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We all, myself included, fail so often because of the difficulty inherent in those three elements.
I recently had an opportunity to recommend to a group of CEOs everything they should measure for everything they should do with digital. In this post I want to share that one-page list of the best metrics for digital content, marketing and business success with you. Most of the time when I look at the dashboards and reporting efforts in companies, they are usually obsessed with one of these pieces or maybe even a couple.
One good way to accomplish that is to ensure you have an optimal org design, and that your Digital Marketing and Measurement Model exemplifies this balance. I believe that if you want to win in digital, with your ABO strategy, you have to do Own really well and you have to do Rent really well.
Close your eyes and just imagine the number of metrics you can use to measure the success of your marketing efforts.
For acquisition my goal was to pick two metrics that would incentivize our teams to behave in the most optimal manner. Assists because most marketers continue to exhibit suicidal tendencies by sticking with last-click attribution.
I want you to focus on % Assists as your standard metric for marketing success (best place to find it is in the Google Analytics MCF Assisted Conversions report). Best practice: Look at your Visitor Loyalty report, pick the number that is most optimal for your business (say, more than 5 times in 30 days) and set that as your target. I hope you noticed that the behavior I'm encouraging with Visitor Loyalty is the reason why % Assists is such an important metric as well.
You get people to stay for more than one page during their first visit… and get them to visit your site multiple times… how can you not win! The best websites in the world have a portfolio of outcomes (in case your customers are not ready to jump into bed with you right away!).
I do find it a smidgen irritating that so many Analysts and Marketers focus on single-session conversions for just one outcome (order or lead or something else).
Micro-Outcomes ensure that there is long term thinking in your company, the best kind of thinking, and that your employees undertake efforts to drive business value from every visit to the site. Six simple critical few metrics that balance for the short and the long term, that incentivize the right behavior by our peers and agencies.
If you've been to one of my keynotes recently you might have heard me recommend a mobile only strategy, and not a mobile first strategy. Commercial user behavior on mobile is still transient rather than persistent, so you might initially get a lot more value with a focus on Clicks. Bounce Rate is even more important for Mobile, the back button is hard coded into the mobile device! Again, because of the transient nature of mobile behavior, I made a switch from Visitor Loyalty to Time Spent. And one more time, because of current user behavior, and continued difficulty to transact on mobile devices, my recommendation is to focus on See and Think Micro-Outcomes. Though we segment Own into two pieces, you'll notice we only ended up with just seven metrics. Most businesses and Marketers have sub-optimal results from their Rent efforts when they are primarily conversion driven, primarily focused on performance marketing and primarily looking for short-term impact. Yes, on permanent and temporary channels your contributions (text, links, videos, contests, pimping) are always there.
For Acquisition, advertising you buy on YouTube, the metrics to use would be Impressions and Click-thru Rate. Impressions because in this case a big objective is to solve for brand marketing, so getting a high share of voice is important.
Click-thru Rate to give a tiny amount of incentive to extend the conversation beyond just the initial impression. And we focus on one of the most precious thing you can get from an audience on any rent channel: Attention!
Micro-Outcomes measures the outcomes that deliver value to your business over 90 days and over nine months.
If you want to measure the social metrics mentioned above automatically, including Micro-Outcomes, you can do so using the True Social Metrics tool.
While it looks like a lot, I've recommended just fifteen metrics to measure everything you could possibly to with digital for your business.
Please click on the image above to see a higher resolution version, or if you want to download it. What could also help in setting up these metrics would be to find the %age conversion after this behavior (Lets say %age of conversions from the people downloading your free ebook, etc.). But with the obsessive focus on User centricity in tools like Google Analytics, this is much easier to do. The benefit of doing this in GA is that you can track marketing performance much more effectively and do better analysis. Thanks Avinash, I've printed out your Rockin' Metrics Map to stick beside my monitor!
One thought as I read is that at least insofar as Mobile goes… conversion is an ongoing thing that is actually happening every time someone is using your app.
Every interaction with the app is really a new chance to influence the target audience and increase engagement.
I'm curious to understand how you are defining clicks, impressions, views, and completions in this post as I might be missing some big picture context. For example in some situations a single visitor may have more than 1 click, 1 ad impression, video view, or completion.
For example, I do believe that measuring Clicks (a session based metric typically) is the right thing to do to measure initial quality of ad targeting, content and relevancy. But my second recommendation of % Assists has Visitors built into it as Assists are measured for people (over multiple visits).
Thank you for sharing such a thoughtful comment and allowing me to clarify this important point. I do find them a tiny big restrictive and unopen to possibilities that exist in the world we live in now. Not the perfect framework of course, but to share with you my humble current thinking on the wonderful world of frameworks. The difficulties in my world is the balance between mobile & other multi-channels in the explosion of beauty, intelligence and simplicity that is India,a rapidly changing feast.
You really make it clear how digital marketing is a natural part of long term business strategies. I work as a web analyst at online travel agency (actually most of our sales is airline tickets). But besides many points on which I'm absolutely agree with you there are some questions about your model.
To be more concrete, I mean – why wouldn't we include costs, returns and ROI in these critical few metrics?
For example, what if we got 2 times more micro and macro conversions but spent 4 times more money on acquisition?
Marketers have to know the essential thing they are trying to accomplish in each business unit, channel, event, etc. The most successful marketers are able to integrate clarity of marketing purpose into their business model without compromise or confusion.
You are absolutely right to stress that challenge of balancing for, as you put it, marketplace vs. With the Digital Marketing and Measurement Model my hope was to have a process where there is agreement upfront about that balance. I know Time Spent is a good go-to metric because it makes sense and is easy for anyone to grasp, but I think there's an inherent fault in striving for a higher Time Spent number. I did not make this as explicit but when I was thinking about Mobile I was over-indexing on Mobile Apps and a little less on the Mobile web (though this is pretty big too).
The other thing, I think I touched on this, is that the mobile experience is much more purpose driven and hence ensuring that people stay, get their tasks done is a good thing to strive for.
You are right, it is dangerous to assume more time is better (the main reason I don't recommend time on Desktop). I'm still a little skeptical about time on site, but a good strategy can outline more specific metrics that will define clear success events.
Speaking about engagement, which I feel is what most companies miss, because it's the hardest to define and measure, what are possible engagement metrics for a support website (think Help Center for a product).
Are there any alternative engagement metrics which would be robust even in the presence of the issues I mentioned?
Think of this post as a cluster of best metrics to choose from once you understand your business objectives. Our dashboards focus on ABO and were based on the example you put on the disk that came with your web analytics book.
First, I want to thank you very much for your incredible blog, and making me loving my job !
John: Micro-outcomes, as you currently alluded to, are a cluster of goals that a business would set for themselves.
Compound metrics mash together a number of different types of metrics into unrecognizable paste. Dashboards are every where, we will look at a lot of them in this post and they are all digital. I'm sure the analyst in you (like me!) is yearning for some segmentation, or at least for some comparisons of current performance to past performance for context. And I don't want you to think that the problem is that the above is a dashboard in a digital analytics tool and has just two graphs.
People who are closest to the data, the complexity, who've actually done lots of great analysis, are only providing data.
People who are receiving the summarized snapshot top-lined have zero capacity to understand the complexity, will never actually do analysis and hence are in no position to know what to do with the summarized snapshot they see.
Be aware that the implication of that last part I'm recommending is that you are going to become a lot more influential, and indispensable, to your organization.
Allow me to visualize the problem above, and leverage that visualization to present the solution. In a perfect world if everyone in the organization had access to all the data, the analytical skills to analyze what the initial blush of data says, the time to deep dive to find the causal factors related to good or bad performance, and take action on the insights, nirvana would exist.
It does not because of this challenge… there is a massive asymmetry between people how have access to data (you?), data analysis skills (you? As you might have guessed, you are at the very left of the above visual, with most access to data, the ability to analyze it (inshallah!) and the organizational relationships to marry with the analytical ability to find causal factors.
Your immediate cluster direct or indirect leaders have some ability to look over the data, little ability to do analysis, but a ton of ability to understand causal factors.
The VPs of Marketing, Advertising, Product, Public Relations, Human Resources etc., have none of one or two, they have some of three (causal factors, after all they set direction and make decisions).
Why would the above dashboard, even if you spent money prettifying it, deliver magical business results? What will be the impact on the business if the CXO accepts your recommendation and the business takes action? Your dashboard should have some data, but what it really needs are three sections: Insights, Actions, Business Impact.
Your dashboards don't need more wiz-bang graphics or for them to be displays of your javascript powers to sql your hadoop to make big query cloud compute. In-order to win, you and I and our peers are going to have to make a substantial change to our current approach. They don't have time to go get all the data, but they have the desire to analyze a bit, drill-down a bit, poke and prod.
They can get a summary view of the Paid Search performance, and also drill-down and find deeper insights by themselves. For our VPs (or high enough equivalent in your company, in companies where everyone is a VP this might be the Executive Vice President or some such important title), we will deliver a tactical dashboard.

Each stakeholder getting exactly what they want with some of what they need to be successful. This sexy thing has similar elements as the tactical dashboard, except the altitude is different (full business, end-to-end, performance view on KPIs agreed upon in advance using the DMMM) and you should bring the full force of your brilliance into play by over-indexing on the English words. The glorious part of the strategic dashboard is that when presented the IABI are so enchanting that the entire meeting becomes a discussion about the actions rather than an argument about the data. But it should be crystal-clear that as you go from left to right there is a big shift that takes place. All of my dashboards that you might find helpful have business confidential data so I can't share those as is. Here is an excerpt from a tactical dashboard… this one focused quite heavily on the VP of Marketing for the digital business with a big budget for Search.
It will be difficult for the VP to know enough, even from your segmented trends and KPIs, what happened that caused the data to move in the way that it did. The VP will look at the data, understand some of it, not know why stuff is happening, read the analysis, ask some questions and quickly move the meeting to discussing who is going to be assigned which recommendation. The only part that is missing, not uncommon in tactical dashboards, is the impact of each recommendation. Here's a complete tactical dashboard for a VP of Onsite Engagement who might love to see more data and trends.
Please click on the image to get a higher resolution version, it is well worth your review. Along with other things in the layout, also notice the red minus icons and the green plus icons.
Here is an excerpted version of a strategic dashboard, but to a small business owner who is still at a stage where they are trying to survive and thrive. Our next example, by Kevin Jackson, is one that demonstrates the above approach, but applies it to a strategic dashboard. I've hidden the IABI, but hopefully the above image (click for a higher resolution version) will serve as a handy reminder of what is expected of you in each section. In each example we are, to repeat myself again, sorry, I am trying to push you out of your comfort zone of reporting data by summarizing it into pretty graphs and tables.
If you do that, and use as much English as numbers on your tactical and strategic dashboards, your business will shift slowly over time to being data driven, it will be richer, that's going to flow down to you!
NEVER leave data interpretation to the executives (let them opine on your recommendations for actions with benefit of their wisdom and awareness of business strategy).
When it comes to key performance indicators, segments and your recommendations make sure you cover the end-to-end acquisition, behavior and outcomes. Not everyone knows that you can link your graphs directly into Power Point, so when the excelsheet that isn't even open, is updated, the power point is updated as well. It is quite pretty (important), and I really love the capacity to filter using day of week (so clever). To qualify as a Tactical or a Strategic dashboard, Vida.Io would have to assist in solving for providing IABI (insights, recommended actions, business insights).
Tactical dashboards (based on your DMMM) equal insights and recommendations which in turn will lead to continuous improvement! But there is a collection related to forecasting that is one of the key facets of impact on business growth.
For example, a social media manager may value an engagement metric where the CMO doesn't understand that metric or even care.
For my dashboards on social, I simply focus on four simple metrics across all social networks in the world.
It should be management's responsibility to stop glorifying the dashboards and start looking to analysts for insights.
But I am afraid I put more onus on us (Marketers, Analysts) for focusing obsessively on delivering IABI.
A key challenge I often run into: Everyone wants to see every report and dashboard that gets created. Anyway, I think this is one of your best posts in years (with deniable foreshadowing included).
At Market Motive for our final dissertation defense (you see a couple of examples in the post) we have the student have the strategic dashboard as page one and then five to six pages of individual detailed analysis (a la tactical dashboard) for each KPI. We use six because I encourage two each for Acquisition (what are we doing to get traffic to our site), Behavior (what is the experience once they land) and Outcome (what was the result of the visit). Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. SlideShare verwendet Cookies, um die Funktionalitat und Leistungsfahigkeit der Webseite zu verbessern und Ihnen relevante Werbung bereitzustellen. In between giving out candy to all the Elsas and Captain Americas, you might have noticed a few costumes based on the Internet and technology this Halloween.
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In many cases we don't have sufficient knowledge for one and three, even if we are ok with two. I hope the metrics will be helpful, but more than that I hope that the thinking behind whittling down from the infinite to the finite will be of value.
In earlier posts on this blog, I've simply defined the journey as Acquisition, Behavior and Outcomes. Can we deliver an incredible experience that blows the mind of our current and future customers with its sheer beauty, intelligence and simplicity? Strive for a a balance across all three in terms of people, processes, and analytical focus. It could also include your blog, your recommendation engines, your customer forums, and all kinds of other digital existences that you own outright. I abandoned CPC (I hate that metric, it incentivizes short-term thinking of the worst kind). Clicks will get you and I to focus on ad copy, bids, other creative elements, precise targeting (or retargeting), ad placement (quality score for search!), and so many other things that go into making sure that our ad does not simply show up to the party but also entices a physical reaction (Click!). Reward campaigns (owned, earned or paid) that deliver the person who converts right away AND the campaigns who deliver the people who convert after a few days.
Some of these outcomes add value to the business in the next 30 days, some over 90 days and some over nine months. After that, having thought long and hard about this choice, I still recommend keeping Assists. In most cases people will visit your site for a specific purpose (even more so on phones than tablets), create experiences that answer questions and get them to spend the time it takes them to have a successful visit. Much less conversion driven, much more brand marketing driven, and much more longer term focused in terms of impact and outcome. CTR will encourage a focus on any commercial purpose of the ad, and creation of a great experience (on YouTube or your Owned channels). We want to encourage consumption of that content to enhance brand perception and move the brand equity up a few points. You have to deal with things like EdgeRank, or the faster-flowing-everyday river that is your customer's Twitter stream.
It is very hard to know when you are creating content (text, links, videos, images etc) of value. We are renting these spaces, creating amazing content, doing great brand marketing while participating in and initiating great conversations.
It is our ability to identify the critical few spectacularly relevant metrics to focus on that will bring personal glory to us and professional glory to our business. More than learning about the best metrics available to us, I hope you've learned about the thought process behind each choice. When discussing a framework to ensure you have the right metrics, does your company use the Own and Rent philosophy?
On both points (value of FB Insights and our ability to do fun things by downloading the raw data). Overtime individuals loyal to your brand could end up masking the poor performance by those who aren't.
It was my attempt to remove some of the linearity out of the thinking and close the loop with existing customers.
On Apps the computation of time (say, using the new GA SDK) is much smarter and more accurate and created using a new framework than our pageview world. Perhaps on mobile (because analysis is so much clear with fewer outcomes and intents) we can combine it with a simple task completion analysis using clickstream or qualitative data. But at the same time looking at visit frequency may also indicate that people just experience problems with the product frequently and just have to visit the website. So if you read this blog three times this month, that would give you a Visitor Loyalty of 3. From 3rd grader attendance to new artworks on view to expenses to (hurray!) digital performance.
You need access to data, the ability to analyze (slice, dice, drill-up, drill-down, drill-around) interesting data points that your performance throws up, ability to understand what caused the performance (often by understanding who did, what and where in other parts of the organization), and the power to make decisions. Your CXOs are at the far right, very little of the three things you have (because they have other responsibilities, and also because they are paying you!).
If only they got something that was not a data puke and had enough starting points (sounds like a dashboard, but wait!). These will sound like: Metric x is down because of our inability to take advantage of trend y and hence I recommend we do z. Actually, we don't really create dashboards for them strictly speaking so we are simply going to have to stop calling them that. Our customized data pukes, CDPs, can come directly from our digital analytics tools (this will be important because our actual dashboards won't). For example, this post Google Analytics Custom Reports: Paid Search Campaigns Analysis, has three great CDPs for your Paid Search team. You are not delivering anything beyond data (none of your insights, and hence no actions or business impact either). I mean, identifying specific insights which lead into the recommended actions with a clearly computed business impact.
But in this section I want to share a collection of public dashboards, or examples of work submitted by students of Market Motive Web Analytics Coached Course. It might help someone feel good there is data, but it is such a generic slather of things, it helps no one. In the Analysis section (in this post we've called it Insights), the Analyst clearly provides hidden causal factors. For example if we implement SEO strategies for Ohio Health Care and Ohio Health Insurance keywords, what outcomes can we expect? There is a lot of detail, perhaps too much, but it would not be difficult for the business owner to be attracted to your findings, in English, and your recommendations, in English.
Among other things, notice how the altitude changes, the KPIs are strategic and the use of business goals. Covers the complete end-to-end picture of the business (non-ecommerce in this case) by showing KPIs for acquisition, behavior and outcomes. They also will have a sense of urgency, based on the $362,000 economic value increase computed by you, to take action. Great dashboards leverage targets, benchmarks and competitive intelligence to deliver context.
But as you also pointed out text is actually the most insightful, the charts and graphs are just helping you to have solid arguments. You can pull data from API's, SQL databases, FTP, Excel files etc, so the possibility of integration more datasources are numerous. Which means that the graphs and charts are in Excel (from the analysis I do to identify the causal factors – see orange image above), and I simply add text boxes for the IABI. Without IABI, this does not serve the purpose of junior or senior leaders (even as it will help the Data Analyst). I have already ditched the CDP's (previously sent to senior management) in favour of a strategic dashboard. The key is understanding immediate past performance, accommodating for seasonal factors, identifying what new actions the business is planning to take, and finally improvement from your new insights. It goes to show that actionable insights still come from data analysts that have put thought into making sense of all the data being collected, and that this process cannot be fully automated without running the risk of building a CDP.

Most clients love talking about themselves and their business and will appreciate your questions. But in many companies analysts don't get enough business context and access to the strategies to make recommendations and derive better insights from data. It is after all our job, and in most cases the management team does not know to ask for what they don't know about. Is it a punt to BI, to the DomoBimeBirsts of the world, manu-mation, Drivexcel, all, none, it depends? I limit the total to about four KPIs, because I typically cannot expect mgmt attention beyond that!
All six pages can be presented to the management team, but page one usually is with subsequent pages for the various owners of each KPI. Wenn Sie diese Webseite weiter besuchen, erklaren Sie sich mit der Verwendung von Cookies auf dieser Seite einverstanden. We enjoy the convenience of daily activities such as banking, socializing, checking our email, paying bills and just staying in touch with the rest of the world through various types of digital devices. We can also help you find CV experts who can develop an amazing curriculum vitae for this industry. I wanted the end product to be a handy-dandy list they can use to check if their employees are focused on the right things. If you get the think, you can definitely go out and create your own list of the critical few.
Do the customer and the company both end up with a win-win (they get joy and task completion, we get some current revenue and possibly a long term repeat customer)?
It's just that there are so many and I set myself the challenge to just focus on two metrics each for acquisition, behavior and outcomes. Visitor Loyalty empowers a focus on one person and the quest to impress them so much that they want to come to your site (content or ecommerce) again and again and again. The portfolio empowers you to solve for every type of customer, and let them move at the pace they are most comfortable with. With mobile becoming the first (or even primary) digital touch-point for our customers, we have to have an insane amount of focus in this area. This is because for most videos uploaded on YouTube often over 70% of the views will come 30 days after you upload them. It will encourage a focus on video content, its ability to retain attention and, if we rock, will drive the outcome metrics.
In study after study we have seen that your Subscribers are the ones who view your content on YouTube first, and their ability to help you out with the initial social amplification is the difference between a pin dropping in a forest or lighting the initial flames of, wait for it….
It perfectly makes sense to focus on a few (Even 15 daily is quite high for a single person to look, analyze and work on!). But you will be able to track the journey of one person from first visit to a free trail, and then from that visit to detect a, say, full version purchase.
We sell directly to people from our site (B2C part) and have partnership with some other sites that sell tickets using our system. If at our company we, let's say, start optimizing for bounce rate and completely forget about profit, ROI etc.
How do you know the user wasn't completely frustrated for her four minute visit and was clicking all over the navigation looking for what she needed? Think of how easily it would raise the right questions, which, when answered, would lead to more informed decisions. Dashboards are no longer thoughtfully processed analysis of data relevant to business goals with an included summary of recommended actions. No real appreciation of the delicious opportunity in front of every single company on the planet right now to have a huger impact with data.
These are your Directors, your owners of the Paid Search strategy, and other functional leaders. Or: We missed our target for customer satisfaction because our desktop website performs horribly on mobile platforms hence we should create a mobile friendly website. A small part of the problem is that Analysts often don't have the skills to compute impact of the recommended actions. For our Directors, Marketing Owners, Campaign Budget Holders, and others in our immediate vicinity, people who have clearly defined siloed responsibilities to make tactical decisions, we are going to create customized data pukes. It will come from being a knowledgeable person about what to do with the data, what actions to take. There are lots of unique situations in the world, you'll adapt my recommendations as they best fit your environment. Each student, to earn the certification, has to submit two dissertations – comprehensive analysis of two websites (one ecommerce and one non-ecommerce). Additionally there are no words with IABI (impact, action, business impact), hence it is uniquely useless. Then she takes it to the next level and provides recommendations that are specific and rank ordered (from the most important to the least important).
It leverages the assisted conversions report from Google Analytics, and includes a module of the distribution of macro and micro-outcomes. You are not really showing I've looked at what will likely happen if you do y by looking at the past, understanding current business plans and taking into account market conditions. I'm trying to push you to, like the best analysts out there, get very good at computing business impact (put your money where your mouth is). Will your company be open to adopting our three layer structure of CDPs, tactical and strategic dashboards? But remember, if you are trying not to data puke, if you are trying to include the so why did this performance happen and what should we do as a company, that simply cannot be automated to scaled. On the very far left of the orange box in our visual, we have users who could benefit from an effect CDP.
At other times it is because of a lack of skill or the ability to analyze the complete journey. It turns out there is almost no commercial intent (or at least 43 times lower than email campaigns, see this graph – and click Follow!). Make sure you remember that (and follow the process!) before you spend so much time in discussion and choosing that the optimal time to deliver insights has passed you by. Maybe the user who spent 20 seconds on your site had a better experience because he was directed to the right landing page, found what he needed, and left.
They can see it, the graph is right there!!) Rather, what caused graph one to be up or down – the reasons for the performance identified by your analysis and causal factors. Or: While revenue is up by 48% profits have plunged by 80% because of our aggressive shift from to Cost Per Click as the God metric, this has brought increased sales of our loss leading products. These people know how to take it from a customized data puke, CDP, to getting insights that drive action which will have a business impact. Ideally also indexed against a previously agreed upon target for the key performance indicator (KPI). The shift, massive, is in data being sent around and people feeling a vague sense of happiness to data being actually used to improve the business (for profit or non). We teach the students how to create great dashboards, of course (!), and I'll share some of their work.
They do allude to what the possible impact might be, though it would be better if it was specifically computed.
The yummy part I wanted you to look at (beyond all the underlining!) are the sections on analysis, recommendations and impact on the business. I'm trying to push you in to a role where you will be seen as a key business strategist and not just a business analyst. What have I overlooked in terms of reality on the ground, a facet of convincing people, working with companies in my recommendations in the post above? This means that for the NJ business owner, the world of marketing has drastically changed from what it used to be just a few short years ago.
Typically you can measure this as a overall amount for your CEO and for individual stakeholders you can compare to individual targets they have set. Look it has things I recommend: trended segments (OMG, OMG!) and sparklines (with YOY and MOM comparisons!).
For both categories, especially the valuable second kind of dashboards, we need words – lots of words and way fewer numbers.
But, what better way to create a sense of urgency than tell the CXO what the expected outcome will be if they do based on your insights and recommended actions? Create great landing pages, ensure there is clear continuity between your ad, link, email campaign, social contribution, press release, and the place you are sending the traffic to.
Go three levels, or five, inside the organization to the Senior Leadership, would they get anything out of this? I recommend a shift to Profit Per Click and Avinash Kaushik's custom attribution model. There are many different types of marketing strategies and tools available for businesses today. An exception might be if you leverage some apps, like Google Analytics Apps and do the work required to meet our definitions above. Here are a few of the most basic digital marketing best practices that today’s business has at their disposal. Most individuals have multiple social media accounts and they check them numerous times throughout the day. Using social media platforms as part of a digital marketing plan helps businesses connect with consumers on a different level. What this means to the business owner is that they can have an online relationship with their consumers.
Consumers can offer invaluable feedback to businesses and many return customers can be found. There are various social sites that can be beneficial for businesses and most find that Facebook and Twitter are exceptional social marketing tools.
Other businesses create blogs for their business or a Pinterest account to reach their business and marketing goals. Remember that social sites are not about advertising alone, but rather they are about establishing a community or a network.
Research as indicated that about 20 percent of internet traffic now comes from mobile devices. These devices are becoming a more integral part of everyday life and more users are conducting business and social activities using them. In its basic state, mobile marketing is simply applying marketing activities to mobile devices. This can mean using SMS text messaging, advertising using a browser, email marketing or location based marketing all of which are formatted for mobile devices.
In order to effectively use mobile marketing, think about how you can engage with your business audience on various mobile devices.
Videos, infographics, blog posts, an image caption, banner ad or even a 140 character tweet can provide purposeful content. It does not matter what form the content takes, it simply must be relevant and useful in the consumer’s eyes.
Content is essential, but it must be relevant to the users, readers or consumers you are engaging with in order to be used as an effective marketing tool. It must appeal to the human audience that is being addressed, but it must also be quality enough to catch the eye of the search engines. It does not matter what form the content takes, it has to be of high quality, original or unique, and relevant to the reader. When you develop high quality content that is relevant and engaging the readers it is easier to issue an effective call to action. It is important to note that content is the heart and soul of any form of marketing strategy.

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