Connect with us
Cloak And Track Your Affiliate Links With Our User-Friendly Link Cloaking Tool, Try It Free

MARKETING

Change Is Good Even When You Don’t Achieve the Desired Results [Rose-Colored Glasses]

Published

on

Change Is Good Even When You Don't Achieve the Desired Results [Rose-Colored Glasses]

Does anyone care about incremental change?

In my consulting practice, I see one challenge again and again at businesses large and small: Incremental improvements fail to excite people enough to motivate change.

When a content process is suboptimal but not so broken as to undermine success, the anticipated pain of changing feels greater than the pain that might (or might not) arise if you change nothing.

It’s a Catch-22. No one wants to throw out the existing approach to content strategy because they worked hard on it. And they question whether any reinvention will prove as amazing as promised.

Inevitably, they don’t make a major change because it risks failing. On the other hand, they don’t give themselves the chance to make a change that could produce remarkable results.

Seth Godin wrote these words about making something incrementally better a decade ago:

If you define success as getting closer and closer to a mythical perfection, an agreed upon standard, it’s extremely difficult to become remarkable. Particularly if the field is competitive. Can’t get rounder than round.

They’ve stayed with me ever since, especially because I see so many digital marketing strategies falling into a rut. Teams get stuck pushing harder than ever for every single incremental improvement. Trying to get “rounder than round” isn’t inspiring for anyone.

New approaches provide a much-needed shakeup. Just don’t try to sell them as more efficient or more productive. Pitch them as new windows into what’s possible.

Forget incremental change. New #content approaches shake up your team’s perspective on what’s possible, says @Robert_Rose via @CMIContent. Click To Tweet

HANDPICKED RELATED CONTENT:

Selling change is hard when things ‘aren’t that bad’

I recently helped a client audit their marketing content development process and found the content team suffering.  Because siloed product groups held all the marketing budget, the content team couldn’t control content requests. And, because the product groups lacked insight into other teams’ requests, they often asked for new content pieces without realizing something similar already existed.

I recommended that the organization add a collaborative content planning step to the development process. Unfortunately, many of the product teams viewed the efficiency promise as an incremental improvement to an otherwise working model. They resisted adding “yet another step” to their content process.

For them, not changing anything was easier than changing the way they worked for a possible improvement.

Nothing changed. What happened?

Well, nothing. Nobody got fired. No massive failures occurred. Content development just kept going.

But the ongoing stress and drudgery felt insidious. How long will the content team stay inspired and engaged before they start churning out pieces that fit the request but go no further? And, worse, the company failed to gain any new perspective on how much better things (including content and employee satisfaction) can be.

Change nothing and you’ll never know how much better things could be, says @Robert_Rose via @CMIContent. Click To Tweet

Most of us do things based on what we think we know today. But what if we’re wrong? What if we took the time to test something new, even if the change caused temporary discomfort? The only way to know if things could work better is to try something different.

HANDPICKED RELATED CONTENT:

No change gets you nowhere

Look, I know the idea of creating new content strategies and processes seems esoteric. And sometimes, even raising the suggestion raises hackles. People eye these conversations with suspicion based on their experiences with frustrating brand value conversations that didn’t move the needle in the past.

But doing nothing new rarely leads to success.

I know a large B2B company where the global marketing team created incredible experiences for customers, partners, and even prospective employees. Over the last 10 years, though, the steady drip of not doing anything new reduced the team to doing … almost nothing. They now only send brand emails created by an agency, review and distribute internal sell sheets created by the design team, create content on the company’s “sustainable” practices, and ensure the correct use of the logo in press releases by the comms team.

Is it any wonder this team ended up in the first of the company’s recent bulk layoffs?

Is it any wonder a global marketing team that did nothing new for 10 years was the first to experience company layoffs? @Robert_Rose via @CMIContent. Click To Tweet

When selling change feels hard, what can you do? I suggest turning your maps upside down occasionally. Adopt a new perspective on what it takes to differentiate your business.

Here are some ideas.

Tell the change story the South Park way 

Matt Stone and Trey Parker, who created the hit series South Park, explained a clever technique for telling stories that hold people’s attention by creating tension and a sense that the outcome really matters. Their technique seems remarkably simple: When they write a sequence, they follow all “and then” phrases with “but,” and then “therefore.” It changes the nature of the script.

What if you create a new way to deliver content to sales teams through training events rather than distributing it through the DAM system? It might even be less efficient, but it might give them a new perspective on how to enable a better sales experience. Try explaining the project using “but” and “therefore” phrases: “You want to get the most relevant and up-to-date content to your customers. But finding it takes multiple searches through confusing file systems. Therefore, by the time you reach out to the prospect, they’ve already moved on. Wouldn’t it make sense to try a different way?”

Even if you don’t try this tip with your colleagues, experiment with it in your storytelling. You’ll be surprised how it energizes your work.

Do something new because you don’t know how

Even when teams say they’re open to changes in content management, distribution, structured content, or new content platforms, I hear this pushback: “We don’t know how.”

Oddly, this response usually doesn’t come from content practitioners but from senior leadership. Their reluctance to adopt a fundamentally new approach happens because the organization doesn’t understand it. It is unfortunate that “not knowing how” is the equivalent of “we can’t do it.”

Ultimately, you need to be comfortable with only one change – your desire to push for and attempt something new.

As you exercise the business muscle of content marketing, customer experience, and expanded customer touchpoints, understand that all these goals depend on your ability to create new.

New what?

New ways of engaging audiences. New stories to move them and earn their trust. New reasons for them to come back to engage with you again. New everything.

You have the power to develop these new maps. It’s a choice. You can continue to fix only those things that are in such disrepair as to qualify for demolition. Or, you can look for things that could be better and try a new way of doing them.

You might fail. Or you might not. Either way, you’ll have a new perspective on what to try next.

Get Robert’s take on content marketing industry news in just five minutes:

https://www.youtube.com/watch?v=videoseries

Subscribe to workday or weekly CMI emails to get Rose-Colored Glasses in your inbox each week. 

Cover image by Joseph Kalinowski/Content Marketing Institute



Source link

Keep an eye on what we are doing
Be the first to get latest updates and exclusive content straight to your email inbox.
We promise not to spam you. You can unsubscribe at any time.
Invalid email address

MARKETING

YouTube Ad Specs, Sizes, and Examples [2024 Update]

Published

on

YouTube Ad Specs, Sizes, and Examples

Introduction

With billions of users each month, YouTube is the world’s second largest search engine and top website for video content. This makes it a great place for advertising. To succeed, advertisers need to follow the correct YouTube ad specifications. These rules help your ad reach more viewers, increasing the chance of gaining new customers and boosting brand awareness.

Types of YouTube Ads

Video Ads

  • Description: These play before, during, or after a YouTube video on computers or mobile devices.
  • Types:
    • In-stream ads: Can be skippable or non-skippable.
    • Bumper ads: Non-skippable, short ads that play before, during, or after a video.

Display Ads

  • Description: These appear in different spots on YouTube and usually use text or static images.
  • Note: YouTube does not support display image ads directly on its app, but these can be targeted to YouTube.com through Google Display Network (GDN).

Companion Banners

  • Description: Appears to the right of the YouTube player on desktop.
  • Requirement: Must be purchased alongside In-stream ads, Bumper ads, or In-feed ads.

In-feed Ads

  • Description: Resemble videos with images, headlines, and text. They link to a public or unlisted YouTube video.

Outstream Ads

  • Description: Mobile-only video ads that play outside of YouTube, on websites and apps within the Google video partner network.

Masthead Ads

  • Description: Premium, high-visibility banner ads displayed at the top of the YouTube homepage for both desktop and mobile users.

YouTube Ad Specs by Type

Skippable In-stream Video Ads

  • Placement: Before, during, or after a YouTube video.
  • Resolution:
    • Horizontal: 1920 x 1080px
    • Vertical: 1080 x 1920px
    • Square: 1080 x 1080px
  • Aspect Ratio:
    • Horizontal: 16:9
    • Vertical: 9:16
    • Square: 1:1
  • Length:
    • Awareness: 15-20 seconds
    • Consideration: 2-3 minutes
    • Action: 15-20 seconds

Non-skippable In-stream Video Ads

  • Description: Must be watched completely before the main video.
  • Length: 15 seconds (or 20 seconds in certain markets).
  • Resolution:
    • Horizontal: 1920 x 1080px
    • Vertical: 1080 x 1920px
    • Square: 1080 x 1080px
  • Aspect Ratio:
    • Horizontal: 16:9
    • Vertical: 9:16
    • Square: 1:1

Bumper Ads

  • Length: Maximum 6 seconds.
  • File Format: MP4, Quicktime, AVI, ASF, Windows Media, or MPEG.
  • Resolution:
    • Horizontal: 640 x 360px
    • Vertical: 480 x 360px

In-feed Ads

  • Description: Show alongside YouTube content, like search results or the Home feed.
  • Resolution:
    • Horizontal: 1920 x 1080px
    • Vertical: 1080 x 1920px
    • Square: 1080 x 1080px
  • Aspect Ratio:
    • Horizontal: 16:9
    • Square: 1:1
  • Length:
    • Awareness: 15-20 seconds
    • Consideration: 2-3 minutes
  • Headline/Description:
    • Headline: Up to 2 lines, 40 characters per line
    • Description: Up to 2 lines, 35 characters per line

Display Ads

  • Description: Static images or animated media that appear on YouTube next to video suggestions, in search results, or on the homepage.
  • Image Size: 300×60 pixels.
  • File Type: GIF, JPG, PNG.
  • File Size: Max 150KB.
  • Max Animation Length: 30 seconds.

Outstream Ads

  • Description: Mobile-only video ads that appear on websites and apps within the Google video partner network, not on YouTube itself.
  • Logo Specs:
    • Square: 1:1 (200 x 200px).
    • File Type: JPG, GIF, PNG.
    • Max Size: 200KB.

Masthead Ads

  • Description: High-visibility ads at the top of the YouTube homepage.
  • Resolution: 1920 x 1080 or higher.
  • File Type: JPG or PNG (without transparency).

Conclusion

YouTube offers a variety of ad formats to reach audiences effectively in 2024. Whether you want to build brand awareness, drive conversions, or target specific demographics, YouTube provides a dynamic platform for your advertising needs. Always follow Google’s advertising policies and the technical ad specs to ensure your ads perform their best. Ready to start using YouTube ads? Contact us today to get started!

Keep an eye on what we are doing
Be the first to get latest updates and exclusive content straight to your email inbox.
We promise not to spam you. You can unsubscribe at any time.
Invalid email address
Continue Reading

MARKETING

Why We Are Always ‘Clicking to Buy’, According to Psychologists

Published

on

Why We Are Always 'Clicking to Buy', According to Psychologists

Amazon pillows.

(more…)

Keep an eye on what we are doing
Be the first to get latest updates and exclusive content straight to your email inbox.
We promise not to spam you. You can unsubscribe at any time.
Invalid email address
Continue Reading

MARKETING

A deeper dive into data, personalization and Copilots

Published

on

A deeper dive into data, personalization and Copilots

Salesforce launched a collection of new, generative AI-related products at Connections in Chicago this week. They included new Einstein Copilots for marketers and merchants and Einstein Personalization.

To better understand, not only the potential impact of the new products, but the evolving Salesforce architecture, we sat down with Bobby Jania, CMO, Marketing Cloud.

Dig deeper: Salesforce piles on the Einstein Copilots

Salesforce’s evolving architecture

It’s hard to deny that Salesforce likes coming up with new names for platforms and products (what happened to Customer 360?) and this can sometimes make the observer wonder if something is brand new, or old but with a brand new name. In particular, what exactly is Einstein 1 and how is it related to Salesforce Data Cloud?

“Data Cloud is built on the Einstein 1 platform,” Jania explained. “The Einstein 1 platform is our entire Salesforce platform and that includes products like Sales Cloud, Service Cloud — that it includes the original idea of Salesforce not just being in the cloud, but being multi-tenancy.”

Data Cloud — not an acquisition, of course — was built natively on that platform. It was the first product built on Hyperforce, Salesforce’s new cloud infrastructure architecture. “Since Data Cloud was on what we now call the Einstein 1 platform from Day One, it has always natively connected to, and been able to read anything in Sales Cloud, Service Cloud [and so on]. On top of that, we can now bring in, not only structured but unstructured data.”

That’s a significant progression from the position, several years ago, when Salesforce had stitched together a platform around various acquisitions (ExactTarget, for example) that didn’t necessarily talk to each other.

“At times, what we would do is have a kind of behind-the-scenes flow where data from one product could be moved into another product,” said Jania, “but in many of those cases the data would then be in both, whereas now the data is in Data Cloud. Tableau will run natively off Data Cloud; Commerce Cloud, Service Cloud, Marketing Cloud — they’re all going to the same operational customer profile.” They’re not copying the data from Data Cloud, Jania confirmed.

Another thing to know is tit’s possible for Salesforce customers to import their own datasets into Data Cloud. “We wanted to create a federated data model,” said Jania. “If you’re using Snowflake, for example, we more or less virtually sit on your data lake. The value we add is that we will look at all your data and help you form these operational customer profiles.”

Let’s learn more about Einstein Copilot

“Copilot means that I have an assistant with me in the tool where I need to be working that contextually knows what I am trying to do and helps me at every step of the process,” Jania said.

For marketers, this might begin with a campaign brief developed with Copilot’s assistance, the identification of an audience based on the brief, and then the development of email or other content. “What’s really cool is the idea of Einstein Studio where our customers will create actions [for Copilot] that we hadn’t even thought about.”

Here’s a key insight (back to nomenclature). We reported on Copilot for markets, Copilot for merchants, Copilot for shoppers. It turns out, however, that there is just one Copilot, Einstein Copilot, and these are use cases. “There’s just one Copilot, we just add these for a little clarity; we’re going to talk about marketing use cases, about shoppers’ use cases. These are actions for the marketing use cases we built out of the box; you can build your own.”

It’s surely going to take a little time for marketers to learn to work easily with Copilot. “There’s always time for adoption,” Jania agreed. “What is directly connected with this is, this is my ninth Connections and this one has the most hands-on training that I’ve seen since 2014 — and a lot of that is getting people using Data Cloud, using these tools rather than just being given a demo.”

What’s new about Einstein Personalization

Salesforce Einstein has been around since 2016 and many of the use cases seem to have involved personalization in various forms. What’s new?

“Einstein Personalization is a real-time decision engine and it’s going to choose next-best-action, next-best-offer. What is new is that it’s a service now that runs natively on top of Data Cloud.” A lot of real-time decision engines need their own set of data that might actually be a subset of data. “Einstein Personalization is going to look holistically at a customer and recommend a next-best-action that could be natively surfaced in Service Cloud, Sales Cloud or Marketing Cloud.”

Finally, trust

One feature of the presentations at Connections was the reassurance that, although public LLMs like ChatGPT could be selected for application to customer data, none of that data would be retained by the LLMs. Is this just a matter of written agreements? No, not just that, said Jania.

“In the Einstein Trust Layer, all of the data, when it connects to an LLM, runs through our gateway. If there was a prompt that had personally identifiable information — a credit card number, an email address — at a mimum, all that is stripped out. The LLMs do not store the output; we store the output for auditing back in Salesforce. Any output that comes back through our gateway is logged in our system; it runs through a toxicity model; and only at the end do we put PII data back into the answer. There are real pieces beyond a handshake that this data is safe.”

Source link

Keep an eye on what we are doing
Be the first to get latest updates and exclusive content straight to your email inbox.
We promise not to spam you. You can unsubscribe at any time.
Invalid email address
Continue Reading

Trending