Online sales this Christmas are likely to be worth about £13bn – up by around 14%. But small online retailers need to plan ahead if they want to take advantage of the seasonal spike in demand and get ahead of their competitors. Here’s how to make sure your online marketing strategy hits the mark.
Mobile ecommerce (m-commerce) has been growing significantly and it accounted for 34% of total web sales in Q1 2014 according to Capgemini and IMRG. So it’s essential that your website offers your customers a good mobile shopping experience and that your emails are mobile responsive.
Also, make sure your checkout process is as efficient as possible. Become the customer and try buying something from your website. What are the barriers to completing the purchase? Does the basket remember what you added when you drop out or shop later on a different device? Does your checkout scream “secure”? Are you upfront about delivery costs? Are you converting as many of your visitors into purchases as possible?
Planning ahead for pay-per-click campaigns (PPC) means you can react quickly during the busy Christmas period. Create dedicated campaigns well in advance as ads can take a couple of days to approve and make sure you have a backup form of payment so your ads never go offline.
Competition for online traffic is relentless and one of the most common problems is that work on Christmas SEO does not start early enough. It is time to identify your key products and ensure there is a clear and defined path in the navigation to them. Put special offers in to your meta descriptions to improve click through rates and add any new Christmas URLs in to your sitemap to ensure the search engines know you have new seasonal pages on your site.
Email marketing for Christmas also needs forward planning. You’re going to be competing for subscribers’ inboxes by October so start putting together a plan of ideas, including send times, content and subject lines. Try re-engaging with customers that have been inactive by offering them incentives to come back, and make sure you review any trigger emails such as Abandoned Basket or Welcome emails to make sure they have the festive touch.
In addition, analyse customer buying behaviour and don’t disregard customers that have not bought from you for over six months, as these customers may well just buy from you at Christmas, so target them with a different message to other regular customers.
Do you have an affiliate program? If so, make sure every incentive and placement is locked down by October. Premium ad placements on newsletters and key affiliate sites get booked up early so don’t leave it too late to book. Giving affiliates a significant amount of lead time ahead of promotions will help them match up your promotions with their onsite messaging, increasing the relevance for the consumer and thus improving the conversion rate.
Many users blanket post their content, so that the same message is posted on Twitter, LinkedIn, Facebook and Google+ at exactly the same time. This is social media sacrilege.
Every social media platform has its own optimal time to post. If you want to make the most of your posts then follow these simple guidelines – it’s not an exact science but it should help you get better results from your posts.
It’s also important to remember posting etiquette. For example, there’s nothing more annoying than a LinkedIn status full of hashtags. These have no place on LinkedIn and can make a brand look lazy. If a company can’t be bothered to write individual posts for each platform, then why should we bother to read it?
There is a lot of conflicting information surrounding the best time to post, so you have to find the time that works for you. Here’s what we find works:
Buffer has found that Facebook engagement rates are 18% higher on Thursdays and Fridays and BlitzLocal has found that engagement was 32% higher on weekends. So, what's the takeaway from this? Posting anytime towards the end of the week is a failsafe way to ensure engagement with your content.
People don’t tend to check Facebook at work as they don’t necessarily have time or access. We’ve found the highest engagement between 7.30am and 8.30am when people are on their way to work, between 12pm and 2pm when people are on their lunch breaks and anytime between 4.30pm and 6.30pm when people are on their commute home.
Twitter is constantly buzzing and finding the best time to post can be difficult. Research from Buffer suggests that Twitter engagement for brands is 17% higher on weekends and click-through rates are generally highest on weekends and midweek on Wednesdays. However, a study conducted by ViralHeat found that engagement was 14% higher on weekdays.
Twitter is definitely a platform where you have to find what works for you. We find that consumer-related tweets work best outside of work hours while business messages are picked up all week. We find retweets are at their highest around 5pm, with the best times to tweet anytime between 8am and 9.30am, 12pm to 2pm or between 4.30 and 5.30pm. Twitter supports this theory —its own research found users are more likely to access Twitter during their commute.
LinkedIn is most often used right at the start and end of the working day and updates posted during the day often receive less engagement.
However, being the “Facebook for business” people do visit this site during the day more frequently than other social platforms. However there is more focus on completing tasks than exploring so people tend to spend less time on LinkedIn during the working day.
We’re still undecided about Google+ as it tends to take a back seat when it comes to sharing our content. However, we have found that anytime between 9am and 11am tends to be a good time to post on this platform. But, for us, the jury is still out on this one.
These suggestions are not set in stone. Try these times and do some research to find out when your posts are getting picked up and when people are engaging with them.
If your working hours are between 9am and 5pm then try not to post outside these hours. Otherwise you may give the impression you are either still working or open to communication and people will expect you to converse with them. A lack of response won’t reflect well on your brand.
Copyright © 2014 Emma Pauw is social media writer at We Talk Social.
Is your networking bringing you a steady stream of new business? If not, it could be because you are making a few fundamental mistakes.
Businesses spend a lot of time creating a sales pitch that is compelling and interesting so that a prospect will buy. All too often though, business people make the mistake of using the same pitch when networking. You’re not selling to your network; you’re teaching your network how to sell on your behalf. Don’t pitch your product; pitch your pitch.
Understand who benefits the most from your products and services and then learn to describe them clearly and succinctly. Seek to help a new contact recognise potential prospects from within their circle. The more specific you can be about your target audience, the more likely they are to think of someone they know that might need your products or services. Explain how you could serve those people well and encourage contacts to talk about you at the next available opportunity.
People often talk about having a unique selling proposition but in reality most products and services are not dramatically dissimilar or genuinely unique. So it’s important to highlight why a customer should choose you over your competitors. In general, that comes from who you are and the approach you take.
Creating a story that highlights your strengths means you will be remembered. Raw facts are not remembered, stories are – stories that people can relate to and empathise with and stories that show how you have helped others. That’s what will get your contacts talking about you.
It’s also important to position your business within the marketplace. For example, your target market may be different or the subtleties of your service may differ from competitors. Those differences help your target market to choose you. Tell that story and you and your business will be more memorable as a result.
Remember, your network is not your market.
When you’re networking you’re not selling – you’re teaching your network how to sell for you, you’re teaching your network what makes you stand out and you’re teaching your network who is best-suited to your products and services.
Ideally you are helping them to identify one or two people for whom a referral would be sensible. At the same time, when you network you should be seeking similar information from your network. You get out of your network what you put in. If you want others to share their knowledge and refer their contacts to you, it's reasonable to assume that they are looking for the same kindness from you too.
I once helped a consultant write a proposal for a big project. It was worth a lot of money to him. It would have been his biggest contract.
The proposal we wrote was really good. But he didn’t win the work.
When he asked why not, they said they were so underwhelmed by his covering email, that they didn’t feel they could trust him with such an important project.
Their exact words were: “If you don’t take care of little things like emails when you know we’re watching, how can we trust you to take care of big things when you don’t think we are?”
I asked him to send me the email in question. It said…
How utterly dreadful. And what a waste.
We’d created this wonderful proposal. If the customer had just read it, the consultant would have had an outstanding chance of winning the business. But all our effort was ruined by the first thing they saw.
So, what about your covering emails? How good are they? Do you put much time into making them brilliant? Do you put any?
The good news: there are many ways to craft a good one. Here’s one that works very well…
Title: John, here’s the email you requested about [insert topic]
As [promised/requested], I attach the [communication] about [topic].
You’ll see it contains some critical points. In particular:
As agreed, I’ll ring you at [time] on [date] to discuss how we should proceed. If you want to discuss before then, please buzz my mobile — [number].
Let’s face it, it doesn’t take long to write an email like this. It only takes a few minutes. But if you don’t get it right, you might find you’ve wasted all the hours you’ve spent on your proposal.
Copyright © 2014 Andy Bounds, communications expert, speaker and the author of The Snowball Effect: Communication Techniques to Make You Unstoppable. You can sign up for his free weekly tips here.
What do Baader, McIlhenny, International SOS, Hoganas, Tetra, Bobcat, Gallagher, Seas Getter, Hamamatsu, Arnold and Richter, Petzl, Lantal, Tandberg, WET, De La Rye, Belfor, Ulvac, Gartner and EOS have in common?
They are all companies you have probably never heard of. They have global market shares of over 50% in their sectors and have been around for a long time.
These are the “hidden champions” or “supernichists” according to Hermann Simon, author of Hidden Champions of the Twenty-First Century: The Success Strategies of Unknown World Market Leaders.
These businesses have embedded themselves in the value chain of their clients; and they are the undisputed market leaders in their niche. They focus on narrow, small markets and become the best in that market.
Their strategy is to dominate market niches by transforming general markets in which they are a nobody into market niches where they are somebody.
They are mostly family businesses. They are often based in rural communities. They have a long term perspective. They have CEOs that have been there for over 25 years. The CEO is most likely to be the owner. They are customer-focused and they look after their staff extremely well. They invest in training and innovation. They are ambitious but they stick to what they do best. Above all, they deliver superior quality.
All of the companies have an international focus. They focus on China, Russia, India. They know that Japan is a source of innovation (“What happens in Tokyo today happens in the rest of the world tomorrow”). All their managers speak at least three languages, and increasingly their people reflect the diversity of their client base.
Approximately 70% of these hidden champions only sell directly and maintain intensive, lasting relationships with their customers and suppliers. They have five times more contact with regular contacts then “normal” businesses.
They spend double the average spend on R&D. Because they involve staff in vision, values and strategy, innovation is easier. And of course they involve their customers in the innovation process. The main focus is on ongoing improvement versus breakthrough innovations.
The typical “hidden champion” is a one-product, one-market company with limited organisational complexity. The top management is very lean and leaders tend to be promoted from within. They have high-performance cultures and are intolerant of shirkers. Shirkers get fired. If you stay, you stay for a long time. The average length of service is 37 years — which allows the organisation to retain knowledge and expertise.
The message is simple — you can do it too. Hidden champions teach us that instead of managing only one great thing brilliantly, good management means doing many small things better than the competitors. The sum of many small advantages ultimately leads to success. Genius is not required.