Showing posts with label relationships. Show all posts

Wednesday, September 24, 2014

How to Use Data to Create Content That Deepens Customer Relationships

By LONI STARK published SEPTEMBER 22, 2014

A core goal of content marketing is to build engaged audiences through the information and experiences they value. It goes beyond just optimizing a single click or purchase path, to generating loyalty. If you want to deliver relationship-building experiences with the right content delivered at the right moment to the right person, you need the right data. In this article, I explore how data can be used to create content that deepens customer relationships — rather than just optimizing a single transaction.

Look beyond IP address

If you’ve ever been on the hiring end of an organization, reviewing applications and interviewing candidates, you know there can be a world of difference between the person presented on paper and the person who walks into your office. Resumes can help you weed out the unqualified — Mr. Jones has zero experience in the job field, or Ms. Smith has no references — but they can’t tell you everything you need to know to make a good decision. You need the face-to-face, personal connection to tell you if this person can actually communicate effectively or think on their feet, and whether they are genuinely passionate about your business goals.

The best interview questions are open-ended, drawing an unscripted, expressive, and detailed response from the applicant. Their resume might tell you that they studied music before getting their MBA, but it can’t tell you how their amateur conducting experience shapes the way they manage employees, orchestrating each individual’s strengths into a symphony of productivity. You have to spend time with the applicant, asking them to talk about their ideal work environment, obstacles they’ve overcome, and weekend obsessions, before the person on paper comes to life. And you have to do your own digging on Twitter, Facebook, LinkedIn, and more, for further insight into their character. The same is true of using customer data to create the right content for them.

Can personal relationships be built on data?

You may be able to see what content a customer likes, what products they purchase, what time of day they visit your app, and from what device. You may know their name, age, gender, location, industry, income, and marital status. But do you know their pet peeves and worries? Their dreams and desires? Their happiest moment of the day? Favorite indulgences? Greatest sources of pride?

Okay, so you’re not going to learn every intimate detail about your customers, but without some glimpses into the vividly human aspects of their lives, you’ll never have what it takes to turn customer data into customer relationships through quality content creation.

Airline loyalty programs offer a great illustration of the role data plays in building strong customer relationships. With each new flight booked, airline staff gains access to more information on an individual’s flying habits, frequency, and preferences. During online check-in, or in person at the baggage kiosk, the airline has an opportunity to reinforce its relationship with customers by anticipating their desires, streamlining processes, and delivering the right content for their needs.

For example, what if, when you went to book a ticket, the airline had your seat preferences pre-loaded? Or the third time you paid for in-flight Wi-Fi, it offered you complimentary Wi-Fi on your next journey? In fact, any company with multiple web, mobile, and in-person touch-points must base its customer relationships on data in order to provide seamless brand experiences.

Can customer relationships truly be built on data? In short, yes. In the absence of daily face-to-face interactions (like the ones people used to have with their grocers, butchers, barbers, and bank tellers), data is what allows the digital marketer to have relationships with customers at all. When you look for it, data holds flashes of insight that can illuminate the faces behind the numbers and show us how to make the customer experience more personal, human, genuine, and continuous.

What’s missing from my customer data?

Great customer data looks different for each organization, but it’s defined by the same three characteristics:

It’s owned by you: Use real-time data gathered by your own sites, apps, and CRM systems — not acquired from an outside source. Though third-party data can certainly be useful, your data is best because it’s wholly unique, giving you the advantage over competition. And it’s tied to the people who matter most: your actual, current customers.

Your own data will also be specific to the interactions you have with your customers. Third-party data can be great when starting with an anonymous, first-time user, but the data should deepen and grow more complex as the customer relationship grows.

You can gather your own data from many sources. For example, track visits and interactions across your social accounts, mobile apps, and websites. Measure sharing and engagement on your content marketing efforts. Solicit customer participation and feedback. Anywhere you have a customer touch-point, you have a data stream.

For example, the kiosk-based movie rental company, Redbox, considered customer data and interactions from multiple channels to determine which marketing efforts were most valuable. By analyzing visitor behavior on Redbox.com, the company was able to identify “where some customers lost their way on the path to conversion.” The data revealed that some users were having trouble getting relevant and accurate search results through the site’s search function. It also showed that the search function played a role in more than half of conversions. With this insight, the company made search functionality and product-related content the top UX priority.

It’s contextual: Contextual data is highly relevant. It’s about the customer’s wants, needs, goals, hopes, and behaviors at critical points of brand interaction. Accessing the relevant, in-the-moment data enables companies to provide the right content — personalized and driven by the customer’s immediate needs — at the right time. Contextual data underpins great content and great customer experiences — the kind of experiences that keep them coming back.

In particular, as mobile content experiences become more personal and channels proliferate, contextual data is more important than ever. For example, on a recent trip to a new city, I pulled up my Uber app to get a quote for a ride. The quote looked good, so I searched for and booked a car, and when the driver arrived, he already had my destination punched into his GPS. Uber anticipated that if I’d just searched for a fare quote to a particular address, chances are that’s where I’d ask my next driver to take me. This is a profoundly simple application of contextual data, yet it left a big impression on me, and made me feel more connected to the app and brand, viewing them as a navigational ally in my daily life.

Here’s another example: The resort casino, Mohegan Sun, wanted to create a new website that would better convey the amazing in-person experience it provides to visitors. The company enhanced the personalization of its website content to provide intuitive vacation and event booking. It also connected the site with loyalty program data, which it used to target its most valuable customers with content on special offers and preferred features. Mohegan Sun’s website visitors can also find restaurants, shops, details on casino games, property maps, and up-to-date event details, making it a true one-stop site. This added attention to context simplifies the individual’s path to purchase, and helps build trust in the Mohegan brand.

It’s integrated: Integration unites disparate data points, pulling descriptive, behavioral, and qualitative information together around a unique person and helping to create a single, current view of that customer. This empowers marketers to keep the customer’s whole picture in mind — and to act quickly to provide them with the right content.

U.S. Bank has used data integration to analyze user behavior, segment audiences at granular levels, and optimize web content it delivers. The financial institution includes data from its online and offline channels, so its team can accurately understand how customers interact with the bank at all touch-points. It then feeds this data and insight back to call centers to improve lead targeting.

Integration is about more than digital channels, reaching into in-person and phone interactions, as well. It means tying all the data together around buyer personas, and making it available at all stages of the customer journey. Customer data integration requires a common customer profile and identifier across all interactions. In “real life” relationships, when I talk to someone on the phone, in person, or over email, I carry with me memories of our past interactions, regardless of where and how they occurred — my understanding of them is not limited by the channel through which we’re communicating. Similarly, companies must stop thinking of their channels as distinct from one another.

Today’s digital enterprises most likely have an abundance of customer data, or can easily begin to gather more. Chances are what’s missing from your data is one of the three things listed above: your own customers, their contexts, or the technology to integrate it all into a single view.

Continually update your data for maximum results

You can leverage your unique data to grow genuine, lasting customer relationships by letting the data inform your acquisition and engagement strategies. As your customer view becomes more in-depth and complete, you will be able to share current and consistent customer views across your organization, increase the relevance and appeal of your content, and get the right message to the right individuals at the right time.

To keep improving, you’ll need to consistently measure and compare data over time, and continually seek new and more relevant data sources. And you’ll also need to do what surprisingly few brands do: Ask customers for their preferences, information, feedback, and expectations. When it comes to customer data, the more relevant, aware, and integrated yours is, the more personalized, valuable experiences you can offer, and the more resilient your customer relationships will become.

Couldn’t make it to Content Marketing World this year? You can still catch up on the biggest issues, ideas, and innovations in using data in your content creation efforts. Check out ourVideo on Demand portal for more info.

Cover image by Reynermedia via Flickr Commons

Wednesday, September 11, 2013

Getting to Yes with Content

When you think about the most important strategic asset you have as a business, many overlook the value of the content you provide to your customers.

Content is messy. It is time consuming. But when done properly, content can operate like the best possible sales force you could ever hope to hire or train. In order for content to work as a sales force, you need to start developing relationships with your customers. Strong relationships are the basis for everything; in business, in life, in sales.

In this video, "Great Relationships Begin with Great Conversations," I discuss how thinking about content as a conversation can give you a great framework for how to build great customer relationships. A great lead (or lede) can make the difference in getting that strong relationship with your customers off on the right foot.

To read more about this topic:
Great Relationships Begin with Great Conversations: An Open Letter to the Content Community

via Online it ALL Matters http://onlineitallmatters.blogspot.com/2013/09/getting-to-yes-with-content.html

Friday, September 14, 2012

Why Good Design Is Finally A Bottom Line Investment

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A MIX OF FACTORS, RANGING FROM COMMODITIZATION TO EVAPORATING BARRIERS TO COMPETITION, ARE CONSPIRING TO PUSH DESIGN TO THE FORE OF BUSINESS THINKING.

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When Thomas Watson Jr. told Wharton students in 1973 that good design is good business, the idea seemed quixotic, silly even. To many people, design still meant the superficial polish of nicer homes and cleaner graphics. But Watson had earned the right to his beliefs. The recently retired IBM CEO was a business oracle, having grown the company tenfold during his tenure by transforming its signature product line from cash registers to computer mainframes. Along the way, the perception of IBM had changed irrevocably. Once rooted in the grime of cogs and springs, Big Blue had become the face of a new computer age.

Watson had always been a pioneering advocate for design, going back to 1954 when he recruited Eliot Noyes to reinvent the street-level showroom at IBM’s Manhattan headquarters. And as IBM transformed, it became synonymous with the rise of modernism. Watson and Noyes commissioned Paul Rand to create its logo; Mies van der Rohe and Eero Saarinen to build its offices and factories; and Charles and Ray Eames to craft its legendary 1964 World’s Fair exhibit. But from our current distance we can see the cracks in Watson’s logic: Logos and buildings, nice as they were, weren’t central to how IBM actually made money--not compared with the engineers who were figuring out how to build ever more powerful mainframes. Back then, design was marketing by another name. The design and business symbiosis that Watson was advocating at the time was more prophecy than reality.

Only now, 19 years after his death in 1993, is Watson being proved right. Innovation today is inextricably linked with design--and design has become a decisive advantage in countless industries, not to mention a crucial tool to ward off commoditization. Companies singing the design gospel range from Comcast to Pinterest to Starbucks. You will see dozens of them inthe pages that follow. But why now? What makes this moment different?

**Fernanda Viegas** The search giant acquired her startup, Flowing Media, and created its Big Picture group for her (and partner Martin Wattenberg) to research the future of data visualization. They’re creating such eye-popping projects as Google+ Ripples, which shows how links spread in a social network. | Photo by Adam Fedderly

Apple’s rise offers a few important lessons about today’s connection between design and business. The easiest is that design allows you to stoke consumer lust--and demand higher prices as a result. Whirlpool’s VP of design, Pat Schiavone, recently told me, "We’re changing from being a manufacturing-based company to being a product company. It’s not just about cost cutting." Schiavone was hired three years ago from Ford, where he most famously rebooted the Mustang’s design. "Why change? Because good design is very profitable."

That shouldn’t be a surprise to anyone who owns a $600 iPhone, but Apple’s model suggests some harder-to-digest lessons. One is the value of thinking of product systems rather than solely products. An instructive example comes from Frog, the design consultancy that fashioned the case for the legendary Apple IIc. Today, one of its marquee clients is GE. You might wonder what design can possibly have to do with the success of a jet engine or an MRI machine. But hospitals and power plants are now linking their machines into ecosystems. And well-designed iPad apps are the simplest way to manage them. "If we don’t do it, someone else will," says Greg Petroff, general manager of user experience and design at GE. For the company, the threat is that if someone else designs those linkages, "GE could be relegated to not having the top relationship with the customer," Petroff says. "Our hypothesis is that we can build a better solution."

Designers are the ones best situated to figure out how a kit of parts can become something more--they’re the ones who can figure out the human interface for a vast chain. If they do their job right, the result--a working ecosystem--is a far better platform for innovation than an isolated product. Just think about Apple and how its products have expanded from iMacs to iPods, iTunes, iPhones, and iPads, all linked via its iCloud. Or Nike, whose body-computing foray began with Nike+ and has evolved into the Fuelband, which aims to rebrand the calorie, for an age filled with networked devices.

**Sharon Hwang and Mike Matas**, Facebook: No designers are more in demand than Apple alums, and no company has hired them more aggressively than Facebook. Hwang (once a senior art director) and Matas (he designed the map and photo interfaces for the iPhone and iPad) are at Facebook to help it invent a mobile experience that’s delightful and keep the website from becoming utilitarian. | Photo by Adam Fedderly

COMMODITIZATION PUSHES DESIGNERS TO THE FORE

Innovation usually cycles between periods of raw, technical inventiveness and the finer task of packaging it for mass adoption. In personal tech, for example, we’re in an integration phase that comes on the heels of fundamental advances such as the Internet and mobile computing. With back-end magic becoming a cheap utility, user interfaces are now a startup’s best chance to break out.

Consider Bump, an app that lets users swap data between phones simply by bumping them together. Its cofounder, Dave Lieb, notes that in the first dotcom rush, online enterprises had to build their infrastructures from scratch, so engineers were paramount. In our app economy, everything has changed. Bump had 1 million users before it spent $4,000. It didn’t need infrastructure, thanks to Amazon’s server-hosting service; it didn’t need advertising because of social media; and the App Store solved any distribution problem. Development was a breeze, too, because of Apple’s software developer kit. "These are all things that used to cost millions," Lieb says.

Although these dynamics seem specific to the tech business, they’re analogous to what happens in any maturing industry. The back-end nuts and bolts eventually fade as a competitive advantage: Your manufacturing prowess, once a reliable bulwark, moves to China; your distribution channels, once the best, are now beaten by the Internet. When that happens, how can you sell anything--from a new thermostat to a new passenger plane--without fundamental design improvements that prove their worth to consumers with every use? And whom do you trust to cultivate that relationship between your product and your customer? An engineer? Or a designer?

"Product guys," rather than engineers, steer many of the startups that draw the greatest buzz. Silicon Valley is currently engaged in an all-out talent war over designers. "The market for engineers is always white-hot. But for designers, it’s hotter," says Jeff Jordan, a partner at VC firm Andreessen Horowitz, which has backed design-driven startups such as Facebook, Jawbone, and Lytro. The story of Kelsey Falter, a 22-year-old graphic designer, brings Jordan’s point to life. Five years ago, it would have been hard for Falter to convince an angel about her bona fides as a would-be CEO. But this year, as a senior at Notre Dame, she received initial seed funding of $640,000 to start PopTip, a real-time polling app for Twitter. Her focus is on front-end work, not back-end engineering. Falter says her design education helped her understand the subtle tipping point when a quirk in consumer behavior creates an opening for a better product--or a new one.

The phenomenon of designer-led startups, which also includes companies such as Pinterest and Path, is a telling variation on something legendary Braun designer Dieter Rams once told me. "My work was only possible because I was reporting directly to the chairman of the board," he admitted. "Design has to be insulated at a high level. Otherwise, you can forget it." His masterpieces for Braun, created from the 1950s to the 1970s, made him a saint of modern design, but only because he enjoyed unparalleled access to the C-suite. It’s no accident that Rams’s most influential fan, Jonathan Ive, had a mind-meld with Steve Jobs. Without that, Ive could never have accomplished what he has at Apple.

When designers lack influence, superb products become almost impossible. Good designs seldom stay good for very long if they must navigate a gauntlet of corporate approval. That’s because the design process is as much reductive as anything else--figuring what can be simplified and taken out. Corporate approvals are usually about adding things on to appease internal overseers. When something has been approved by everyone, it may be loved by none. Just look at what happened to Microsoft in the 2000s and how only now is it trying to redefine itself by building a more design-driven culture. That culture spawned Windows 8, whose design intent has remained remarkably pure from beginning to end. Solving these design dilemmas has become job one for leading companies. It’s worth noting that some of Nike’s most remarkable innovations have come during the tenure of CEO Mark Parker, who started his career as a designer.

**Kelsey Falter**, PopTip: The 22-year-old startup CEO epitomizes design’s ascendance in the tech industry. Falter attracted $640,000 in initial seed funding for PopTip, a real-time Twitter polling app, while she was still a senior at Notre Dame. | Photo by Adam Fedderly

IF DESIGN LEADS, THEN RELENTLESS INNOVATION IS THE NORM

The main question remaining for VCs and old-line companies alike is whether design can deliver a sustainable edge. There’s reason to think that it can. Unlike a few more features or marginal increases in computing speed, a better user experience can mean everything. When Path, today’s most elegantly designed social networking app, launched in November 2010, it was quirky, textured, and a little bit too complicated. The second version, released a year later, cut the core interactions down to one simple screen and had plenty of lively touches, such as an animated share menu created with input from Pixar. Path’s hockey-stick growth from 30,000 users to 300,000 in one month began only after the release of version 2.0. And its present valuation, rumored to be about $250 million, has less to do with users than the user experience Path has created--and the number of people in tech hoping to solve the same set of problems. I asked co-founder and CEO Dave Morin, an Apple and Facebook alum, whether attracting capital was hard, given that his investor pitch was based on user experience rather than technological wizardry. "You can pop a tech-driven startup extraordinarily fast," he acknowledged, "but VCs are starting to see that having designer founders pays off in the long run."

A reliance on design-driven innovation poses a challenge for the companies that live by it: You can’t easily patent how something looks, or the feel of a user interface. Features, subtleties, and finishes spawn imitators with unprecedented speed. That means that design-led companies must innovate constantly to maintain their edge. And that’s exactly what makes the stories in this issue so interesting.

**Jonas Damon**, Frog: As corporate America embraces the power of designing an Apple-style end-to-end user experience, Damon’s job is to create it. A creative director at the leading design consultancy, he has worked with Chrysler, Verizon, and Comcast, for whom he helped create a sleeker cable modem. Its packaging makes opening such a nuts-and-bolts product a surprising joy. | Photo by Adam Fedderly

Microsoft, having stagnated as Apple turned the vision of perfectly integrated software and hardware into an ocean of cash, now has its own road map in place, aimed squarely at the evolving future of mobile computing. The central plank of that strategy is a radical redesign of Windows 8, built for the touch-screen revolution and ready to power Microsoft’s first major foray into hardware, the Surface tablet. For Microsoft, the question is, how intuitive will users find Windows 8? Natural enough that it won’t suffer the disastrous fate of Vista? Strong enough to withstand the critiques that inevitably follow from rethinking one of the most heavily used products on the planet?

A hot startup such as Pinterest has different design challenges. Ben Silbermann, Evan Sharp, and their team have built one of the most addictive websites on the planet, which lets users curate and show off their tastes like an art collection. Can they evolve that user experience in a way that will make them money--whether retail, advertising, or some other novel form--while keeping their users rabidly engaged? But notice what unites Pinterest and Microsoft: Ultimately, each company’s success hinges upon how well it intuits what users want and how much each pleases them with products. Only design has that power to seduce and delight.

Design isn’t being looked at as a solution to only business problems. Its practitioners are now taking up roles that used to be dominated by not-for-profits and governments, seeking new ways to raise the fortunes of the developing world. Brazilian architect Marcelo Rosenbaum is using his expertise to repair the fractured bonds in favelas. Elsewhere, in our firstInnovation by Design Awards, projects such as the Embrace Infant Warmer, a low-cost incubator, and the BioLite CampStove, a hyper-fuel-efficient cooking device, aim to significantly improve and even save the lives of people in poor countries with little modern infrastructure. You’ll see these projects alongside other impressive finalists such as the Boeing 787 Dreamliner, which dramatically improves the economics of long-haul flights, and the Nest Thermostat, which takes an often clumsy, hard-to-use product and gives it a complete makeover.

What everything in this issue shares is a motivating ethos that Watson also hinted at during his Wharton speech, just before the quote that everyone knows. "We are convinced," he said, "that good design can materially help make a good product reach its full potential." Replace product withbusiness. Or even person. In every instance, the wisdom rings true.

A version of this article appears in the October 2012 issue of Fast Company.

Friday, September 7, 2012

How to Develop Your Digital Strategy

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September 5, 2012 by Macala Wright Lee5

Beautiful female speaker smiling during business conference

Macala Wright is the head of digital innovation and strategy atGroup Partners. She’s been featured in The New York Times, San Francisco Chronicle, Los Angeles Times, and Bloomberg Businessweek. You can follow her @Macala or email her at macala.wright@grouppartners.net.

Constructing digital strategies on behalf of clients makes one thing clear: Clients are often confused about what digital strategy is and how to actually develop one.

When defining and developing strategy, marketers and agencies must ensure that their clients understand that strategy follows structure, it follows people, and it follows an idea. Second, they must make sure that clients get that profit and ROI are outcomes, not the strategy itself. If you’re wondering what developing such a strategy looks like, here are the key steps.

Plan and Assess

First you have to define what you’re hoping to achieve for your brand, product, or service. To get started, you must take stock of all aspects of a brand, and break this information down by location, age, and value. Felicia Sullivan who heads up innovation at Attention USA says you should start by analyzing the following five factors:

1. Presence: Measure of the brand’s social footprint
2. Influence: Branded message adoption
3. Perception: Emotional reaction to the brand
4. Virality: People organically participating in conversations
5. Resonance: Reaction to the overall conversation about the brand

Once you’ve assessed the brand’s current equity, you must segment your target customers. Customer segmentation allows marketers to connect social to all customer touch points and identify what motivates a brand’s core consumers in an omni-channel environment.

Create and Launch

After you have assessed your current position and taken stock of consumer sentiment and perception, it’s time to formulate your message. When formulating your message ask yourself:

1. What is the story telling my target customer?
2. Why does my target customer care about this story?
3. What sort of emotions does my story evoke?
4. How does my story connect to the emotional needs of my target customer?
5. How will that story incite action on behalf of my brand, product, and service?

The resulting narrative enables the use of social channels as a means to convey a product, service, or brand’s benefits. Brand stories are what drive interactions with our customers.

Choose the Right Platforms

During the creation phase, you’ll decide what platforms and technology makes sense to leverage in your digital strategy. It’s important to consider your audience, both in terms of age, geographic location, and lifestyle. As your target consumer base varies, technologies and social networks you utilize to reach them will vary, too.

Let’s say that you’re a retailer and based on your research and planning, you’ve discovered that YouTube,Facebook, Instagram, and a variety of social retail oriented platforms such as Pinterest or Fancy will help your reach your brand’s target audience. You’ve also discovered that more than one third of the activity surrounding your brand is based on your target consumer’s mobile behavior. You’d want to define the experience that consumers will have with your brand’s products by channel, across multiple platforms, based on their behavior patterns. To do this, you must ask yourself:

1. How do my customers seek information about my product, service, or brand?
2. What social platforms do they favor?
3. What’s the purpose of the social platforms and technology we’ve chosen to use?
4. How do these mediums play into our mobile strategy?
5. What is going to differentiate me from my competitors?

Creating key performance indicators (KPIs) by channel, across platforms, is extremely important during this phase. In order to be able to estimate your brand’s expected return per channel — whether it is awareness, engagement or online sales — is extremely important as well. That said, be realistic in your expectations.

Engage and Cultivate

In order to be successful, you’re going to have to be consistent and realistic. By creating a consistent presence across major platforms, you’ll ensure that you’re on track to meet the KPIs you set for yourself in the development phases. Consistent execution includes the following steps:

1. Build an Engagement Timeline: Create a calendar that shows your brand’s marketing efforts across the channels you are leveraging in your marketing programs. Use it for benchmarks related to your digital strategy.
2. Consistency is Key: Keep your brand story and maintain the brand message across all channels so that current and future customers can connect with your company on a deeper level.

Jon Fahrner, CEO of Bumebox, a social engagement platform, suggests that brands ought to approach their communities with the goal to engage their personal lives and experience. He says, it’s very important to go with the grain of human behavior and not to invent social marketing gauntlets that put up walls, increase friction, and decrease participation.

In terms of engagement, if your digital strategy includes influencer outreach, services like Group High andTraackr will allow you to research bloggers and influencers related to your product, service, or brand based on that person’s individual relevance and resonance to your company online. Influencers are becoming a critical part of the digital market success as we move towards the new marketing models that make up social commerce and consumer experience.

Measure and Evaluate

The ultimate goal of engagement is to create a feedback loop that allows you to meet the goals you set forth in the strategy development phase. In order to be successful, you must continually evaluate and alter your digital strategy based on the information that you gain from your campaigns and digital initiatives. As marketers, it’s important that we measure everything.

Throughout every campaign, you must also utilize social listening tools to get insights into campaign performance, variances in brand health, and language cues that are indicative of purchase intent and overall brand performance.

Tools such as Spredfast, Radian 6 or Relevvant are key to monitoring your successes. If you’re looking for more cost-effective tools, then Sprout Social, Xaffo, and Tweetreach also provide social data.

These days, qualifying and quantifying the value of social media for your business isn’t rocket science. All it takes is a little investment of time in order to learn how to properly leverage tools at your disposal.

Continual evaluation of your strategy will ensure future effectiveness in your digital marketing efforts. Evaluations also provide information that will allow marketing and PR professionals within your company to better deliver results in future efforts.

Image courtesy of iStock, kupicoo