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Over the past four months I’ve had the opportunity to visit a number of markets around the country to give my presentation “The Hidden Power of Social Media: How to Improve Your Networking, Increase Your Web Traffic & Generate More Leads Just by Being Yourself.”

More than 700 people have attended these sessions. The attendees are local businesses, generally small or mid-sized, and have been concentrated among home design and remodeling professionals, real estate agents and apartment managers — the three largest markets that we service at NCI.

Following my prepared remarks there is always a lively give-and-take, driven by highly specific questions about what they should or shouldn’t do. In each instance, the audience is attentive, curious and engaged. They are also uncertain.

One thing to keep in mind about these local SMB’s: Marketing is just one of the things that they focus time and energy on. They think about their marketing in terms of out-of-pocket cash costs and they are conservative. They’ll try new things out, but they want to know just what they are going to get.

Some basic themes have surfaced during these sessions that are worth sharing.

Internet marketing techniques are not well-deployed or well understood by most local businesses.

This has been the biggest surprise. Every business has a web site, but virtually no strategy for identifying, attracting and converting prospects online. In the instances where the businesses have begun to invest time and energy to increase the effectiveness of their Internet marketing, such as the multi-family industry, there is a disproportionate emphasis creating “traffic,” and minimal emphasis on measuring response and conversion. This is like doing a direct mail campaign without measuring how different creative approaches affected response.

The de-facto purpose of most small- and medium-sized business (SMB) web sites is to serve as an interactive brochure for the company. As a result, the sites are valued for fairly subjective attributes, such as the graphic design, the functionality and the composition. When you ask how much traffic they get and how many leads are delivered by their web site, most companies don’t know. For those that do know, they typically get fewer than 100 visits a month. The most frequently used technique to drive web traffic is Google search marketing; here, the focus is on getting the most visits for the most reasonable price, with almost no focus on lead conversion.

Social media is a misunderstood term.

Most SMB leaders have heard “social media” talked about, but they don’t understand what it really is. And, they absolutely don’t understand how using social media could help them accomplish their business goals.

An important part of having a conversation with them is explicitly defining social media tools and helping them understand how access to these tools has changed the way everyone can use the web. The big thing, I say, is that anyone can create and share content, with minimal technical skills. That ability changes the way that people use the Internet; it’s not just a tool for finding things out. It’s a tool for sharing things.

Then, you have to connect how using different kinds of social media tools will help them accomplish marketing goals that they already have. When I talk about the importance of having conversations and connecting with prospects on social networks, people’s eyes begin to glaze over. As I began to explain how different activities would help improve a marketing tactic that they are already doing, the audience got more engaged.

For instance, everyone networks to improve their business. But almost all of the networking happens in person. When I explain how social media tools can help them do more networking with more results, in a tangible way, people get excited.

So, in helping people understand social media, you have to help them understand how it will improve some very basic marketing tactics: Getting their name out in the market, getting more people to inquire about their product or services, creating more opportunities for them to do business and helping to increase repeat business from past customers. This is language that small businesses understand.

Fear and uncertainty are significant obstacles to experimentation.

As people gain a clearer understanding of how they can use social media, they often get much more apprehensive. For many, social media means MySpace or Facebook or YouTube means irresponsible and embarrassing content that can mar a reputation forever. To address this worry head on, I often show the infamous YouTube clip of the drunk guy in the convenience store (see it here, it’s hilarious). My point is that there’s all kinds of content on social media platforms, but that hasn’t discouraged 75% of Internet users from spending more time using social media than search or e-mail.

This fear and a lack of knowledge make it difficult for people to understand that they can separate their personal and their business identities in social media, and that they can manage what kind of content they are sharing and what kind of interaction they are pursuing.

Time is a major obstacle, return a major questions.

As powerful as social media can be to a marketing program, my first admonition to my audience is to measure and value the time they spend doing it. Each hour of time is worth something between $50 to $125 for most people. A task that takes 10 hours a week is costing $500 to $1250. Measure the return on effort against the impact in your business, I suggest.

People frequently ask what amount of time is right. A social media program that is focused on networking and building connections with a Community of Interest should take a couple of hours a week of additional work. An integrated social media marketing program, which includes developing a blog and promoting distribution of your content using social media tools, will require significantly more work, in addition to broader expertise.

And, if you start something, you’d better be committed to keeping it up, because there is nothing as damaging to your Internet footprint as having out-of-date content surrounding your brand.

There is no quick fix or right answer.

This last conclusion isn’t much of a surprise, but I am reminded of it again and again during my discussions.

Internet marketing isn’t highly integrated into the conventional marketing programs of local businesses, and the inclusion of social media tools, as powerful as they can be for these local businesses, requires that the way that the business spends time on marketing and the way that they organize their messages needs to be retooled. Think about the total process and it is very daunting. Most likely, the average local business will shie away and stay focused on easy-to-execute marketing that is managed by someone else.

That’s why at each session, I lay out two things that every business needs to do on the web to take advantage of the time consumers spend using social media.

The first: Claim your digital footprint. That’s the whole footprint. Go out and create identities for your business everywhere — on Google, on Yahoo, on Facebook, on YouTube. You have to create a good quality profile for your business, but you don’t have to populate the identities with content. You just want to be there is someone is looking for you.

The second: Extend your networking into digital. Define a Community of Interest and engage with it on the social web.

Just those two things will give your business, large or small, a foothold and an avenue for gaining experience that will likely blossom into a more energized and effective marketing program.

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Last week in Denver, we held a product design meeting with a group of publishers, editors and designers from our regional Home Design magazines.

The team brought an experienced perspective into the meeting about the kind of impact integrating interactive and social media tools into their business process can have. Over the past 9 months, this group of regional magazines have increased their web distribution by more than 100%, have grown interactive revenues from less than 5% to about 20% of overall advertising revenue and have developed interactive footprints that are close to the size of their print distribution base by growing Fan Pages, building Twitter followings and working their blogs. (I’ve written about some of the success we’ve experienced in posts about the content-sharing paradigm.)

The focus of the meeting was to review some basic wireframes and page designs for our new interactive publishing platform. We’ve made the decision to leverage open source software — Drupal and WordPress — to create highly flexible and content-driven presences for the brands.

The conversation was really exciting. I could see the leaders of each brand thinking in concrete and practical terms about what they needed in the new tools and how they were going to deploy them in order to continue to grow their interaction with consumers and the value they delivered to advertisers.

As we described how implementing better developed tagging systems would allow us to present associated content that would be interesting to the consumer, and to serve up advertising that would be tightly related to the content, a number of questions arose.

The first question was about editorial independence. Will we have to tag articles to benefit certain advertisers? Will we have to write about the advertisers? Does this functionality blur the line between editorial and advertising?

An easy way to explain this functionality was to point to Google’s natural search and paid search results. The online consumer is trained to recognized one set as paid and one set as unpaid. The same goes for this kind of relationship. The advertising units will be clearly identified as advertising, and will be in a different format than the text; the ad queue will simply serve up ads in relation to the editorial tagging.

Another clarifying realization for the team was that less than 20% of the visits to their sites came through the home. The most important page design was the “landing page,” and more than 90% of the time that landing page was a specific blog post or article or professional directory page. A second clarifying realization was that each landing page needed to be simple and direct, and that we needed to reduce the number of options that we gave the consumer, so that we could help them find the the facets of our content library that would be most valuable to them.

If you want to build traffic, we concluded, you need to distribute pieces of content frequently and continuously. A piece of content could be marketed through your social graph a number of times over a month, and in several different ways.

A good example we developed was using the web distribution to promote a specific feature in the next issue of the magazine. Over the period of four weeks, you could share as many as 10 pieces of content from the feature. How? Share different photographs from the photo shoot. Share some tidbits you discover while researching the topic. Share some interesting quotes from an interview that you do. Share the direction that you are taking while you’re writing the draft. Share some of the comments you get from your editor. Then, when the issue goes to press, share what you really like about the finished piece.

This kind of content sharing model could generate 500 to 1000 visits to the web site, in advance of the production of the article itself. When the article is published you have group of readers who are waiting for it, and who will probably consume it online and in print.

Mid-way through the session, we stopped and asked everyone to write the question that was at the top of their minds on a piece of paper.

Here is a sampling of some of the questions:

  • Who will have time to create all of this great content?
  • How will we get it all done?
  • What is the single most important thing we can do on a daily basis to head in this new direction?
  • Are editors to redirect their thinking for magazine content so the content will provide rich links and tags?
  • How will the magazine team work together to accomplish this in a manner that is organized and cohesive?

I explained a basic tenet: We don’t have anymore time in the month. So, if we want to do something different, we have to eliminate something that we are doing now.

How does that translate to the new content workflow?

Calculate how many hours it is going to take to execute the content-sharing plan that you develop for your team. Then, calculate how many hours it takes to produce an editorial page from scratch. In order to find the time for content-sharing, we will have to figure out how to take work that is produced from our social graph and use it to create interesting content in the print magazine.

Won’t that cannibalize the print product?

To answer that question, we were able to point to the tracking each team had of how many people access a specific article or post on the web: rarely did that number exceed 100, even when the overall traffic to the site was over 15,000 unique users.

The editor of At Home in Arkansas, who has had the benefit of several discussions around this approach, outlined to the staff how her team had replaced two pages in the magazine with content that was created as part of their content-sharing process.

I was  impressed. This group of ‘traditional’ editors and publisher had taken the leap into the world of social media and were experiencing the energy and engagement that the new world provided. Those incremental experiences gave them the context to imagine entirely new workflows that created different kinds of value for the market. They were making the shift from thinking about content in a linear process to thinking about knowledge as an asset that could be distributed in multiple forms and through multiple channels. They didn’t feel daunted and they didn’t feel like they need to reinvent the world. They knew they needed to learn some new things, and that it was going to come in fits and starts, but as I listened to them, I could see an entirely new approach to their market developing. It was exciting.

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Consumers are searching for local solutions online; How can businesses benefit?

October 29, 2009

The Internet as a marketing tool is still fairly rudimentary for small and medium businesses in the local market. The vast majority of businesses have developed web presences, but there is relatively little promotion of those web sites beyond integrating URL’s in off-line marketing, participating in online directories to varying degrees and investing in [...]

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An integrated look at magazine brand management

October 27, 2009

Regular readers know that I’m a big advocate of consolidating the way our organization think about our content, how we distribute it across multiple channels — differentiating web publishing and social media sharing, for instance — and how we develop revenue programs to leverage the audience.  Dan Blank recently posted a detailed blog post about [...]

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