With its ability to target consumers based on their actual shopping preferences, behavioral advertising has become a very popular tool among marketers and retailers. And the behavioral targeting trend shows no signs of slowing down, being applied not only to traditional online marketing campaigns but to mobile marketing as well. That’s because behavioral marketing has proven to be more effective than non-targeted advertising, converting consumers into buyers at more than two times the rate. It’s also more profitable, generating 2.68 times the revenue per ad than non-targeted advertising, according to the Network Advertising Initiative.

How behavioral targeting works

Behavioral targeting uses the cookies from a person’s browser to show that person ads for things they have a proven interest in. So, for example, let’s say you have a client who sells consumer electronics (digital cameras, camcorders, printers, etc.). Using behavioral targeting (and an ad network; see below), you can find consumers who recently performed a search for “digital cameras,” and show them ads for digital cameras just about wherever they go online that features ads.

Similarly, if the person just purchased a digital camera, you can use behavioral targeting to show them online ads for, say, photo printers or photo editing software.

As a marketer, that kind of targeted approach to advertising is incredibly powerful as you can now target campaigns based on consumers’ actual buying and browsing behavior instead of having to guess – and achieve better results (more clicks, higher conversion rates).

As an educated consumer, I realize that online ads are not going away any time soon — and if I’m going to be served ads on all my digital devices (I have too many) why not make them relevant to me? But I also realize this comes with a price. Ads can quickly become irrelevant to me, and marketers may misinterpret my online behavior or invade my privacy.

Privacy advocate groups have the similar concerns. In fact, Google and Mozilla are now introducing Do Not Track features to their browsers (due in part to pressure from the FTC). There is also talk of an opt-out registry, which could be similar to a telemarketers “Do Not Call” list. However, it will probably be a while before advertisers and ad networks adopt such a system.

Targeted mobile marketing

As stated above, one of the hottest areas where behavioral targeting can make a big difference is marketing to a mobile audience.

Mobile devices (namely smart phones) are increasingly becoming a part of the shopping process, as well as a way for brands to really connect with their target audience. More and more, shoppers are using their smart phones for comparison pricing, looking for coupons and discounts, and sharing information about products and services on review and social media sites.

Using mobile behavioral targeting (aka mobile and location marketing) you can now target customers when they check in at locations (using Foursquare, for example) or scan products, pointing them to products or promotions they might not have otherwise been aware of.

Advertising networks and behavioral targeting

To implement your behavioral advertising campaign, you are going to need to partner with an advertising (or ad) network that understands and tracks consumer behavior. Similar to media buyers, ad networks allow you to run targeted ads across hundreds, even thousands, of websites, rather than just on specific sites.

However, all ad networks are not the same. So make sure the ad network you work with understands your target audience (and defines it in the same way you do) and can and will place your ads on sites your target audience is likely to visit.

How behavioral targeting benefits your clients

Not only is behavioral advertising more targeted than traditional advertising, it also tends to be less expensive. So clients don’t need a big budget in order to cast a wide net to catch their target audience. Additionally, the returns are higher, because behaviorally targeted marketing campaigns and ads are reaching the right people at the right moment.

“So where do we start?” This is a good question to ask before jumping into social media. Many companies have already started without knowing it, and others are so paralyzed by the fear of exposure or lack of control that they never get out of the gates.

To get on the right track you first need to develop a strategic plan to control and participate in the ever-changing social media universe. Don’t start prematurely with fancy campaigns to build a Facebook fan base or begin production on a hit viral YouTube video. Hold on to those ideas for now and start with the basics: research, planning, and listening.

But before we even get to the good stuff,  we have to make sure that management is convinced that social media is the right thing to pursue—and sometimes that is easier said than done. We’ve observed that many C-level executives of large corporations were born before 1980 and quite frankly are not typical users of social media. Of course they feel the buzz, but often they don’t have firsthand knowledge of the medium, nor have they experienced their viral powers. So how do you build the business case for your unconvinced boss or client?

The first concern a CEO might have is about the audience: “I’m not certain our niche audience is using this stuff.” This is why you need to come prepared with the compelling facts:

• More than a third of the U.S. population is on Facebook
• Half the human race is under the age of 30, and they’ve never known life without the Internet
• One-third of women between the ages of 18 and 34 check Facebook before breakfast
• Half of all online time is used in social media accounts
• Communications within social media accounts have surpassed email

The stats go on and on, and the numbers keep growing.

If your CEO is still not convinced that her customers and potential customers are on Facebook, show her Facebook users by geographic region. You can easily find the number of  Facebook users in remote zip codes or tiny cities through Facebook’s targeted ad generator. Comparing your current customer numbers in a small city to Facebook users in that same city will show undeniable opportunity. Maybe you need a compelling quote:

Social media is the same today as it was yesterday. It’s just now reached such a critical mass, it’s too hard to ignore. You don’t want to be “that guy” or “that brand” who refuses to adapt to change and loses touch with reality.

—Julia Roy, Senior Manager, Coach, Inc.

If you’re still getting pushed to the back burner, show them what the other big boys are doing:

• 80% of the Global 100 companies are using at least one social media platform
• At least half are reaching audiences through Facebook (54%) and YouTube (50%); one-third maintain corporate blogs
• Global 100s have four or five Twitter accounts, two or three Facebook fan pages, one or two YouTube channels, and four or five corporate blogs
  
  ^{Source: Burson-Marsteller Evidence-Based Communications}

By this point, let’s hope you’ve quickly proven the need to start a strategy, but it’s possible that your company is still not seeing the potential benefit. You might be asked, “How is this going to improve sales or sell product?” This is the end game for all forms of marketing, but social media is a long-term commitment and not an event that brings in immediate returns. Paul Adams, a senior user experience researcher at Google, put it wisely:

Social media…is a way of thinking…it’s not about sales, or ads, or click-through rates. It’s about pursuing relationships and fostering communities of consumers. It’s about rethinking how you make plans when your customers are in the center and in control.

There are many dangers in not being involved that upper management should be made aware of, such as:

• Your employees are already doing it—yes, they are doing it for you, without guidance or brand continuity
• Discussions about your brand are taking place without you
• Incorrect statements about your company and products are living online without being challenged or corrected

Beyond promoting products and offers, there are many other key benefit areas, such as:

• Brand awareness
• Inbound marketing research (it’s an ongoing focus group)
• Community relations
• Customer support
• Recruiting and employee relations
• Investor relations
• Crisis management

Now that you’ve got the management team convinced that developing a social media strategy is the best place to start, you need to perform research, develop a plan, and do some listening. In my next post I’ll address these next steps and best practices.

I have always had the belief that design was a utopian endeavor to be undertaken by the smartest people in the world to solve problems. That designers were by nature helping the world evolve toward better, more beautiful, more sustainable, and more useful artifacts and services. I believe in my soul that this is true, but I also know it’s not enough.

What also needs to happen is this: business leaders need to see how designers can be innovators for them. Designers can make businesses more efficient, make products more usable, help speed communications, minimize damage to the environment, foresee the need for innovation, and be the catalyst for it.

When you think about companies such as Apple you can’t help but see the contribution that design has made to their market value. The problem is that many companies can’t see how design will affect them. I’m not sure if this is because they fear innovation or just misunderstand what design is.

Design is not:

1. Only a noun. It’s also a verb. It’s a process and a way of thinking. It’s the act of recognizing a problem, researching to find the causes, conceptualizing solutions, communicating to create awareness of these solutions, and directing their implementation.

2. Just pretty pictures or fancy words or shiny materials. In short, it’s not the end product, it is the means to get to the end. (Design can lead to end products as varied as the companies they are made for. They could be pretty pictures or shiny new materials but they could just as easily be a new business plan, a product launch strategy, a client communication tool, or an information display.)

3. Necessarily the answer to all your problems. Many companies hire designers to help innovate but then fall short on manufacturing, shipping, delivery, customer service, and a host of other requirements of a successful business. They look at design as a way to best the competition but then forget about the most important factors in the process: consumer desire, consumer need, and consumer satisfaction.

Design is:

1. A strategic imperative. As more and more businesses see the value of a design-centered approach to problem solving and innovation, they will realize they need to do the same to stay competitive. Design can’t be an afterthought; it needs to be an integral part of the company.

2. A way to create true innovation. The research and development inherent in the design process are really the only ways to mitigate risk in the search for the new. There have been examples of success by accident, but these are rare and often short-lived. Success, in other words, is also something that can be designed.

3. A process to create greater efficiency in an organization. Sometimes making your products or services better is not the issue. The challenge lies in making them with greater profit baked into the process. Designers can look at an organization’s processes and design them to be more efficient, thus reducing overall costs.

4. A method for communicating. Like language, design is a way to communicate. Designers have the ability to streamline communications so that the impact of the messages is clear and concise.

Just before the holiday we received my oldest son’s current school progress report. (Thankfully he is a good student and always does well.) This reminded me of a useful tool I’ve found to help measure websites with regard to best practices for search engine optimization (SEO) and web marketing. The tool is the Website Grader.

This tool essentially scans your site for common HTML related to best SEO practices. It combines that data with other data from around the web, such as the web ranking in Google, the number of inbound links on your site, and where your site stands in relation to social media. It then generates an overall grade and a summary report.

Using a tool like this can help you gauge your site’s current rank and determine where you can most effectively put additional resources and time to improve the SEO of your site, and also to get more inbound traffic and converted leads.

Here are some screen shots of what you can expect if you use the tool to generate a report.

After entering your URL, you get a summary grade for your site:

The grader tracks on-page SEO:

It also tracks off-page SEO:

It determines whether you have a blog, and if you do, grades it:

It analyzes what’s happening on your site with regard to social media:

It helps you track information about your competitors’ sites:

Finally, the grader looks at the forms on your site that help convert visitors to leads:

When I was a creative director at HomePC magazine back in the early ’90s, there were lots of articles making predictions about the convergence of PCs, TV, and telecom. Along came WebTV in ’96, a big box with a wired keyboard that made your TV into a monitor for accessing the Internet. Microsoft bought WebTV, but it never took off; it was very clumsy, with a bad browser among other shortcomings (not surprising). Now here we are in 2010, and you can plug your ethernet cable or wi-fi into your TV. Presto, you’re on the Web—sort of.

I don’t claim to be an expert on the television/Internet space, but I can assure you that something’s very wrong with this picture. I’ve been doing a little research and I’ve looked closely at Web-enabled Sony, LG, and Panasonic TVs. These sets do not offer the big, open Internet we know and love; instead, they provide widgets and content channels chosen for us based on licensing deals between TV manufacturers and content providers such as Google, Yahoo, Netflix, and Time Warner.

This may seem to be a huge improvement for consumers. We can get movies instantly from Netflix and YouTube and great content from some of the best media companies in the world. In return, the media companies expand their audience, which will help them weather the recession and diminish their advertising woes. This is great for Sony and Google. But it’s bad for us. As Dan Frommer from Business Insider puts it, “We want a TV with a real Web browser that offers full access to the entire Web via wi-fi/broadband—not some crippled gimmick.”

As a marketer and consumer I have serious concerns with the direction the new Web-enabled TV movement is taking. I’m reminded of the AOL days, with closed proprietary systems where content was pushed and interactivity was limited. The only true convergence happening here is the merging of services provided by ISPs, telecoms, and TV manufacturers.

My exploration into the world of Web-enabled TVs has renewed my appreciation for the current Web—the Web that is free, open, and innovative. We need to remind ourselves that we have a wonderful and fragile resource that needs to be fought for and defended. I hope we haven’t lost the battle when it comes to Web TV, and that it will evolve based on user demand and not on corporate enrichment. Content providers, telecoms, and manufacturers need to realize that with an open Web they’ll have their biggest audiences and happiest sponsors.

If you’re interested in the fight for the open Web and Internet neutrality, please visit these sites:

http://www.savetheinternet.com/

http://www.freepress.net/

http://www.wearetheweb.org/

http://www.openinternetcoalition.com/

http://stopbigmedia.com/

Earlier this month I attended the Society of Digital Agencies (SoDA) conference in New York. The mission of SoDA is to advance the profession of digital marketing through education, discussions of best practices, and advocacy. The conference was billed as an “un”conference, which made the event conversational, collaborative—and at times a little too “un”structured. Still, it was a good experience.

We broke up into groups to discuss hot topics: Challenges of the Modern Agency, Metrics for Success, Engaging Social Media. I had hoped to gain insight into how large companies and agencies are managing their brands within their social-media initiatives. It’s clear that social media should be part of a brand’s marketing strategy, but how are companies controlling their brands’ voices? To my surprise, other attendees from top agencies and brands had similar questions—but few answers.

Some sound ideas popped up, such as the development of branding guidelines for social media, and the hiring of brand editors who can provide a checkpoint before tweets, blogs, and comments are published. These two methods can work fine for blogs themselves, but they can kill the spontaneity and immediacy of a tweet or a comment on a blog. Moreover, what do you do if your entire company is enthusiastic about speaking out and joining in on all the conversations?

If it’s your company’s policy to allow many social-media voices, it’s imperative to set up rules and guidelines and hold your employees accountable. Amber Naslund of the blog Altitude provides great examples of blogging policies from large corporations that can be used as an excellent starting point for developing your company’s guidelines.

If your social-media voice is monitored by a specifically designated department or by an outside agency, it’s easier to stay in control and keep your brand’s message inline. Your social-media captains should plan how they will uphold your brand’s promise in their conversations with customers, employees, and partners. They should meet weekly or monthly with the marketing or brand teams to ensure that all efforts are aligned with your brand’s strategy and corporate culture.

For a Twitter campaign for one of our clients, we create a monthly bag of “evergreen” tweets that are mixed in with spontaneous ones. That client is accustomed to having its copy and creative approved by its legal department and brand managers, which is not an ideal situation for quick tweets about what’s going on at the moment. To overcome this we develop 20 tweets that can be preapproved, and then mix those in with 10 spontaneous tweets that follow our defined social-media strategy. With this method and ongoing monitoring we’re able to lower the risks of tainting the brand, while still appearing spontaneous and continuing to build one-to-one relationships with the company’s customers.

This is new territory, and the best tactics have yet to be determined.  We encourage you to share your experiences and thoughts on how you manage brand continuity in social media for your company and your clients.

In a previous post, I talked about trimming the fat from content. But let’s face it: trimming the fat assumes you had good meat to start with. In a world where people have precious little time, if you’re thinking site redesign, content strategy has to be a main priority.

I’ve been working with a client recently on a large site redesign. Like many of my other site-redesign projects, this one was long overdue. Much of the content was outdated. It had been managed by a host of individuals, all from different countries, who each had their own way of doing things. The jargon was so product- and business-specific (filled with acronyms and marketing brand names) that it was hard for anyone outside the company to understand. Images (yes, images are content too) were old and poorly optimized, and they incorporated a myriad of photo styles, none of which went together. The client was going to implement a new content management system, which is very robust but needs a lot of management on the development side to institute roles and define content types. What was needed was a true content strategist.

A content strategist works with a client to understand what content will end up on a site, how that content will be organized, what processes will be in place to manage content of different types, and how various types of content relate to one another. Content strategists are part information architects and part copywriters, with a dash of user advocate thrown in. They create rules-based approaches for refining existing content, enhance search optimization of content through metatags and keywords, and develop new content.

While working with an information architect (IA) is necessary in nearly all web and application design projects, for large brochure and information-rich sites a content strategist on the team is also invaluable.

The benefits of working with a content strategist:

• Content strategists are more focused on the specific content of the site and not just the organization of that content as it relates to the overall architecture, as an IA would be.
• A content strategist can develop a matrix that defines content types and sets up relevance relationships to shape how content is linked throughout the site.
• Content strategists can set up keyword, data tag, and metatag information for content elements and pages.
• Content strategists can set up rules for content, such as whether a page title also becomes the menu title to navigate to that page, or whether images should have captions. These details are often too granular for an IA to be involved with.
• A content strategist can define data elements for individual page templates and help the IA structure the priority for those elements. This can be a way to organize existing content, or to help understand what important content elements might be missing.
• Content strategists can help define roles for those who edit content. In complex companies, multiple levels of access and workflow processes might be needed. This “behind the scenes” look into content creation is something information architects don’t often perform.

I recently gave a lecture to the advanced web design class at Farmingdale College. When I met up with professor Jack Harris, he informed me that the kids, mostly juniors and seniors,  saw Loewy Design’s page in the Flash/Dreamweaver Genius Guide, and they were looking forward to meeting with me. A bit embarrassed and very flattered, I asked Jack what book was he talking about and where could I get one.

I later found out that the book is published by Imagine Publishing and promises to be the essential guide to dynamic design and development. We were recognized for our website’s approach to animation and design using purely CSS and Javascript, a technological accomplishment but not exactly what I wanted to talk about in my little seminar. My talk was about the real world lessons that you can’t get from a textbook. I wanted to focus on the process of solving business and branding problems with the online medium.

I tried to push their tech questions aside but they kept coming. I eventually got my point across that the technology we’re using today will be completely different when the students immerse themselves in the job market. They’ll need to educate themselves on the latest versions of Flash and Dreamweaver and keep up with always evolving programming languages throughout their careers.

The most valuable information I could share with them was to describe our thought processes, not only about making a website look great but about creating one that will actually help your clients solve their business challenges. I gave them our secret sauce on how we deliver positive results to our clients and improve their bottom lines.  As a take-away, I provided them, and now you, with a list of reference tools organized by each phase of our process.

By no means is this the complete list, since it too is always evolving, but it could serve as a nice resource and good starting point for students, clients and peers.

If you’re running a small business, at some point you probably thought: “there’s got to be a better way.”  As small businesses become larger ones, systems and processes tend to get more complex.  Yet sometimes the best solutions have fewer bells and whistles but fit better with the culture and operation of the company.

Case in point:

Years ago, as an independent contractor in a home office, things were relatively simple. I did it my way, flying by the seat of my pants with my own systems and processes, which mostly meant a good memory and lots of post-its. Thankfully, the business has grown and I’m now managing seven people, freelancers, a full office, accounting systems, networks, and an upcoming office expansion. With growth comes complexity, so my staff and I are constantly evaluating tools to make our lives easier and our work better.

What we’ve found is that the newest and most elaborate products are not always the best for us.  Our company and culture is unique, so this year’s “Top 10 Solutions” may not necessarily work for us.   The tools and technologies that we use to run our business have to match our group’s abilities and their willingness to embrace them.

Our time-keeping software, for example, is a simple application that has become our most important tool.  While my staff finds it a pain to account for every minute of their time, they appreciate that the system helps us estimate costs and profitability (right guys ).  Without these metrics, we would be unable to measure our success.

We use a system called TimeFox.  As a group we went through demos, free trials and testing before we committed to it. We listed our needs and sought a system that was easy to use and quick to put in place, bypassing software that included more features but was more cumbersome to use.

Another tool that needs careful evaluation is our project management software because it is used by clients who have different levels of expertise. Basecamp is a tool we often use if clients are web savvy and detailed oriented. For clients who need a simpler solution we’ll use Backpack, which is an easy to use intranet storing and sharing information with a virtual team.

Now that we are moving to a larger office, we are researching phone systems.  I think we’re close but I’ll let you know (any good ideas out there?). One thing is already clear: we’ll be guided by our experiences and won’t feel compelled to acquire a system with a lot of extraneous features that aren’t right for us.

Okay, imagine you’re on a trip and every sign you come across, instead of indicating “Turn Here,” has a two-paragraph explanation of exactly what to do. It describes the radius of the turn, the precise speed at which the turn should be approached, and so forth.

Now imagine your website as a road. What directions are you giving your visitors? Are you getting them from point A to point B quickly and effectively? Too often, websites are filled with verbose copy that will never be read. So in an effort to get our websites in shape we need to trim the fat.

Don’t write too much. People won’t read it.
A study by Jakob Nielsen found that people read only 20 to 28 percent of the content on a webpage. And they read only 50 percent of the words on a webpage that has 111 words or fewer. If you write tons of text, don’t expect anyone ever to read it. Since people don’t read in depth on the web, we need to use techniques that promote easy scanning of pages so users can find what they are looking for.

Use subheads and bold text. They are scanned more easily.
You just did it. You scanned this blog quickly and are now reading this text. If you weren’t interested in having people scan pages, you could easily have skipped this section. Research shows that people scan pages for topics that interest them. Subheads and bold text help break copy up and highlight content so it’s easier to scan.

Start with the ending. Put your most important points at the top.
Since most visitors won’t get down to the end of that paragraph you’ve written, why put your most important ideas at the bottom? Start your paragraph with your conclusion and then provide the details to support it.

Use labels.
Don’t focus only on the written words. Focus on how the design helps the visitor scan the page more easily. Use labels at the tops of blocks of copy to highlight what each block of copy represents. Is it a case study? Is it a set of instructions? Do you want your users to complete a task? Let them know with small labels or directions.