business

Measuring Relevancy: A Three Step Approach for Linking Content and Behavior

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Various studies over the years have examined the relationship between content relevancy and behavior. Almost everyone would agree that content must be relevant. But what is relevance? According to Wikipedia: “Relevance describes how pertinent, connected, or applicable something is to a given matter.” A thing is relevant if it serves as a means to a given purpose.Image

In the context of this discussion, the purpose of content is to positively influence customer or employee behavior, such as increasing purchase frequency, purchase velocity (time to purchase), likelihood to recommend, productivity, etc.

When we ask marketers and others how they measure content relevancy, we often hear, “We base it on response rate.” If the response rate meets the target, then we assume the content is relevant; if response doesn’t meet the target, we assume it’s not relevant.

Clearly there is a relationship between relevance and response. Intuitively we believe that the more relevant the content, the higher the response will be. But measuring response rate is not the best measure of relevancy. Many factors can affect response rate, such as time of year, personalization, and incentives. Also, in today’s multi-channel environment, we want to account for responses or interactions beyond what we might typically measure, such as click-throughs or downloads.

So, what is the best way to measure relevancy?

The best-practice approaches for measuring relevancy are many, and many of them are complex and require modeling. For example, information diagrams are an excellent tool. But marketers, who are usually spread thin, need a simpler approach.

The following three steps provide a way to tie interaction (behavior) with content. It’s critical
that you have a good inventory of all your content and a way to define and count interactions, because once you do, you’ll be able to create a measure of relevancy.

The process and equation include the following:

1. Count every single piece of content you created this week (new Web content, emails,
articles, tweets, etc.). We’ll call this C.

2. Count the collective number of interactions (opens, click-throughs, downloads, likes,
mentions, etc.) for all of your content this week from the intended target (you’ll need to
have clear definitions for interactions and a way to only include intended targets in your
count). We’ll call this I.

3. Divide total interactions by total content created to determine Relevancy: R = I/C
To illustrate the concept, let’s say you are interested in increasing conversations with a particular set of buyers. As a result, this week you undertook the following content activities:

• Posted a new whitepaper on a key issue in your industry to your website and your
Facebook page
• Tweeted three times about the new whitepapers
• Distributed an email with a link to the new whitepaper to the appropriate audience
• Published a summary of the whitepaper to three LinkedIn Groups
• Held a webinar on the same key issue in your industry
• Posted a recording of the webinar on your website, SlideShare, and Facebook page
• Held a tweet chat during the webinar
• Tweeted the webinar recording three times
• Posted a blog on the topic to your blog

We’ll count those as 17 content activities.

For that very same content, during the same week, you had the following interactions:

• 15 downloads of the whitepaper from your site
• 15 retweets of the whitepaper
• 15 Likes from your LinkedIn Groups and blog page
• 25 people who attended the webinar and participated in the tweet chat
• 15 retweets of the webinar
• 15 views of the recording on SlideShare

That’s a total of 100 interactions. It’s likely that some of these interactions are from the same people engaging multiple times, and you may eventually want to account for that likelihood in your equation. But, for starters, we can now create a content relevancy measure:

R= 100/17 = 5.88.

Using the same information, had we measured only the response rate, we might have counted only the downloads and attendees—40 responses—so we might have had the following calculation:

R = 40/17 = 2.353

As you can see, the difference is significant.

By collecting the interaction data over time, we will be able to understand the relationship between the relevancy and the intended behavior, which in this example is increased “conversations.”

I strongly encourage you to consider relevancy as a key measure for your content marketing. By tracking relevancy, you will be able to not only set benchmarks and performance targets for your content but also model content relevancy for intended behavior.

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Branding Sets Mavericks Apart from the Herd

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To cattle ranchers in the Old West, branding their cattle was one of the most important chores they had when raising a herd. Cattle was wealth and branding showed ownership, increasing the value of the rancher.

Mavericks, or non-branded cattle, were liabilities — they could cost the owner money, and worse yet, the owner actually could lose “market share” to other ranchers who might claim the unbranded cattle as their own.

Today’s competitive business environment is no different, except that instead of branding cattle, you should brand yourself.

In this highly competitive world, a new breed of worker is emerging. With the employment uncertainty in this economy, a growing number of people are defining their own jobs, creating their own projects and acting as entrepreneurs. According to the U.S. Bureau of Labor Statistics, 16.7 million Americans work in non-traditional work environments. These folks are the new mavericks — defined as someone who exhibits great independence in thought and action.

Like the cowboys of the Old West, mavericks know that to thrive, either in a traditional or non-traditional work environment, they must have a clear understanding of their value and promise — their personal brand — and be able to communicate this personal brand to others. Understanding, controlling and managing their personal brand gives them a competitive advantage.

The notion of a brand isn’t new. Companies have been branding themselves and their products and services for years. Essentially, a brand stands for a singular idea or concept that a company or product “owns” inside the mind of a customer or prospect. Although a company or product brand is an intangible asset, it contributes to the expectations and worth that customers place on the company or product.

For people, brands are important because they represent their unique blend of talents, strengths, skills and knowledge, giving them an advantage in a competitive market. Similar to a product brand, a personal brand is a distinctive identity that allows any person to stand out from the crowd and carries his or her guarantee or promise.

A personal brand helps distinguish a person from competitors and helps determine which opportunities best fit into long-term goals and life plans. For example, when people think of the Lone Ranger, they think of a mask, silver bullets and fighting the bad guys. In today’s work environment, you might know people who have branded themselves as problem-solvers or key information providers. These people have learned how to create personal brands and turn them into a life asset.

The personal branding process begins much like the product branding process. The first step is to take stock of attributes and assess how they can provide benefits to others. This means a person must know the needs, wants and challenges of target markets for the sake of positioning.

Some questions in the self-assessment process include:

  • What are my key strengths?
  • What is my target market?
  • What is the value created for potential customers of my brand?
Only after you have a clear understanding of your personal brand can you begin to proactively market yourself by communicating your talents and how they can add value.The second step is to create a 30-second statement to communicate to others your brand’s promise and where you fit into the market. To help construct this brand statement, follow this process, known as the “Value Pyramid”:

  • List the most important characteristics of your personality, education, experience and cultural background. These are your “features.”
  • Next, list the benefits to your employer, client and others that these features provide.
  • Taking the process further, write down rewards that occur as a result of the benefits.
  • Select one idea that best encapsulates your value.
  • Lastly, in a few sentences, write your brand statement, using the “Value Pyramid” as your guide.

This statement should emphasize the unique value you provide, rather than what you do.

For a maverick in the Old West, it might be something like, “I’m known as the most dependable trail boss this side of the Pecos. I’ve been working cattle since I was knee high to a horse and know the Chisholm Trail like the back of my hand. I’ve driven cattle to Dodge City more than a half a dozen times and have yet to lose one steer.”

Whether a free agent or seeking traditional employment, people need to be their own brand managers and not automatically assume others know the value they can provide.

The final step for creating a personal brand is testing, which can be done through networking events. In the Old West, the primary place to network was a card game at the local saloon. Today, networking is best conducted through industry, trade and professional organizations. These are great places for testing of a personal brand.

First, by meeting and talking with members of these organizations, you can research the challenges of the target market. Second, networking events are a great place to test a 30-second statement to see whether it resonates with the target market. Upon a successful test within a smaller environment, you then can roll out the personal brand to a larger target market, employing every strategy and tactic that demonstrates your value.

In the Old West, mavericks carried six-shooters. Today, they carry mobile phones and laptop computers. However, both then and now, mavericks understand they are in charge of their own destinies in a competitive environment.

Mavericks know that by creating and marketing their personal brands, they hold a unique advantage over their competitors.

Six Bull Riding Lessons for Businesses

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Spring heralds two events here in Austin, the nationally known annual music, media, and film festival South-By-Southwest (SXSW) and the State of Texas Fair & Rodeo. Rodeo season brings together participants who compete on various skills such as steer wrestling, bareback riding, calf roping and bull riding. Bull riding is probably the most dangerous but most popular rodeo event designed to demonstrate the cowboy’s prowess and ultimate superiority over a 2,000 pound beast. You know what they say, “it’s not if you get hurt, it’s when.” Those of us in business during this current economic environment can certainly attest to the truth of this statement as there are many valuable lessons business leaders can glean from bull riding. In times such as these, companies face a host of challenges ranging from lost customers, long sales cycles, average order value declines, to margin pressure, low new product adoption rates, etc.

Companies deal with these challenges in various ways, typically in the form of cost reductions, in terms of budget cuts and personnel layoffs in order to offset lower revenue. Itʼs a rare company that uses times such as these to invest in new products, new markets, or new talent. Yet, one of the first lessons business can learn from bull riding is that there really is no way to outmuscle a bull; the key to victory is outsmarting him. The same applies when it comes to winning in the market – itʼs about mental toughness. Gary Leffew, a former world-champion bull rider and veteran of the sport is oft to have said, “Bull riding is 80 percent mental and 20 percent talent.”

So what lessons can we take from bull riding and apply to business? The following six lessons are applicable to every business..

Step 1 – Market Research and Business Intelligence

A bull rider may not know which bull heʼll draw. So he has to be prepared to ride any of the bulls in the pen. Part of his pre-riding homework is to have done research on each bull to learn its tendencies, such as whether it spins right or left and how it jumps, head up or down. A winning business invests in research to learn about its current and prospective customers, the competition, and the market in order to be properly prepared and make fact-based decisions.

Step 2: Market and Customer Centricity

Once the bull is selected, the rider puts a plan together based on the bullʼs tendencies. Once a business selects a market, they need a plan on how to penetrate that market: what products/services to provide, and what strategies and tactics to execute.

Step 3 – Competitive Positioning and Differentiation

The rider should mount the bull in the chute only after the bull is roped down and the rest of the team is in ready position. Before exiting the gate, a rider must make sure they are securely positioned on the bull with a good grip. The same applies to business because in todayʼs environment, competition is fierce and products and services are easily commoditized. A company needs to have a secure and competitive position that differentiates it from other fierce competitors. Your efforts will only be compelling and meaningful to the current and prospective customers when the entire team is in-the-loop and ready to execute.

Step 4 – Maintain Balance

So what does it take to ride? Once the bull and rider are in the ring, it is up to the rider to move his body with the bull, maintaining his balance with the bullʼs every move. Like some markets, bulls can be unpredictable and irrational which is why companies need to be agile when it comes to the customer and markets. The better a company can maintain its balance and adjust, the more likely they will survive in a dynamic and fluid market. Management teams need to facilitate regular and frequent communication with employees, customers and stakeholders in order to keep the team flexible and manage expectations. They invest in processes, systems, and tools to help the organization maintain balance.

Step 5- Winners Adapt

The best possible score for a bull ride is 100 points. However, a rider must hang on for the entire 8 seconds or their scores are invalid. It is a combination of qualities from the rider and the bull that determines the overall score. Bulls are scored based on their speed, agility, power, back end kicks, front end drops, directions changed, and body rolls. Riders are judged based on their ability to be in constant control while matching the bullʼs movements It is up to the rider to get the most of each ride, and to adapt to the bull heʼs riding. Successful bull riders are not timid, and must aggressively approach each ride with confidence. Similarly, success in business comes from adapting to the twists, turns, ups and downs in the market place. Successful business leaders aggressively pursue the market and use product development and marketing to overtake the competition. They look for opportunities to grow the business regardless of the environment by identifying chinks in the competitionʼs armor and new needs within the market. If a business doesnʼt hang on during rough times, then much like the fate of a bull rider just under the 8 second mark, all the hard work will remain unrewarded.

Step 6 – Speed of execution

A proper dismount is critical in surviving the ride. The smart move is to RACE straight to the nearest fence to avoid being trampled or gored. Bullfighters rush in to grab the bullʼs attention so the rider can exit safely. This is when teamwork is once again very important. Winners understand the value of “speed of execution.” Once a company has a plan it takes the entire team working together in a focused manner to achieve the results. Successful companies avoid misfires, disruptive start and stops, and team player changes that impede successful execution and serve as distractions that give an opening to the competition.

In addition to these six steps, bull riders realize that staying in shape, practice, training, and getting back on the saddle after a fall are table stakes when it comes to bull riding – just as they are when it comes to running a business. Lessons learned from bull riding can make all the difference in whether your business “stays in the money” or “lands in the mud.”