Target Marketing November December 2013
Be clear with consumers about paying for content (i.e., "native advertising"), because tricking consumers with native advertising hurts marketers more than it helps. "Marketers are not best served when readers are fooled by a site to see their advertisement as editorial content," writes Ryan Skinner in his Sept. 24 blog post, "Who Paid for This Content?!"
To close out the year, the Target Marketing editorial staff reviewed all the content from the magazine, Today @ Target Marketing e-newsletter and blogs in 2013, hunting for some of the best marketing ideas and tips from our top experts to share with you.
Remember the saying, "If a thing is worth doing, it's worth doing well"? Those are great words to live by, and they're especially true when it comes to augmented reality (AR). If you've been keeping up with the latest trends, you already know AR is poised to play a major role in possibly revitalizing print media by layering interactive content on top of flat, static images. But as this new technology continues to gain traction with the general public, marketers are often unclear on the best ways to use it. In this article, we'll present five best practices.
Reuters is a news agency. So when the marketing department in the parent company of the legendary every-minute-is-a-deadline wire service was still sending out batch-and-blast emails three years ago, Dan Allis knew Thomson Reuters had to do something fast.
Segmented, targeted emails can improve results up to nine times, according to Jupiter Research. As a marketer, you want to be more relevant to your customers, and segmentation should allow you to speak more directly to them, make them feel unique and enhance relevance. For marketers who are seeing stagnant or declining results, segmentation will definitely help. If you don't have a segmentation strategy, you're leaving money on the table. Let's look at five approaches to segmentation.
This year, online marketers got an October surprise: Google stopped reporting the keywords that brought visitors to their sites, making it nearly impossible to gain the basic keyword data upon which the entire SEO discipline is built. The characters in the comic Calvin and Hobbes play a game called "Calvinball," where Calvin keeps making up new rules as the game goes on. Well, this is an example of Google playing Googleball with online marketing, and as far as it's concerned, marketers are just the imaginary tiger strapped to the search engine and along for the ride.
The principles and foundation of direct marketing copywriting are timeless. But the copywriting styles used to market the same offer across various media aren't always the same. While the tactics differ, one principle is constant: At the moment your prospective customer is consuming your message, you need to build motivation to take action now.
In the early 1980s, when I was advertising manager of Koch Engineering—a manufacturer of process equipment—industrial marketing was a simple two-step process. First, you generated sales leads. Second, you turned the leads over to the sales force, who took it from there.
World War II has been called the "last good war." Unlike the wars of today, the entire country was involved. It dominated my childhood. Men went off to fight and women took jobs in defense plants turning out planes, Jeeps, tanks and uniforms. My family was involved in selling war bonds and working with the USO to bring Broadway show people to entertain troops at local military bases.
In the last year, with the introduction of Vine—along with updates to both the Instagram and YouTube applications—the consumption of videos through mobile devices has seen a huge jump. These applications have created the platforms on which to share content, but the other part of this equation is how users consume video content through their smartphones. Let's first take a look at what each product did to help foster this video growth across mobile.
The annual budget process in most companies is a period of tension and trauma, with the individual trees often getting ignored while management looks at the forest. Managements tend to focus on the "big" macro numbers: How much you plan to spend for marketing instead of looking at the micro picture; what you can afford to spend (we call this the Allowable Cost Per Order or ACPO) to acquire or keep a customer multiplied by the number you want to acquire or keep. In my view, this is a big mistake: It's the sum of the individual trees that make the forest.