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Perfecting Personas

Justin Ramb, President and Sandra Marshall, VP of Client Services, Bigeye (Orlando, FL)

Justin Ramb is President and Sandra Marshal, VP of Client Services, at Bigeye, a full-service B2B and B2C agency that focuses on audiences, creative work, media and analytics, and data.

Understand audience:

Use primary and secondary research to discover who they are, where they consume media, what they look like, and what triggers them to convert
Develop marketing personas that match two or three target audience personas
Test strategies against those personas to ensure activities align with objectives

B2B:

Use current customer data to develop lookalike audience and personas based on existing data
Develop personas based on where company wants to head. Is it looking to capture new clients or new types of clients? Supplement data with key stakeholder interviews, additional research, online research, and quantitative/qualitative research.

B2C: Bigeye utilizes specialized tools to learn about a client’s audience and customers

Creative:

As part of persona development, the agency tests messaging, colors, headlines, and photography for optimal audience response.
Rather than resent the parameters of defined personas, the creative team appreciates understanding the target audience.
Media and Analytics

As part of persona development, the agency explores media usage.
Media develops a persona-based media plan and begins placement in that media
Utilizing Google Analytics and custom dashboards, the Analytics team tracks establishes targets and KPIs
Data

24/7 analytics data provides information about how things are performing.
Data answered the questions: Where can things be optimized? How are conversions going? Do the real audiences align with those targeted?

Bigeye started in 2002. In this interview, Justin describes the chaos of those early years and the ultimate discovery that the agency’s greatest success was driven by hiring team members who were committed, skilled, and aligned with the agency’s direction. Sandra added that the agency also has to “arm” new employees with “the appropriate support,” foster a sense of collaboration, and avoid over-siloization.

Justin outlines the updated review and review cycle program (structured through a program called Lattice) the agency uses to keep everything running smoothly. Every two weeks team members submit a four-question online survey that covers how they’re doing, what roadblocks they have, and anything they want their manager to know. Every quarter, team members submit three or four agency- and personal-growth goals. These are used to project the agency’s direction in the subsequent quarter.

Finding a mentor, someone a step or two ahead, can help a startup avoid pitfalls. Justin comments that if you find an outside counsel and can afford that person, it’s probably not too early. He also mentions ways to find such help for free. He says strategic, balanced growth is healthy growth and believes that a company that is not growing is dying.

Justin and Sandra can be found on their agency’s website at Bigeyeagency.com, where visitors will find an “incredibly updated” blog.

Continue reading “Perfecting Personas”

Bridging the Gap for Big Market Enterprises

Justin Gray, CEO and Founder, LeadMD (Scottsdale, AZ)

Justin Gray is CEO and Founder of LeadMD, a performance marketing consultancy. The agency concentrates on achieving tangible, holistic business goals – defining a buyer, launching a product, increasing revenue – to produce bottom-line impacts, rather than focusing on middle-process goals such as website or cost-per lead-optimization. Most of LeadMD’s over 3,500 clients are B2B and B2C considered-purchase organizations – big market enterprises of $100 million and up.

A “considered purchase” is a complex buying decision, fraught with emotional and financial risks and potential rewards – one that requires extensive pre-purchase research and evaluation. In B2B, this space might include software purchases, but it is more than that. LeadMD’s clients include technology providers (50% of clients are software providers), healthcare, manufacturing, financial services, and “anyone with a channel sale type of go-to-market.”

LeadMD bridges the space between being a global strategy consultant and providing regional implementation. The agency has data science, strategy, and go-to-market teams – who set strategies, plug those strategies into a broad range of systems and marketing platforms, build processes that work for clients, measure results, and optimize performance over time. Justin says that broad scope of function is rare in the B2B space. LeadMD’s consultants find the diversity in clients, the variety and unpredictability of problems and solutions, and the challenge of cobbling together customized solutions . . . exciting, and average 5 to 10 active, and widely-different campaigns a month. Close client relationships are critical.

New clients may come to LeadMD with a particular goal. The agency uses its “Catalyst Marketing Framework” that clearly states the client’s objective and then provides a “laundry list” of what the client will need to have solidly in place in order to achieve the stated objective. This helps them align their activities to the objectives, and, in the end, produce significant, relevant outcomes.

Justin has discovered over the years is that many clients believe they already have a full understanding of their buyer profile. Often that “full understanding” is only superficial. Do they really know who their buyers are? All of them? Then, do they know the platforms where their buyers “hang out”? Probably not. Yet that information is critical to know because those platforms are where LeadMd’s clients need to focus their marketing efforts.

LeadMD’s 3-person data science team digs in at a deeper level that its clients have – researching the market, defining buyers, assembling ideal customer profiles – and then translates that information into engagement and messaging frameworks.

LeadMD utilizes role-based psychological/personality profiling to select candidates who will strengthen the organization—either by reinforcing role-desirable traits . . . or by bringing a new direction to the role. The hiring process can take as long as 2 months. Fifty percent of the organization is employee owned.

Justin can be reached on LinkedIn, on Twitter @jgraymatter or on his agency’s website at: https://www.leadmd.com/.

Focus Faster, Leverage Success

Matt Weber, President at ROAR! Internet Marketing (Altamonte Springs, FL)

In 2007, after nearly a decade of experience in numbers-focused direct-response marketing, Matt Weber used a business broker to buy a small jack-of-all trades agency that provided sales training, traditional media marketing, and a small bit of web development. Over time, that agency became ROAR! Internet Marketing, where Matt is now President. The agency’s forte today? Measurable actions.

In this interview, Matt explains what a buyer can expect from a business broker, how to select one, broker limitations, and a broker’s role in facilitating business acquisitions. He warns that it will be challenging to evaluate transactional opportunities in the next few months. But, he also expects to see a lot of merger and acquisition activity as companies adjust to the COVID-impacted business environment. Matt’s general tips? Agencies will need to be more aware of costs now, “throttle back” on anticipatory hiring, , and eliminate “tool bloat” (buying multiple tools with the same functionality).

Matt is no stranger to change. In 2007, websites were little more than glorified brochures. Matt shed virtually everything of the original business, rebranded it, and focused heavily on digital marketing conversions and direct response. Early on, 85-90% of the agency’s revenues came from web development.

Today, 80% of his agency’s revenues come from recurring digital marketing services, primarily for three verticals: elective medical (almost recession-proof), recurring-business home services (need-based), and manufacturing (which has a completely different cycle than consumer-based marketing). Matt says, when you focus your efforts on a limited number of verticals, you “leverage your success more effectively,” and follows that with the comment: “Diluted focus yields diluted results.”

Matt has created a free tool, Smylelytics.com, which he compares to a car’s “check engine” light. (It won’t tell you what is wrong, but it will tell you when to take a look.) Twice a month, Smylelytics evaluates a company’s Google Analytics, translates the information into memorable, themed photographs, and emails the company with the (good/neutral/bad) “news.”

Matt serves as a national trainer for the Grow with Google program, where he presents small- to medium-sized businesses with a one-day class that covers Google My Business, Google Analytics, and Google Data Studio tools. He also speaks at conferences, frequently on the topic of, “5 Things Your Website Is Trying to Tell You but You’re Afraid to Ask.” Here, he provides a brief overview of those 5 things:

Does your website, as a salesperson, feel confident in selling your business? Is it effective in turning leads into sales?
Where should you focus your limited time and budget?What do the analytics show you about which efforts are paying off and which are not?
Is your landing page making a good first impression? What does your landing report say about what your first-time visitors do on their first visit?
Who likes you best? Focus your efforts on communicating with those who like you the most.
Are certain pages repelling your customers? Stop serving the bad pages.

Mayt is available on his agency’s website at: RoarontheWeb.com or on Twitter @BestWebDesignFL.