© Doug Kessler for Velocity Partners, 2011. | Permalink | 14 comments | Add to del.icio.us
Post tags: B2B content marketing, Content Marketing, Thought Leadership

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B2B marketers unite!

You have nothing to lose but your lousy response rates.

There’s never been a more exciting – or a scarier– time to be a B2B marketer.

It’s not about social media, the web, or email. It’s about a completely new mindset, new buyer behaviours and a shiny new set of tools to address it all.

The Manifesto starts with a call to action and a plea for ambition.

We then look at what’s really changed in B2B (it’s not what most people think).

Then we touch on the barriers that stand between you and glory.

Finally, we identify what you can do about it: five imperatives and six B2B staples — the new weapons in your arsenal, waiting to be deployed. Including:

• What a world view is and why you need one
• Why B2B marketing ‘chops’ are essential to your success
• How thinking beyond digital is the future
• Why exposing your beliefs can be a powerful differentiator
• The six things B2B marketing people really need to get good at, now.

This is the new era of B2B marketing: it’s exciting, challenging, scary – and there’s really no going back.

The only question is: what are you going to do about it?

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Now a favour:
Once you’ve read it please come back and post a comment below.
We really want to know your response.
We’re aiming for 50 comments – a new blog record!

© Doug Kessler for Velocity Partners, 2010. | Permalink | 104 comments | Add to del.icio.us
Post tags: B2B marketing

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Your prospects are being buffeted by a firehose of information. If you’re hoping to win their attention, you’d better be prepared to earn it.

Content Marketing is your way to cut through the noise and hop over the barriers. This short, sharp eBook summarises how we at Velocity approach it, including:

• What Content Marketing and Thought Leadership are
• Why you need to get good at them (and fast)
• Why you’re perfectly placed to do it really, really well
• How to pick a topic prospects care about
• How to go beyond the dry, stale white paper
• What we think ‘good’ looks like — lots of examples

We don’t usually ask people to fill out a form for our content but we put a lot of work into this one and would really like to know who’s downloading it.

So we hope you don’t mind our asking for a little info (it’s worth it) and we promise not to spam you.

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© Doug Kessler for Velocity Partners, 2009. | Permalink | 24 comments | Add to del.icio.us
Post tags: Add new tag, B2B content marketing, B2B Demand Generation, B2B lead generation, B2B social media

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B2B Social Media Checklist in pdf Format

You’ve just published a great piece of content. Don’t just stick it on your website. Use social media to drive people to it (and vice versa).

Here’s a one-page checklist to help you socialize your content, driving traffic and downloads.

© Doug Kessler for Velocity Partners, 2009. | Permalink | 2 comments | Add to del.icio.us
Post tags: B2B marketing, Content Marketing, Social Media, Twitter

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Corporate Positioning and Corporate Message Development Paper in pdf Format

When companies bring Velocity in to ‘sort out their messages’, we always ask what’s wrong with the way they’re currently telling their story.

A surprising number say something like, “We’re okay talking about our technology and not so bad talking about the topline benefits, but there seems to be a gap somewhere in between.”

Even if they don’t say that, they ought to – because almost every technology company seems to get stuck trying to find the right balance between tech-talk, feature-speak and business benefits.

If all you do is talk big benefits, there’s no credibility. If you spend all your time on features, it’s a big, “So what?’.

To explore the issue, we like to present the Velocity Hierarchy of Benefits, which starts out looking something like this (with the client’s real features and benefits inserted)…

The Velocity Hierarchy of Benefits (How to Scope Your Corporate Positioning & Corporate Message Development Work in One Big, Easy Triangle)

As you can see, the technical features are at the bottom — they may be important but they’re not benefits in themselves.

The next layer up holds what a lot of techies might think of as benefits. Things like ‘process efficiencies’ or ‘best detection rates in the industry’. To people steeped in the market, just saying these things feels like benefit talk – but to others, they’re means rather than ends.

Next step up the pyramid are three Big Benefits – the core of the company’s positioning and the heart of its messages. ‘Drives down the cost of bunion removal’; ‘Eliminates the need for expensive audits’; ‘Lets you do three times more with the same people’.

These Big Benefits should be aired a lot. And sometimes, they’re as high as the company should ever go. Because the very highest level is either beyond the target audience’s domain or because it’s heavily suggested by the layer below.

At the very top of the Hierarchy are the real reasons companies do things: to increase profit, drive up the share price or both. Again, this level may be too high to use overtly in marketing, but it’s good to remember what the end-end benefit is, to keep everything else in perspective.

Now comes the interesting part.

We like to add two scales down the right and left sides of the Hierarchy, so it looks like this…

Value vs Credibility (Why Corporate Positioning & Corporate Message Development Work Ain’t So Easy!)

On the left hand side, we have “Value”, showing that the highest value things appear higher on the pyramid and the lowest value at the bottom.

On the right hand side, we have “Credibility” – but this time the arrow is reversed. The highest-value benefits are also the least credible and the most credible things are, unfortunately, the ones your prospects care least about.

The inversion of these two scales and their attributes – Value vs Credibility – strikes at the heart of the communications problem that the hierarchy represents.

The things people care about, they don’t believe. The things they’re happy to take on trust… don’t matter anyway.

Making Vines (How to Make Your Corporate Positioning & Corporate Message Development Work Stick!)

When people first see their Hierarchy of Benefits, there’s a lot of talk about ‘where we should be aiming’. It’s as if the challenge were to find the right level and put all marketing efforts there.

But that’s not the point. The point is to connect the lowest and highest levels in meaningful ways.

To create vertical chains, ‘Vines’ if you like, that link each feature to the benefit levels above; and each benefit to the lower-order benefits and features below. Kind of like this…

These Vines do two very important things:

They bring value to your features.
They give credibility to your benefit claims.

So instead of saying ‘We’re the only widget with Auto-exfoliation™” (who cares?), you find yourself saying, “Our Auto-Exfoliation™ technology means excess bytes are removed on-the-fly – saving administrators time and dramatically reducing the cost of sale.”

And instead of saying, “Our Widget makes you more profitable!” (says who?), you add credibility with something like, “Our Widget uses patented auto-exfoliation to remove the tasks that take 60% of every administrator’s day – and slow time-to-market by weeks. The result is more productive IT people and products that generate revenue instead of costs.”

Where you need Vines

You need Vines wherever you communicate sales messages to the market. On every web page, in every blog post, white paper, product demo, sales deck, webinar and video.

If you spot a tiny tech feature floating out on its own – link it up to a benefit. And if you find yourself making big bold benefit claims without support, link them up to credibility-builders from lower down the hierarchy.

Over-simplifying? No doubt. But keeping yourself aware of the inverse relationship between value and credibility is a powerful guide for finding the right balance in your own messaging and positioning work.

© Doug Kessler for Velocity Partners, 2008. | Permalink | 11 comments | Add to del.icio.us
Post tags: B2B marketing, Blogging, Content, Copywriting, Corporate Message Development, Corporate Positioning, Lead Generation, Marketing, SEO, Thought Leadership, Web Marketing, Web Relations, writing

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Download this B2B Technology Marketing White Paper in pdf Format

We’ve always been mildly allergic to the reductive matrices, models and quadrants peddled by the analysts, but we’ve come to recognise a ring of truth to the Gartner Hype Cycle. The Hype Cycle maps a curve that describes the way new technologies become adopted by the marketplace over time.

Few companies actually ride the entire curve. Rather, the curve describes the trajectory of a technology. Companies tend to enter and fall off the curve as time passes. Only the biggest (with the deepest pockets and the most diversified product portfolio) usually ride the entire length.

Gartner has named the five parts of the curve and identified the dynamics specific to each segment or ‘phase’.

Over the years, we’ve worked with companies competing in each of these five phases. And we’ve learned that the way you market needs to change depending on where you are on the Hype Cycle.

Here’s what we mean (Gartner’s own description is in bold, ours in normal text):

The five phases

1. “Technology Trigger”

The breakthrough, product launch or other event that generates significant press and interest.

Very few new products or new companies are lucky enough (or visionary enough) to launch a new Hype Curve. But when Venus aligns with Mars and you find yourself associated with the Next Big Thing, it’s good to take a view on the roller-coaster ahead.

The marketing challenge during the Trigger stage is not just to get on the map, but to draw the map. To stake out the terrain for the market in way that favours you.

For CRM to be born, Siebel had to create and sell the vision.

For ERP to take hold, SAP had to evangelise the hell out of it.

Our client, Magus, is pioneering Website Quality Monitoring by defining the web quality landscape and showing how monitoring is the missing (but essential) piece.

This is pure thought leadership. To win, you need to become a firehose of content: white papers, conference speeches, Powerpoint mountains, analyst briefings, interviews, brochures, websites and microsites, videos, case studies… everything you’ve got.

And it all has to pound away on a very simple story: this is the problem; this is why it can’t be solved with the current approaches; this is how we solve it; this is what it’s called; this is why we’re perfectly placed to seize this opportunity.

During this stage, you need your vision and your story to win. You also need to your language to win. In new markets, nothing has a name yet. If you’re there early, you need your names to be adopted by the industry.

This means trademarking the proprietary technologies and products that you need to own but also creating some terms that you’re happy to release to the market (like CRM or ERP) – making sure that your name is welded to this new generic term.

2. “Peak of Inflated Expectations”

In which a frenzy of publicity typically generates over-enthusiasm and unrealistic expectations. There may be some successful applications of a technology, but there are typically more failures.

As the market ascends to this peak, it’s important to balance your bold, exciting vision with practical, realistic solutions that can be bought into right away.

By all means, paint the pretty pictures of the future you’re helping bring about, but don’t forget: every vision has an equal and opposite reaction. Keep your marketing feet on the ground and sell your tactical solutions alongside your big story.

The first big wins for CRM were really just providing a single view of the customer that could be exploited by other applications.

The first big wins for ERP were fairly prosaic efficiencies in billing and inventory control.

Its also essential in this phase to align yourself with the over-hyped category while hedging your bets and creating a unique space that can survive the imminent market rejection of your vision.

You do need to associate your company with the hot new thing, but you also need to stand for something uniquely yours so you maintain control over your destiny. Live by the hype, die by the hype.

At its peak nothing was hotter than the Application Service Provider (ASP) market. But the hype preceded the industry’s ability to deliver on its promise (things like bandwidth, security and viable business models just weren’t in place).

Ip.access (yes, another Velocity client) is riding the femtocell market surge but is preparing for the coming Trough. They know that until the early field trial results are in, femtocells can’t leap to the Slope of Enlightenment. They’re executing a brilliant thought leadership strategy that manages expectations and positions them as the experts in femtocells (they’re also making money on another product line to fund themselves through the Trough).

The Peak is a good time for case studies, testimonials, editorial excerpts, awards and other credibility builders. Partly to address the skeptics who resist all hype waves and partly to prepare for the upcoming Trough…

3. “Trough of Disillusionment”

Technologies enter the “trough of disillusionment” because they fail to meet expectations and quickly become unfashionable. Consequently, the press usually abandons the topic and the technology.

We’ve seen excellent companies with great technologies left bewildered as the market gets pulled out from under them.

Usually, as the Hype Cycle shows, this rejection is temporary and over-stated. It’s the pendulum swinging too far before coming back to the sensible centre.

If you played the Peak right, you should have some marketing assets to take you through the Trough. If not, and you find that you company name is synonymous with the rejected category, your choices are limited:

• Duke it out – Keep evangelizing like mad; counter every objection; double your media relations and analyst relations efforts; find those early adopter champions and promote every success.
• Jump ship – Mothball Plan A and re-invent yourself.
• Hybernate a bit – Reduce the burn rate, live on your wits and wait for the market to re-discover the power of your offer.
• Rename everything – a new category, a new product set, new promises… it won’t fool many but it helps keep morale up.

If, during the Peak phase, you took our advice and sowed the seeds of something apart from the hyped category, now is the time to focus on these assets. Make them what you’re all about. Go back to the core benefits and re-spin them in your new light. But always keep your stake in the temporarily discredited vision. It will be back.

Do it right and the brand values you build during the Peak and Trough will transfer neatly into “Vision, Take Two: the Enlightenment”.

Sonitor (a Velocity client) makes an ultrasound-based alternative to RFID for use in hospitals. They rode the RFID wave until it crashed, but stuck to their ultrasound message. They’re perfectly placed to exploit the market’s disillusionment with RFID and demonstrate a better way.

When the early CRM implementations proved disappointing, dozens of the vendors that had rushed in, turned tail and re-invented themselves as niches within the CRM eco-system. In doing so, they stopped asking prospects to buy the whole vision and got them to shell out for some specific apps with a new spin: they worked.

Our client ShipServ was the last e-marketplace standing in the maritime industry (there were over 60 during the dotcom bubble). They kept their costs down, focused on one small but indisputable benefit (process efficiencies) and kept selling.

4. “Slope of Enlightenment”

Although the press may have stopped covering the technology, some businesses continue through the “slope of enlightenment” and experiment to understand the benefits and practical application of the technology.

The ASP vision was right all along. Now it’s called Software-as-a-Service (SaaS) and it’s owned by the application vendors themselves (not by third party platform players).

Only the biggest and best-run companies actually survive the Trough and get to enjoy the Slope. More often, new vendors emerge to ride the fun part of the Hype Curve while the originators curse them from the sidelines.

How you market during the Slope of Enlightenment depends on how you got there. If you’re a survivor of the Trough, you’ve got cases to peddle and stories to tell. All you need to do is re-discover your confidence (the most under-rated asset in marketing) and tell your story with attitude and energy.

ShipServ survived the Trough and is now enjoying a fantastic surge as the original vision becomes a reality. Now they’re attacking the market with total confidence.

If you’re a new player, hopping on board during the Slope, congratulations, you’ve mastered the other critical asset: timing (sometimes called luck). Your challenge is to make up for your lack of customers and case stories with a crystal clear vision that matches the accelerating market.

Salesforce.com helped revive CRM by turning it into a SaaS model. The world was ready for SaaS (and for practical CRM).

Marketing during the Slope phase is less about pure evangelism and more about differentiation, confidence and credibility. About supporting your claims with facts, case studies and testimonials and demonstrating momentum by generating a constant stream of news.

It’s also time to position yourself as the blue-chip supplier of the new technology. New competitors will be rushing back in. You need to be seen as the safe pair of hands. The ones who really get this stuff. Think white papers, speaking opportunities, eBooks…

5. “Plateau of Productivity”

In which the benefits of a technology become widely demonstrated and accepted. The technology becomes increasingly stable and evolves in second and third generations.

A plateau doesn’t sound like a very exciting destination after all that suffering. Gartner could have chosen a better term for this phase, but you get the idea: this is what Geoffrey Moore and the Chasm Mafia call the Mainstream Market.

Marketing on the Plateau is what most tech companies are doing right now. Trying to differentiate themselves while still evangelising the generic benefits of the new category. The Plateau is al about earning attention and rewarding that attention with real insight into the challenges of the buyer. Nothing new here (but never easy either).

Service-Oriented Architectures went from the hottest thing in the hot competition to a deadly silence… then emerged as pretty much the only way to build software and infrastructures.

Marketing on the Plateau may sound like a maintenance job but actually, it needs to be just as creative and visionary as any other stage. The idea is to differentiate with new spins on the same basic themes and issues that have now been accepted by the market.

Often, this comes as different vendors specialise in different areas of the market, building out the offer, deepening the technology, adding features and functions. It’s a could time to seize a niche and own it.

Portrait Software couldn’t win against big CRM but it could specialise in Customer Interaction Management – the point where CRM actually touches the customer.

As Web Content Management matures, EPiServer is becoming a leader in web marketing applications that can be driven from within the content management system.

Change your tune to suit the dance

So the role of marketing changes as a company or an industry progresses through the Hype Cycle. But there are a few constants that apply through all five phases:

• Thought Leadership is always essential
  The winners are the ones with the best ideas and the best stories crafted to deliver those ideas. It’s always a good time to take a strong view on the marketplace and present that view clearly and compellingly.

• Content really is king
  To even hope to shape the changing debate, you need to keep the content coming. Not the promotional bumf, the practical, useful, visionary content grounded in real market experience.Papers, demos, e-Books, presentations, videos, podcasts, blogs, microsites… you really can’t do too much of this stuff.

• Build a community
  As your ecosystem evolves, you’re stronger if you can get yourself into the centre of a growing community of insiders. To do that, you often need to create the community.Hold events, start an open forum, publish a wiki, recruit subscribers to your thought leadership material, get a social network going or exploit the existing ones… The Hype Cycle can be a lonely place. Build your believer base through all five phases.

• Master the art of search
  We could do a paper on the changing role of search engines through the phases of the Hype Cycle. But for now it’s enough to say that search plays an important role in all phases and a disproportional role in Phases 1, 2 and 4.Get yourself an agency partner that really gets search engine marketing, can analyse your current performance and recommend specific actions to improve it (here’s one we prepared earlier).

Experienced technology marketers will recognise all of the above. And we’ve said much of it before in different ways. But the Hype Cycle can be a new way to think about the marketing challenges you face right now and can throw new light on your priorities.

The important thing to take away is that your company does not have to be the victim of Hype Cycle forces. You can do things to control your destiny by getting the right stories to the market at the right times.

© Roger for Velocity Partners, 2008. | Permalink | 5 comments | Add to del.icio.us
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Download this B2B Technology Marketing White Paper in pdf Format

Considering that the ultimate purpose of marketing is to generate sales, it’s amazing how little the S-word comes up in the life of a B2B marketing agency.

We’ve been involved in dozens of engagements where, if we hadn’t insisted, we’d never have even met a sales person. Fortunately, we do insist. And everything we do – from our strategic positioning work to a simple web banner or landing page – is better because of it.

Still, in most B2B companies, the sales force and the marketing department are remarkably isolated from each other, if not openly antagonistic.

Sales people think marketers waste money on all sorts of activities that have nothing to do with helping them sell. Often, they’re right.

Marketers think sales people are prima donnas who never admit that a lot of their sales start with a lead generated by a marketer. Often, they’re right, too.

At Velocity, we think of ourselves as a sales engagement agency. Our job is to get sales people in front of the right prospects, with the right story backed up by the right content (website, brochures, white papers).

One of the big challenges for any marketing department is getting the sales people to actually use the material it took so much time, money and effort to create. In general, it’s not used because it’s not seen as relevant or helpful – or it’s simply not understood. We don’t think that’s the sales person’s fault. It’s yours (and ours).

To avoid it – and to drive up the value of all your efforts – you have to make the entire marketing effort sales-centred. The real, person-to-person sales call has to be in clear focus at every stage from brief to final execution and media choice.

Eleven ways to get closer to sales

Connecting marketing to sales comes down to doing these things:

1. Talk to customers and prospects directly
   We never do a major engagement without talking to customers and prospects. From them we get to hear the way they talk about their problems; the challenges they face and the language they use. All invaluable.
2. Talk to the sales people early
   Always make at least one sales person part of the input process for every important brief. It’s not just for consensus-building (though it helps here too), it’s to keep the work sales-centred.
3. Harvest all ‘hot buttons’
   Find out what sales statements work for them. How do they open their sales meetings? What slides do they always use in a presentation? How do they boil the benefits down to a sentence or two?
4. Collect all objections
   What things do the sales people hate to hear from a prospect? What objections do they relish? How do they overcome them?
5. Find out who they’re calling
   We always ask, “If you had a room full of prospects with the same job title, what job title would you choose?”. The answer might surprise you (and might be misguided).
6. Find out what they’re reading
   Media planning based on anecdote is not a good idea. But finding out what magazines, websites, blogs and analysts the sales people read can be a useful guide.
7. Build sales metrics into the brief
   Numerical goals are important, even if you have to pull numbers out of the air. But simply counting leads is not enough.
8. Track leads to sales
   This is difficult but incredibly rewarding in terms of insight for future campaigns. If you don’t know your sales conversion rates and average order values, you simply can’t evaluate the success of a campaign.
9. Create new products designed for sell-ability
   Listening to sales people lets you design new products and re-package existing products into more attractive propositions. Our conversations with sales people have led us to recommend completely new products, new versions and new ways of presenting existing solutions.
10. Share ideas before they go live
    Letting a prospect see an ad, letter, website or video before your sales people is not just embarrassing for them, it’s unprofessional. Show them everything. Accept their scepticism and risk their abuse. You can take it.
11. Market your successes back to the sales force
    This has nothing to do with blowing your own horn. It’s about getting the sales team on-side not just by telling them what you’re up to, but by proving its value.

All of these things sound like common sense, but they’re remarkably uncommon in practice. If you do half of them your marketing will be twice as effective. If you do them all, the sky’s the limit.

Listening is not the same as taking instructions

This is important. Just because you’ve listened closely and frequently to the sales team, doesn’t mean you have to do everything they say.

Sales people are notoriously crap marketers. If you do what they tell you to do, the marketing will invariably suck (and you won’t enjoy your job any more).

This is a parallel principle to the way we listen to customers. Their responses to our work are incredibly important. Their opinions about our work are usually worthless.

The same idea goes for the sales team. Listen hard, take notes, nod a lot. But your job is to combine what you learn about their face-to-face engagements with what you know about communication, persuasion, positioning, media and creative. That’s your turf (and ours).

And that’s the point of this entire paper: the synergy between what the sales people know about selling your products and what you know about marketing them creates an incredibly powerful force.

Using one without the other ensures that you limp to market. Using both together ensures that you fly.

Why don’t marketers and agencies do more of this?

Because we’re sensitive flowers who don’t want the brutes in Sales to laugh at us, call us names and make that… pumping gesture with their right hand.

There’s only one way around this problem: get over it. If you can’t look a room full of ornery salespeople in the eye and explain your strategy, tactics and creative, you probably don’t have a very good strategy, tactics or creative.

Sometimes it goes wrong. We’ve had excellent campaigns shot down for the wrong reasons. But sales people don’t have a monopoly on mis-firing. And 95 times out of 100, the sales people see what we’re up to, recognise their own contribution to it, and are up for giving it a go.

And the more you follow the eleven practices above, the more open your sales team becomes to your next hare-brained idea (or your agency’s).

Taking a step back

No, we don’t follow all eleven steps every time we’re asked to create a web banner, but most Velocity engagements with new clients start with a fairly rigorous consulting process. And that’s where the input from Sales is essential.

The consulting front-end of our work gives us the grounding to do everything else better, faster and in a more sales-driven way. The process is summarised on our website but the basic idea is that we dedicate a hell of a lot of time in the input stage before we ever commit our ideas to paper. When we return with a positioning recommendation, message playbook and creative exploration, we’re confident that it reflects the intensity, urgency and opportunity of the sales call itself.

Clients who don’t want to make this essential investment up front are probably not Velocity clients.

About Velocity

Velocity is a consulting-led B2B marketing agency specialising in technology markets.

We help our clients build solid arguments, tell them in a compelling way and incite action in their target markets. Our services include Strategic Consulting; Market Acceleration Programs; and Digital Engagement (including some innovative ideas we call Web Motion).

© Doug Kessler for Velocity Partners, 2008. | Permalink | 6 comments | Add to del.icio.us
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Summary

Pay per Click campaigns – those little ‘same but different’ ads to the side of your search results – are manna for marketers who operate in hotly contested B2C markets like travel, insurance and online gaming. To these guys, PPC is more a direct cost of sale than a marketing ploy. It’s a numbers game where cost per transaction is immediately measurable and easy to factor into the bottom line.

But what about PPC as a marketing tactic for B2B companies? Our sales process is so different to the snap-decisions made in B2C – we usually need a real human being to set up and close the sale, plus a bunch of education, persuasion and cajoling in-between.

There are two good reasons to do it, but only one that we’d recommend…

Firstly, PPC can work as an effective driver of awareness (ie, it can acquire traffic for your web site). Secondly, it can be a great lead generation machine (ie, it can encourage people to volunteer themselves into a sales discussion).

PPC for traffic acquisition and driving awareness

We wouldn’t recommend using PPC for this objective.

Traffic acquisition is a worthy cause, but in the context of a B2B sales process it’s almost impossible to measure in terms of its effectiveness, because there’s simply no way that a spike in web traffic can be linked to the closure of a deal three months down the line.

That’s not to say that we shouldn’t care for traffic acquisition, only that there are better, more cost effective ways of doing it – for example, you can engage with social media and the blogsphere to switch folks on to your site, and you can use affiliate link and ad banner networks to achieve the same result.

PPC for lead generation

If, however, your goal is to generate leads and to contribute in a tangible way to the sales process, then PPC can be the ultimate tool in a B2B marketer’s armory.

At a basic level, B2B lead generation with PPC is not rocket surgery. It’s an old school tactic involving an ad, an offer, a coupon and a reward. And when executed well, the payoff is twofold: concrete sales leads and the healthy (and obvious) byproduct of increased traffic and raised awareness.

To get great results, we suggest you follow these five rules:

1) Set appropriate goals
2) Set appropriate conversion points
3) Set appropriate metrics
4) Set appropriate offers
5) Create appropriate landing pages

Here’s what they all mean…

1) Set appropriate goals:

A good goal is to kick start a new relationship with prospective customers. A bad one is to try and close a deal via PPC – it’s impossible to squeeze your education, persuasion and cajoling into the 80 or so characters that appear in a Google ad plus a landing page or two…. you will nearly always need a sales guy to pick up the phone and/or do a meeting.

2) Set appropriate conversion points:

The only way to tell if your PPC work is directly helping your sales efforts is to set up some conversion points within your campaigns. This means that once people have clicked on your ad it’s necessary to ask them to do something that identifies them as a ‘volunteer’ and a sensible candidate for a sales dialogue.

This ‘call to action’ is likely to be a web form that asks people to register some personal information with you – something that can be used for future marketing campaigns or for a follow up exercise with one of your sales team (eg a phone number and/or an email address). I’ll cover how to do this effectively a little later…

3) Set appropriate metrics:

With some sensible conversion points in place, you ought to be able to measure your campaign effectiveness in terms of the cost of acquiring each piece of volunteer information. In other words you can establish a CPA (cost per acquisition) metric based upon the total cost of your campaign divided by the number of ‘volunteers’ you acquire.

Note: in PPC for lead generation, all other measurement criteria are pretty much irrelevant (and often misleading) in terms of establishing your success.

4) Set appropriate offers:

People will only click on your ads if you give them a good enough reason to do so. Hence your ‘offer’ is critical. In a B2C environment this is most usually (and most effectively) a cost-based affair – eg, ‘save 50% on flights to the Maldives today’. In B2B we have to work a little harder.

However, if our goal is sensible – to start a discussion rather than clinch a sale – then providing an appropriate offer can be made simple and intuitive. By and large it will be content-related to help with the education, persuasion and cajoling efforts of your sales guys – for example, a white paper, a killer ‘vision’ article, some research, or a bylined book that you’ve produced in association with a publisher.

Note: it’s extremely important to invest in the quality of your offer, as it’s often the only thing that’ll distinguish you from a competing army of ads. It’s also important to realise that if you don’t provide a decent offer then there’s very little to persuade people to come and visit your site!

5) Create appropriate landing pages:

This may seem like a no-brainer, but your landing pages for each ad should be directly linked to your ad copy and your offer…. and preferably created from scratch each time to serve the direct purpose of your campaigns.

Think about this from your target’s perspective – you invite them to your site with the promise of a rewarding experience. So what do you give them? A standard page in your ‘Solutions’ section? That’s kind of like herding cattle into an empty field – our bet is that they’ll just bolt.

Being appropriate is the most important concept when it comes to landing pages. Again, your goal is to start a relationship, so immediately throwing a ‘WHO ARE YOU, WHAT IS YOUR NAME AND INSIDE LEG MEASUREMENT’ web form in their face is not a good place to start. Instead, why not just give them your content and then ask them some complimentary questions in a side bar (‘Have you experienced this problem before…?’, ‘Do you deal with this issue in a different way…?’), or encourage them to post some comments or feedback, whilst at the same time always capturing their email address?

In other words, it’s critical that you use this opportunity sensitively. Give them what you promised, show them you care, and then ask for their engagement at the end of the process. This is a great way of screening out the disinterested traffic from the engaged – and these people are the only ones you should care for at the end of the day.

If you can follow these rules, we guarantee that you’ll end up with better leads, a happier sales team, happier prospects and a measurable marketing activity that can be applied to the bottom line.

© Roger for Velocity Partners, 2008. | Permalink | 5 comments | Add to del.icio.us
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Summary

Make no mistake, usability is very, very important to the success of your web site. A poorly constructed site is a curse for the type of people you’re trying to communicate with (knowledge workers, ‘C’ types and senior managers – all of whom are busy people). Usability is often the critical difference between a 10-second visit and a ten minute accompanied by a download, registration or purchase. Without it, you’ll find that your site becomes too ‘bouncy,’ and not ‘sticky’ enough to do what it’s supposed to do.

Usability is extremely under-valued and badly practiced in B2B environments. A lot more energy goes into creating good looking web sites than high performing web sites. This is probably because many B2B companies are still in a ‘brochureware’ mindset when it comes to the web. But to ignore usability at the outset of a web design project is folly – especially since it’s done so incredibly well elsewhere.

By taking a handful of pages from agenda-setting B2C e-commerce sites, this paper looks at why usability is critical to your success, how to build it in to your site at source, and how to test that it’s serving your commercial goals. It also takes in a number of case studies to illustrate best practices – from sites such as Amazon and Salesforce.com.
In our estimation, designing for usability is a must. It’s also easy to do if you start with it as a goal.

But why is it so important? Here are the facts:

• Once it’s built, your web site needs to perform like an Olympic athlete to grab your users’ attention. You will be competing against Manchester United and Scarlett Johannson for their attention, not the competition next door.
  So you need to be compelling.

• It’s likely that at least 50% of users will arrive via your back door rather than your home page as a result of search activity. (Google has a lot to answer for!)
  So you need to meet their expectations fast, across every page.

• When they arrive, the vast majority of users won’t know you, trust you, or care for you. Their only assumption is that there’s a slim chance that you’re relevant to their needs… because Google told them so – but you’re just one click away from the ‘other’ 25,678,963 sites related to their search term.
  So you need to breed confidence.

• Contrary to popular wisdom, they won’t scan your page in any logical sequence (we’re given to assume that the eye zig-zags down a page). Nope, the pupil does a crazy dance in a nanosecond and your first impression will be made.
  So you need to capture their attention.

• In addition, they’ll see your site like Mr Magoo. No sweeping panoramic views here (after all, they’re late for a meeting and their phone’s ringing). Just a squint. Then their mind’s made up.
  So you need to channel their focus.

• If they do stick around then they’ll probably just wade in and muddle on through. No clean click paths, just a muddle. Whatever works to get them from A to B – usually via Z, F and M (in that order). If they make a purchase or sign up for stuff at the end of this process then it’s all credit to them, not you.
  So you need to be simple to navigate.

The point is that, setting aside your functional and design ambitions, you absolutely do not have a common user to create a beautiful web site for. Instead, you have a schizoid, multi-limbed, mythical creature who’s only consistent attribute is that she’s in a darn big hurry.

What you need is a set of tools that will help non-technical people (including designers) and non-design-literate people (including technicians) create web pages that serve equally your corporate objectives and your user requirements.

A tough challenge, right? Well, not exactly. It’s all rather obvious – but a decent set of descriptive tools can help to ground us in the real, rather than the conceptual. So here’s our guide to web usability…

Clapham Junction: A Case Study

Usability (and it’s close relative Accessibility) is not a new discipline. In more established areas of design it’s a standard practice – so much so that good usability either goes without notice or is simply an expected part of an experience or a service.

An example is our rail network here in the UK. Although criticized for dubious service levels (anyone for ‘leaves on the track’ causing delays!?) they do have one thing nailed. The in-station user experience is pretty tight. So much so, I don’t really need to talk to any staff to get to where I need to be. All guidance information is rendered via a standard string of signs…deep blue and white, with a neat set of icons to supplement the verbiage.

Here’s the view from Clapham Junction in rush hour: a truly crazy place in need of good user experiences.

OK, so…. I just got off a delayed service from the South Coast and I’ve got to change to get to Richmond. But shoot, the connection leaves in under five minutes. Heeeeelp!?
What platform do I need? Oh…

And how do I get to my platform? Ah…

Is this the right one? Yup…

Sweet. Got there with a minute to spare, and only one punch-up in the corridor!

Some concepts to consider: Signposts. Visibility. Legibility. Colour. Fonts. Language. Supporting imagery. Utility.

Taken as a whole, how well does your web site use these things?

In general, the web scores badly on usability and providing great experiences. When it comes to the trade-off between your own objectives and that of your users there’s usually friction. And since the web tends to be viewed as one big advertising property, corporate concerns often win hands down – resulting in a site that bludgeons with branding, messaging and widgets but provides very little in the way of tools to help users do the things that really matter: buy, sign up, find a contact number.

Why is this?

Unlike Clapham Junction, the majority of web sites are built by companies that are unaccustomed to crowds. Instead, they’re built by people who are used to dealing with customers one by one – usually via a real, live salesperson – and with the benefit of time and space to hold hands and help customers orientate themselves in their insular world of products, services and protocols.

As such, good examples of usability and customer experiences on the web are usually found in industries where the heritage is self-service or the business itself has been invented online. – ie, B2C firms. So let’s see if we can steal some general rules from their playbook…

Rule 1: Designing Layouts for Sameness but Difference

Being the ‘same but different’ will capture your users’ attention and channel their focus.

A common mistake in web design is to aspire to difference for difference’s sake. Being ‘brand new’ is beneficial in the sense that it sets you apart from your competition, but it’s counterproductive if it means people can’t use your site. Think about this for a moment. A refreshingly different navigation scheme may amuse you and your team, but you have one up on your average user – you’re motivated to care (thanks to your salary). Visitors to your site will feel less enthused. You have a nanosecond of their attention, so you don’t want to make them work too hard.

An online newspaper provides a good example. Since news is now a commodity online, users are spoiled for destinations but lacking in patience as a result – it’s just too easy to skip to another source.

Here’s an average ‘news hunting’ user experience: I search for ‘social networking’ in Google, and I click on a link. It takes me to the Guardian’s site. Let’s see how it handles things:

Looks interesting. Nice and clean and easy to read. OK, good article. Now I want to find out what’s going on in the wider world. Let’s hit the home page and browse around:

I find I can immediately ground myself in a bunch of different content types, perspectives and potential navigation paths. Without losing any sense of order, everything seems to be beautifully in place. This is a great example of how to use visual hierarchies to guide users.

I want to preview business stories: easy. The site gives me a clear and immediate view of content types. Each editorial section has a horizontal rule above its header. ‘Business & money’ in blue, ‘Sport’ in green and so on. Special features are pulled out in the third column with the help of an image for each one: their header also matches the colour code for the section they live in, so I can tell that ‘Life and Style: Sew Ethical’ belongs in the ‘Arts & Entertainment’ section (they’re both coded pink). The fourth column is given over to ‘push’ style content – it’s either functional (eg, weather and navigation links) or advertising-led (eg, ‘Sponsored features’).

This presentation makes my navigation choices easy. I can see at a glance that news stories live in columns one and two, and I can quickly see how they’re collated. If I want to get a deeper read, then column three looks promising, and if I’m feeling easily distracted then I know that column four is going to take me away into an unrelated content area or off-site to an external world of an advertiser (although in the most subtle of ways – no anger-inducing Flash banners). I could easily close the browser and jot down this organizational scheme on my notepad from memory. It’s intuitive.

This is because, aside from visual hierarchies, the page has been designed with a strong sense of order via the use of structured grids for different types of content. Four columns: elongated cells in the first two for bigger content chunks, smaller cells in the final two for snappy content nuggets. My eye is quickly assimilated into a precise way of evaluating content – and nothing on the page breaks these rules. For example, as mentioned, they’ve forgone the use of any intrusive advertising, which is often found nested uncomfortably in the middle of news or magazine-style sites. Instead, ads are moved off to the right hand side of the page, and each maintains the integrity of the core site design: fonts, colours, header rules, etc are all seemingly governed by a consistent style guide, when this page space could easily have been sold off to the highest bidder in whatever format the advertiser pleased.

Now let’s click through to a sub-page – ‘Business & news’…

Eerily, the page seems the same, only slightly different. The four columns remain – two for news stories with longer content cells; one for features, with thumbnail pictures and one for additional links. There’s an ad, but it’s where I’d expect it to be, to the right of the page, and not too distracting in terms of colours. But the main page header bar’s a different colour – it’s blue rather than the home page red. But that’s OK because the corresponding ‘business’ section snippet on the home page was framed by a blue bar. Everything seems to knit together seamlessly.

This sub-page must have been a piece of cake for the designers to produce: repetition and stability is the order of the day – there’s nothing here that needs ‘re-orientation’ after the home page experience, and so my choices are made even easier as I’m drawn further in to the site’s layout conventions. In addition, although the site is extremely content-heavy, the pages feel light. All of the content is easy to read due to the general removal of noise and clutter. And if you think this is a no-brainer, then think again. Here’s the Evening Standard’s current home page (…who’s in charge here guys, the design team or the sales team!!??):

Some Best Practice Layout Guidelines for Usability

• Establish a strong presentation hierarchy organized around different types of content assets (eg, ‘news’, ‘articles’, ‘features’) and stick to it
• Use colour – and/or icons – to denote different content categories
• Remove all clutter: don’t let non-core content compete on the page
• Establish a visual grid and don’t break it
• Make content hierarchies and labeling schemes persistent across the site
• Make your design templates repetitive (but not boring!) to provide stability for your users

Rule 2: Respect Established Navigation Conventions

If you can follow established design conventions you’ll breed confidence in your users and you’ll make your site infinitely easier to navigate.

Let’s say I’m searching for a Christmas present for my niece. I know she loves the ‘Sopranos’ and that the final DVD of the sixth series is just out. Let’s go find it…
Here’s what HMV gives me on a simple search.

Bingo. But then I remember that my sister’s already bought her this, so I change tack. It has to be the new Roisin Murphy album instead. But, how to find it?

Great navigation breeds confidence and successful visits (cash buys, subscription paths, etc) because it acts as my only guide in what’s usually an alien territory (your web site).

When I land on your page via a Google search, unless you’re a mega-brand with an image that’s already been burned into my brain, then nothing’s going to prepare me for what I see aside from the snippet of text that sits below the Google link. So I arrive stone cold – aside from the expectations that I bring with me.

As such, if I’m searching for a DVD, then the chances are that I’ve been to an e-commerce site before – probably Amazon. Although I have no experience of your site (indeed, this is the first time I can remember using HMV), here’s what I’d like to see:

i) A strongly categorized primary navigation bar

Check. See also the neat highlighting and arrowing motif they’ve used (we’re ‘on’ DVD).

ii) A set of ‘breadcrumbs’ that tell me how to wander back out of the alleyway that I’m in and onto a higher level…

Check. Excellent. I know exactly where I am in the wider context of the site. This is map reading 101!

iii) A secondary level navigation of sub-categories (probably rendered on the vertical)…

Check. Wow, they’ve used that handing highlighting / arrow motif again. Thanks!

iv) A free(form) search tool – probably enabling me to search by product category…

Check. I feel good about searching here: because it’s categorized I know that the results I’ll get won’t be a firehose of irrelevant stuff.

Great. Now, despite the fact that I don’t know this web site, with these things in hand, I’m confident I could get around and find Ms Murphy.

Let’s compare this experience with Amazon….

Aside from a different way of doing breadcrumbs, these sites are practically identical in terms of navigational functionality. Why? Well, no doubt HMV is getting its butt kicked by Amazon… so it’s following Amazon’s lead in terms of design. Is this a good thing? Not necessarily if you’re Amazon (although it’s a sincere form of flattery), but absolutely if you’re HMV.

By paying respect to dominant conventions that have been set by others, HMV is improving its chances of competing for my cash. In simple terms, I feel comfortable in this environment because I don’t need learn any new navigational techniques to traverse the site. All of my preferred cues are present. I feel grounded and, although it’s new to me, there’s nothing to throw me off track (proof: I know I can get to Roisin Murphy in a few clicks before I start trying to find her).
But let’s have a look at an area where the sites differ. It hints at why Amazon is so successful.

So, I’m going to by Roisin Murphy’s ‘Overpowered’. I’ve clicked through to the relevant page (in double quick time!). Here’s what Amazon gives me:

And here’s the same page on HMV:

The bake-off:

• Amazon’s good conventions: “the customer’s about to buy something – let’s get any navigation and extraneous content the hell out of the way!”
• HMV’s not-so-good conventions: “the customer’s about to buy something – let’s keep all the surrounding navigation and content consistent so we don’t confuse him!”
• The difference: I’ll bet my house Amazon converts far more customers to a sale than HMV.

Amazon is smarter because at this point there’s only three actions that matter: ‘Add to Shopping Basket’, ‘Buy now with 1-Click’ or the ‘Buy both now’ offer. To this end, they’ve embedded them as buttons. No rocket science there, right? But take a look at the HMV page. How many things look like buttons here? ‘Deal of the Day’? ‘Offers of the Week’? ‘Great Savings on Forthcoming DVD Releases’? ‘Add to Basket’? ….and how many of them lead to a purchase of the album?

This is a great example of how blind dedication to navigational conventions can be counter-productive. Excuse the pun, but I’m overpowered by the number of options calling for my attention on HMV’s page. When you have a user where you want them, you need to bet that their intentions are in line with yours -in this instance on the sale/purchase. So don’t hedge and give them the choice to move elsewhere within the site – just make it easy to complete the task at hand.

Rule 3: Trustworthiness – Prove You Care with Words

Great content will ensure your users stick with you. The right words will help you to establish trust and ultimately draw them in to a deeper relationship with your site.

Remember I mentioned that – contrary to conventional wisdom – many of your users won’t arrive at your site via the home page? Well, let’s establish a rule: most of your site users don’t know you.

Is this a problem? In terms of marketing, no, far from it – it’s what every sales and marketing guy dreams of: shaking hands with a bunch of unknown people with a one-time opportunity to turn them into a bona fide lead. But in terms of usability it is because you need to do a quick job of convincing them to stick around.

Let’s look at this from a user’s point of view. I’m a sales manager looking to improve my team’s performance. I search for a popular type of software app that I know will help – a CRM (Customer Relationship Management) tool. I click on the first link (of a zillion) that I get because it feels good…

Here’s what I get:

We’ve already talked about navigation cues and content hierarchies and how these things can help to calm the nerves and ground the user. Salesforce.com does all these things perfectly. But what’s really eating at me is the following question: “OK, so I’ve got a real need for CRM and a zillion links to choose from. My time is short. Why should I spend my time with you!?”

Once you have your audience, you really need to convince them that you’re the one. This is done through words. Let’s see how Salesforce.com manages it…

When I hit the home page I’m greeted with the headline ‘The Leader in On-Demand Customer Relationship Management.’ Huzzah! I’m not quite sure what ‘on demand’ means, but I know I’ve landed at the right place. What else? Ah ‘Full-Featured CRM Starting at $65/User/Month.’ Wow! This quest may be easier than first imagined.

OK, so, it’s got me. Let’s have a scout around. To the left we have a little vertical bar that seems to list some products or services (there’s some natty little icons). What’s this all about…?

Let’s zoom in on the blue text here. ‘Customer relationship management (CRM)’; ‘customizing and integrating CRM.’ OK, I’m definitely in CRM heaven. I might go back and have a play with those links later.

But what about the rest of the site? Towards the base of the page we have some clean navigation elements…

I’m not sure what the button refers to… some kind of ‘no software’ campaign? We’ll let that one slide for now. But what’s this: a whole section ‘About CRM’? Perfect. Ah, and a page describing ‘What is on-demand?’ That’ll help. Also I can see some stuff on CRM best practices and some success stories. I feel very, very good about my search choice now.

And there’s more. At the very bottom of the page, there’s a whole bunch of navigation that’s kind of twinkling at me. Let’s take a closer look:

Wow – that’s all about CRM. OK, I’m on board. Now, where to go first?

In the middle of this page we have a useful piece of ‘demographic’ navigation that presents a bunch of links relative to who I am. Now, forgive me for gushing, but his company really seems to care about me. OK, so I’m a business manager of a small-ish firm. They have a small business success kit. Let’s go browse that…

Of course, my journey here is highly idealized but the methods used by Salesforce.com are 100% sound. Through sensitive use of labels, link titles, headlines, and navigation techniques, they’ve grounded me in an instant. The approach is like a conversation with a great salesman – a series of small but salient words that nudge and cajole me along into a deeper relationship with the site.

Let’s look at them again:

• Trust adjuster #1: Use a descriptive headline in a banner (or strapline under your logo) to tell the uninitiated user exactly who you are. If you’re upfront about this you’ll snare the people you want and drive away the time wasters.
• Trust adjuster #2: Use your descriptive copy in your key navigation – primary and secondary. This will further consolidate your validity.
• Trust adjuster #3: Use your descriptive copy in all key links on the page. If the page has been styled right, then these will be rendered in a different colour to the rest of the body text, and so they’ll leap off the page.
• Trust adjuster #4: Where possible, make your navigation personal. Find ways of segmenting your content so that you can help users navigate in a way that’s meaningful to their life rather than yours. And pepper this navigation with your descriptive copy.
• Summary: to establish trust on a first visit you need to pay lavish attention to your copy. It’s what you say and how you say it that counts.

The flip side of this is that all of the above is GREAT practice for search engine optimization (SEO). With SEO, the job is essentially the same: you need to convince Google et al that you’re relevant to a search query. With SEO, however, the thing you need to impress is a piece of software (a ‘spider’ that crawls your site) rather than a human being. The good news is that they tend to read a web page in much the same way as we do. They’ll get to know you through your language and how you use it. So, to encourage Google to categorise you properly, you need to deploy keywords in strategic parts of your pages – headers, subheads, links, bold text, footers, etc. There are variations on this theme that will help, but that’s pretty much it in a nutshell. (Although if you’re interested in the science, then we recommend you read our paper on SEO.)

How to Test for Usability Before Making Public Commitments

OK, so that’s how you design and write for usability. The next section will help you to plan your work before you commit anything to code (an hence save you money!).

If you’re managing a web site project of any scale or importance (and let’s face it, they all are), then planning for good usability is a non-trivial task. How confident are you of making the right navigational choices for an average user that doesn’t exist? Right, me too! So this is where we get testy.

The idea of usability testing usually conjures up images of iris scanning, men in white coats and lengthy bills. But it doesn’t need to be this way.

Usability Testing on a Budget

Let’s take a step back here. What do we want to achieve through testing?

We want to…

• Generate ideas on how our content should be organized
  This should be done at the earliest possible point in the planning

• Stress test your pages before they’re committed to code
  This should be done at the same time you’re creating page designs, so you can give the designer a semi-concrete site map to build her creative ideas upon

• Try out our site on the uninitiated (ie, the ‘average’ user, fresh from a Google search) before it goes live
  This should be done as soon as the site is built – ie, in ‘Alpha’ mode, but not yet public
  

Here’s how we do these things cost-effectively…

Generating ideas on how to organize your content

This is an easy one. It involves a bunch of Post-it notes, some address cards and a couple of colleagues.

Firstly, gather a couple of members of your project team in your boardroom and brainstorm a list of every single piece of content and every user service (eg, a search tool, a web form, a shopping cart) that you want to see in the new site. Make this exercise sub-atomic: get as much detail as possible – no piece of content is too small. Resist the temptation to bring order to any of this, just dump it all out on a flip chart.

Secondly, transcribe this ‘brain dump’ list onto Post-it notes, one piece of content per note. Place the pile of notes on the conference table (again, unordered). Then play a game of organizing. In turn, each of you picks up a note and sticks it on the wall in groupings that you debate and construct as you go. So, I pick ‘Press release’ first and stick it up. Dave picks up ‘White paper’. We discuss and decide they’d go well together because we have a hunch we’re going to need a ‘Resources’ section. When you’re finished, you should have a rough site map. Go home and sleep on it (remembering to tell the cleaner not to remove the Post-its!) and then review and edit it the next day. When you’re happy with it take a photo of your newly-decorated wall.

Finally, to test your thinking with a wider audience, tear the Post-its down and recreate just the primary level of your map on the wall. Then invite a couple of colleagues who are not on the project team to pick up Post-its at random and place them within your meta-structure as they see fit (like pinning the tail on a donkey, only without the blindfold). Take notes as they do this – they’ll be full of questions and you’ll want to ask them stuff too. Why did they put press releases in the ‘About us’ section? … and so on.

Once you’ve been through this exercise you ought to have a good grasp of how to organize your content. The next step is to commit this to a real site map. You can use a natty drawing application for this, or Powerpoint or Word. Whatever, the important thing is that it’s clear.

Stress testing your pages before they’re committed to code

At this stage, your site is ready to go into full design mode. Your designer has been briefed and now you have a site map to give to her. As a next step in the creative process you should ask her to produce some wireframes – at least one per section, plus a couple for your most critical pages (eg, buy stuff, sign up for something, etc).

(Wireframes are line diagrams of page layouts. They’re not designs, they’re just rough concepts to inform the direction that a design may take and the functions of key pages. As such, your designer ought to be happy to create them as they will simplify her design process.)

Keep in mind that your goal is to keep the build process on track and within budget, so your aim is to eliminate any nasty surprises ahead. As a piece of collateral, wireframes are great for this. As well as focusing the design effort, they’ll help your implementation team to code effectively. They’ll show people where on the page a form should be placed, how a button should be rendered and so forth. Wireframes make your build process less woolly.

But they’re also great because they’ll give you something to test. To do this, grab some colleagues to act as guinea pigs. Let’s say you have a collection of six wireframes to play with – one for the homepage, one for the products page, one for the search page, etc. Your job is to hand them out and ask your test team to do a couple of imaginary tasks, like ‘go fetch the latest press release’, ‘go send me a message’, and ‘find our contact number.’

Obviously, these actions are hypothetical, but the important thing is to talk as you go – get your testers to give you a stream-of-consciousness commentary on what they are doing as they mentally maneuver around the pages, and at the same time pepper them with questions about what they’re doing. At the end of this process you’ll have a far stronger idea about how well your pages will perform. If you’re unhappy, then change stuff. Then freeze the wireframes and get your designers and implementers to crack on.

Try out a working site on the uninitiated

The next step is to test a working version of your site. This is best done at the ‘Alpha’ stage before launch, whilst you still have time to make improvements.

What does this involve? Well, it’s pretty much the same as your wireframe tests, only with a working site. Facilities-wise you’ll need some more colleagues, a couple of PC’s, a quiet room and a notepad. The goal is to ask people to do some pre-conceived (important) tasks, have them talk through the process, ask questions and then compare results. You need to learn why Mike took a different route to signing up for a white paper than Shelley, and then extrapolate some lessons. Can we make the paths any easier? Did the guys suggest new ways? Did they do what we asked them to in unexpected ways? Is it worth applying any new logic to the site?

And that’s it: usability testing on a budget.

Conclusion: Think Like a Nutter, Make Like a Magpie

It’s funny. The best user experiences are the hardest to create. It takes a slightly manic and enquiring mind to care about and cater for the myriad ways that people will interact with your web site.

When all’s said and done, you can’t afford to make assumptions – there is no average user to design for. Rather, it helps to think around the issues like a nutty, schizophrenic half-wit who’s never used a computer before. Because if you can make your site work for this person then it really ought to work for everybody else.

A tough challenge? I hope so, or at least I hope you don’t fit this profile!

Difficult it may be, but at the same time there’s comfort to be found in crowds. You’re not the first person to take on this challenge. It’s likely that your competitors will have already overcome similar problems, and other firms in other marketplaces will have established some good usability conventions. So don’t reinvent the wheel.

Life’s too short – just follow their lead and – like HMV – make like a magpie and borrow a little. Your users will thank you for it!

© Roger for Velocity Partners, 2008. | Permalink | 3 comments | Add to del.icio.us
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Answering the Three Questions that will earn you the right to sell…

Technology marketers (especially the ones who live in agencies) love to make marketing more complex than it really is.

While there’s a lot of craft in the practice of technology marketing – and some of it does start to resemble rocket science – the core of the discipline is very, very simple: you have to be able to answer three questions quickly, clearly and compellingly:

1. Who the hell are you?

2. Why should I care?

3. Why should I believe you?

That’s it. The whole enchilada of technology marketing.

If you can answer these three questions well, you’ll have done the hardest and most important part of your job. You will also have made the other parts of your job a lot easier.

This short paper is about The Holy Trinity.  Hope you like it:

Download The Holy Trinity of Technology Marketing Now

© Doug Kessler for Velocity Partners, 2007. | Permalink | 5 comments | Add to del.icio.us
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