates the full versatility and importance of location intelligence in the modern customer journey, which is overwhelmingly online-to-offline.

About The Author

Greg Sterling is a Contributing Editor at Search Engine Land. He writes a personal blog, Screenwerk, about connecting the dots between digital media and real-world consumer behavior. He is also VP of Strategy and Insights for the Local Search Association. Follow him on Twitter or find him at Google+.

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When to Hire a Content Marketing Team

Bradon Matthews

You’re finally running the business of your dreams. You love your products, you love your customers, and you love your job, but there’s one issue: you want to be content marketing, but you’re so busy running the business you don’t know where to start.

While deciding on the best practice in this arena is a highly individual process, there are some general guidelines you can follow to help clarify the next step.

When Is Content Marketing A Good Investment?

Before we talk about whether you should keep content production in-house or hire a team, we should consider if it is a smart use of money and time.

Content marketing can be great for businesses that has a solution for a problem of which people aren’t aware. If you have devised a great niche product or service, content marketing can spread the word in a way that doesn’t feel pushy or insistent. Your potential customers will have the opportunity to feel as though purchasing from you is there idea.

This is a fantastic strategy seeing how social media doesn’t seem to radically change people’s minds if used argumentatively. By approaching a situation with a more neutral information-oriented strategy, you can get your customers on board of their own accord.

The final thing to consider when deciding if content marketing makes sense for your company is your goal for the campaign. As stated earlier, content is more of a long-term strategy. It can definitely bring in new customers, but its real strength lies in its ability to help you retain customer loyalty through consistent dialogue.

Traditional ads may be a better move for a brand-new business with little previous exposure. Transitioning to a more integrative strategy may make sense as time passes, but if the goal is to maximize views on a small budget, content marketing may not be the best choice.

When Should You Hire a Content Marketing Team?

If you are a business that has decided to start content marketing, you have a decision to make: do you delegate employees to content creation, or do you hire a marketing team?

One of the most important factors to consider in this decision-making process is the size of your company. Do you have employees to spare? Can you delegate a large amount of time for content research and creation? Good content is not a rush job, and you should prioritize quality over quantity. If this is untenable with your current roster, hiring out may be a good idea.

The second major consideration is your level of expertise in-house. If you have a dedicated marketing department, there is a good chance you already have employees capable of creating high-quality content.

If you’re whole work-force consists of people specializing in production, you should seriously consider hiring someone who excels at content creation. Keep in mind that blogging and content writing are different, and just because someone can write a blog post doesn’t mean they can handle all your content marketing.

The Takeaway:

Content creation is an investment. You need to decide if this is a good time to invest for your business. While there is no one-size-fits-all answer, you are probably going to see better returns if:

  • Your company is already somewhat established
  • You are looking for long term customer retainment
  • You have someone in-house who can dedicate a lot of time to content creation
  • You are willing to hire a dedicated, knowledgeable content marketing team

If this sounds like you, then now might be the perfect time to invest.

When to Hire a Content Marketing Team2019-06-06Fort Collins Digital Marketing & SEO Agencyhttps://yourimprint.net/wp-content/uploads/2019/06/when-to-hire-a-digital-marketing-team.jpg200px200px

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10 steps to ABM success (hint: it’s not complicated)

Jessica Fewless

Account-Based Marketing is an incredibly efficient and effective strategy that is driving substantially greater return on investment for B2B marketers – if it’s done right.  In fact, according to a 2018 ABM Benchmark Study by the ABM Leadership Alliance and ITSMA, 99 percent of marketers report greater ROI from their ABM programs than all other types of marketing programs. However, it’s still the early days for ABM. Most companies are just getting started with their ABM programs, with over 80 percent of survey respondents reporting that they are less than two years into their ABM implementation.

So, why the slow adoption despite the great results? Many organizations are reluctant to dive into an ABM strategy because they have analysis paralysis around implementation, rooted in the misconception that rolling out an ABM strategy will require a major change management exercise and overhaul of the marketing team. While ABM requires a shift in thinking, it’s really easy to get started.

Here are ten steps for implementing a successful ABM strategy that isn’t complicated and will not require you to throw away everything you know about B2B marketing:

Step 1: Simplify and focus

Once you decide to embark on an ABM strategy, think of it as a shift to a shared focus between sales and marketing around a target account list and getting to revenue. You’ll want everyone on your marketing team to develop programs with an eye toward reaching their target account list, and ultimately drive revenue.

Take, for instance, the event marketing team. The way organizations put together their event strategy is often a hodge-podge of different reasons. Whether it’s because they’ve always done that event, their competitors are going to be there, a sales rep asked them to go, or they always receive a high volume of leads from that event, this kind of unfocused strategy will lead to too many events that organizations do not have the budget for.

In an ABM world, organizations determine what qualifies or disqualifies an event by the percentage of attendees on their target account list. If it’s a small percentage, then it’s probably not worth paying for a booth or submitting a speaking submission. Instead, buy a ticket for a sales rep to the event and work with their inside sales rep to set up meetings with the handful of target accounts in attendance. You save a lot of budget and time, and your sales team still feels supported.

Alternatively, when you come up with your short list of events, your marketing tactics will be much different, because you’re focused on the quality of engagements with target accounts versus the number of leads. Instead of spending money on a margarita machine or swag to attract people to your booth, you might host an executive breakfast or dinner for your target accounts to get one-on-one time with them. Your guiding principles will be about target account engagement, not about volume.

Step 2: Know who’s on your team

The “M” in ABM is a misnomer. While it stands for marketing, Account-Based Marketing is much more than just a marketing initiative; it’s an organization initiative. In addition to marketing, sales, operations, customer success, and finance all play an integral role in the success of an ABM strategy and need to work together in the following ways:

Sales: Everyone has heard ad nauseam about sales and marketing alignment, but it’s very true: if marketing creates a target account list that sales haven’t bought into, then your ABM strategy isn’t going to work. Marketing and sales need to be in lockstep around many things, but especially the target account list.

Operations: Operations keeps the wheels on with ABM; they make sure your existing technologies can report on and talk in the account language, things like your CRM and marketing automation solution, but they will also evaluate new technologies you may want to deploy. Additionally, they are usually responsible for all the reporting, metrics and KPIs that are useful in determining what is working with your ABM strategy and what might need additional attention.

Customer Success: Customer success plays an important role in ABM because your customers’ buyer’s journey doesn’t end when they become a customer. Customers are still part of your target accounts because there are renewals and upsells in their buyer’s journey, and you need to continue to nurture those relationships.

Finance: Finance loves ABM because it’s focused on a very specific target account list and getting to revenue. A dollar into marketing to support an ABM strategy is far more predictable to its output on the other end than general B2B marketing practices, which makes it easier for finance to budget year-over-year.

Step 3: Understand your team’s goals and motivations

Now that you have your stakeholder committee, it’s time to understand their goals and motivations so marketing can put together the right programs to satisfy these goals. In addition to revenue goals, consider new product launches, customers retention rates, and logo acquisition goals.

For instance, most sales reps do not simply have a one-million-dollar quota to satisfy any way they like – instead, they have a one-million-dollar quota where 25% needs to come from new logos, 25% might come from a new product launch, and 50%might need to come from retaining or upselling customers (or some combination of that nature). Understanding those dynamics will help marketing teams develop the types of programs that help sales fulfill all the elements of their quota, thereby satisfying the goals of the broader organization.

Step 4: Identify any issues or weaknesses

In rolling out an ABM strategy, it’s important to anticipate pushback, as sales teams haven’t been used to working with marketing. Don’t think of this pushback as objections, but instead, think of it as hesitation or unfamiliarity around a new way of doing things. It’s important to educate your team on the value of an account-based approach and build a strong foundation for moving forward on an ABM strategy.

Step 5: Be clear on KPIs and metrics

In ABM, it’s about quality, not quantity. Metrics should be centered around how you are impacting your organization’s ability to hit its revenue number. Instead of focusing on vanity metrics like click-through rates, focus on revenue performance metrics such as average deal size, close rates and funnel velocity.  However, most organizations’ sales cycles are longer than one quarter and showing success in these three metrics will take some time. So, you can add an interim engagement metric to understand whether you are trending in the right direction in the short-term.

For instance, if you are the website manager, how are you engaging your target accounts on your website? Are they getting to the goal pages you want? Are they spending more time on your website or are they bouncing? These engagement metrics serve as guiding principles between sales cycles to determine what you should be doing for your websites to ensure the accounts you care about are consuming and engaging with the content in the way you want.

Step 6: Align on accounts to target

One of the questions we get asked most frequently is how big a target account list should be. At Demandbase, we determine the size of the list by looking at what percentage of your quota you expect to come from target accounts, what are your closed rates, how big are your average deal sizes, among other factors. From that, we get a number which tells us each sales rep will need “X” number of target accounts; then we multiply that by the number of sales reps at the organization to determine how big the target account list should be.  Understanding the size is the first step. Second is filling that list with accounts that are ready to engage with you, which you can do by understanding what your ideal customer profile looks like, disqualifying accounts that aren’t going to buy from you, and then identifying the remaining accounts that are in market for your solution. Additionally, you don’t want to spend time, money and effort going after an account that just signed a three-year deal with your competitor. Some of these insights will be coming through technology and some will come from talking to your sales reps. Making sure sales and marketing are in alignment, once again, becomes really important in developing your target account list.

Step 7: Address your audience intelligently, and find budget

Once you have a target account list, it’s time to understand how to address that list intelligently. As accounts on your target account list get closer and closer to becoming revenue for the organization, you should be spending more and more money and resources per account to ensure they become revenue. Many organizations are laser-focused on demand gen and filling the funnel, which is important, but in an ABM world you should have some of your team, if not everyone, focused on the pipeline. Once something is in the pipeline, it’s critical to focus on how marketing can help make sure it closes and closes faster with a larger than average deal size. And once an account becomes a customer, then marketing should continue to focus on that account to help support the account team’s ability to renew and upsell that customer.

A question I often get asked is how to find budget for addressing your target account list. My response is simple: You don’t need to find new budget. If you focus on target accounts, you will optimize your budget because you aren’t spending budget on really expensive tactics that aren’t getting in front of their target accounts. Instead of casting a wide net and hoping you reach your target account list, you will know who your target accounts are and can spend money only on tactics that focus on those accounts.

Step 8: Align on campaign and segment prioritization

Everyone focuses on sales and marketing alignment, but marketing on marketing alignment is equally important. When you’re focusing on a much smaller set of target accounts, there is potential for marketers to step on each other’s toes. As a result, it becomes increasingly important to take a hard look at the various marketing functions and tactics to understand where they play in the marketing funnel. Make sure you are segmenting your list based on where accounts are in their buyer’s journey and tailoring your message across the channels that make the greatest impact at each stage.

Step 9: Collaborate with and enable your sales team

We’ve talked about sales and marketing alignment and we’ve talked about it with regards to identifying the target account list, but it’s also important to engage your sales team from a sales enablement perspective. As a marketer, you should be thinking about how to enable the sales team to take advantage of the programs you’ve put together. For instance, if you’re doing a webinar, enable your sales team before, during and after the webinar to make sure you (and they) are satisfying your goals.

As the sales and marketing team become aligned on KPIs, marketing will have a vested interested in sales enablement. The best and highest performing ABM programs I’ve seen think of their SDR, or inside sales team, as an extension of the marketing team and both teams have the same KPIs around pipeline generation. With this approach, marketing and sales become inextricably linked and are great partners in generating pipeline for the organization.

Step 10: Ease your way into an ABM strategy

Some people say crawl, walk, run with your ABM strategy, but I like to put a little more context around it. The first phase is really about shifting the focus for the entire marketing team. Likely, everyone on your team is experienced in B2B marketing, so it’s not about throwing that away, but instead, it’s about looking at your marketing mix through new a new lens of whether each tactic or channel can reach your target account list and how to execute it such that it will help drive pipeline and revenue.

Then, in phase two, take all the learnings from phase one and the new set of target account list engagement metrics driving you forward and figure out how to optimize your programs, your budget spend, your headcount and resources to make sure you are doing the most to generate pipeline and engagements with your target account list.

Finally, phase three, you’re ready to run or go all in with ABM. If you think of phase one as a pilot phase, phase three is about making your entire marketing team an ABM machine — it’s not just the demand gen team or digital marketing, it’s everyone in marketing.

Wrapping up

ABM is a marathon, not a sprint. It is a long-term strategy that needs to be built on a solid foundation. By aligning marketing, sales, operations, customer success and finance around shared goals and an account-focus, you’ll be off to a great start with your ABM strategy. With the guidance of these ten steps, hopefully, you see a clear and actionable path to embarking on an ABM strategy that is right for your business.

Opinions expressed in this article are those of the guest author and not necessarily Marketing Land. Staff authors are listed here.

About The Author

After 4+ years at Demandbase (and 20+ years in B2B Marketing), Jessica has seen it all when it comes to Account-Based Marketing. Playing an instrumental role in Demandbase’s rollout of an ABM strategy, and educating over 1000 B2B marketers on the principles of ABM over the last 18 months, Jessica has become a resident expert. From building the right target account list and understanding the impact of ABM on marketing programs, to selling ABM within an organization and finding budget for your strategy, Jessica has worked with organizations to build, hone, and measure the success of their own ABM strategies.

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U.S. podcast ad revenue grew by 53% in 2018

George Nguyen

U.S. advertisers spent an all-time high of $479 million on podcast ads in 2018, up 53% from $314 million the year prior, according to research by IAB and PwC. The report also predicts that domestic podcast marketplace revenues will double to over $1 billion by 2021.

Fifty-one percent of Americans over the age of 12 have listened to a podcast and 22% have listened in the past week. Seventy-eight percent of listeners say they don’t mind branded sponsorships. Combine that with audio-first technologies baked into smart speakers and cars and advertisers are realizing that podcasts are a marketing platform that is a constant companion to millions of potential customers.

The report also indicates that tracked direct response ads have declined from 73% of all podcast ads in 2016 to 51.6% last year. This decline coincides with the rise of branded content campaigns and brand awareness ads, suggesting that podcasts may be more efficient for campaigns that do not require tracking via a unique code or URL.

  • More than half of all ad revenue came from D2C retailers (22%), financial service providers (21%) and B2B (14%) ad buyers.
  • Baked-in ads still accounted for the majority (51.2%) of podcast ads delivered in 2018, although dynamically inserted ads did grow to 48.8% from 41.7% in 2017.
  • Host-read ads are still preferred over pre-produced and supplied ads, making up nearly two-thirds of ad types.
  • Cost-per-thousand remained the dominant pricing model in 2018, with cost-per-acquisition becoming no longer significant.

About The Author

George Nguyen is an Associate Editor at Third Door Media. His background is in content marketing, journalism, and storytelling.

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How location data and analytics are revolutionizing JCDecaux’s OOH business

Greg Sterling

There’s probably no other media segment that has benefitted from the advent of location intelligence as much as out-of-home (OOH). The availability of mobile-location data for better audience targeting and offline attribution helped transformed industry into the only traditional channel whose growth is accelerating.

That’s good news for JCDecaux (JCD), the leading outdoor advertising company worldwide. Founded in 1964, the company has placements — either street furniture, transportation advertising, airports or billboards — in more than 80 countries, which reach 410 million people in 4,031 cities. It’s now working with location data in multiple ways to define and segment audiences, inform media placements, optimize campaigns and measure their real-world impact on store visitation — and eventually purchases.

“The fourth quarter of 2018 produced the strongest quarterly growth for total media ad sales in 18 years,” according to the Outdoor Advertising Association of America, with some of this is attributable to the location-data revolution.

Using location for audience insights, targeting

Recently JCD announced an expanded partnership with identity resolution company Neustar. Using location data and real-world behavior analysis, the partnership allows JCD to understand which of its thousands of locations will index higher for a brand’s desired audiences.

According to Mark Costa, JCD’s Chief Digital Officer, the brand specifies the audiences and campaign objectives. Neustar location data then allows JCD to understand where to best reach desired audiences, their other offline behaviors and affinities and “deliver a data-driven story to the client.”

Neustar’s location data, a mix of first-party and licensed third-party data, can be used to:

  • Visualize mobile signal density of an audience, location, or custom geo-fenced area to determine ideal target markets.
  • Develop audience profiles by connecting pseudonymized location to demographic/psychographic variables.
  • Analyze audience foot traffic patterns, daily commutes, and daytime/nighttime population data
  • Improve campaign efficacy by engaging audiences with personalized campaigns
  • Geo-fence a custom polygon around a competitor’s locations to engage interested potential audiences with custom offers

Store-visits attribution

After campaigns are in market, JCD uses another company, Ubimo, for store visits measurement and foot-traffic attribution. Ubimo has an opt-in panel for location attribution and uses a control and exposed methodology to determine whether the ad exposure has actually influenced store-visits — to escape a kind of “last click” bias.

JCD’s Costa says that Ubimo offers a sophisticated and unique attribution methodology that controls for other potential biases in the data, such as store-location bias and active device bias. (Explaining this is a longer conversation that we’ll dig into later.) Costa adds that Ubimo’s self-service attribution reports allow more studies to be done faster. That also allows for potential mid-campaign optimization.

“Ultimately brands are trying to get people into a store,” Costa said.  However, OOH has historically been an awareness medium because it couldn’t be easily measured. Now that it can, I asked whether he thought that OOH might one day be sold as direct response advertising? But Costa sees the offline visitation data as a complement to rather than replacement for awareness.

“Brands haven’t had this data before, so they’re very happy to get it,” he said. Costa adds that among JCD’s brand advertisers, the availability of location attribution and audience insights is generating a lot of buzz.

About The Author

Greg Sterling is a Contributing Editor at Search Engine Land. He writes a personal blog, Screenwerk, about connecting the dots between digital media and real-world consumer behavior. He is also VP of Strategy and Insights for the Local Search Association. Follow him on Twitter or find him at Google+.

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