The Modern Marketing Manager – A Forerunner

The Digital Marketing Manager a forerunner

The tasks, skills and abilities required of the modern digital marketing manager, online manager or webmaster are broad. T shaped skills sets are squared off and it is the same for any marketer – on or offline. The influence of technology everywhere means speaking tech and having EQ is the equation for success.

We are required not only to have a technical understanding, but also the skills to wrangle: tech upgrades, shiny new social networks, integrations, content, user experiences and the teams or relationships involved in creating them.

That said, the most powerful approach/skill/technique that a Website Marketing Manager can take is that of being a forerunner for: his leaders, his team and his customers.

They’re the forerunner and Product Owner for their tools – the website, social media and online channels

As the forerunner for an organisation’s online presence the Website Marketing Manager champions best practice. By ensuring the overall consistency of look and feel, that image selection and copy reflects the tone of voice and brand guidelines of the organisation the manager creates harmony. An experience for the user that is consistent throughout the website, across social media platforms and through the various mediums of copy, image, video and interactive.

They understand that a post with an image is more credible, they understand heuristics like scarcity, anchoring and abundance, but most of all they craft a better online experience.

A forerunner respects rules and regulations, but also appreciates that a new audience or network will respond better to content designed for them. Ancient forerunners learnt the languages, dialects, customs and body language that appeased their new audiences, carving a path for their leader.  They master the technology and tool available but also know how to hammer in a nail with a variety of tools and quickly repurpose.

The forerunner not only tailors but they develop and implement an overall content strategy into which they meld the requirements of various stakeholders. All whilst addressing the needs of their buyer personas (the target audiences of their organisation).

They’re the forerunner for customers online

First and foremost the forerunner is customer centric.

The forerunner rolls up their sleeves for the customer ensuring they find resolution for their pain points with products and services, or information and content, should their needs be met elsewhere. They ensure the experience is as painless as possible.

They understand the various customer journeys that buyer personas take, they optimise sales funnels on the site to maximise conversion rates and they do so to ultimately please the customer.

They’re the forerunner for their team

A forerunner likes to roll up their sleeves. In posting content, status updates and A/B testing the forerunner keeps tabs on the user experience for internal customers too. Those that have to deal with cumbersome workflows, ageing tools or inefficient processes. The manager spots things like:

  • folksonomy editing
  • the pairing, deleting or formatting of tags
  • category management
  • approval bottlenecks
  • duplication
  • batching synergies
  • and workflow inefficiencies.

They keep a backlog of process and system improvement to implement that will streamline publication processes and minimise risk.

The forerunner creates a scaffold for his team to work autonomously towards well communicated joint goals.

They’re the forerunner for their leaders and peers

Forerunners are ahead explaining complex scenarios in a dialect the audience can understand and they manage stakeholders needs. Be that senior management, HR with careers branding, or legal with compliance. They communicate efficiently with each.

Like a good auctioneer the website forerunner has his eye across the digital room remembering all parties, their bids and their interests. With an eye on all facets of technical and content needs, prioritised backlogs are built of:

  • technical improvements
  • content features
  • content types, their audience, trends and seasonality

The forerunner has contacts in all camps and bridges sales, marketing and IT to meld the an optimum website within technical and budgetary restraints.

They’re the forerunner for the future

Through constant research – the forerunner has a backlog of potential new ideas for the site, social media and all digital touchpoints. The forerunner is a connector not only of people but also ideas through loose ties. Leveraging industry but also global and hyper local trends as they fit with the goals of the company, the forerunner proactively shares ideas to guide their leader.

As the champion of his website the forerunner isn’t afraid to challenges roadblocks and those deviating from what is currently considered best practice. He has the brand standards, site standards, usability and overall site design at the forefront of any decision.

They’re Agile

The forerunner has become an expert at iterative decisions. Taking big decisions and testing them with MVPs. Trialing on a low risk asset or A/B testing to integrate new features or content.

Constantly improving. Continuous beta.

 


This post is prompted by a recent Tim Ferriss podcast on the canvas strategy and a quote: “The person who clears the path ultimately controls its direction, just as the canvas shapes the painting.” – Ryan Holiday.

Using the POST Method to define online initiatives

The POST Method – is a method for defining strategy that’s been around for the web equivalent of a lifetime.  Back in 2007 the good folks at Forrester coined the POST methodology. I’ve found it to be a fantastic tool for making strategic and tactical decisions around projects online.If you haven’t guessed it’s not a strategy around posting things on blogs or social media, it’s an acronym.

The method starts with People

Scrum stand up

Clearly defining who your target audience is and what are they like is key to any project – it labels who you are trying to reach.  the tighter the description here the better. Most marketing and communication fails by trying to appeal to too wider audience. There’s a  are a phrase I love around this – “If you try to please everyone, you please no one”.

Everyone with a pulse or middle aged men is not a defined target market.

Now you could leverage buyer personas  – which are kind of like an ideal profile of your target. You could use existing client data to find the median person. the  demographic and psychographic profile of your main customer.

One simple way to do this is to go check the demographics of your facebook page fans. I wrote a post on this last month for insiderCXM if you’re interested. With a simple look at your stats you can see your median age, sex, and their location. You might be surprised and find out you’re targeting the opposite, but lets hope it fits with what you were thinking.  Dig a little deeper by looking at the pages they like and you can start to get a feel for their psychographic profile too.

Now if your target audience is not on Facebook or if you’re properly into this you should slo do some market research and interview some existing and or potential customers. its the best way to create the perfect persona.

What partnerships could get you to this audience?

The second part to this people equation is working out what partnerships could get you to this audience and how could help you communicate with them? Your research might show that they are all fans of a big sports team – so partnering with them and doing a little brandscaping might work.

Someone must be accountable for driving this to success

The third part is working out initial thoughts on a RASCI chart for the initiative, who is responsible, accountable, consulted and informed about it. You may not have all the seats, but for anything to happen someone must be accountable for driving it to success.

Ok so you’ve got a clear idea of who  you want to reach and who’s involved. What do you want to tell them. What’s the Objective of what you’re doing? the O of POST.

Objectives: Here you can outline the message or action or goal you have for this audience.

What are your goals? Are you more interested in listening in order to gain insights? are you messaging to them or communicating an initiative or campaign?  Do you want to engage with brand ambassadors or just get someone along to a gig? Once you know what you want, then you can drive how  you will act.

That’s The Strategy – Let’s say I start communicating as the CEO with my fans on Facebook or Twitter – what will my company do if people reply – what if they say something bad, what if they have great ideas – how do I get them in a backlog , how do I prioritise them. This is the strategy – planning for how you change your relationship with customers? What do you want to get out of these relationships? Which direction do you want to take and what is the underlying proposition?

With these strategic decisions made – then and only then – do we get onto the final part. The part where most people start. You know the phrases – “We should be on Facebook, everyone’s there” or “are we tweetering this?”

Choosing the right Technology

It’s here you define the medium that best matches your audience, the message you want to give and how you will change your organisation when you meet your objectives.

you look at what applications or websites you should you use? SEO, SEM, and how much time should this take? This step reflects the choices you make in the first three steps. if the people you want to connect with aren’t on Facebook or hate video messages or will demand transparent rapid responses – something your P O and S answers have  determined –  then making a viral cat video to post on Facebook is just wrong.

So once again – People first, Objectives and goals next, Strategy and then LAST – Technology that will help you get there.

If you like to hear more about this and a few other things that i think are really useful check out my latest podcast

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