Category: Strategy

  • How to Improve Content Marketing with IQR: Part 4

    How do you know whether your content game is getting better or worse? It’s easy to rely on stock analytics tools, and for the beginning content marketer, tools such as Google Analytics are more than enough. For the veteran marketer who is creating content, how can we know with greater precision whether our content is getting better or worse? How can we more quickly diagnose the bad, double down on the good, and make our program sing?

    In part 4 in this series, we look at the mathematical gulf separating our best content from our worst, and what that gulf means. If you haven’t read and done the exercises in part 1, part 2, and part 3, go back and do those first.

    The difference between the best and worst performing content is the difference between the boundaries of the upper and lower quartiles. This is called the interquartile range, the IQR. The IQR (which we’re finally getting to in part 4 of the series) is a way to mathematically express how far apart our best and worst are. If the IQR were very tiny, it would mean very little variation between our best and worst content. If the IQR were gigantic, it would mean extreme variation between our hits and misses.

    Let’s look at the IQR in our sample spreadsheet. What do we see?

    Screenshot_7_6_15__6_24_AM.jpg

    We see that except for a significant anomaly in the middle of the chart, the IQR otherwise appears relatively constant. Let’s add a trendline:

    trendlineadded.jpg

    We see the trendline remaining flat as well. A flat trendline indicates our content popularity isn’t increasing or decreasing.

    What does this tell us? The IQR helps us to understand our relative content popularity. An increasing spread means the popularity of our good and bad content has diverged. Something’s changed which has changed how people perceive our content. A decreasing spread means our content is becoming more homogenous. The difference between a great post and a bad post, in terms of popularity, is shrinking.

    The IQR lacks context, however. For that, we’ll need to refer to the previous chart:

    5c0291bb-0da5-4eaa-a29e-dd33c31e0f6d_copy.jpg

    The spread/IQR tells us how fast things are diverging (in examples 1, 4, and 7) or converging (in examples 3, 6, and 9).

    If both your great stuff quartile and your bad stuff quartile are ascending (see the previous post and examples 1, 2, and 3 above), then a converging IQR may not necessarily be a bad thing. The rising tide of popularity will lift all content.

    If your great stuff and bad stuff quartiles are both descending (examples 7, 8, and 9 above), a converging IQR is really bad. Everything is losing ground, and you need to pivot immediately.

    This concludes our in-depth look at interquartile ranges and how to use them to measure your content marketing. Try these techniques out. You don’t need to do them more than once a month, but you should test to determine how well your content is doing, using any relevant content marketing metric.


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  • How to Improve Content Marketing with IQR: Part 3

    How do you know whether your content game is getting better or worse? It’s easy to rely on stock analytics tools, and for the beginning content marketer, tools such as Google Analytics are more than enough. For the veteran marketer who is creating content, how can we know with greater precision whether our content is getting better or worse? How can we more quickly diagnose the bad, double down on the good, and make our program sing?

    In part 3 in this series, we begin to extract more meaning from the data we’ve collected in part 1 and charted in part 2. Be sure you’ve read and done the steps in those early parts first.

    Let’s now consolidate the graphs of the good stuff and the bad stuff into one picture, so as to see everything more comprehensively. I’ll reapply the trend lines as well:

    Screenshot_7_2_15__6_34_AM.jpg

    We can see that both trendiness are going up. Let’s start with that basic form of analysis and examine some different combinations and what they could mean.

    5c0291bb-0da5-4eaa-a29e-dd33c31e0f6d_copy.jpg

    Above, there are a total of 9 scenarios you might see in your trendlines. Let’s explore what they are and what they might mean. I’ll remind you from yesterday that good stuff refers to the best 25% of your content, the most popular content. Bad stuff refers to the lowest 25% of your content, the least performing content.

    Scenarios 1-3: Content Marketing working well

    [1]: Good stuff ascending faster than bad stuff. This is the best possible situation. All your content is improving, but your headliners, your big content, is punching above its weight. Keep doing what you’re doing, and double down on your best ideas.

    [2]: Good stuff ascending at the same rate as bad stuff. This is a sign of an overall strong content marketing program, steady improvement across the board. The next important thing would be to develop some big ideas and amplify the great hits you’ve already got.

    [3]: Good stuff ascending slower than bad stuff. Your least performing content is making strides to become better. Now’s the time to start dreaming up some big ideas to take your best stuff to the next level.

    Scenarios 4-6: Content Marketing might be in trouble

    [4]: Good stuff ascending while bad stuff descends. You still have great hero content, but your maintenance content is suffering. Either you’ve tapped out your audience or your content simply isn’t of interest most of the time. Find someone to do a better job with the topics and content formats you’re not good at.

    [5]: Good stuff and bad stuff remain neutral. Your content marketing is working okay, but not improving. This is a sign that you need a jolt of creativity and different thinking.

    [6]: Good stuff descending while bad stuff ascends. Often, this is a sign that you’ve spent so much time shoring up your weak areas that you’ve let the important areas go. Get your big ideas back on track.

    Scenarios 7-9: Content Marketing definitely in trouble

    [7]: Good stuff descending slower than bad stuff. Both areas are declining, but your top content still holds some influence. Use it to reboot your program. Do thorough analysis and throw overboard the types of content, ideas, and topics that are least performing.

    [8]: Good stuff descending at the same rate as bad stuff. This is general bad news. You’re headed for the bottom. This is when you reboot everything.

    [9]: Good stuff descending faster than bad stuff. This is the worst possible situation. Your best content is losing ground rapidly, and whatever traction your bad content has is probably so small that the rate of decline is meaningless, bottoming out.

    If we take the chart from earlier and compress the axes down to just the ranges where the trendlines are, we can see which scenario is at work in my own data.

    Screenshot_7_2_15__7_25_AM.jpg

    What we see above is scenario 2. I now know what I need to do in order to move my content marketing program ahead.

    In the next post in this series, we’ll look at measuring the distance between your good and bad stuff, and how to interpret that measurement.


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  • How to Improve Content Marketing with IQR: Part 2

    How do you know whether your content game is getting better or worse? It’s easy to rely on stock analytics tools, and for the beginning content marketer, tools such as Google Analytics are more than enough. For the veteran marketer who is creating content, how can we know with greater precision whether our content is getting better or worse? How can we more quickly diagnose the bad, double down on the good, and make our program sing?

    In part 2 in this series, we start to dig into the data we’ve collected and identify early opportunities. If you haven’t read part 1 to get your data, go and do it first.

    We left off with all of our data in columns. Let’s tackle the bad news. How bad is the bad? Because this is social media data, I’ll prune out replies, leaving only the content I want to share. Once I’ve correctly sorted and cleaned my data, I’m ready to analyze.

    Take the bad stuff column and chart a simple line graph. Depending on how much data you have, this may be a taller order than it sounds. Below, I’ve taken the bad stuff – my lowest quartile – and charted it out:

    Screenshot_7_1_15__5_59_AM.jpg

    This is tough to interpret, so let’s right click and add a trendline:

    Screenshot_7_1_15__6_01_AM.jpg

    In general, we can see that the worst of my posts, the posts that got the least amount of exposure, have still been on the rise. If we zoom in a bit, we can see that the trend in the lowest quartile has gone from about 1,800 impressions to a little over 2,200 over the span of 6 months:

    Screenshot_7_1_15__6_07_AM.jpg

    This is a solid improvement in the least well-performing content. The next step for me would be to go back over the data and identify when things changed. Was the improvement consistent over the same period of time?

    What about my best stuff? How’s the boundary between good to great? Let’s repeat the same process, from making a chart to applying a trendline:

    Screenshot_7_1_15__6_21_AM.jpg

    We see improvement… but look carefully. The improvement from beginning to end in this six month timespan is shallower than we saw in the bad stuff. This tells me that the best stuff resonated more, but didn’t grow as fast as the bad stuff.

    So, we know what the good stuff did. We know what the bad stuff did. Is there a relationship between the two? Is there some insight we can glean from both of them together? Stay tuned; tomorrow, we’ll look at the difference between good stuff and bad stuff, and how to interpret it.


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  • How to Improve Content Marketing with IQR: Part 1

    How do you know whether your content game is getting better or worse? It’s easy to rely on stock analytics tools, and for the beginning content marketer, tools such as Google Analytics are more than enough. For the veteran marketer who is creating content, how can we know with greater precision whether our content is getting better or worse? How can we more quickly diagnose the bad, double down on the good, and make our program sing?

    Today begins the start of a new series on an advanced measurement technique that will help you to understand your content marketing efforts better. To embark on this journey, you’ll need up to a year’s worth of data (at least 90 days), a spreadsheet, and an understanding of how to use your spreadsheet’s quartile and box/whisker tools.

    What we’re going to do is break any given content marketing metric into four buckets, into quartiles. The lowest quartile bucket will be the really underperforming content. The middle two quartile buckets will be the average content. The upper quartile bucket will be the outperforming content, the good stuff. By segmenting our content into four buckets of bad, average, and good, we can better understand how good the good is and how bad the bad is. What we’ll be computing is called the interquartile range (IQR), the difference between the good stuff and the bad stuff.

    Start by downloading and formatting your data so it’s in an orderly series, chronologically ordered. Here, I’ll use social sharing of posts from a Facebook Page, but you can use any sequential data: Google Analytics, Twitter, CRM, etc.

    advancedmeasure1.jpg

    You’ll next create 3 columns: bad stuff, good stuff, and IQR:

    Screenshot_6_30_15__7_22_AM.jpg

    Next, in the 31st row in the bad stuff column, insert the following formula:

    =QUARTILE(E2:E31,1)

    This formula says to give the value, the boundary of the first quartile, which 25% of the cells in column E can be found; put another way, only 25% of the values in column E will be below the number that appears in the bad stuff cell. This is our bad stuff number, the number at which a quarter of posts fall below. These are posts that were shared less than the other 75% of posts.

    In the 31st row in the good stuff column, insert the following formula:

    =QUARTILE(E2:E31,3)

    This formula is the good stuff. 75% of content falls below this number, so it’s a good way to measure how much content forms the majority of your average to poor content. Anything above this number is going to be great content.

    Now, we compute what’s called the interquartile range, or IQR. This is the difference, the spread, between the upper 75% that signifies great stuff and the lower 25% that signifies bad stuff. In the cell adjacent to the good stuff, subtract the bad stuff from the good stuff:

    Screenshot_6_30_15__7_35_AM.jpg

    This number is the interquartile range.

    Drag all three columns down to the end of your data set (or double click on the little lower right hand blue square to auto-fill the columns):

    Screenshot_6_30_15__7_40_AM.jpg

    You’ve now got the data all set up. In the next post in this series, we’ll start digging into how to interpret it and turn it from data into analysis. Stay tuned!


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  • What order should you read my marketing books in?

    I was asked recently about my books and what order you should read them in. That’s an interesting question. The order they came out in is not necessarily the order you should read them in.

    What order you should read my books in depends on what problems you’re facing.

    Are you struggling with creativity? Start with Marketing Red Belt.

    Are you stuck doing the same old thing and you can’t figure out what to do differently? Start with Leading Innovation.

    Are you struggling with measurement, metrics, analytics, and analysis? Start with Marketing Blue Belt.

    Are you just starting out in digital marketing? Start with Marketing White Belt.

    Whichever order you read them in, I hope you find great value in them.


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  • How to extract value from case studies

    There’s an enduring joke about case studies: you can either read one or you can be one. Marketers and decision makers often cite the absence of a case study as a reason for not doing something:

    “Where’s the case study on using Facebook?”

    “Do you have any case studies on the value of a blog?”

    “Why isn’t there a case study about Big Data’s impact on our industry?”

    When you hear language like this, you’re hearing a justification for not taking a risk, however small. You’re hearing someone who wants to cover their ass and not be held accountable for a decision. That’s fine; that’s the way some parts of the world work.

    However, for decision makers who are more progressive, what’s the value of a case study? It’s not so that you can clone in exacting, perfect detail what someone else did. No, the value of a case study is highlighting that a goal is achievable, that a desired result is possible to attain.

    The point of a case study is to determine, knowing what skills, tools, and resources you have, how to attain the same result as the case study. A small business doesn’t have the same resources as Apple, Inc., but you should be able to read a case study about Apple and extract a structure, a concept to apply to the small business.

    To extract this value, take a case study, read through it, and divide it up into three pieces: why, what, how.

    Why did the organization take the actions in the first place? Was there a particular problem they needed to solve?

    What choices did the organization make? What did they base those choices on?

    How did they execute on the choices they made? Which tactics succeeded, and which tactics did not?

    Banners_and_Alerts_and_blue_belt_slides_pptx.jpg

    What you’ll likely find is that you may not have the same resources to replicate how, but you can extract a great deal of value from what and why.


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  • What I’ll be sharing at Salesforce Connections

    I’m speaking today at the Salesforce Connections event in New York City with my friends and colleagues David B. Thomas, CC Chapman, and Ann Handley, on the topic of Creating Killer Content Marketing. Ann and CC, of course, wrote THE book Content Rules, which you should go buy in triplicate. Read one copy, give one to a friend, and tape the third to a baseball bat so that when your stakeholders ask what the value of content is, you can hit them with it.

    content_distribution_framework.jpg

    What I’ll be sharing is what to do with the content, your distribution and activation strategies, as well as measurement. The measurement section you can learn about in Marketing Blue Belt, and the distribution section you can learn about in this micro-webinar on content distribution strategy.

    That’s the plan for your content marketing: creation, distribution, activation, and measurement. That’s your strategic blueprint for great content marketing.

    If you’re at Salesforce Connections, I hope to see you there!


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  • Reduce the pain of switching to gain more customers

    One of the best things to come out of the 2015 WWDC keynote from a marketing perspective wasn’t Apple’s streaming music service. It wasn’t new Apple Watch functionality, or any of the dozens of other features.

    What caught my eye was Apple’s announcement of an Android app… to help you switch to an iPhone:

    Apple_–_iOS_9.jpg

    “Just download the Move to iOS app to wirelessly switch from your Android device to your new iOS device. It securely transfers your contacts, message history, camera photos and videos, web bookmarks, mail accounts, calendars, wallpaper, and DRM-free songs and books. And it will help you rebuild your app library, too. Any free apps you used — like Facebook and Twitter — are suggested for download from the App Store. And your paid apps are added to your iTunes Wish List.”

    Think about this for a moment. Apple has made a concierge to guide you through the process of switching away from a competing ecosystem by reducing as much friction as possible.

    Now consider your own marketing. Do you have a service or a product explicitly built for the purposes of helping potential customers leave your competitors?

    Software as above is an obvious candidate for a concierge service. Even physical goods can have this functionality, though. There’s a difference between publishing a video about important steps to take before replacing a refrigerator and doing it for the customer. The former reduces friction only a little; the latter reduces significantly more friction because the customer doesn’t have to do it. Apple’s Android app reduces the things the customer has to do.

    If you understand the pain points customers encounter when switching from a competitor to you today, you have a roadmap for easing those pains. How can you reduce friction and mitigate inconvenience? How much can you do for your prospective customer on their behalf?

    It’s equally important to interview your current customers and ask them why they haven’t switched to a competitor. What do you do right? If you find that only one or two tenuous threads are all that stand between you and a mad rush for the exits, shore up your products and services to be better, to reduce the reasons to switch in the first place.


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  • Do restaurants fear sharing menus?

    Let’s take a walk down your memory lane.

    Take a moment to recall the last new restaurant you’ve walked past. Not went inside, not dined at, but the last time you walked by a restaurant you hadn’t been to before.

    Was there a menu posted outside the restaurant?

    Now open a browser or another tab in your current browser. Search for a local restaurant in Google or the location-based service of your choice. Click through to the restaurant website. Does it have a menu posted?

    OSHA_THAI_RESTAURANT_Embarcadero_Street.jpg

    It would be ludicrous in this day and age of instant comparison shopping to have a restaurant without a menu posted. A restaurant that failed to post a menu would be at a significant disadvantage to its competitors; customers would rather see what they might be getting.

    Can you imagine a restaurant chef saying, “No, I won’t post a menu. I don’t want customers taking photos of it and then going home to cook it themselves.” Do customers do that? I’m sure a few have, but chances are they’ve come in and paid to eat the food first so they know what they’re cooking.

    Next, consider your own marketing. How much do you conceal about what your company does? This seems like a silly question, but so many companies hide more than they show. Do you post pricing on your website? Can a potential customer compare your menu with your nearest competitor? Or do they default to doing business with your competitors because your competitors have a menu and you don’t?

    The menu isn’t the meal. The menu isn’t even the cookbook. Take a hard look at your marketing to see if you’re hiding too much from customers who want to buy from you.


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  • Does your strategy tell a story?

    What is strategy?

    Strategy is the plan to achieve your goals. 

    The plan is a blueprint.
    It’s a menu.
    It’s a map. 

    By extension, the blueprint is not the hammer.
    The menu is not the cookbook.
    The map is not the land. 

    275_Washington_St_to_Boston_Logan_International_Airport_-_Google_Maps.jpg

    Here’s a simple trick to determine if your strategy is coherent. If you cannot tell a story with a beginning, middle, and end, you do not have a strategy. 

    Think about the plans listed above. They’re stories.

    A blueprint for a new building is a story of stories, of what the building will look like and how people will use it.
    A menu is a story of a logical progression through a curated collection of tastes and experiences.
    A map is a story of how you’ll traverse the land.

    Suppose you want to make your Facebook page successful. If you just list out all of the tactics you’ll throw at it, that doesn’t make for a particularly good story. It’ll read like a list of things you want to buy at the grocery store, which isn’t a great story or any kind of story at all.

    On the other hand, suppose you told a story of seeking to get to a promised goal. Maybe the goal was audience reach, or engagement, or conversion to a click. You told of who the audience was, what they liked, and what content you’d replicate in order to appeal to them, doing detecting work like Sherlock Holmes. You’d post your content, identify what worked best, refine it, and pay to promote it. In the end, you’d measure your results and begin the story anew.

    That sort of plan has a clear, logical progression. You could probably, with a quick re-read, recite it yourself as a very short story.

    Ask yourself any time you’re questioning your strategy: can I tell a story from this?


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