Tag Archives: Digital Marketing

6 Benchmarks for Evaluating a Sustainable Digital Marketing Strategy: SERVAS Digital Analysis

By Ira Kaufman

Before designing a Digital Strategy, my clients often ask the “million dollar” question — “How do I know Digital Media works?”

My response is simple –there are no guarantees in this world.  But if I had the answer, I would own the most prolific global digital agency.SERVAS digital marketing

Rather, I suggest addressing this challenge through a series of questions that are the foundation for a successful Digital Marketing program.

  • Is the content of the social media message effective?
  • Is the target market communicating via social media and will you reach them?
  • Are selected social media tools appropriate and optimized?
  • How do you evaluate this strategy before and after the launch?
  • Does the marketing effort meet the client’s goals?

A simple approach is needed to answer these questions. I searched for a methodology to evaluate current and future online and social media efforts in terms of meeting the basic criteria considered necessary for a successful Social Media Marketing campaign.

After considerable research and testing, GERVAS was developed to benchmark these efforts. During the past year this methodology was used successfully to analyze current campaigns and “design stage” marketing efforts including:

  • Websites
  • Online newsletters
  • Facebook welcome pages
  • Blog posts
  • YouTube videos
  • TV advertisements
  • Digital Marketing campaigns

It was used as a guide to develop the digital marketing strategies for Lynchburg College School of Business and Economics and Fez Sacred Global Music Festival , as well as a learning resource for a Social Media Marketing University Course.

The tool has been refined and expanded as SERVAS Digital Analysis. SERVAS reflects the ultimate goal of “serving your customers” through conversing, caring, supportive and sustainable actions.

SERVAS is a tool that guides the development of your Digital Marketing Campaign.  Each marketer/ businessperson applies six simple benchmarks to evaluate the potential effectiveness of its digital marketing efforts. This analysis can be applied to the different phases of a campaign:

  • Strategic phase:  to position the product/organization
  • Design phase:  to anticipate results
  • Market Testing phase (via team discussion or focus group): to refine the product or  presentation
  • Final Evaluation phase:  as a post mortem for a current campaign to better understand the elements  that need to be adjusted

SERVAS is an easy to apply tool using these six critical benchmarks for digital success. By probing and asking related questions for each benchmark, marketers will gain insights on the potential effectiveness of their marketing efforts to achieve desired results.  Here are the six benchmarks:

  • Sustainable goal
  • Engage
  • Relationship
  • Value
  • Action
  • Synergy

Sustainable goal – What is the targeted goal of your advertisement, social media program or digital marketing campaign?

What differentiates a traditional corporate goal from a sustainable goal?

A traditional goal focuses on meeting business objectives (e.g., brand recognition, profits).    A sustainable goal results in benefit for the community, as well as the business.  For example, a business designs a product that supports community values (e.g., social responsibility, community action, environmental stewardship). Based these actions, the business might affect their customer base increasing customer loyalty and advocacy. Dr. Philip Kotler shares many examples of companies developing sustainable goals in Marketing 3.0.

Sustainable Goal addresses these questions:

  • Does it benefit the business and society, while expanding businesses’ opportunities?
  • Does it make a meaningful impact on a target market and society?
  • Is senior management committed and is it integral to company values and operations?
  • Is it definable and measureable?

Some sustainable goals include:

  • Creates exposure to company values
  • Builds service into brand for a target market
  • Generates positive actions and  X traffic to the website

Engage – How effective is the message in attracting or involving your target market?

Engagement is the “elevator pitch” for your digital campaign. The first 10 seconds are critical in attracting and maintaining the interest of your target market.

Engage addresses these questions:

  • Does your message reach your target markets?
  • Does your content provoke an “emotional” attraction?
  • Does the message “speak to your target?” (involving them, not speaking  at them or broadcasting to  them)
  • Did your targets take note or was there a “hook” to remember the message?
  • Does your message extend beyond the initial impression?

Relationship – Did the communication foster interactivity or shared dialogue with the company, blogger or contact?

A successful social media message initiates interactivity and a two way conversation building a relationship.  A relationship requires openness, trust, transparency and vulnerability to grow to become sustainable with ongoing interactions.

Relationship addresses these questions:

  • Did the tool provide easy venues to initiate conversations?
  • Did the message stimulate the target to feel trust or common interests?
  • Did the message create a feeling of openness and encourage dialogue?
  • Did the communication help you to “know the users’… needs, preferences, interests”?
  • Did the tool inspire ongoing conversations?

Value –Does the product or service and related message(s) communicate added benefit for the individual, organization or company?

The value component of a social message is crucial to moving a user/viewer to adoption or action. The value proposition is a promise of value to be delivered and a belief from the customer of value that will be experienced.

Value addresses these questions:

  • Does it answer a need or solve a problem; address a “pain point;” make you more ________ (e.g., competitive, feel better about yourself); or help you to be a better parent, businessperson, or citizen?
  • Can the user perceive Value/Benefit in the message?

Action- Does the message move you to act?

Action is the dependent variable of most traditional marketing efforts.  How does the message translate into results? In a digital campaign, “results” bring forth a much more expanded meaning including social sharing/advocacy, social referrals, downloads, reviews and social mentions.

Action addresses these questions:

  • Is the desired action clearly defined?
  • Is it accessible?
  • Is it being communicated in media where the target market “hangs out?”
  • Is the message clear and focused to promote action?
  • Does the message motivate the user to share it or advocate the “brand” with their extended network?
  • If the activity is successful, will it meet your goals?
  • Is the activity, trackable and measureable? (e.g., sales, orders, leads, brand recognition, database, social referrals, downloads, reviews, social mentions, website visits)

Synergy- Is the tool an add-on to current marketing efforts or is it integrated into the campaign?

Synergy is the key ingredient in leveraging social media to generate a viral campaign. Many companies add a social media tool to their marketing package without leveraging its power or integrating it with their existing campaign.

Synergy addresses these questions:

  • Is the message designed to “weave with” and leverage other marketing efforts?
  • Does the message link to other media and generate new sources of traffic?
  • Is it designed to be passed on to different communities to create viral buzz?
  • Can your message easily be shared in multiple channels?
  • Does the sustainable goal translate in a meaningful way to consumers or does it need to be adjusted?

SERVAS Digital Analysis is a practical and easy methodology for staff and outside agencies to benchmark a social media application and its effect on an organization’s marketing strategy.

Are You a Digital Alien, Digital Immigrant, or Digital Native? … Marketing to the Digital WHO

By Ira Kaufman

Becoming Digitally Competitive

Every executive acknowledges the digital revolution. They passively explore and search, observe and download. But what are they actively doing about planning, strategizing and implementing digital programs to remain competitive?

In fact a Digital Divide is growing between what executives say and what they ”do digitally.”  eMarketer reports that 78% of U.S. executives think that a social business strategy is important to future business success, but only 27% deem it a top priority.

How do we reach these executives (some 50% stuck in this divide)  to guide them to become digitally competitive?

The Digital Who

First question— Who are the “Digital Who”?

With regard to the digital space, all executives, managers, and junior professionals have one thing in common; they are all Digital Explorers -using digital tools to navigate their world. On the other hand, they are not monolithic.   Some are challenged to adopt the new mindset and learn new skill sets, and while others struggle to develop engaging and integrated strategies. They differ in

  • Comfort or resistance to new technologies
  • Venues to approach them
  • Relationship and interactivity with social tools

The growth of the digital revolution suggests “The Who” expanded from two segments (Digital Natives and Immigrants) to four distinctively different segments in terms of culture, digital mindsets, and  technical skill sets and usage.

  • Digital Natives
  • Digital Immigrants
  • Digital Aliens
  • Digital Integrators

By understanding each segment, we can better address their needs and how to develop a collaborative organization to respond to the opportunities and challenges of the digital world.

Digital Natives born digital, think social, need to implement strategic

Digital Natives are called by many names –Millennials and Gen Y. They are approximately ages 10- 29 years and born into the digital age. The internet is their default and comfort level in terms of playing games, doing homework, searching for events/ information/products , and sending messages. Quick response, flexibility and openness to change are their standard. They use it to communicate (texting, social networks). The Natives are the fabric of the social web; they live here, using these tools for social communication. This is their natural habitat; they use digital and think about it as a social tool.  They need to be guided to: understand how this skill set integrates into a business strategy; adapt their social use of Facebook, etc. to a strategic marketing tool; and monitor and evaluate the use of these tools. They will grow to become Digital Integrators.

Digital Immigrants think strategic, need to implement digital

Digital Immigrants are approximately ages 30-60 years and are the early and late adopters of the Web2.0 technologies. Most Immigrants were born “before the existence of digital technology and adopted it to some extent later in their life.” They were brought up with a variety of computer technologies, used them in different contexts and have varied levels of experience with social media. By necessity they have accepted the realities of the digital revolution and are scurrying to understand their role and learn the basics. For the most part these business people think in silos; they see marketing as separate tools that can be added to the marketing mix— advertising (e.g., print, TV , radio), direct mail, websites,  outdoor and now social and mobile media. They use social media as an add-on to their current market efforts. They dabble, try out the newest app, struggle and search for answers and understanding. They need to be guided to develop a digital mindset,  refine their experience in 1-2 social tools and integrate these tools into their business strategy.

Digital Aliens think strategic, need to experience digital value.

Digital Aliens are approximately ages 45-70 years and are the late adopters and laggards of the Web2.0 technologies. They are C-suite, senior executives, and owners that minimally interface with the digital world (e.g., email, texting, searching) and are unaware of the digital opportunities.  They have a basic skill set with computers and internet and are slow to change and adapt.  They stereotype social media as “kids play” or “ just social  chatter” and challenge if the digital revolution will last. Most see it as a passing fad; at best it will have a marginal impact on their bottom line.

Often, Digital Aliens block adoption of social media efforts. Some Aliens are forced to adapt their strategies in face of growing pressure and success of their competitors. They rush to “hire a digital presence” or “add Facebook” without the commitment or knowledge to make it a company-wide reality. If the campaign fails to produce the expected results, as many do, they blame the media.

Aliens depend on their team to manage their company’s presence in the digital environment.  Most often, they are resistant, fearful and overwhelmed by the digital challenges and question its long term value.  At the same time, they acknowledge the current impact of social media but do not make it a strategic priority for the organization.  They think strategically but need to: experience the value a digital strategy; think in a digital paradigm; and make a commitment to step-by-step implementation of a Digital Marketing Strategy.

Digital Integrators live digital, innovate strategic, need to integrate

Digital Integrators are approximately ages 25-60 years and are the innovators and early adopters of the Web2.0 technologies.  Some were “Digital Natives,” while other were “Digital Immigrants.” Many are consultants, designers, journalists, and marketing executives.  They live the Digital World — experimenting, testing, sharing and implementing new social technologies and evolving their digital knowledge and presence. They are strategists designing applications across silos and integrating them with current marketing efforts. They focus on customer engagement and developing sustaining relationships. They guide Natives, Immigrants, and Aliens to develop a digital mindset and implement a strategy. They understand the value of digital technology and use it to seek out opportunities to make an impact. They live digital, innovate strategically and integrate technologies.

The following matrix is designed to provide executives, trainers, with a way to assess a company’s digital position.

Digital Positioning Matrix


Does your company target and achieve the digital results noted in the lower right corner (red box)? These are the results of a digitally competitive and innovative organization. It is not enough to acknowledge the need and “get a Facebook page“ or “broadcast your messages on Twitter”.

The question for your executive team— Is your organization or business ready to travel the road to becoming digitally competitive?

If so, it requires:

1. Executive training to understand the value of digital marketing and to know the right questions to ask
2. Senior level commitment
3. Change in organizational mindset
4. Support for the integration of digital strategies into the marketing effort

The New Digital Divide

By Ira Kaufman

Meeting the Digital Challenge: Part 1

There is little argument that social and digital media are profoundly changing how we, as global society,  engage with the media, our colleagues, family and friends, as well as how we do business.  Most executives and managers are aware of the digital revolution; many of them have explored it through mobile and social media; some have implemented it with varied successes; but few have integrated digital media as strategic priority in their marketing mix. This gap between the growth of digital media and the implementation of a Digital Marketing Strategy is exacerbated when comparing the U.S. with other countries.  The hotbeds for competitiveness and innovation related to the digital economy are Sweden and Singapore. The U.S trails at #5. To maintain a competitive edge, U.S executives and managers must embrace these changes and drive transformation in their organizations. This is the Digital Challenge!

The Revolution

In 2006 Rupert Murdoch, known as the global print giant, suggested we are entering a major revolution.

“To find something comparable, you have to go back 500 years to the printing press, the birth of mass media … Technology is shifting power away from the editors, the publishers, the establishment, the media elite. Now it’s the people who are taking control.”

These statistics demonstrate the Power of the Revolution:

  • More uploads to YouTube in 60 days than all 3 major US networks created in 60 years
  • 110 million tweets are sent per day on Twitter or 4+million  per hour (Twitter)
  • Facebook generates 770 Billion page views, 700+ Billion minutes, every month
  • StumbleUpon (43%) has overtaken Facebook (38%) as #1 source for US social media traffic
  • In 2010, Asia Pacific had more than 825 million internet users, 42% of the global total.

In 2011 Google suggested that digital media has transformed our buying decisions. Marketing has a Changing Rulebook based on Zero Moment of Truth or ZMOT, “the moment when you grab your laptop, mobile phone or some other wired device and start learning about a product or service.”

These statistics tell the story of how our buying behaviors have changed:

Murdoch transformed his investments, building a global Integrated Media Empire including the purchases of MySpace, Hulu, Chinese Media company and Wall Street Journal online. As he suggested, “The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow.” In 2011, his company’s phone scandal violated the foundations of social media (e.g., transparency, accountability) and is being challenged in the social media.

Google has responded to these changes, “Marketing strategies are simply not keeping pace… modern marketing strategies have to evolve with the changing shape of shopping.“ They are now providing core digital training in ZMOT for all members of their sales team internationally.

How many U.S. Executives are prepared to respond to these challenges?

“Digitally Handicapped”

Even as marketing agencies reinvent themselves to respond to the digital revolution, the reality is that most managers are struggling to learn new skills and evaluate the impact of social media conversations.  More than two-thirds (2/3) of managers admit that they are “digitally handicapped” in relating to understanding and measuring social media conversations and impacts on their brand.

  • “80% [of] marketers admit they are concerned their brand is at risk from not being as engaged with customers, or failing to have a good grasp of how online conversations are impacting their brand.“
  • “Less than 33% have a strong understanding of social media conversations related to their brand.“
  • “70% have very little understanding or use a few tools to measure social media conversations.”

Furthermore, many executives are “afraid of it“.  Here are 28 reasons why CEO’s fear social media.

New Digital Divide

Although the U.S. has led growth in digital technologies, marketers have been slow to respond and incorporate in the marketing mix. Forbes Insights reported that only 11% of US and UK executives surveyed at large businesses listed social media strategy as a leading priority in 2011.   eMarketer reports that 78% of U.S. executives think that a social business strategy is important to future business success, but only 27% deem it a top priority. According to 2010 Economist Intelligence Group’s annual “e-readiness” rankings, “In the race to stay competitive in the emerging digital economy, Nordic nations continue to rule the roost. The U.S. has gained ground, and Asian countries are on the rise.”

In fact, inconsistent responses by U.S. marketers have brought forth a New Digital Divide

“…between companies that truly understand the potential to go deep with their digital marketing efforts, and those that are still contemplating what to do with their Facebook presence… some of the world’s most sophisticated work is being done in [Asia] this region, [while] other companies are still not going beyond the basics.”

On one hand, there is growing demand for Digital Marketing services in U.S. but there is a gap in understanding, skill set, and application.  There is a shortage of Business Schools and training programs to fill this need. To fill the void, some of the most innovative work in Digital Marketing is being put forward by groups in Asia, Scandinavia and Europe.

Conclusion

To fill the void and remain competitive, U.S. executives must go beyond the confines of traditional marketing and embrace digital training as a strategic priority or risk falling behind. They must extend digital literacy and lead an organizational commitment to integrate digital marketing into their corporate plan.

Meeting the Digital Challenge is required for survival and growth! Are You Prepared?

Part Two:  Digital Marketing Training … coming soon

GERVAS: 6 Benchmarks for Digital Marketing Strategy

By Ira Kaufman

GERVAS:  Goal – Engage – Relationship –  Value –  Action – Synthesize

GERVAS is the tool to guide the development of your social media campaign. Here are the six elements and the questions to ask?

As a business or organization launches a social media program, they try to anticipate the results and make the necessary refinements.   These are some typical questions:

  • Is the content of your social media message effective?
  • Is your target market communicating via social media and will you reach them?
  • Are you choosing and optimizing your social media tools?
  • How do you evaluate your strategy before launch?

Each marketer/ businessperson can apply six simple benchmarks to evaluate the potential effectiveness of your social media efforts. This can be done as a self-evaluation, discussion with your team or via a focus group. Read More »

Social Media – Déjà vu for the Auto Dealer?

By Robert Harper

After many years as a senior manager, consultant, and co-owner on the retail side of the automotive industry I have a unique “view” as I watch the typical automobile dealership management team wrestle with the idea of implementing social media into their organization.

It seems the manufacturers have done a great job of educating the owners of their franchise on the importance of getting on-board the social media wave. However, most, with little or no understanding of  Twitter, Facebook, Foursquare, etc., are struggling with how to get it done.  It doesn’t seem that many years ago we were dealing with a similar issue.  At that time the Internet was the “buzz word” and the majority of us were trying to get an understanding of how to best utilize this new “tool”.  For most of us our new internet manager was someone we chose from our sales team who had an interest in the internet and enough knowledge to ensure us that we were making the right decision.  With the internet manager in place and our limited understanding of the subject we went back to the day to day challenges of running our stores. In hindsight, by hiring from within, it caused us to under-utilize the potential the Internet provided.

Now the “buzz” is social media and I am hearing managers say they could hire teenagers, relatives, college kids etc. (saving money) to run their social media campaigns.  How do you educate someone Read More »

Demonstrating the Power of Digital Marketing in 2 Minutes

By Ira Kaufman

Have you tried to explain to clients, colleagues, businesspeople or students:

  • Why social media works?
  • Why consumers feel they are not listened to?
  • Why traditional advertising has lost much of its power and is not trusted?
  • Why the Digital Media revolution is alive and growing?

I recently re-discovered this 2 minute video. It’s a very powerful demonstration of digital marketing and answers all of the questions above. Take 2 minutes and watch The Breakup.

As a viewer, you just experienced the five keys to Digital Marketing in a dinner dialogue between a man (the Advertiser) and a woman (the Consumer). The acting, the content and the gestures are exquisite as it shares the growing gap between traditional advertising and the consumer. Read More »

Six Keys to Optimizing Digital Marketing for Small Businesses

By Ira Kaufman

Anyone with a bit of tech savvy can set up Facebook and Twitter accounts and begin posting updates. . But can they accomplish the needs of a business in this digital age?  Can a tech savvy youth create competitive advantage, the key for businesses in meeting their goals?

For most small businesses the answer is NO!   They will contribute to the plethora of un-optimized, under-utilized social media accounts. The result —Digital Hubmany small businesses “try out social media” and contend “it doesn’t work!”

There is an alternative approach- Digital Marketing Optimization (DMO). DMO leverages the power of each media platform and integrates them to drive traffic to your online environment, while achieving your business goals.

DMO designs an online environment that easily connects to other social communities, expanding the reach and exposure of your site. It increases “socially referred traffic” as unique users can easily share comments through audio, video and text links.

Here are six keys to make Digital Media work for small businesses:

  1. Design a Step-by-Step Digital Strategy Read More »

Businesses Adopt Comprehensive Approach to Digital Marketing

By Ira Kaufman

Digital Marketing synergizes social media with other media channels to realize ROI. Many companies launch into social and mobile media without creating a strategy.

The old school marketers are transaction oriented. Their strategy is to buy more media eyeballs, potentially creating “buzz” and sales. The new media marketers are customer focused, generating interactivity and relationships.

The five phase Digital Marketing Strategy  is comprehensive, customer-centered, and focused on delivering ROI.

Five Phases

  1. Assessment
  2. Strategic Branding
  3. Online Hub
  4. Integrated Media Marketing
  5. Monitoring/Evaluating Read More »

5 Stages of an Integrated Digital Marketing Timeline

By Ira Kaufman

Clients generally have unrealistic expectations of a integrated digital marketing strategy.  They expect results immediately or within the first 3-6 months. We prepare our clients for real expectations by reviewing a Digital Marketing Timeline.

Campaign Life Cycle

An Integrated Digital Marketing strategy has five stages during a 27+ month period. (note: the timeline can be collapsed to 6+ months depending on the relevancy and the timeliness of the promotion) During each stage the number of touchpoints,  client marketing efforts that  touch the customer, are expanded. These touchpoints build on each other and grow exponentially.  As your network expands the media (traditional advertising, PR, online, social) begin to synergize with each other. In the future a successful strategy will be self generating and grow virally.  The goal is to convert your network of touchpoints to actions that support your strategic objectives. Here are the expectations projected for the five stages of the Digital Marketing Timeline Strategy.

Read More »

Your Six Step Social Media Roadmap

By Patsy Stewart

To be successful at social media you need to have a plan.  As the publisher, you control the power to social media confusiondistribute your content through digital media platforms such as blogs, mobile, Facebook, YouTube and Twitter.  Most businesspersons are overwhelmed with all the options and how to implement them.  These six steps provide a roadmap to use social media to achieve optimal results for your business.

Step 1 –Determine Social Media Value for Your Business

  • Develop an understanding of social media and online communities – How can you gain traction for ideas and grow your network to benefit your company?
  • Determine goals – What does your company want to accomplish with social media?
  • Evaluate social media – Is it a good fit for your company/institution?

Step 2 – Identify Challenges Facing Your Business When Implementing Digital Marketing

  • Determine organization’s changes – how will your company adopt social media? Read More »