How To Build a Communication and Implementation Plan
You learn about a C-suite decision that will have a transformative impact on your content marketing team. Perhaps, the announcement included one or more of these directives:
- “We must produce more content and manage multi-platform distribution with greater agility. We plan to add ChatGPT to our editorial capabilities and implement a headless CMS.”
- “We’re updating our three-year business strategy and need all teams to align their operations around achieving a new set of goals.”
- “We’ve been acquired. We will be merging many of our business units and will need to relaunch our website so we can tell a more unified story.”
Or maybe it’s another substantive shift in strategy or operations. As a content team leader, whether excited or terrified, you must get your team on board and ensure the initiative succeeds.
Transformational changes are nearly impossible to implement without a clear plan that communicates the desired destination, the motivation to pursue it, and the path to reach it.
Jenny Magic, marketing strategist and professional coach, shares how to do that in a Content Marketing World presentation she co-developed with Melissa Breker.
You can watch the conversation (beginning at 2:30-minute mark) or scroll down to read her recommendations to gather support, clear obstacles, and keep efforts moving in the right direction.
5 sabotages that disrupt transformational changes
Every organization has unique conditions and challenges, but Jenny points out five common barriers that prevent the successful adoption of new priorities and practices:
- Forced change. When workers don’t understand or agree with the change, they won’t invest in the process, especially if it requires a lot of effort or a long-term investment.
- Misaligned goals. You can’t sell a change that benefits the company if employees don’t see how it helps them reach their personal or professional goals.
- Group-speak. Your team may nod in agreement when the CEO says, “We’re all going to do this together, right?” But that enthusiasm might not hold when the boss’ eyes are no longer on them.
- Rushed process. Team members already overwhelmed with responsibilities don’t give new tasks top priority. Jenny says if you can’t take something off their plate, communicate they won’t be pressured to rush it through.
- Lack of team alignment. Everyone must be on the same page regarding the direction, intention, and actions required. Without this alignment, tasks fall through the cracks, and all the hard work may not lead to achieving the goal.
Forced change, group-speak, rushed processes can all disrupt transformational changes, says @JennyLMagic via @joderama @CMIContent. Klicka för att tweeta
For your change mission to succeed, your communications plan should account for how you’ll address (or avoid) these obstacles. These details will minimize the friction, lack of participation, and flagging enthusiasm you could have experienced during implementation.
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Plan for the transformation journey
Jenny shares a three-part approach she uses to help her consultancy clients get big ideas off the drawing board, onto team members’ priority lists, and into the marketplace.
1. Establish the destination: What’s changing, why, and what’s involved
To get your team to join the journey of change, they need to know where they’re going. Create a change summary to help with that. The simple map summarizes the relevant details about the change, the phases of implementation, and the benefits gained when the goal is reached.
First, identify the most critical details to communicate. Answer these questions:
- What’s the nature of the change? What is being done differently, and what does that mean for the business and team? What isn’t changing that might be the stability anchor?
- Why is it happening? Why does the organization think this change is critical? Why is now the right time to do this?
- Who’s involved? Who will the change affect? What will they be expected to do? What about their roles, processes, and priorities? Why would they want to participate, and why might they be reluctant?
- When will it happen? Will the change occur all at once or gradually? What happens at each stage, and which ones will require the content marketing team’s involvement?
- What are the expected results? What is the organization looking to achieve? What benefits or advantages will it bring? What will the company and team see when the goal is reached?
With these answers, you can build a change summary to share in stakeholder and team member conversations. Any spreadsheet or presentation tool will do, though you can create a template based on the document Jenny uses for her client engagements (below).
The summary of what’s changing appears at the top of the page and details of the most critical elements appear below it. Bulleted notes detail what to expect with each element and the benefits for the business and your team. Lastly, a general timeline outlines each project phase.
2. Load up the crew: Gather support and communicate benefits
To achieve the change goal, all players must agree to travel together and move in the same direction. “If our team is not aligned on where the heck we’re going, there’s literally no chance we’re going to get there,” Jenny says.
Team members who immediately see the value in the initiative might follow your lead without question. But some key players may need a little more convincing. Jenny offers a few ideas to get them on board.
Enlist the support of an active, visible sponsor: Social media shows putting the right influencer behind your pitch can move minds. The same goes for pushing through a big change within an organization. Research from Prosci finds projects with an extremely effective sponsor met or exceeded objectives more than twice as often as those with a very ineffective sponsor.
If you have the support of senior team leaders and high-profile company personnel, ask for their help socializing the change to others. They might seed relevant information in their newsletters and other content they share internally or help shape your change activities and messaging to improve their appeal.
Translate organizational goals into personal motivations: Some team members may reluctantly participate because they perceive an impact on their role. For example, workers may think the added work will strain their already demanding schedules. Others may be skeptical because of negative experiences with similar changes in the past or disbelief that the change might benefit them.
A series of stakeholder conversations can help identify the significant concerns and disconnects that might prevent them from engaging. They also can reveal specific challenges and motivations that you can address with more resonant and appealing messaging.
Translate organizational goals into personal motivations so team members can see how they’ll benefit, says @JennyLMagic via @joderama @CMIContent. Klicka för att tweeta
Some marketing tools you use to influence an audience can help you facilitate those conversations. For example, Jenny says, personas can surface critical insights about who may be impacted by the change and what it might take to nurture them onto the path.
Her personas checklist includes these questions:
- Who’s leading the change? Do any key sponsors directly relate to the persona’s role?
- Will this persona be impacted more or less than others?
- Will they need information more frequently or in greater detail?
- What reactions will they have?
- How will you approach training for this persona? What support will be provided?
- At what phase of the change will they be most affected?
Jenny also recommends using your marketing communication and engagement tools. For example, the simple tracking sheet she developed (below) can help visualize the audience, delivery formats and channels, optimal messages, and approval and final sign-off requirements to mention in your stakeholder discussions.
Choose the right messenger – and a customized message: Sometimes, a disconnect occurs not because of the message but because of the message’s deliverer. For example, employees expect to hear about significant corporate initiatives from executives and senior leaders. But for changes impacting their day-to-day responsibilities, they may prefer to hear from a manager or supervisor who understands their role.
Other times, preventing a disconnect could require tailoring the message to the team’s needs. Jenny suggests focusing on the direct benefits once the initiative is activated. “Consider how it might help them further their career, address something they’re struggling with, or offer an opportunity to explore an area they’re passionate about,” Jenny says.
Surface hidden issues with confidential interviews: Valid concerns can remain hidden, especially for team members who are reluctant to voice their objections in team meetings. Working one-on-one with a neutral or external moderator – someone with no stake in the decision for change – might help them open up.
Ensure they know the confidential interview results will be aggregated so no individual responses will be identified. “It’s really helpful to get that confessional energy,” Jenny says. “It can help you surface individual reservations, causes of their reluctance, and personal motivations. “
A confidential one-on-one interview with an external moderator can help surface concerns from reluctant team members, says @JennyLMagic via @joderama @CMIContent. Klicka för att tweeta
Jenny shares in her checklist (below) some preliminary questions for a moderator to assess during a confidential interview:
- How does the individual feel about the change?
- Is it the right change?
- Is it the right time?
- Is it supported enough to succeed?
- What risks do they predict?
- Do they have ideas about how we could reduce obstacles and challenges?
- What lessons from past change efforts can they share with us?
- Could they become a change champion?
The process can fuel opportunities to shift messaging, positioning, or delivery approach to help the outliers see how the change can benefit them and get them more excited about participating. Jenny says it can also reveal valid concerns that need to be solved so they don’t hinder progress.
3. Hit the road: Position and prepare your team for success
Big changes are always risky. They disrupt the status quo, and if they involve multiple teams and business functions, some changes may feel like a win for some at the expense of others.
Taking a few extra steps before executing your plans can keep those issues from diverting the goal or leaving any team members stranded along the way. “This is where we establish commitment and accountability and think about what could go wrong and how we’re going to deal with it,” Jenny says.
Own up to what you do and don’t know: Ultimately, you can’t plan for every contingency. “You’ll lose trust rapidly if you pretend you do,” Jenny says. She offers a few communication tips to set the right expectations from the start:
- Be clear and candid: Directly address what you do know, don’t know, and what is and isn’t possible with this change. Outline how you will communicate status updates and new information as they arise.
- Be receptive: Don’t take resistance personally. Listen to your team’s questions and respond to their feedback with an open mind.
- Be visible: Socialize progress across your team’s preferred communication channels, and make sure everyone knows how to reach you if they encounter a problem. You can regularly host town hall meetings, road-show presentations, or open forums to ensure everyone stays informed and has a chance to share their thoughts.
Position project requirements as opportunities and advantages: Jenny suggests exercising creative thinking to help concerned team members see the new responsibilities as a chance to benefit personally.
For example, if they need to learn additional skills för att utföra sina uppgifter, tillhandahålla intern utbildning eller tillgång till utbildningsverktyg från tredje part. Positionera möjligheten som en chans att utöka sina förmågor för att hjälpa dem att vara mer förberedda för denna förändring och för att avancera sina karriärer på lång sikt.
Du kan också använda den stora förändringen för att ompröva ditt organisationsdiagram och balansera om teammedlemmarnas ansvar. "Varje enskild person har arbete som de hatar på sin att göra-lista. Jag har märkt att folk blir mer öppna om de erbjuds en möjlighet att göra en avvägning av en uppgift, säger Jenny.
Uppmuntra resan – inte bara destinationen: En utdragen och gradvis implementeringsprocess bör innehålla incitament med jämna mellanrum för att motivera teammedlemmarna att hålla kursen.
Belöningar kan vara specifika och påtagliga, som bonusar eller lojalitetsprogrampoäng. Eller så kan de vara immateriella, som shoutouts under månadsmöten eller i interna nyhetsbrev. Ordna team happy hours eller ge komptid för extra arbetade timmar. Dessa uppskattningsinsatser kan göra att den extra bördan känns värd besväret.
Övervinna hinder i prediktiv planering: Ett element av vetenskap finns i förändringens resa. Du kan inte nå din destination om motståndskrafterna är starkare än de krafter som driver dig framåt.
Jenny delar med sig av ett innovationsverktyg från ett företag som heter Spelstorming som kan hjälpa till att kvantifiera balansen mellan dessa krafter i varje fas. Genom att arbeta igenom denna kraftfältsanalys kan du vidta åtgärder för att säkerställa att förändringens vindar kommer att vara till din fördel.
Ett exempel på hur det fungerar visas nedan. I mitten representerar en illustration den förändring du vill implementera – övergången från hierarkiska till mer transparenta nav.
På ena sidan listas förändringens krafter – alla delar av visionen som kännetecknar förändringens betydelse och hur den fungerar till din fördel. I det här exemplet är dessa krafter:
- Förbättra långsiktiga intäkter
- Hjälp till att möta marknadens efterfrågan
- Tillfredsställer kundernas förväntningar
- Adresserar nuvarande ohållbara kostnader
- Ge en konkurrensfördel på marknaden
På andra sidan listas motståndets krafter – villkor och begränsningar som kan hindra att visionen förverkligas. I exemplet inkluderar dessa krafter:
- Ny tekniks lönsamhet
- Löpande kostnader
Rangordna varje elements inverkan på projektets framgång på en skala från ett till fem. Lägg sedan till rankingen på varje sida och jämför poängen för att se om du har en större chans att lyckas än att misslyckas och identifiera var ansträngningar bör göras för att övervinna hinder.
Planera resan för en smidigare ankomst
Att övertyga ditt team att hoppa ombord på det organisatoriska förändringståget är sällan lätt. Men med en tydlig verksamhetsplan, anpassat stöd och öppen kommunikation hjälper du dem att se fördelarna med att delta och få dem entusiastiska över att nå sin destination.
HANDPLOCKAT RELATERAT INNEHÅLL:
Omslagsbild av Joseph Kalinowski/Content Marketing Institute
The Optimizely Podcast – avsnitt 26: digital utveckling i ett klimat av snabba förändringar
Hello everyone. And welcome to the Optimizely Podcast. I am Laura Dolan, your host, and today we are joined by Dom Graveson, who’s the director of strategy and experience at Netcel och Deane Barker, who is the global director of content management here at Optimera. How’s it going, gentlemen?
Yeah, very good, thank you. How are you?
Doing well, doing well. How about you Deane? How’s it going?
Good, Laura. I’m a veteran of this podcast by now.
You are. You are, Deane. So we already know all about you. So Dom, please, let’s start off by telling us a little bit about your background and your history of Netcel.
Yeah, sure. So I’ve been with Netcel for coming up for four years. Netcel are a digital product and experience development company, so we build everything from kind of websites through to integration with CRM, marcoms, basically building digital experiences on the Optimizely platform.
We do a lot of work with kind of experience research and data, so we kind of put customers at the center of all the work we do, but also, we understand that there’s quite a profound impact on businesses. So when you are really going to deliver transformational digital experiences and really up your digital game, particularly in the current climate and the world that everything’s changed so much recently, you are going to need to change your organization and the way that you govern, the way that you manage people, so we do a lot of work with our clients, kind of helping them through that process as well, the kind of change process.
Previous to that, I was with some of the big sort of consultancies working on digital product innovation. I worked around all over the world. So yeah, I kind of bring a few years of experience and broad experience to this.
Very good. Can you speak on some of the digital experience that you’ve worked on with Optimizely?
Yeah, so we’ve built products, digital experiences for some of the major not-for-profit organizations in the U.K. So we mainly work in the U.K., U.K. Based, based just North of London. We’re working currently with a large agricultural organization that represents Britain’s farmers around building kind of digital experiences and business-to-business commerce systems with them. So, yeah, then we also work with quite a lot of well-known financial services businesses in the U.K. As well. So our kind of focus has been membership organizations, business-to-business, and financial services with bits of NFP, not-for-profit, as well.
Very cool. Thank you so much for spending a little bit of time on that. I always like to know our relationship with partners, so it’s nice to have that visibility. So today we are talking about the digital evolution in a climate of very rapid change. So what do we mean by digital evolution as opposed to the more traditional concept of digital transformation?
Well, I mean, it’s been something I think that’s been emerging for a while, but for the last kind of 15 years or so, or 20 years since digital really kind of took hold as it were and became a kind of serious channel that organizations were taken seriously, it always seemed that the focus was on getting from A to B or getting from where we are now to a level of competence and capability, which we can define at the beginning of the project.
And I think over the last few years, or over that time really, we’ve seen that become less and less of an appropriate or working approach. And what we are trying to encourage now, and what we are building within the businesses that we work with is this approach to digital, which is more of an evolution rather than the transformation. Because if you’re working across a three-year program, what you define as being the destination now, certainly in the last few years, probably isn’t going to be relevant or fit for purpose within three years of you delivering it, and a lot of IT and digital projects fail to meet their objectives because of this exact approach.
So it’s about kind of structuring your programs in a way that keeps an open mind, a beginner’s mind, and has the instruments within it, and governance within it, and structure that will enable you to discover as you go and focus on outcomes or customer outcomes, business outcomes, rather than thinking too much about kind of architecting the house before you start building, when you don’t know where you’re building it yet, if that makes sense.
Absolutely. Deane, is there anything you can contribute to this as well?
So Dom and I did an event together in London at the very top of The Gherkin and we had a long conversation up there. We had a panel discussion up there. We had a long conversation about the fact that digital transformation is maybe a term that we need to retire, replace it with digital evolution, or digital progress, or digital incrementalism. And it’s just the general idea that you make your way over time. You make little bets, and you improve your digital estate piece by piece. I think that too many people are doing too much at one time and digital projects are failing for that reason, whereas they’re not being more deliberate about their goals and they’re not giving themselves room to evolve organically, make one step and see where that leads them, and then make another step and see where that leads them. And I think the goal of instant complete transformational overhaul is maybe unrealistic for a lot of digital teams. So that was the conversation that Dom and I had, which kind of led us the idea of digital evolution. So that’s kind of the perspective we’re coming on.
Yeah. I think also what’s interesting with that is the idea that as Deane was saying that if you’re doing more than one thing at once and something works, how do you know which thing made it work, gave you the success? And one of the things that people aren’t investing in, they’re investing heavily in kind of a sense, trying to make progress, but not investing very heavily in measuring that progress or actually understanding and interpreting that data to be able to understand what was the thing that they did that delivered that benefit. And this is one of the aspects where we need to change the way that we work. It’s interesting, we’ve kind of heard of a major project just this week, big program in the U.K. That’s really struggling. I won’t mention names, but it’s really struggling because they’ve been so desperate to achieve a certain point that they’ve kind of lost their way.
They’ve hired lots of people. They’ve got lots of people leading different parts of the product and all the rest of it, but they kind of lost their way because in their quest to arrive somewhere so quickly or make progress, they’ve kind of lost track of where they were trying to get from the business objectives’ point of view. And I think that’s a common problem. I mean, I’ve been in this business 25 years, I guess, and something I see again and again, that if we can build the team to a certain size or if we can get this kind of throughput of features shipped, we will arrive somewhere.
And of course, that’s important. Progress is at the heart of all of this. But you do need to keep this mindset, as Deane mentioned, this kind of incrementalist mindset, of break things down, take it a step at a time, and structure the organization, manage upward, manage your sponsors robustly so that they understand that this is not something that you can just steamroller into existence. It’s much more of a kind of step forward across a series of fronts to make progress. And that takes kind of courage and communication with all kinds of levels of the organization.
It does. And it is a very common problem because you end up with too many cooks in the kitchen as it were, and then you also end up with a quantity over quality issue, which is such a common problem that you find within organizations. And then you also have the issue of just all the siloing that goes on and the lack of transparency between different departments, and so you have this huge team, but they’re not communicating with each other. So that’s also just a very difficult thing to work around and there has to be a better way, don’t you think?
Yeah. I mean think this is the thing, is that this is why people need to want… Where I’ve seen this successful is where it’s seen as an organizational change, as much as it’s seen as a program of delivery of product or delivery of an experience or new channels or whatever, is that the organization needs to learn and change as the program evolves. You can’t just throw tons of money at this. You need to understand how it’s going to require people to behave differently, work together differently, measure things differently, check in on one another, enable mistakes to be made in a way that people aren’t afraid of that, and that they get surfaced quickly, and that they’re maturely and honestly addressed, all that kind of stuff. And I think a lot of some kind of wasted money over the last 10, 15 years has been where that hasn’t really been seen.
The business case has been made for the program, for the objectives of the program, without really thinking about how the organization is going to change. And organizations are changing, have changed profoundly in the last few years. We’re working from home. We’ve changed the way that we interact with one another socially. We’ve got political upheaval in the U.S. We’ve got a war in Europe. We’ve got all of this stuff that’s really changed the way that we kind of feel about the world and trust is more important than ever and kind of empathy, and understanding, and individualized experiences, and all of these things are not just technical problems to solve by throwing a load of infrastructure in place.
Infrastructure is important, but it’s also about building an experimental mindset. It’s about empowering your people to take risks in a safe environment. It’s about changing the way that your organizations have run right from the top to show and demonstrate that behavior is understood from the frontline all the way to the C-suite.
Hundred percent. So when you talk about these changes that organizations need to make to dovetail into this evolution, where have you seen this approach be successful? Do you have any examples that you can describe for us?
Yeah. When I think where we’ve talked about it, and Deane feel free to jump in here, is where I’ve seen it on organizations of all kinds of sizes that have invested in their digital teams, both from the kind of point of view of giving them the freedom to be able to innovate and the freedom to be able to try new things out, try new technologies out, and build experiences, and invest in audience research, and kind of pulling together the kind of insights, departments and sources of insight within the organization, but also where they’ve had the visibility and had the visible support from the senior leadership.
I think still, you see quite a lot of digital teams being run by either technology or marketing. And I think digital is something that is actually the responsibility of the whole business now, the whole organization. I don’t know, Deane, have you got any thoughts on this? We talked about it extendedly.
You and I have talked about this, Dom, and I think I’ve talked about this in the podcast before, is that a key component of digital leadership is trust. Do you trust your people to work towards the good of the organization. Too often, we get kind of hampered by the tyranny of metrics. We need an instant uplift. We need an instant improvement, where that really discourages your team from making small changes and running experiments and trying new things that might not work. For some reason, we want everybody to guarantee that everything’s going to work right out of the box. It’s not. And I think if you trust your teams and provide them kind of the emotional and professional safety to make small changes, and see what works, and come back to you and say, “Look, we tried five things. Four of them didn’t work, but this one thing worked really, really well.”
I’m big on taking little bets, small incremental changes, and lengthening the periods required for return and results. If you demand quantitative metric results from your team in 30 days, you’re going to get some very brittle results, if anything. Someone might even be massaging some numbers or framing it in such a way to give you the numbers that you want. But if you sit your team down and say, “Look, I’d like to be in a better place this time next year.” Well then, they can come up with a long term plan, and they can try some things and see what works and see what doesn’t work, and I also think that plays very heavily into employee retention. I think that lets your employees do their best work and be satisfied with their job and satisfied with their efforts, and I think it’s a huge win for the organization, but it takes trust. As a leader, you need to believe that your people are skilled and are working towards the benefit of the organization, and some leaders are more shortsighted than others, let’s say.
It’s interesting, actually. You talk about this kind of leaders wanting results quickly because I think that’s a reality of organizations on this part is. And one of the things that I think a lot of kind of chief digital officers who we tend to work with are struggling between… I have this kind of analogy I use, which is a bit like you’re running a chip van. You’re trying to feed people, hot dogs and chips in the rain and there’s a big queue of people and everyone’s hungry, and you know that you could evolve your product and make better food, but you’re so bogged down by having to kind of feed people that you never get the chance to think about that. And I think one of the things that we talk about is building this idea of a balanced portfolio.
So digital evolution or digital transformation, but digital evolution is always going to be kind of made up of combination of small little bits of quick win work and big core transformational change, which are things like integrating your CRM, or migrating your digital experience platform, or swapping out your ERP or whatever. And you’ve always got this combination of the quick wins, the things that if you’re going to bring the business on the journey with you, you need to demonstrate some simple improvements, such as the marketing team in South America just can’t update their campaigns without calling you. And of course, you are running a chip van, so they’re going to be 15th in the queue, so they’re furious. They don’t want to hear about your big innovation program of new digital experience with the customer centricity. They just want to update their campaigns. So it’s about balancing a number of simple things that you can do for everybody, along with those longer term transformational changes.
And then a third part, which is what we call future possible, which is looking at what technology or platforms might be useful in the future for you and experimenting. So you’ve got this, do the simple stuff that just the CEO, she’s just getting hassled for every day from her colleagues. Get our stuff fixed, because that’ll make you popular and it’ll build you some support. Obviously investing in the, not being afraid to make decisions that are long term. This is not the right platform. We need to change, or we need to integrate this with this, or we need to invest in these people and up-skill them. That’s the kind of big kind of transformational stuff. And then these experiments that will help you discover what the future is. And you have to govern each of those three types of portfolios in a different way, and understand that the experiments will fail, most of them. But that’s where you will discover that the pot of gold for five years’ time, whereas the quick win or BAU, I hate that term BAU, but the quick win stuff, which is really important in building support.
So how can organizations get started on the digital evolution journey?
Well, I’ve always been a big proponent of absolutely knowing what your goals are, what your conversion points, are for your digital presence. A conversion, most people know this now, but a conversion is when somebody takes an action in your digital properties that provides value. Ecommerce, it’s somebody checks out or in other websites, if somebody requests a demo or something like that, you have to know what these things are. You have to know the moment that your visitor provides value and the moment that your digital presence has provided value to you. Without knowing that you’re just nowhere, and we see a lot of people doing an enormous amount of work without any idea kind of what the goal is.
Back when I was in services, I was working with a healthcare client, and I was talking to their director of marketing. He says, the CEO calls me all the time and says, “We need more social media updates.” And he would go back to the CEO and say, “Why?” And the CEO couldn’t even tell them why, because the CEO didn’t understand the chain from action that the digital team takes to conversion or some moment when the website provides value. So you have to know that. Once you know that, the conversion points when your website provides them value, then you just need to break things down. You need to divide your web presence up into chunks that you can improve over time. Too many people just try to tackle the entire thing at once.
Let’s take a look at your contact dose form. Maybe we need to spend some time just fixing that. And then, let’s move to your homepage and run a couple experiments there. I would be remiss if I didn’t mention that Optimizely sells an experimentation suite. Run a couple experiments on your homepage. What’s it going to take to drive people to that contact form? Literally, if that’s the goal that you know have to improve, you can work towards improving that goal and you can filter out people in the organization that have pet projects, or pet ideas, or they’re sure that this is going to make things better. If you can go back to them and say, “Nope, this is the goal. This is the goal we’re working towards,” you can start making incremental steps toward improving that goal. And that’s probably the most important thing that an organization can do.
Yeah. I mean think Deane hits upon two things that are really interesting there. The first one is a lot of people that we work with or often one of the struggles that heads of digital have is, I keep getting asked to do kind of crazy things like create more social media posts by senior people, which adds to that whole noise, that adds to the queue of the backlog of urgent stuff that needs doing, that means that you never get the chance to stop and actually think about things strategically.
And actually, there’s an element of a lack of understanding within very senior people because maybe they’re not so experienced at working within the kind of digital space. Although to be honest, it’s been 20 years. I have little sympathy for that now. An organization that’s probably not only just digital first, but pretty much digital all over. If you think about it now, your first interaction with an organization is going to be probably through its digital channels, and maybe even the entire service experience will be through digital channels. Leaders should get this by now, right?
But my point is that if digital teams are getting kind of requests from leadership, such as create loads of social media posts or build us an app is another one I’ve heard. “We need an app.” “Well, why do we need an app?” Is because actually there’s a responsibility on digital leaders to step up and be leaders and to be able to say, “Right. You need to tell us where this business needs to be. And we will help develop an understanding of what those key conversion points are.” You can’t expect senior, necessarily people who aren’t sort of native digital folk to understand that. But if you provide them with that information, I hope you would get less of those kinds of slightly daft requests. If you see what I mean, Deane, I think there’s a responsibility on digital professionals to educate upwards. And rather than kind of feel like if you’re in an organization that’s struggling, change that organization if you can. It’s a two-way thing.
This goes back to trust, right?
The reason why you have people in digital, not resisting calls to do things that aren’t going to provide value is because professional insecurity. They don’t believe that their leaders trust them. They think they just have to do whatever the CEO or the CMO tells them to do. They don’t feel like they can push back. I have been working in the digital space for 25 years and everything comes back to organizational and personal psychology at some level. I think you have people in digital team that they just don’t feel like they can push back and make the right suggestions. And they just have to do what someone higher at the [inaudible 00:22:13] tells them to do, and that’s just a recipe for disaster, really.
It also means you’re going to lose the other best people you have, because no one with any integrity and real talent will stick around if that’s the kind of corporate environment that they’re in. People have a lot of choice these days, particularly with increasing mobility and hybrid working, is that really the world is your talent market now and you can find the best people if you build the best cultures, and it doesn’t really matter where they live. For example, Netcel, some of us live outside of the U.K., Some of us live across the U.K., And it’s worked very well.
But I think this thing about what Deane was saying about breaking it down and we touched upon this in the answer to the last question about the balance portfolio. This is where you do need to break down those conversion points and how we improve those conversion points into a really simple set of steps, that by improving this, you can understand how you are influencing the outcome. So don’t necessarily need to rebuild the whole of your shopping funnel, for example, or your conversion funnel, but build a program and invest in this experimentation.
So, this is both in the platform, as Deane said, Optimizely has an experimentation suite built into it, but also working with the agency, the partner that you work with, to understand how experimentation works. At Netcel, we do a lot of work with pitch leaders on kind of building out both kind of capability at the kind of operational level. How do I design an experiment, but also about how you build a business case for experimentation, and kind of build a business case for broader digital evolution as a concept. We’ve actually published a report that you can download from Netcel.com/report that talks a lot about this, that’s Deane’s been involved with and some other leading digital professionals as well. So, if you wanted to read more, you can check that out. That’s been supported by Optimizely. Yeah, so there’s some good sort of starting points in that.
Yes, please go ahead and send me that link when you can, Dom, and I will definitely put it in the link to the show notes of this podcast that we will have on our website. Perfect. Thank you. Great. You guys have covered a lot and just being conscious of time, is there anything else that we didn’t cover that you’d like to speak on before we wrap up?
Both Dom and I have alluded to the concept of employee morale, psychology and retention. And I think this is one of the big crises in digital right now, is that people are searching for the organization that gets it. People are searching for the organization that they can work at, and feel good about their work, and feel like they’re making a positive impact. And so when you hamper your digital teams, when you try to overload them, when you are vague with them, and you don’t have clear goals with them, you don’t let them try new things and incrementally make improvements, you hurt your organization in two ways.
Number one, just through lack of conversion, right? Lack of digital efficiency and effectiveness, but you also hurt them from lack employee morale and retention. Losing digital employees is so painful because they’re so painful to replace these days. And so, the damage to your organization is considerable and I think it’s very shortsighted to put some 30-day quantitative metric in front of that.
Yeah. I mean, I completely agree with that, and I think one of the ways that you can tackle that is by ensuring that you’ve got… Digital isn’t something that’s just done with the digital team or just done by the digital team. We talk a lot about digital operating models with the clients that we work with, and this is where we get into the kind of, how do you govern and lead digital, not just how do you build the right products, or build the right experiences.
But if, for example, you’re a professional services company and you want to segment to different markets and build authority in different markets, say you’re a lawyer firm or another kind of professional services firm. You want to build authority in merchants and acquisitions. You want to build authority in sports licensing law. You are going to need a lot of help from the people in your organization to generate that content. That content isn’t going to be generated necessarily by the digital team. But the digital team are there as an enabler. They’re there to provide the technology and the advice and the kind of lead and give people the confidence to be able to create content themselves, to be able to create their own campaigns.
So digital is something that actually another principle and concept that Deane and I have been talking about recently is this idea of digital is like water. It’s kind of everywhere and you don’t notice it, as if you’re a fish, and we’ll put the link to that article in the podcast as well. There’s this idea that actually everyone should be responsible for doing digital to a level of excellence across your organization in the same way that everyone’s able to write emails to a level of excellence across the organization. And your digital teams are really there to set the standard, set examples, measure success, share that success, build a center of excellence, but also enable everyone else. So, you don’t need to necessarily overwork people. You can give people the tools they need to be able to run their own operations and the digital elements of their operations, but with the oversight and support from the digital team. So, this is known as a kind of hub and spoke model.
And this has been a really powerful way of scaling digital, where you don’t want to overload your digital teams. The digital leaders can stay being exactly that, leaders, innovators, consultants, working within the organization to set the agenda, to build the infrastructure that your organization needs for the future, while training up and building basic levels of high-quality digital competencies in your marketing teams, in your customer service teams, in your product development teams, in all the different parts of your organization that interface with customers. And that’s been a really successful model for many, and I think I’m one that has a kind of rosy future ahead of it.
I love that you brought up the, “What is water?” paper. I had a chance to read that and it’s a very interesting article and I know Deane, you actually sent a YouTube video that talks about the commencement speech. So, I am also going to put a link to that in the article, because it is quite fascinating and quite applicable as I said. So, thank you both for contributing both of those pieces that would supplement this subject that we talked about today. I think that’ll really drive the point home.
Dom and I have a shared love of David Foster Wallace.
Awesome. Well, thank you both so much for taking the time to come on today and thank you all so much for taking the time to listen to this episode of the Optimizely Podcast. I am Laura Dolan, and I will see you next time.
Thank you for listening to this edition of the Optimizely Podcast. If you’d like to check out more episodes or learn more about how we can take your business to the next level by using our marketing, content, or experimentation tools, please visit our website at optimizely.com, or you can contact us directly using the link at the bottom of this podcast blog to hear more about how our products will help you unlock your digital potential.
Hur du utnyttjar sociala medier för din e-handelsverksamhet
You’re probably in a competitive market if you sell fashion accessories, premium gadgets, or consumer-packaged products.
With competitors, consumers, and cultural trends shifting quickly, it can be tough to gain a competitive advantage – and even more difficult to maintain. Fortunately, an effective technique to stake an e-commerce claim allows you to move quickly and organically engage with customers to increase sales and conversions.
Even better, it is most likely that you already have one foot in the door using this instrument, which is social commerce.
Why is Social Commerce Important for E-commerce Businesses?
Social commerce is selling products or services directly through social media platforms. It differs from traditional e-commerce because customers can discover and purchase products directly within their sociala media feeds. It often involves more user-generated content and personalized shopping experiences. Social commerce provides businesses with an additional avenue for reaching customers and increasing sales and engagement.
The following are the benefits of social commerce for e-commerce businesses:
- Increased visibility and brand awareness: Social media platforms give businesses a wider and more engaged audience to showcase their products, increase visibility, and build brand awareness.
- Higher conversion rates: Social commerce enables customers to browse and purchase products directly from social media platforms, streamlining the buying process and increasing business conversion rates.
- Improved customer engagement: Social media platforms allow businesses to interact directly with customers, answer questions, and respond to feedback. This interaction can help businesses build stronger relationships with their customers and improve customer satisfaction.
- Cost-effective marketing: Social media platforms offer cost-effective marketing opportunities for businesses of all sizes, allowing them to reach a large audience without breaking the bank.
- Increased sales: By leveraging social commerce, businesses can tap into the power of social media to boost their online sales and grow their customer base.
- Competitive advantage: Social commerce is still a relatively new concept, and businesses that adopt it early can gain a competitive advantage over their competitors.
How to Utilize Social Media for Your E-Commerce Business
Utilizing social media for your e-commerce business can be a highly effective way to increase brand awareness, drive traffic to your website, and boost sales. Here are some tips on how to make the most of social media for your e-commerce business:
1. Choose the right social media platform: Identify the target audience and the social media platforms they are most active on. Then, create a presence on those tailor-made platforms for the audience.
2. Create a social media strategy: Define the social media goals, target audience, content strategy, and posting frequency. Ensure that the content strategy showcases products and provides value to the audience.
3. Build a social media presence and engage with the audience: Respond promptly to comments and messages, and encourage user-generated content. This helps build a loyal customer base and increases engagement.
4. Drive traffic and sales to the e-commerce website: Create shoppable posts, use product tagging, and promote sales and discounts to drive traffic and sales to the e-commerce website.
Revolutionizing e-Commerce: Unique Features of Social Commerce Platforms that Help Businesses Grow
Social commerce platforms offer unique features that can help businesses grow and revolutionize the e-commerce industry. Here are some of the most important features that businesses can utilize:
Instagram is a popular social media platform that allows users to share photos and videos. With its shopping feature, businesses can create a shoppable feed of their products, tag products in their posts, and even set up an Instagram shop where customers can browse and purchase directly from their profile.
Facebook Shops is a feature that allows businesses to set up an online store on their Facebook page. With Facebook Shops, businesses can showcase their products, customize their storefront, and communicate with customers through Facebook Messenger.
Pinterest is a visual search engine where users can discover and save ideas for projects, products, and more. Businesses can create pins and boards showcasing their products, and users can save and share them with others. Pinterest also has a shopping feature that allows businesses to tag products in their pins and create shoppable pins.
TikTok is a popular short-form video app that has become a powerful marketing tool for businesses. With TikTok’s “Shop Now” feature, businesses can link to their online store directly from their videos, making it easy for viewers to shop for their products. You can also use TikTok analytics tools to get more insights.
Snapchat is a social media platform that allows users to share photos and videos that disappear after a short period of time. With its shoppable AR lenses, businesses can create fun, interactive experiences that allow users to try on products virtually and purchase them directly from the app.
Each social commerce platform has unique features that can help businesses grow by reaching new customers, increasing engagement, and driving sales.
Tips for Successful Social Commerce Implementation
Successful implementation of social commerce requires a well-thought-out strategy and execution plan. Here are some tips to help ensure success:
1. Best Practices for Incorporating Social Commerce into your e-Commerce Business
- Choose the right social media platforms: Research the platforms your target audience uses most frequently and focus your efforts on those channels.
- Optimize your social media profiles: Make sure your social media profiles are complete and consistent with your brand image. Use high-quality images, engaging descriptions, and links to your e-commerce site.
- Create engaging content: Utilize visually appealing images and videos to showcase your products and promote special offers and promotions. Engaging content can help capture the attention of your audience and increase engagement.
- Make it easy to purchase: Ensure that customers can easily find and purchase your products from your social media profiles. Use social commerce tools such as “Shop Now” buttons, shoppable posts, and in-app checkout features. Look for apps that help deliver an excellent customer experience.
- Provide excellent customer service: Respond promptly to customer inquiries and feedback on social media. Use social media to build relationships with customers and address any concerns.
2. How to Measure the Success of your Social Commerce Efforts
- Track social media metrics: Monitor engagement metrics such as likes, shares, comments, click-through rates, and lead conversion rates to gauge the effectiveness of your social commerce efforts.
- Measure sales: Keep track of the number of sales generated from social media channels to determine the impact of social commerce on your e-commerce business.
- Analyze customer feedback: Monitor customer feedback on social media to identify areas for improvement and gain insights into customer preferences and needs.
- Conduct surveys: Use surveys to gather feedback from customers on their social commerce experience and identify ways to improve it.
3. Common Pitfalls to Avoid when Implementing Social Commerce
- Neglecting customer service: Failing to respond to customer inquiries and feedback can damage your reputation and hinder your social commerce efforts.
- Focusing solely on sales: Avoid using social media as a sales platform. Instead, focus on building relationships with customers and creating a positive user experience.
- Ignoring data: Monitor and analyze social media metrics to identify areas for improvement and adjust your social commerce strategy accordingly.
Social media has changed the game for e-commerce businesses with the rise of social commerce. By integrating social media platforms with e-commerce, businesses can tap into the power of social media to boost sales, improve customer engagement, and gain a competitive advantage.
To succeed in social commerce, businesses should choose the right platform, create engaging content, and make it easy for customers to purchase their products.
It’s time to revolutionize your e-commerce business with the power of social commerce!
Tre irländska småföretagsidéer som kan bli amerikanska hits
Författarens åsikter är helt hans eller hennes egna (exklusive den osannolika händelsen av hypnos) och återspeglar kanske inte alltid Moz åsikter.
A happy and lucky St. Patrick’s day to all my readers! I’ve seen it again and again that small and local businesses became successful due to a great inspiration and some little happenstance bit of luck that got them noticed. Today, I’d like to celebrate with you by offering a shamrock of three ideas I’ve seen taking off in my mother country of Ireland. You may not replicate the exact business model, but do take away the underlying concepts which I strongly believe could succeed in the US. I’ll also point out how you can help luck along with a little creative marketing. Share this article with your team for brainstorming new campaigns, or with anyone in your life who wishes they could start a small business
Finding the “grá”
Ever wondered how to say “I love you” in Irish? One way is “tá grá agam duit” (taw graw ah-gum duts/ditch). It’s not uncommon to hear Irish folk saying they have a “grá” for something when speaking English, and to me, the word not only conveys love but a kind of longing. When people have a “grá” for some really good bread, or a trip to the seaside, or a warm coat they saw in a shop window, it’s what we might call “consumer demand” in American marketing lingo. Pay attention right now, and you may be starting to notice people in the US and elsewhere expressing a special kind of “grá“ for a different life. Recently, such a thread stood out to me on Twitter, started by author and founder Dave Gerhardt.
Software, of course, isn’t going anywhere any time soon, and the more we see of the current state of AI chat, the less many analysts are convinced that it’s going to be a major disruptor at present, but what I observe in this tweet and the replies to it is that people are starting to get tired of the one-dimensional confines of too much screen time. Wanting a satisfying local life and community “IRL” is a great “grá“ statement. Americans are deeply attached to our tech, but more and more, I’m running across peers talking about having an “analog life”, wishing their kids would become “luddites”, or wondering how an off-grid life would feel for their families. More simply put, many people would like to experience more satisfaction in what is right around them.
This dynamic is, in fact, tailor-made for small business entrepreneurs, so let’s look at these three aspirational concepts to see if you or your clients have got a “grá” tugging at you for any of them.
1. Be about life
Within living memory, it was the mark of respectability to have your little weedless patch of green lawn. You constantly cut the grass to keep it under tight control. You yanked out every dandelion – or worse – poisoned your own nest with herbicides. Think things never change for the better? I hear you, but check out TheIrishGardener because now, instead of rolling out bundles of monocrop sod, the Irish are carpeting the outdoors with native wildflower matts. One dimension isn’t enough anymore – folk want flowers and bees and moths and butterflies and bugs and more of everything alive. Yard by yard, they are reinvigorating essential ecosystems. Clever wildflower seed sellers are now marketing their products like seed matts and seed bombs not just to homeowners but as wedding favors, holiday gifts, classroom projects, and more.
There’s been such a base trend in US marketing in which we try to sell things to our neighbors by scaring them. Our ads are full of guns, screaming, threats, panic, anxiety, and danger and it’s very weird contrasting this with the ads I listen to on Irish media which seem to be largely focused on green energy, eating nice things, and enjoying the arts.
Could your great small business reject fear-and-shock-based marketing and instead hinge on beauty and satisfaction in life? We do have that old adage of drawing more flies with honey than vinegar, and if you can align your business with the very strong yearning for life to be abundant, varied, diverse, interesting, healthy, and fun, I think you’re moving away from the old lifeless lawns to the new thriving garden.
2. Be about locality
There’s only one place you can get real Irish seaweed – from the coasts of the country, of course! WildIrishSeaWeeds.com is one of those rare businesses that has seen the potential in a gift of nature that many might pass by without noticing. Seaweed is practically a miracle – you can eat it, bathe in it, and use it as a very carbon-friendly fertilizer that elders have always sworn by. What was once mainly a snack remembered fondly by children is now becoming a serious green industry in Ireland, and not far from where I live, I see a Californian company testing whether they can latch onto a similar demand in the US.
What is overlooked where you live? Is it something that can only be gotten in your local area? Something people used to love but are forgetting about now? Maybe it’s a local food source that’s starting to disappear because no one is using it anymore, or maybe its a skilled craft like basketmaking in a local style, baking or brewing a regional speciality, knitting or sewing a heritage garment, compounding an old-time remedy. Maybe it’s reviving a tradition that used to anchor your community. Could your great small business idea simply be about reconnecting neighbors with what’s special about where you live…a place that may have started to have vanished in our collective consciousness because the screens are blocking the view?
3. Be about people’s simplest pleasures
Our SEO lives may be consumed with ChatGPT right now, or GA4, or what will happen next on or to Twitter, but Padraic Óg Gallagher is up on the balcony of his restaurant, odla riktig irländsk potatis för hans Boxty House i Dublin. Om du aldrig har haft turen att äta boxty, är det en utsökt potatistårta, älskad nog i Irland för att vara inspirationen bakom en restaurang som har sett så stor framgång att den kunde öppna en andra plats. Boxty är inte snyggt. Det är något som din mamma skulle göra dig av rester, något värdefullt från barndomen, vars minne värmer din själ.
Om vi tittar igen på Dave Gerhardts Twitter-tråd så längtar han inte efter en yacht, inte en herrgård eller en kruka med guld. Han vill bara ha det enkla nöjet du får av att "bygga i ditt samhälle." De flesta av oss kan vara mycket nöjda med precis tillräckligt, och i stället för att skapa en affärsidé kring elitlyx, överväg vad du kan erbjuda som faktiskt levererar mänskligt tillfredsställelse till de flesta. En grundläggande köksvara som inte görs bra längre? En handgjord käpp? En mysig bokhandel, en guidad tur för besökare, din mormors pekannötspaj, en träleksak, en tygdocka, ett rejält trädgårdsredskap, ett bayberry ljus, ett regionalt örtte?
Ju enklare och bättre kvalitet din idé är, desto mer av en välkommen förändring kan det vara för kunder som i allt högre grad uttrycker trötthet från lågkvalitativa, massproducerade och mycket begränsade alternativ. America's Vermont Country Store har varit enastående framgångsrika i att hjälpa människor att flytta grundläggande varor som de inte kan hitta längre. Studera deras tillvägagångssätt.
Kreativ marknadsföring av din småföretagsidé
Vad kan du göra för att fånga din publiks blick? Du har säkert gissat att jag kommer att säga att, oavsett hur litet ditt lokala företag är, så måste du ha en webbplats och lokala företagsuppgifter. För 30 år sedan skulle jag ha sagt det här om telefonboken, och hur mycket vi än längtar efter mer tid utanför skärmen, måste vi erkänna att webben gör det så lätt att hitta! Så ja, publicera den bästa hemsidan du kan budgetera för, bygga ut din Googles företagsprofil och andra listor, och investera allt du kan i att lära dig mer om digital ryktehantering. Det hjälper dig att nå dina mål.
Med detta sagt, rummet finns bortom webben för kreativ marknadsföring skulle kunna fylla alla sidor på Kells bok. Om du börjar ganska liten, prova dessa lågteknologiska metoder för att få ut ordet om din nya affärsidé i ditt samhälle:
Be en etablerad företagsägare att vara värd för dig som en popup-butik i deras butik, kanske för turistsäsongen eller semestern.
Om du producerar tillräckligt med volym, träffa lokala butiksägare för att ta reda på om din produkt kan vinna en permanent plats på deras hyllor.
Närma dig lokala reportrar med de flesta kortfattad, nyhetsvärd vinkel av ditt företag för att söka press.
Verkliga världen community anslagstavlor finns fortfarande i vissa städer. Använd dem.
Sätt en skylt utanför ditt hus eller i fönstret i din lägenhet. Inget rum? Be lokala tjänstemän om tillåtelse att sätta upp en skylt på en ledig tomt eller i ett gathörn där du har sett andra skyltar uppsatta. Var redo att sälja dem om hur din idé gynnar samhället.
Undersök lokala bestämmelser om att hänga reklamblad runt om i staden.
Undersök om det finns en möjlighet för dig att inkluderas i befintliga tryckta kataloger. 90 miljoner amerikaner köpa något från en katalog årligen, och även när Internet har blivit så etablerat i våra liv, har katalogshopping fortsatt att trend uppåt.
Hittade eller gå med i en lokal företagsorganisation för brainstorming, nätverkande och korsförsäljning.
Samordna med andra mikroföretagare för att vara värd för en delad fest i en lokal park och bekanta ditt samhälle med din närvaro och dina erbjudanden.
Sponsra lokala lag, evenemang och människor och bli citerad för det både online och offline.
Om ditt samhälle fortfarande har en lokal radiostation, försök att komma på den, antingen med en annons eller som gäst, för att nå 82.5% av amerikanska vuxna.
Om du bor i ett område som gynnas av turister, kontakta det lokala besökscentret för att se hur du blir listad i deras publikationer.
Annonsera i utskick och bulletiner från lokala gudstjänsthus och skolor.
Om det du producerar relaterar till någon typ av mat, musik, konst, kultur eller lokal festival, delta i det.
Jag avslutar idag med detta berömda irländska ordspråk, eftersom det verkar rätt för detta ögonblick i Amerika, där myten om oändlig tillväxt och farorna med en okontrollerad aptit på lyx inte har gjort någon tjänst för ekonomi eller miljö hela vårt folk måste leva i. Den irländska frasen, "Cé gur beag díol, caithfidh sé a sholáthar" har traditionellt använts för att påminna oss om att även den lilla gärdsmyg måste arbeta hårt för att försörja sig själv – ett scenario som varje småföretagare och lokala företagsmarknadsförare lätt kan relatera till.
Men jag börjar se en dubbel betydelse i den här frasen, och nya affärstrender i Irland hjälper mig att se det: ett mer hållbart sätt att grunda ett företag kan vara att inte fråga hur mycket du vill ha, utan hur lite du faktiskt behöver för att bli nöjd. SEOs överallt vet redan att det är en bästa praxis att få kunder att definiera hur framgång ser ut innan ett projekt börjar så att alla parter kan se när ett mål har uppnåtts. För de flesta småföretagare som inte vill bli storföretagare kommer prestationer helt enkelt att betyda något i stil med att kunna betala sig själva och sin personal tillräckligt för att ha ett blygsamt, bra liv. För mig är detta erkännande viktigt just nu, eftersom de flesta kunder är på jakt efter samma sak – att ha precis tillräckligt.
Oavsett om det är över sparsamhet på Irland eller sparsamhet i Amerika, återförråd i Drogheda eller återlagring i Simi Valley, äta lokalt och ekologiskt kl Moyleabbey Farm i Kildare eller kl Waxwing Farm i Washington, eller bevara traditionellt hantverk som håller länge den sidan av vattnet eller på detta, tandemtrender indikerar ett sökande efter ett enklare och bättre liv. 57% av amerikaner säga att de handlar litet för att hålla pengarna lokalt, och det går inte att överdriva hur mycket både närliggande ekonomi och det globala klimatet drar nytta av detta tillvägagångssätt. Om du har bestämt dig för att 2023 är året att luta sig in på de nya/gamla sätten genom att starta eller marknadsföra småföretag, skulle jag säga att turen kan vara på din sida!
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