Posted by on Jul 8, 2020 in Integrated Marketing, Marketing Tips, Uncategorized | 0 comments

How to Create Marketing Campaigns Using Your Buyer Personas

How to Create Marketing Campaigns Using Your Buyer Personas from Brandwidth Solutions

by Deb Harrsch

Last month, we looked at how to refresh (or create) your post-COVID-19 buyer personas. This month, we’ll look at how to use them to create marketing campaigns that make sense in our new sales environment.

Mapping the Customer Journey

The whole point of a buyer persona is to create targeted social media and marketing campaigns with the content your prospects want. Having built your customer personas based on actual conversations your sales team has held with buyers, you can confidently drive your prospective customer through the customer journey.

Keeping it simple, there are three objectives in the buyer’s journey: awareness, convert, and close. There are a lot of other steps in there, but these are the main stops on the journey.

  1. First, you want to attract prospects and create awareness.
  2. Next, you want to convert them, to make them consider your product or service.
  3. The final goal is to close the sale.

But, the question is, how do you get them to go from awareness to consideration to purchase?

It’s a really important journey. And you don’t want to lose them along the way.

The personas you build dictate everything. They dictate how your website functions and navigates. They dictate the kind of collateral you need and how you’re going to take a buyer from awareness to purchase. How you get them from point A to point B to point C is what persona marketing is all about.

Sales teams understand the journey. This is one reason why marketing needs to work closely with sales. A brochure is not a journey. That’s a factoid. There’s nothing of value in that brochure that’s going to get somebody from awareness to consideration to a purchase. You need more support than that.

The journey needs to make prospective buyers think: “This the best service or product for me.” Your job is to build content and collateral around that journey.

Different Buying Needs

In each company there can be multiple buyers, right? So when you’re looking at your marketing material you have to look at it from each of those personas, because their buying needs and decision-making processes are different.

Our clients typically have several levels of buying personas. For instance, a software client has personas for:

  • The user – the person that will use the software in the lab.
  • Their boss – who will make the buying decision.
  • The IT person who must implement it.

When we’re creating content, whether it’s for the website or marketing collateral, we have to consider those individual personas. Other life science clients can have four or more buyer personas for products or services. In every situation, we need to build content that addresses their individual needs because each of them will be very different.

Think about it – maybe the conversation starts with an influencer, then it moves to the gatekeeper, and then it goes to a decision-maker. In the above case of software, the IT guy may say, “We only want SaaS, we don’t want anything on a server.” The buying person may ask, “How am I spending this money and is it going to deliver ROI for me?” Both of those people are going to need content and value propositions that address their specific needs.

Designing Persona-Based Marketing Campaigns

Using customer personas not only allows you to choose and create material that addresses the pain points and values that your buyers need, it also identifies the marketing tools you’ll use to reach each of those personas. These personas will drive whether you use social media, case studies, email marketing, website FAQs, webinars, or print collateral.

When we build marketing campaigns, we start by creating a working spreadsheet based on our campaign goal and the selected target personas. The spreadsheet clearly states the name of the campaign and what personas we’re going to use in that campaign. We lay out our strategy and we list our goals.

We survey the marketing assets and content we already have available to ascertain whether it fills a need in the customer journey towards our goal. Because what we use for one persona will be different than what we use for another persona, we assign available content to the appropriate personas and where it fits in the lead nurturing campaign.

We then assess what materials we still need to influence the personas’ movement through the stages of the journey. We ask, “What are the materials that we need to build to get them through those three major stages?” And then we build them.

With this working spreadsheet, it’s easy to see what content matches which persona.

A campaign is not just an ad. It’s a combination of all of the collateral, the outbound and inbound marketing tactics, and all of the engagement.

The next step is to build your campaign week-by-week in your spreadsheet. I suggest taking it persona-by-persona and working through each one – assigning the journey stage, each activity and content type, and message to keep them engaged and coming back for more inspiration as they’re working through their buying decision.

Success and Scorecards

No marketing should ever take place unless you’re measuring your results. Guess what? You’re going to give your campaign a score. Look back at and review your goals. Ask what was our goal for lead generation? What were our actual lead generation results? What percentage did we close?

After the Close

And don’t forget after you’ve got them to buy, you need to keep them engaged. Why?

First, your engaged, vocal, and loyal customers are one of the best sales assets you have. Second, you want to keep them engaged because you may have new products or services and new updates for the products they’ve already purchased. You need to retain your customer and keep them viewing you as their problem-solver.

Have questions on how to develop a persona-based marketing campaign? Reach out and let’s talk.

Brandwidth Solutions serves the healthcare, life sciences, energy, and contract pharma industries. We work with companies that want to make the most of their marketing – who want their marketing empowered to help drive leads – and ultimately sales. If you want to move your product or service forward in a smart way, we want to work with you. Call us at 215.997.8575.

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Posted by on Dec 5, 2019 in Integrated Marketing, Marketing Tips, Uncategorized | 0 comments

Should You ‘Dumb it Down?’ Write Smarter: 5 Rules for Marketing Copy

5 Rules for Marketing Copy

I’ve got to agree with Alison Davis: I’m not a fan of the expression ‘dumb it down.’

As she points out, the phrase first emerged “as movie-business slang in the 1930’s, and was used by screenplay writers.” It was used to describe rewriting content “to appeal to those of little education or intelligence.”

It feels cruel, however, and as someone who works with scientific firms to convey complex ideas in digestible formats, it incorrectly summarizes what our team does.

Besides, do we really need to dumb it down? Are we actually getting dumber?

As it turns out, no, we’re not.

I’m with Davis when she says, “I love the fact that people everywhere are getting more intelligent.” That’s right, a recent meta-analysis found “an average gain of about three IQ points per decade, or roughly 10 points per generation.”

(Yes – that means our children are probably smarter than us.)

But how smart or dumb we are (or are becoming) isn’t the key takeaway. What matters is that the ways in which we all consume content have been changing. Reducing our content to the lowest common denominator isn’t the right answer. Understanding how people consume it is.

Do you seriously want to deliver something that is considered ‘dumb?’ And how far down should you go?

For our life science, pharma, healthcare & B2B clients, we can’t dumb down content. But it can be synthesized, and rendered into formats that lend themselves to rapid consumption.

Scanning Society

So if, in fact, people are becoming smarter, that means we have to write smarter. Let’s face it – people don’t read like they used to. Even as far back as 2008, research found that only about 20% of online text was actually read word-for-word.

Why?

It’s a numbers game. Over 2.5 quintillion bytes of data are created every single day, and it’s only going to grow from there. By 2020, it’s estimated that 1.7MB of data will be created every second for every person on earth.”

The scanning-instead-of-reading phenomenon isn’t new, and as marketers, we see it across every industry. And when you are tasked with conveying complex scientific or technical concepts, it affects how you develop and present content.

Writing for the Journey

The ‘we need to dumb it down’ school of marketing thought is that people are moving so fast, they won’t stick to a traditional buyer’s journey anymore. It’s too long. They don’t have the time or attention span. So because some marketers think there is no longer a customer journey they put every possible piece of information in their materials right up front.

It’s not true.

The buyer’s journey still very much matters – but how they consume content on the journey itself is changing.

Here are 5 rules for writing copy:

  1. Be clear about your value.
    Be sure to communicate your value proposition but leave them wanting to know more. Don’t try to cram every product you offer into one piece of content. If you give away your entire message up front, the reader will be overwhelmed and your message lost. Focus on simple and clear language that targets your customer’s pain points. Your materials should be a conversation in which you clearly share elements of the value of your product or service.
  1. Deliver scannable content.
    Since you know readers are going to scan your content, it’s important to ensure your content is clear. Your value proposition should be easily identifiable, and readers should be able to take away key points from every piece of content you produce.
  1. It’s a journey – not a pit stop.
    In many cases – especially at the start of the buyer’s journey – your content serves as a first touch. Make sure it’s a relatively quick read that makes them want to learn more. Whatever the content format – web, brochure, case study, landing page, email – provide a path for prospects to follow to acquire further information. Ensure your links are clear and easy to follow. The journey needs an easily-decipherable path in order to bring the reader along the path and into your funnel.
  1. Create visual impact.
    The data or technical information you share with prospects and customers is critically important, but it also has its place. Being (rightfully) proud of their accomplishments, some companies want to emphasize it and so they’ll overwhelm a content piece with multiple visuals.Let’s just talk software marketing for a minute. Imagine a brochure with multiple screen shots. Now imagine that the screen shots are so small that no one can read them. How well do you think those visuals are going to work to attract your potential customers? They aren’t. If you think that screen shot is a selling point, you’d better make it big enough to make an impact.
  1. “Me, me, me…we, we, we…us, us, us.” Arrghh. Please stop.
    Long after marketers (should have) learned that bragging and self-congratulatory writing won’t help sell products or services, many companies (with their marketers in tow) are still at it. They fill brochures with references to “We at ACME Corp.” I get it…you are proud of your company, its products or services, and its accomplishments. But customers want to hear you talking about their problems and their challenges. They need to know you get it, so they can feel confident that your solution adequately addresses their needs. There you have it – five rules for developing copy and keeping your content smart. Remember, prospects are smart and getting smarter. They are also consuming content in quick, scannable bites, but that being said – a prospect will read every word if they are interested in the value you provide.

Brandwidth Solutions serves the healthcare, life sciences, energy and contract pharma industries. We work with companies that want to make the most of their marketing – who want their marketing empowered to help drive leads – and ultimately sales. If you want to move your product or service forward in a smart way, we want to work with you. Call us at 215.997.8575.

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Posted by on Nov 12, 2018 in Integrated Marketing, Uncategorized | 0 comments

The Sales & Marketing Departments: Friends or Foes?

When a company launches a product and it fails to attract much notice or move the revenue needle, the result is always predictable – and unhelpful. The internal response is something like this:

Sales: “Marketing didn’t do their jobs.”

Marketing: “Nope, Sales didn’t do their jobs.”

Sound familiar? It should, because the push-and-pull between the Sales Department and the Marketing Department is as old as the Sales and Marketing structure itself.

So what should be the response? Sales, Marketing and Management should all be asking the same questions:

  • If we aren’t reaching our numbers, it can’t always be Marketing’s fault. So what aren’t we doing right?
  • How did we market the product/service?
  • How did we hand it off to Sales?
  • Maybe the product isn’t right?
  • Did we do enough due diligence when we were developing the product?

By working closely together throughout the entire sales & marketing process and asking & answering the same questions, your company could avoid contributing to the $1 trillion dollars per year lost due to the misalignment of these two departments.

Marketing & Sales: Different Perceptions

When newly-developed products are handed off from the product manager to marketing, marketing immediately looks at the product and wonders: “Why is this product better than the previous generation? How is this product different from everything else in the marketplace? What’s the value to the customer?

Product Managers can be so entrenched in the product itself that they tend to focus on new or improved features/benefits as selling points rather than why the customer will buy. Marketing, on the other hand, wants to focus on end user value – the real reasons why the customer will choose this product over a competitor or even upgrade their existing system.

Features/ Benefits Don’t Always Translate Into Value Propositions

When a product is handed off to marketing with a list of features, marketing must determine if they can be translated into value propositions. Marketing has a story it needs to tell and if the customers haven’t been brought into the story until product launch-time, it is often too late to craft a customer-focused narrative. The key to this is thinking about the product from the customer’s perspective. Marketing must find the customer’s ultimate: “WHAT’S IN IT FOR ME?” or WIIFM to develop that story.

Sales: We Want Leads!

The sales team, in order to meet their numbers, wants to get a hold of the product as quickly as possible. Their immediate reaction to the marketing team is to demand leads.

Marketing’s role typically begins six to nine months ahead of the sales cycle. To create an effective sales & marketing campaign, marketing needs to create collateral, including brochures, sell sheets, web pages, white papers, case studies, social media and more. These are the elements with which marketing builds the product story, being sure to weave in customers with their challenges and needs while delivering the WIIFM Value Proposition.

Too often, these elements – and the customer journey – are overlooked in the race to launch and start selling.

“We’re going to a trade show and we need the product ready for the show.”

With barely enough time to complete a key piece of marketing collateral, Marketing often pushes back at Sales when they ask why they haven’t been provided any leads. In many cases, Marketing has launched campaigns in advance of a trade show and provided leads to Sales, feeding them into the CRM – where the ball was dropped.

Creating a Sales & Marketing Relationship

For a product launch and subsequent lead generation and lead nurturing to be successful, there needs to be a solid working relationship between the Sales and Marketing departments – along with the realization that both teams have ongoing work to do and must nurture leads. Not everyone is ready to buy at the exact time you launch.

When marketing and sales work together to achieve the same goals, it’s not uncommon for companies to experience some stellar results:

Leads vs. Customers

Leads are often just that – leads, not customers. Marketing is constrained by how much information it can reasonably expect to collect from prospects – even more so now due to the EU’s GDPR requirements. It’s common to request a name, company name and email address to begin nurturing the relationship using the marketer’s toolbox of channels and tactics – requesting too much information up front discourages people from filling out forms. Limited information is preferable to no information.

Sales can’t just be closers – they have a critical role to play in lead nurturing too. With today’s tools (LinkedIn, Company websites, and the internet at large), leads can be filled out. There are many tools that can be used to find somebody’s phone number, or determine their email address format.

Here is an excellent example of the role Sales can play in lead nurturing:

If a lead comes in with only a first name, last name and company name, it’s quite easy to determine a particular company’s email format. It may be ‘first name.last name @company’ or ‘lastname.firstname,’ or ‘first initial.last name,’ etc. A company’s website might contain clues to the proper formula, as will LinkedIn. Sales can take the information Marketing has gathered and entered into the company CRM and to do a little research to begin the sales conversation with the prospect.

Teamwork: Collaborating to Improve Lead Gen

It’s very rare that Marketing can hand off a lead that is already a sale. In almost all cases, the lead requires nurturing and follow-up. Instead of finger-pointing between departments, Sales and Marketing should ideally work together to improve lead quality.

It’s not Marketing’s fault that there aren’t enough leads, and it’s not Sales’ fault that all the leads they were provided have been closed. In addition to collaboration being a more constructive approach, it’s also a way to ensure better leads.

The Sales-Marketing relationship becomes even more important in cases of long lead cycles. Some sales cycles have 12-18 month timelines. If you’re working in the contract pharma sector and you’re trying to lock down a contract with Big Pharma, it’s going to take 18 months to close.

Eighteen months is a long time, and both Departments will need to work closely together to ensure the lead is nurtured along the way. Sales can provide Marketing with valuable real-time feedback as to what works and what doesn’t. With that information, the two departments can work together to improve the quality of leads and further target marketing tactics.

The Importance of Customer Perception

People buy based on perception. If Marketing is helping raise customer perception about the company and the product, Sales has got to pick up their end to work the leads. Management can’t blame Marketing and they can’t blame Sales, they all need to work together and figure out a marketing and sales plan for success.

It’s never any one department’s fault that revenue isn’t generated – it could be a mutual problem. But when Sales and Marketing work together as a team to solve any issues, you’ll find that any challenges are solved far more elegantly than you might imagine.

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Posted by on Apr 30, 2021 in Integrated Marketing, Marketing Tips | 0 comments

How to Implement Integrated Marketing in Your Organization

How to Implement Integrated Marketing

by Debra Harrsch

Marketing covers a lot of territory these days, and it’s easy to get confused about what you should do and when – never mind the abundance of tools to help you execute your ideas. Perhaps more important than making all those individual decisions is launching your marketing activities with an integrated marketing approach.

An integrated marketing approach ensures that you provide a consistent experience with your brand to your customers. Think about it. If you deliver multiple messages across marketing channels, you’ll confuse your customers instead of achieving brand awareness or the leads you need to meet your revenue goals.

Integrated marketing always starts with your messaging

Whether you’re selling a product or a service, marketing always starts with your messaging. Your messaging must be targeted and remain consistent across every marketing channel from your website, to email marketing, to advertising, to social media, and across all of your content assets. It’s not until you have the messaging for all your buyer personas nailed down that you build out the engine to drive your marcom plan.

Building an integrated marketing plan

I love analogies, and I think about integrated marketing plans in terms of a car engine. There are many moving parts in a car engine, and we all know that a car will not work if a part of your engine is either missing or not working properly. You can’t move forward if every part of that engine isn’t running smoothly.

The same thing is true of integrated marketing plans.

You’re building a marketing engine to accelerate your business. In creating your marketing engine, you’ll need to assemble all your marketing choices and assets into a cohesive plan. You want to make sure all parts of that engine – from your social media and website to your white papers, case studies, videos, and podcasts – are working together to propel your business forward.

And you need to remember that while you can build an engine, you can’t expect it to drive anywhere unless you maintain it. It will need oil and gas (or electricity), and it will need to be monitored and tuned-up periodically.

Marketing is the engine that will take your sales team to where they need to be

You’ll maintain your marketing engine based on shifts in market trends and on what your sales team is saying. The business development team is closest to your customers. Because the marketing department isn’t always in the room when sales is doing their pitches, it’s essential to have ongoing conversations with them. Open communications allow you to understand what sales is seeing and what kinds of questions the customers are asking. One of the most beneficial moves any marketing department can make is to work together with the sales team.

(I find that going to trade shows with our customers and listening to them pitch is incredibly important, and it helps laser-target their marketing campaigns.)

Engine building sounds complicated

Do you need to build a turbocharged marketing engine to get started?

No. I think the best integrated marketing plans start simple and grow from there. We don’t start with a Lamborghini. We begin with a little Honda Fit. Marketing engines need to start simple, and then you can keep upgrading the plan. We do get to the turbocharged engine, but that level of work isn’t going to happen in a few months.

As you are building your marketing plan, you’ll need to keep in mind that you may need to create multiple engines. This will be the case if you sell into different markets or deliver products or services with a complex buying process (for example, many people in a company are involved in the buying decision). In these cases, you’ll need to build engines that speak to the different personas involved in that process. For instance, if the chemist, the IT department, and procurement are involved, you’ll want your brand messaging to address each of those people and their unique challenges or concerns in your marketing.

The point is to put the most efficient and robust lead-generating engine together. To do that, you need to review your assets, figure out where you are, and figure out what has to change. Ask yourself if there is anything that needs fixing, if you need to add assets to your mix, or if you need to repurpose older content?

What’s in a plan?

We know that the engine parts include all your marketing elements like social media, website, white papers, blog posts, case studies, videos, podcasts and ads, etc. But, it doesn’t just include the elements themselves. It also includes where you are placing those elements.

For example, you may decide to use print and digital ads to target that chemist I mentioned above. The marketing action isn’t just a matter of developing the creative for the ads.

When you use an integrated marketing approach it means that the ad in question has the right messaging for the chemist’s stage in the buyer’s journey, along with a landing page which completes the marketing message in the ad – and drives the chemist through to a back-end asset (such as a white paper) that moves them forward on their journey. It also means that the ad creative may be used in social media, and that the white paper may be developed into a blog post and organic social media content to drive the chemist to the landing page and white paper.

Do you see how by keeping your messaging tight and assets working together, you are able to explain the full story of your product or service to your customers and help them in the journey to buy? You’re also able to re-use and repurpose your marketing assets, which can help your budget stretch further.

Everything works together and drives leads

Let me share a case study with you. We have a software client who has seven distinct vertical markets. Those range from highly regulated pharma to oil and gas (O&G) to food and beverage (F&B). We need to build integrated plans for each of those verticals, so we treat them as separate engines.

When we built the plan for the pharma vertical, for instance, we didn’t just look at building ads. We built a messaging platform for the personas in that vertical. And then we built the assets for that vertical. In this buying process, there are multiple personas. They have a chemist and a senior lab director who both need to solve a scientific problem. There is an IT department that has to integrate the software with other internal systems. And there is the procurement office which is not intimately involved in the science.

Expanding this thinking across their business for each vertical’s plan, we created ad campaigns to use across all of their marketing opportunities – from Google display ads to digital and print publication ads, to podcast and webinar sponsorships. We also created videos, white papers, case studies, brochures, tech sheets, and PR based on new offers that have been launched in each vertical. We made sure that all of these elements worked together across every channel, from advertising to social media to trade journals to audio and visual media.

When we built their campaign for the year, that campaign flowed throughout all six verticals. It looked slightly different for O&G than it did for pharma, but it has the same theme and the same energy driving it forward.

(You may not realize it, but ad campaigns have longer legs than you might think. You don’t have to change your ad campaign every year. I know people will say to me, “oh, you know, we’ve seen that for a while.” Yes, maybe you’ve seen it for a while, but your customers/prospects may not have.)

The result?

Last quarter we generated more than 1,600 leads with 55 requests for demos and an RFQ from our digital pharma campaign. In addition, we had 64 Google search phone calls last quarter requesting demos.

Keep it running and producing leads

And just like tuning up an engine – to keep your plan operating smoothly and getting you everywhere you want to go – you need to run diagnostics on your marketing actions and measure performance.

When you’re measuring your ROI, keep in mind that the challenge in marketing is people need to see things six to eight times before they react to it or remember it. Your ROI may in fact be attributable to several of your activities. For example, you may not know if the first ad you ran made the difference or if it was the non-promotional thought leadership article that ultimately drove the lead conversion – or if it was a combination of four or five different marketing actions you took that made the difference in your prospect’s mind. This is why it is called a buyer’s journey, moving from “aware” to “consider” to “buy.”

Drive your business forward with integrated marketing

Marketing’s job is to produce leads to help propel your business forward. But, to drive anything forward, you need an engine. That engine is your integrated marketing plan.

If you need help developing an integrated marketing plan to drive your business forward, give us at call.

Brandwidth Solutions serves the healthcare, life sciences, technology, and contract pharma industries. We work with companies that want to make the most of their marketing – that want their marketing empowered to help drive leads – and ultimately sales. If you want to move your product or service forward in a smart way, we want to work with you. Call us at 215.997.8575.

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Posted by on Feb 15, 2021 in Marketing Channels, Marketing Tips | 0 comments

Going Further with Google Display Ads

by Scott Fuhr

As we’re well into month two of our 2021 journey we’re seeing incredible shifts to digital channels as ways to reach customers through our marketing efforts. Let’s continue to re-evaluate our marketing approaches in this all-new pandemic world.

One way to join the digital shift is by leveraging the power of Google.

It’s widely acknowledged that Google is the best and biggest search engine in the world and it could hence write its own book on creating and managing paid digital ad programs. As such, the fact remains that digital ads can be a major force in creating differentiation – especially in an environment where an online presence is paramount in lieu of in-person events.

We’ve already touched on getting started with Google search ads (formerly known as “AdWords”) – and these ads should, without a doubt, be included in today’s mix to create exposure for your business-to-business company. A mix that further includes many other vehicles in your ad spend, social media and of course email marketing.

As a reminder, Google search ads are text-based and appear above the organic listings on the search engine results page when you search for specific terms in the Google.com search window. Here’s an example of what a paid Google search ad looks like after typing in “office chair” into the search box:

In a nutshell, the organic search results are the naturally occurring listings served-up by an online vehicle’s content and SEO optimization (think your website) and are not paid placements.

Introducing the Display Ad

Another type of Google ad is the display ad, and that’s what we’ll look at now.

Google display ads are graphics that show up on websites in its network. They will appear while you’re on your bank’s website, for instance, to increase awareness of a product that Google believes you’ll be interested in.

Here’s what a display ad can look like, in a billboard style:

Google tries to determine which sites are most relevant to your audience. It does this based on what it knows about an individual’s profile, search history, and what the ad creators have submitted for examples of sites they believe your demographic would be interested in or have already searched for in the past.

The technology is complicated. However, if we take a step back and realize that just ten years ago many considered this type of “matching” technology to be relatively new, Google has committed every year since to consistently improve the targeting technology.

As such, this is where the power of display ads can be seen. These ads can offer a much cheaper CPC (or cost-per-click) than search ads. And, if you have a goal to build awareness for your brand, these ads can reach prospects as they travel around the web and will keep you – not your competitors – top of mind.

Tip: An example from one our clients shows a Google display ad last quarter in a particular category had a CPC that was five times less than the CPC of the Google search ad.

When creating a display ad, set some time aside. Google requires four graphic images, and text for a short headline (up to five versions), a long headline, and descriptions (up to five versions). All of these elements depend upon what your ad is offering. For example, are you offering a white paper download, or a free product trial, or a way to contact a representative for a conversation?

Here’s another example of a Google display ad, in a box style:

Tip: To see many more samples, try Googling “examples of Google display ads” and comb through a few to get an idea for what your ads should look like. Make sure the look and feel match your organization’s overall branding guidelines to create a more seamless experience for the user.

Selecting the Audience

For the audience, you input key terms (formerly “keywords”) that describe topics you believe your prospects are interested in or have purchase intentions around, and you can even list other websites you believe they would be likely to visit.

Tips: For help with determining what key terms to input, research terms that are popular with visitors and that are being used by your competitors. One tool to use for this is SpyFu, which has a free option. Just sign-up, put in a website, and take a look at its available ad data. Another tool is Google’s own keyword planner – which can even estimate what the historic search volume is for a term.

What Am I Supposed to Do?

While you’re creating your ad, it’s also time to think about what you want your prospect to do when they click on your ad – your call-to-action (CTA). This will depend upon the thinking you did a few paragraphs back, where you determined what you’re going to offer in the ad.

At Brandwidth Solutions we most often create Google display ads for companies that offer an exclusive piece of content, like a white paper download. We take them to a landing page in their marketing automation system, and they can complete a form on that landing page to download the white paper (a PDF document). In the process, we track them in their marketing automation system as a lead and the information can be uploaded automatically into the client’s CRM.

Your CTA may differ if your ad is about registering for an event, for instance. In that case, your ad may take a prospective attendee to an event registration page.

Time to Bid

As we mentioned above, Google Ads are based on a CPC model. This means you only pay for each click on your ad.

You can start your bidding by selecting a bid strategy that is based upon your campaign objectives. Your goals might be to garner impressions or to simply get web visitors. While bidding consists of some mix of trial and error, analysis, and constant adjustment, a good place to start is with the “maximize conversions” strategy. Google will help you constantly adjust to the best maximum bid automatically by leveraging its growing machine learning engine.

You can learn more about bidding here.

Google Power

Ready to try the display ads? Let us know how it’s going. If you’d like us to help you out and devise a strategy for your B2B goals, contact us now.

Brandwidth Solutions serves the healthcare, life sciences, technology, and contract pharma industries. We work with companies that want to make the most of their marketing that want their marketing empowered to help drive leads and ultimately sales. If you want to move your product or service forward in a smart way, we want to work with you. Call us at 215.997.8575.

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