URL Page Title Content
Data That Deserves Respect /blog/data-that-deserves-respect/ <p>You've been through all the vendors, implemented the CDP, fed the machine with all the data.<br> ​<br> The reporting is set up, you're starting to find insights and the business is starting to implement change.<br> ​<br> But there's one group of individuals that aren't convinced.<br> ​<br> Folks with 20+ years expertise in the field.<br> ​<br> <strong>​I've rarely seen their expertise considered real data.</strong><br> ​​<br> I've seen David C. Baker (The Expert's Expert) questioned over source of research when discussing his own findings online. What's David? In his 60's somewhere?<br> ​<br> They're nervous their ways of working will be changed forever.<br> ​<br> I'm convinced it's wrong to completely give this up in favour of the shiny tools.<br> ​<br> The way to keep this group happy is regularly keep their intuition utilised through the decision-making strategy.<br> ​<br> Ask them questions, involve them in the data so they are well versed in everything quant-based, so after time they naturally mix their &quot;intuition&quot; with the data to bring a vibrant member to the team.<br> ​<br> Do you think you're not going to listen to David C. Baker's research if he's kind enough to talk about it?<br> ​<br> Let's call it &quot;intuition&quot;, and it deserves respect.</p>
Why You Are Failing with Your Data Strategy /blog/why-you-are-failing-with-your-data-strategy/ <p>You work in an org where someone else is making strides in their work, and you not so much. They're sociable, confident, but not much of an expert.</p> <p>You're struggling, you want to exceed with your value you provide in the org. But it's like you're on a hamster wheel.</p> <p>You don't have the correct data to succeed. Others with relationships are making strides, when your talent is hindered by poor intel.</p> <p>I'm here for you. Here's the common failures of data strategy I've see most often.</p> <h2 id="no-defined-data-strategy">No Defined Data Strategy</h2> <p>No one makes any decisions with the data, they just make decisions that they're told from above or just pull some numbers from GA and wing it, there might be some obscure reporting structures but it's pretty rogue.</p> <h2 id="no-tools-that-fit">No Tools That Fit</h2> <p>You make decisions off the types of customers that come in, but you only have visibility of the behaviours of which everyone does.</p> <p>When you choose providers you want visibility of the customer, not just the behaviours. I see this in segmentation strategies based off behaviour, but it's a lie.</p> <h2 id="no-clear-budgets">No Clear Budgets</h2> <p>Having a budget let's you improve your data literacy across the majority of the org.</p> <p>No clear budgets means the data team are usually just taking insight from Google Analytics or the cheapest possible tool. This leaves the door wide open for massive holes in the data strategy.</p> <h2 id="no-meaningful-reports">No Meaningful Reports</h2> <p>Reporting should give parts of the org operational success.</p> <p>Re-usable insight gives great learning across the org. This should prompt communication when anomalies are seen in the charts.</p> <h2 id="no-training">No Training</h2> <p>In an ideal world would see everyone be data literate and have access and go about their business. But training is fundamental in our tooling.</p> <p>We want to teach the correct staff members to be able to fish. Not all of them perhaps, but the right ones to push a data-supported culture.</p> <h2 id="no-analysis-or-insights">No Analysis or Insights</h2> <p>If you don't have the accessible insight you need, you leave a lot of value on the table. This usually happens when there is a rigid backlog and you're not iterating delivery based on data.</p> <p>You could even be too focused on implementing your data tools and overlooking insight for implementation. Be lean and mean out of the gates. And if you get too much overwelm feel free to subtract from your data stack.</p> <h2 id="no-decisions-from-data">No Decisions from Data</h2> <p>If you aren't mapping decisions to value then you're probably not using your data correctly.</p> <p>As stated above, rigid backlogs can hurt decision-making. My concern is generally always around speed to make a decision.</p> <h2 id="no-experimentation">No Experimentation</h2> <p>When we aren't making decisions with the data, we aren't close enough to ideas to improve.</p> <p>When you're not close to that you don't understand how to prioritise experiments well, so you're probably just pissing into the wind here. Go back to mapping decisions to value and get really close to the data.</p> <h2 id="no-advanced-data-use">No Advanced Data Use</h2> <p>So far I've only spoken about getting the data in place to be used. Now if thats not in place, we can't forecast for the future.</p> <p>It's good to point out that it would shock me if you went to machine learning when you can't even make experimentation lean and mean in your organisation.</p>
My Secret Experiment Idea /blog/secret-experiment-idea/ <p>One of my core tenants in my decision-making framework is &quot;Elimination&quot;, which removes the majority of decisions.<br> ​<br> Experiment programs within orgs have a large emphasis on modifying current or live parts of systems.<br> ​<br> I'd push for a contrarian idea to maximise the number of live tests from a high level.<br> ​<br> Elimination vs Modification.<br> ​<br> **​Rather than testing A vs B. Test A vs N/A.**​<br> ​<br> Remove the variable and see if it’s existence detracts from the outcome.</p>
20+ Decision-Making Frameworks Worth Knowing /blog/decision-making-frameworks/ <p>I wanted to layout every decision-making framework I know of. I don't use all of these frameworks personally, I think it's wise to pick and choose which suits you though.</p> <h2 id="the-feynman-technique">The Feynman Technique</h2> <p>To learn anything:</p> <p>Step 1: Identify a topic<br> Step 2: Try to explain it to a 5-year-old<br> Step 3: Study to fill in knowledge gaps<br> Step 4: Organise, convey, and review</p> <p>True genius is the ability to simplify, not complicate.</p> <p>Simple is beautiful.</p> <h2 id="the-regret-minimisation-framework">The Regret Minimisation Framework</h2> <p>The goal is to minimise the number of regrets in life.</p> <p>When faced with a difficult decision:</p> <p>(1) Project into the future.<br> (2) Look back on the decision.<br> (3) Ask &quot;Will I regret not doing this?&quot;<br> (4) Act accordingly.</p> <p>Simple, effective.</p> <h2 id="the-eisenhower-decision-matrix">The Eisenhower Decision Matrix</h2> <p>Learn the difference between urgent and important.</p> <p>Place tasks on a 2x2 matrix:</p> <ul> <li>Important &amp; Urgent</li> <li>Important &amp; Not Urgent</li> <li>Not Important &amp; Urgent</li> <li>Not Important &amp; Not Urgent</li> </ul> <p>Prioritise, delegate, or delete accordingly.</p> <h2 id="the-5-types-of-wealth">The 5 Types of Wealth</h2> <p>Money is NOT the only type of wealth.</p> <p>There are 5 types:</p> <ul> <li>Financial (money)</li> <li>Social (relationships)</li> <li>Physical (health)</li> <li>Mental (health, knowledge, faith)</li> <li>Time (freedom)</li> </ul> <p>The pursuit of financial wealth can rob you of the others.</p> <p>Don't let it.</p> <h2 id="green-lines-vs.-black-lines">Green Lines vs. Black Lines</h2> <p>Consider this:</p> <ul> <li>Black Lines = Paths Closed</li> <li>Green Lines = Paths Open</li> </ul> <p>Stop focusing on the black lines behind you. Start focusing on all of the green lines before you.</p> <p>It is a future with immense opportunity.</p> <h2 id="parkinson%E2%80%99s-law">Parkinson’s Law</h2> <p>Work expands to fill the time available for its completion.</p> <p>When you establish fixed hours, you find unproductive ways to fill it.</p> <p>Work more, get less done.</p> <p>If your goal is to do inspired, creative work, work like a lion instead:</p> <p>Sprint. Eat. Rest. Repeat.</p> <h2 id="local-vs.-tourist">Local vs. Tourist</h2> <p>When faced with chaos, ask yourself whether you're a local or a tourist.</p> <p>Tourists flee bad weather. Locals are aware the seasons change.</p> <p>Play games where you're a local.</p> <p>Never be a &quot;Stubborn Local”—ignoring evidence that something has fundamentally changed.</p> <h2 id="compounding">Compounding</h2> <p>Compounding is one of the most beautiful things in the world.</p> <p>But it can work for or against you.</p> <p>Extraordinary achievements are often just the result of a large volume of tiny actions.</p> <p>Small things become big things.</p> <h2 id="second-order-thinking">Second-Order Thinking</h2> <p>Imagine a rock is thrown into a lake.</p> <p>The splash is the first-order effect—the ripples are the second-order effects.</p> <p>The world is filled with first-order thinkers.</p> <p>Dig deeper—ask &quot;and then what?”</p> <p>Second-order thinkers will always be in short supply.</p> <h2 id="the-paradox-of-effort">The Paradox of Effort</h2> <p>You have to put in more effort to make something appear effortless.</p> <p>Effortless, elegant performances are simply the result of a large volume of consistent, effortful practice.</p> <p>Small things become big things.</p> <p>Simple is not simple.</p> <h2 id="bs-asymmetry-principle">BS Asymmetry Principle</h2> <p>The energy required to refute bullshit is much larger than the energy required to produce it.</p> <p>This is why BS spreads so easily—especially on social media.</p> <p>It's also why we need to make a deliberate effort to fight back against it.</p> <h2 id="intellectual-sparring-partners">Intellectual Sparring Partners</h2> <p>Most of us need fewer friends and more intellectual sparring partners.</p> <p>Friends are easy to come by.</p> <p>Intellectual sparring partners are harder to find.</p> <p>They will call you on your BS, question your assumptions, and push you to think deeply.</p> <h2 id="the-big-3-razors">The Big 3 Razors</h2> <p><strong>Occam's Razor</strong>: The simplest explanation is often the best one.</p> <p><strong>Hanlon's Razor</strong>: Never attribute to malice that which can be adequately explained by stupidity.</p> <p><strong>Hitchens' Razor</strong>: Anything asserted without evidence can be dismissed without evidence.</p> <h2 id="luck-surface-area">Luck Surface Area</h2> <p>Much of what we call &quot;luck&quot; is the macro result of 1,000s of micro actions.</p> <p>Your habits put you in a position where luck is more likely to strike.</p> <p>If you want to create more luck, increase your luck surface area.</p> <p>Open up the aperture to let more luck in.</p> <h2 id="uphill-decisions">Uphill Decisions</h2> <p>When faced with two options, choose the one that’s more difficult in the short-term.</p> <p>Naval Ravikant calls this making &quot;uphill decisions”.</p> <p>It requires a forced override of your pain avoidance instinct.</p> <p>It's worth it—short-term pain creates compounding long-term gain.</p> <h2 id="the-cobra-effect">The Cobra Effect</h2> <p>The British offered bounties for cobra heads—so locals bred cobras to turn in their heads.</p> <p>A policy designed to reduce the cobra population had the opposite effect.</p> <p>Lesson: When a measure becomes a target, it ceases to be a good measure.</p> <h2 id="the-1-in-60-rule">The 1-in-60 Rule</h2> <p>Tiny deviations are amplified by distance and time.</p> <p>A 1 degree error in heading will cause a plane to miss its target by 1 mile for every 60 miles flown.</p> <p>Lesson: Small miss now = large miss later.</p> <p>Always make real-time course corrections and adjustments.</p> <h2 id="the-weekend-test">The Weekend Test</h2> <p>&quot;What the smartest people do on the weekend is what everyone else will do during the week in ten years.&quot; -<br> C. Dixon</p> <p>Observe the weekend projects of the smartest people in your circles.</p> <p>Odds are those will become a key part of our future.</p> <p>Invest accordingly.</p> <h2 id="play-to-learn">Play to Learn</h2> <p><strong>Old Way</strong>: Learn to Play.<br> <strong>New Way</strong>: Play to Learn.</p> <p>We are living in an unprecedented era—historical boundaries are being broken, enabling anyone to participate.</p> <p>If you're trying to learn anything new, insert yourself into the game.</p> <p>It's the only way.</p> <h2 id="skin-in-the-game">Skin in the Game</h2> <p>Skin in the Game means that the key principals participate in both the upside and downside associated with any decisions.</p> <p>Always look for its presence in any new situation.</p> <p>Avoid games where those making the rules don't have any skin in the game.</p> <h2 id="30-for-30-plan">30-for-30 Plan</h2> <p>Jerry Seinfeld hangs a calendar on the wall and uses a red marker to put an X over every day that he completes his daily writing.</p> <p>It's not about quality, it's about consistency.</p> <p>If you want to improve at anything:</p> <ul> <li>30 days</li> <li>30 min per day</li> </ul> <p>Build the habit.</p> <h2 id="question-action-matrix">Question-Action Matrix</h2> <p>Asking great questions uncovers the truth—bias for action builds upon it.</p> <p>The four quadrants:</p> <p>Q1: World-changers (rare!)<br> Q2: Grinders/hustlers<br> Q3: Philosophers/thinkers<br> Q4: Dead zone</p> <p>Invest behind Q1s, hire more Q2s, spend time with Q3s, and avoid Q4s.</p> <h2 id="zone-of-genius">Zone of Genius</h2> <p>Your Zone of Genius is where your interests, passions and skills align.</p> <p>Operating in your Zone of Genius means playing games you are uniquely well-suited to win.</p> <p>Once you identify it, you can stop playing <em>their</em> games and start playing <em>yours</em>.</p>
Make Money Out of Data /blog/make-money-from-data/ <p>The real reason businesses pursue data help is to make better decisions.</p> <p>They have a hunch, then they decide yes or no to pursue their initiative.</p> <p>If the manager in charge just went with their past experience, they're leaving it to past performance to dictate the future, leaving a lot to chance, as past performance is not an indicator of future success.</p> <p>In business this just pisses everyone else off now that you and I have so much data at our fingertips.</p> <p>But how do you synthesise the data into money for your business?</p> <p>See below in my screenshot charting customer engagement. The 28-38 and 46-52 month marks we can see some clear retention issues bubbling to the surface.</p> <p>​<img src="/img/engagement.jpeg"></p> <p>This period is where we look to make some decisions, do we (A) go straight to customer support and get complaints from users in that subgroup that have the issue? Do we (B) go to the user research team to get some insights from a test group? Or do we (C) just use our hunch to make an improvement?</p> <p>I would do A and B then monitor users in that group making incremental change based on what I know now. Then go and make some experiments for C in a minimum viable product.</p> <p>See it's folly to just make a big decision without the data, but you can do tests to make them quicker, for better monetised outcomes.</p> <p>P.S. There's always an option D. Reply if you can guess what it is.</p>
What's Worse Than Bad Data In? /blog/whats-worse-than-bad-data-in/ <p>Most businesses want a level of confidence in the data before they proceed with an initiative.</p> <p>Bad data in, bad data out they say.</p> <p>They talk to all their stakeholders, businesses units, specialists and then go on to talk with their customers.</p> <p>But do you know what's worse than trying to figure out if the data is bad?</p> <p>Not just shipping the idea as an Minimum Viable Product (MVP)...</p> <p>Meetings, meetings, meetings. I'm sick of them.</p> <p>Do all 28 people need to be on this Zoom meeting?</p> <p>Learn to write a better memo and get over yourself.</p> <p>Aren't those 28 people better suited to have more autonomy to ship a bunch of little ideas through a vastly superior vetting process?</p> <p>Go and make a <strong>Minimum Viable Decision</strong>, because I know when I'm not having any fun.</p>
Ways to Grow /blog/ways-to-grow/ <p>Jay Abraham has already pounded marketing with the 3 ways to make more money in your business for decades (he takes FORTY suits to his talks, so listen up), these are:</p> <ul> <li>Get more new customers (Marketing)</li> <li>Get current customers to spend more with you when they buy (Price)</li> <li>Get current customers to purchase more often (Frequency)</li> <li>This is growing.</li> </ul> <p>When a <strong>greedy guru</strong> tells you about 'grow at all costs', just look at ONE of the 3 items on this list and stick on the front of your laptop then just focus on that for a longer time than you're used to and good things should happen.</p>
I'm Dumping CLV /blog/dumping-clv/ <p>I've been tired of how much effort I have to go to to make a useful CLV model.</p> <p>Then to top it off nobody bloody uses it in their decision-making.</p> <p>The original idea of CLV (customer lifetime value) is to maximise the amount of marketing spend you should use in your budget.</p> <p>It's great in theory but people are emotional skinbags and can't really understand it well enough to adopt it because it's a lot of heavy maths at it's core.</p> <p>I have a lot of respect for Wharton Business School and Peter Fader where Fader really adopted CLV, but if the people can't use it, it's too complex.</p> <p>I've thrown it out to utilise LGP (lifetime gross profit).</p> <p>This is way faster for me, easier to get a decision made and speeds up the business feedback loop dramatically.</p> <p>Instead of having to calculate a load of time series information, we just look at who is profitable and do more of the same to those segments.</p> <p>So far it is resonating well with all types of decision-makers looking for ascension during a looming recession.</p>
Your Website is Down /blog/website-down/ <p>Whether your website is live or not, if it's not doing what you want it to do, than I would class that as being 'down'.</p> <p>You want your website to be your businesses feedback loop and have each stage mapped out with ease to optimise.</p> <p>For the past decade we've been able to drive people through a choose your own adventure style quiz and do diagnose on site.</p> <p>Guitar teachers can tell you what you're doing wrong with you pick technique, dog trainers can fix your Staffy pulling on it's lead, gardeners can get their soil calibrated for their garden...All without the help of a person on the other end.</p> <p>So if you've got a big ticket item, why not give smaller items to lead them to the promised land instead of dumping them into a huge undertaking.</p> <p>Most lead generation requires education, give them the answer through a quiz instead and make it obvious.</p> <p>Take the lead to their promise land. Then chat to the lead on the other end when they know what your magic wand can do for them in detail.</p> <p>They'll be more solution aware. And that's where you can make money, easier.</p>
Every Piece of Data? Why? /blog/every-piece-of-data/ <p>If you're trying to appease everyone with every little piece of data tracking, you're not going to be spending much time on analysing that data to find out what the next step should be in the business.</p> <p>Stop trying to get every piece and get critical pieces that fit the next stage of business.</p> <p>God forbid you dont have an answer when you need it, some HiPPO (look it up) will make up something for you to look busy on anyway.</p>
Why I Like Direct-Response Marketing /blog/direct-response/ <p>It's the data-driven magic we've come to love about marketing over the past decade due to Facebook's audience insights tool and insane targeting techniques.</p> <p>We've dusted off all the old Dan Kennedy books and become masterful persuaders with silver tongues.</p> <p>Direct response also runs a fine line of being scammy or inauthentic.</p> <p>You need clear intent and not to fake your scarcity OR what your customer gets in the tightly packaged offer.</p> <p>You need end to end funnels, low barriers to entry to keep the customer around. It's numbers, behaviour and persuasion.</p> <p>It can be aggressive.</p> <p>It can be dialled back.</p> <p>Someone like me who can handle high cortisol levels and a lot of data acumen is perfect for it.</p> <p>If you do it well your numbers should keeping going up, offers in direct-response do get exhausted. So be smart and wrap it in a new offer, make a whole new offer, or run it again the next year.</p> <p>How are you doing direct-response marketing? Or are you doing any?</p>
Brand vs Direct Response /blog/brand-vs-direct-response/ <p>How to see marketing in the world. To better understand it.</p> <p>You’ll see 2 kinds. Brand and direct-response.</p> <p>There isn’t many direct-response gurus left in the world, because they tend to move into brand as soon as they’re know.</p> <p>But we’ve seen a shift back over the past 5-10 years to direct-response.</p> <p>Direct response marketing is measurable, scientific and based on behavioural response to become a dominion in you space.</p> <p>Brand is a deep affiliation or connection to the audience. It’s emotive, but less obvious than direct-response, it’s not as measurable, but it shows up in action. How do you measure affiliation by any other thing than more affiliation?</p> <p>You want measurable marketing from the start but move into brand as soon as possible.</p> <p>Neither is wrong.</p> <p>You will need to pick a side to maximise outcomes.</p> <p>Do you want to be known for dominion or affiliation?</p>
Boat Screwdrivers /blog/boat-screwdrivers/ <p>I was at Bunnings the other morning early picking up a new Allen Key for the baby's cot because the thread was shot.</p> <p>In the same aisle I walked past 2 identical screwdrivers.</p> <p>One was a regular Philips Head, the other was a regular Philips Head but with the words 'Boat Screwdriver' next to an engaging image of a boat and DOUBLE THE PRICE.</p> <p>The situation didn't work on me, because I'm not really into boats. But I wondered how many were bought, because it wasn't full to the brim.</p> <p>To get a customer to buy at different price you only need to look a bit different, this is how different it takes to double your price.</p> <p>It's not much.</p>
The Next Sale /blog/the-next-sale/ <p>Are you pursuing the wrong customer?</p> <p>How do you know if you're right? Are you just guessing?</p> <p>Everything can come back to pursuing the wrong thing. In marketing or innovating, you are pretty much going to be wrong in business if you don't do this one thing.</p> <p><strong>Speak to your current customers.</strong></p> <p>They aren't going to give you all the answers you need right away and you will rarely find a “power customer” to get you right on the money.</p> <p>It's about getting closer to the impactful problems that will lead to meaningful progress in sales.</p>
Get Back on the Horse /blog/horse/ <p>The saying 'get back on the horse' is a throwback to the 1800's when you'd break your femur and have a 35% chance of dying then go back to horse riding because it was the only way of getting around.</p> <p>You have under a 0.03% of dying from COVID-19, we should definitely be back on the horse by now.</p>
Glow Up Your Freebie Offer /blog/glow-up-your-freebie-offer/ <p>Last week I walked you through making loads more cash on your back-end offer if you're losing out on your freebie offer.<br> ​<br> But like all paid ads strategy chat someone always wants to jump in and ask 'what if I don't have any money for ads?'...<br> ​<br> Simple, I'd want to glow up my freebie offer.<br> ​<br> I'd want my freebie offer viral and in the mouths of prospects far and wide.<br> ​<br> ​<a href="https://www.youtube.com/channel/UCVfcVnPae2JerM0iRT82aVQ">Al Bladez</a> owns a lawn mowing business, every week him and his partner do one pro bono job and film it for YouTube.<br> ​<br> They make sure the property is wildly overgrown, so it has a story, and then he gets 1,000,000+ views on some of his before and after videos.<br> ​<br> This is entertaining as hell to the average home owner. And I bet his phone goes off when he posts a video.<br> ​<br> This drives his price premium up way higher than other lawn mowers.<br> ​<br> Then instead of customers searching 'lawn mowers near me', they say 'get me Al Bladez' and then he is more likely to charge whatever the hell he wants for the implementation of his work.</p>
Predicting Marketing Engagement - Part 3 /blog/predicting-engagement-part-3/ <p>I thought I'd send this immediately after I've done it.</p> <p>I added in notes to the powerpoint slides to make it beneficial for you reading after the fact (and for me to follow).</p> <p>The parts you'll want to see are the following:</p> <ul> <li><strong>Feature selection</strong>: These make up the prediction and make us see how well we are predicting the engagement.</li> <li><strong>Exploratory data analysis</strong>: The detective work into making the feature selection.</li> <li><strong>Insights</strong>: The outcomes from the detective work and next steps from implementing the model.</li> </ul> <p><a href="https://docs.google.com/presentation/d/1EVkXGXDcLjP_SxkH8XGwIVaxAaOE7otN/edit?usp=sharing&amp;ouid=100274973849598575695&amp;rtpof=true&amp;sd=true">View the presentation doc on Google Slides -&gt;</a></p>
Follow-Up Funnels /blog/follow-up-funnels/ <p>I had a fun discussion with my accountant's dental client last week. He enquired about doing some pre M&amp;A work.</p> <p>He does a 'paid clean + check up' as a loss leader productised offer and that's what he sends his traffic to.</p> <p>He started losing money on his offer and was starting to think he might stop running ads to the offer as the rest of his business was doing well.</p> <p>I stopped him.</p> <p>How much is the lifetime value of the customers that come through the offer?</p> <p>He said he didn't know. So I told him to go to his dental business software and send me his sales data.</p> <p>He sent me his excel sheet in an email with customer ID column. In Pandas I can do a groupby function and filter by that ID that came through on the ad offer.</p> <p>He thought he was -$7.50 on his offer. But he actually had a 5x ROAS.</p> <p>He was attributing spend to the offer and not the CLV because his assistant was doing the post clean follow-up.</p>
Predicting Marketing Engagement - Part 2 /blog/predicting-engagement-part-2/ <p>Last week I got into who the customers were and what their behaviours to start predicting this whole thing.</p> <p>This is the boring part...building our predictive model. I won't go into detail on that today and leave it for the presentation doc.</p> <p>If anyone cares, it consists of the following, variable encoding, preparing the dataset, comparing types of models.</p> <p>Whatever that means!</p> <p>My Random Forest Classifier model ended up hitting 94% accuracy, so I'm good to go into shipping my client presentation.</p> <p>Next part is the meat and potatoes of value...Storytelling and insight. I'll upload my capstone presentation after I present it next Tuesday.</p>
Predicting Marketing Engagement - Part 1 /blog/predicting-engagement/ <p>The family had our first bout of COVID over the last week. We are all back in fine form now.</p> <p>I'll start part 1 by doing the following: Cleaning data + finding engagement analytics + segmenting by CLV and months since inception.</p> <p><strong>The data</strong>: The dataset is a famous machine learning dataset for marketing car insurance, you can find it yourself with a simple search on DuckDuckGo for 'IBM Watson Marketing Insurance Data'.</p> <h2 id="cleaning-the-data">Cleaning the Data</h2> <p>When you are given a dataset, the immediate goal is to discover how clean the data is, there's loads of intellectual capital absolutely wasted on data cleaning. But it's necessary if you're crap at data governance.</p> <p>From there I do some light analysis to start finding a primary variable and explanatory variables then I see if it's a linear regression problem or a classification problem (level 10 but I have to say it).</p> <h2 id="finding-engagement-analytics">Finding Engagement Analytics</h2> <p>The dataset has a column named 'Response' and I'll use that as the primary variable. It's binary, meaning, 2 outcomes (yes and no) are present. So this a good area to start.</p> <p>We can then group that same engagement response by renewal offers. It's great to see our offers here and what people engage with.</p> <p>Then I break down to car types grouped by offer because then I start seeing some real behaviour come into play.</p> <p>Then I go into the sales channels (by car size) and obviously the sales folk are killing it because they are talking to warmed up buyers.</p> <p>...Also interesting that the mid-size car is most engaged. The must push for volume instead of most value.</p> <p>One more thing I've done is check 'engagement rate since policy inception'. And it's just good to do a vibe check on the customer experience. There's some good peaks and troughs here.</p> <p>That 36 month mark has room for some cross-sells. How about pet or home and contents? Then I'd do vibe checks at 40-month marks.</p> <p>So I analyse types of offers, customers, and how they engage at the bottom of the funnel. I do this to get a total marketing and sales snapshot, just not who is engaged.</p> <p>Going a bit overboard in early analysis will give a more rounded view in handing off insight to the client once you have a working predictive model.</p> <h2 id="segmentation-by-clv-(customer-lifetime-value)">Segmentation by CLV (Customer Lifetime Value)</h2> <p>Insurance is a funny one, I usually start at gender or taxonomy to do segmentation, I'll start here by policy age.</p> <p>I'll group by CLV and policy age. Clear significance here when I look at log scale.</p> <p>Then I'll do a bit more analysis on the segments engagement rate by high and low CLV.</p> <p>We will always get price buyers, but this looks great to me. So brand is doing it's job very well to keep quality customers.</p> <p>I'll end part 1 there with defining what is valuable in the data. Next I'll start getting the data ready to model predictions.</p> <p>Any questions or ideas mash that reply button.</p>
The Only Click Metrics Worth Your Time /blog/click-metrics/ <h2 id="cost-per-click---cpc%E2%80%8B">Cost Per Click - CPC​</h2> <p>The essential search marketing metric. It's hard to stay at the top of Google, just go and pay for it then focus on brand awareness.<br> ​<br> On SEO: A lot of you know I don't really give 2 hoots about SEO. I like that Alan Weiss calls it 'Seeking Ego Online'. It's usually a BS channel. Also Google should optimise for you, not the other way round.</p> <h2 id="transaction-conversion-rate---tcr">Transaction Conversion Rate - TCR</h2> <p>​The percentage of customers who purchase after clicking through to the website.<br> ​<br> Getting CPC cooking nicely with a good email system converting should give you the 80/20 of results on your click metrics.<br> ​</p> <h2 id="%E2%80%8Breturn-on-ad-dollars-spent---roas">​Return on Ad Dollars Spent - ROAS</h2> <p>​The essential return on Ad Spend metric.<br> ​<br> I've mentioned treating your advertising as investments. ROAS is the betting game in marketing. The more persuasive you are in you marketing the better bets you are making.<br> ​<br> Be ethical! FFS.<br> ​<br> Don't swindle people but use all the heuristics possible to convert customers. Use scarcity, bonuses and guarantees in your offers and put your offers in new wrappers whenever you can. Especially if you've got a local strategy.<br> ​</p> <h2 id="%E2%80%8Bbounce-rate">​Bounce Rate</h2> <p>​The essential metric to show how good your website is.<br> ​<br> Usually tracked by % of users who stay on your site longer than 5 seconds.<br> ​<br> Pay for a good UXer. I rarely do any UX now but happy to refer away. Even better get someone who can do any necessary UI work.</p> <h2 id="word-of-mouth---wom">Word of Mouth - WOM</h2> <p>​The essential metric for measuring word of mouth.<br> ​<br> Calculated by number of clicks plus number of clicks from recommendations then divide by number of direct clicks.<br> ​<br> Personally it's a bit vague because it should technically be an intangible. Going from real world to digital and all.<br> ​<br> Referral is the most profitable channel. It's basically $0 to acquire someone. So be as referable as possible.</p>
The Holy Grail of Customer Metrics /blog/customer-metrics/ <h2 id="customer-lifetime-value-or-clv...">Customer Lifetime Value or CLV...</h2> <p>This is the predictive value of a customer over their lifetime as a customer.</p> <p>We can predict a baseline or go granular, working our way back from the age someone is based on their total lifetime left to live (creepy, I know).</p> <p>I personally like storing a baseline value and doing updates over time to a complete dataset.</p> <p>Why should you care about CLV?</p> <p>I think it's a good way to gauge your current spend of marketing budget with context to your TAM (Total Addressable Market). And set it to a healthy level if you're in acquisition focus in the business.</p> <p>When you hear me banging on about 'maximising opportunity', knowing how hard you can put your foot on the gas is what I'm really referring to.</p> <h2 id="how-would-i-do-it-if-i-were-a-lay-like-you%3F">How would I do it if I were a lay like you?</h2> <p>I would try and calculate it in a spreadsheet and then go on and do some analysis there and start setting a budget from that (but please, know your bloody TAM, 90% of people who call me for help don't bloody focus enough on their TAM).</p> <p>Extending on this storing a custom field in your CRM/ECRM to segment is super handy, you want to target your best potential customers with clear offers of value in a blue ocean.</p> <p>Get out of your head and into the data and the customer's brain and go make some sales.</p>
Financial Marketing Metrics (Worth Using) /blog/financial-metrics/ <h2 id="profit%2C-derr">Profit, derr</h2> <p>The essential marketing finance metric, and in business, profit gives you a life outside the business.</p> <p>I recently worked with a business who was all over the shop, and they had no profit. They hardly took on any of my advice. Absolute insanity in my eyes.</p> <h2 id="net-present-value">Net Present Value</h2> <p>This and the next two are considered the finance for marketing metrics and really utilised by CMO. When you calculate Present Value aka the time value of money, you've added money in for the annual marketing budget, that same money value increases based on not needing to acquire a customer again, year on year.</p> <p>NPV = PV - Cost</p> <h2 id="internal-rate-of-return">Internal Rate of Return</h2> <p>Rate the money is compounding internally to the campaign. Also called the 'hurdle rate'.</p> <p>You as a marketer have probably been told 'lower the barrier to entry'.</p> <p>All funnel marketers will talk about this. But what they are really telling you is to have products that soften you up for the sale. So that mapping of softening up can be scientifically done through Internal Rate of Return.</p> <h2 id="payback">Payback</h2> <p>This the time it took for the customer benefit to equal the cost.</p> <p>A great rule of thumb in decision-making processes. If you're trying to do anything within your marketing, know how long it takes to Payback the cost.</p>
My Essential Non-Financial Metrics to Manage /blog/nonfinancial-metrics/ <p>Last week I told you I wanted to get you focused on metrics. Being focused helps your overall strategy and if you've got a good strategy I imagine you're all over these metrics and you're actively pursuing them.</p> <p>Ok, let's dive in:</p> <h2 id="brand-awareness">Brand Awareness</h2> <p>Brand awareness is often measured by asking. Brand equity is also sometimes estimated by subtracting all tangible assets from a business. Being left with intangibles is a great way to value brand awareness.</p> <h2 id="test-drives-or-demonstrations">Test-drives or Demonstrations</h2> <p>Test drives are more commonly called demonstrations, or a trial in your modern subscription business.</p> <p>How many are in the trial phase? Or recently had a demo and are considering purchasing?</p> <h2 id="churn">Churn</h2> <p>Who has completely left the business or perhaps just the product if you want to be more granular.</p> <p>This is usually commonly known as ‘The Loyalty Metric’.</p> <p>A great way to find out who is churning is through doing exploratory data analysis, you want to find trends of users leaving your business early and do it cheaply.</p> <p>Areas to start analysis are commonly, gender, location, financial status etc.</p> <h2 id="customer-satisfaction-or-net-promoter-score">Customer Satisfaction or Net Promoter Score</h2> <p>Commonly referred to as the NPS (Net Promoter Score), it is the most common one being used at the moment. It’s a good gauge to manage. But at times it feels more art than science.</p> <p>Some customers feel differently to a product company to say a services business like an accounting firm. Just a very product-centric metric to be wary of in my opinion. But quite useful in most of the businesses I've worked with.</p> <p>Some ways to get value out NPS is to take the feedback and process the language and improvement on site copy, speaking the pains back to the pains the initial customers had up front before purchasing.</p> <h2 id="take-rate">Take Rate</h2> <p>This metric measures internal effectiveness of a campaign and can be linked to campaign cost.</p> <p>In other words this is the essential marketing campaign performance metric.</p> <p>Take rate is calculated by number of accepted offers / number of contacts or impressions.</p> <p>Hope that was helpful. Next week I'll jump in and do essential financial metrics and you'll probably want that considering how many of you ask me about money.</p>
Channel Attribution /blog/channel-attribution/ <p>Adding the Google Analytics snippet and think you're capturing the right metrics are you?</p> <p>Wrong.</p> <p>If you can't afford a heavy duty analytics tool and you must stick with Google Analytics I always advise on paying for Little Data. It's a tool that sucks in all the spend information from Google and Facebook then ties it to your channel information. Once this is in you can build out some complex reporting.</p> <p>This isn't an ad. I say this to indicate how wrong you can be by just adding an analytics product to your stack and using it as gospel.</p> <p>You should work back from your strategy to utilise analytics tooling. Strategy &gt; Reporting &gt; Tooling.</p> <p>What gets measured, gets managed - Some management consultant, somewhere.</p> <p>If you work back from your strategy you will always move in that direction.</p> <p>So remember, if you get better every day by 1%, you'll be twice as good in 70 days.</p>
On Opportunity /blog/on-opportunities/ <p>So my last post I spoke about TAM, SAM and SOM. That was a fun game. Now to wake you up, what is your opportunity?</p> <p>If you answered SOM you were correct.</p> <p>Now if you're trying to convert your SOM you're doing great.</p> <p>But how do you pursue your opportunity? Most will likely say they focus on cost to acquire customer (CAC).</p> <p>Really they are doing this in isolation without context to their SOM (or realistic market share).</p> <p>How would I do it?</p> <p>I'd know my SOM, I'd know my CLV (customer lifetime value) and I'd having a moving number for my CAC. Because I'd want to know my maximum ability to push for opportunity.</p> <p>As long as I knew my maximum daily spend and I knew how long someone would stay a customer I'd almost certainly remove any emotion from decision-making.</p> <p>If you're focusing on acquisition, focus on maximising opportunity, know your CLV, and push for it. Foot on the gas.</p>
Do You Know Your TAM? /blog/know-your-tam/ <p>Who are your customers? Do you have clear personas? Do you know how many there are of them?</p> <p>What I can tell you is that if you're not well positioned in a market, you're going to struggle to go after the right customers from the start.</p> <p>So today I want to teach you about 'Swag Maths'. So what is it?</p> <ul> <li><strong>TAM - Total Addressable Market</strong> - total available in market</li> <li><strong>SAM - Serviceable Available Market</strong> - proportion of the market that YOU fit</li> <li><strong>SOM - Serviceable Obtainable Market</strong> - realistic market share</li> </ul> <p>By knowing the numbers of your market you can make decisions within those constraints.</p> <p>I used to go to Audience Insights on Facebook to get these insights until they shut it off. These days I do it a bit more loosely with Google Ads.</p> <p>It was reasonably easy to quickly see how my ecommerce clients grandiose ideas would perform. Most of their constraints were so poorly defined in the Insights tool, that they spent too much money AND in the wrong markets.</p> <p>If you don't have any idea of how many customers you'll likely obtain, what will you know to do more or less of? You'll be in what the Chinese call a 'Pachinko Machine'. And I don't want that for you.</p> <p>So, how well do you know your TAM, SAM and SOM? And how well does it stack up to you obtaining customers?</p>
Adapt or Die /blog/adapt-or-die/ <p>What's the best decision-making tool in your toolkit? I'm genuinely interested?</p> <p>Is it a crystal ball? Is it your intuition? Maybe you've had some design thinking education OR you do that crazy thing, 'talking to your customers' like my last email.</p> <p>If you're just running off a crystal ball, intuition or what some would call your 'experience', a stupid metric, I think you should be taken out the back...and told never to come back.</p> <p>The Brisbane Broncos hired 3 data analysts in 2021. Not 1 as a test to see if they could get results. THREE.</p> <p>The Broncos' new CEO immediately saw the need, because over the past decade the Broncos have seen their player quality absolutely decimated by other teams, leaving the team finishing dead last in 2019.</p> <p>The new CEO was a CEO at one of the clubs doing the poaching from the same pool of talent, so the Broncos hired him.</p> <p>I've seen this in baseball too. Remember MoneyBall? A true story of a baseball team decimated by big money poaching their best players.</p> <p>Peter Brand was signed to the Oakland Athletics (aka Oakland A's). Not to play, but to be the best data analyst in the game. The A's scouts were pissed.</p> <p>&quot;you've got a scout here with 29 years experience, you're listening to an economics major?&quot; - Oakland A's Head Scout 2001 (in the movie)</p> <p>&quot;Adapt or die&quot; - Billy Beane Oakland's GM</p>
My Favourite Customer Research Question... /blog/customer-research/ <p>About 21 months ago when the pandemic started, I had hundreds of the thousands of dollars wiped from my pipeline.</p> <p>My pipeline gone in a few phone calls. I was devastated.</p> <p>As someone who doesn't like to go to market needing money immediately, I felt a bit lost. So I turned to my good friend and sales coach, Anthony Kirby.</p> <p>When I arrived at Kirby's office, the first question he asked broke me.</p> <p>I walked away from that conversation with not only a clear game plan for me, but for the way I manage my own customer interviews.</p> <p>The great thing about this one question, it gives you back the framework for the whole interview to work back from, so tell me...</p> <p>&quot;If I gave you a magic pill right now what would it do?&quot;</p>
Consensus /blog/consensus/ <p>While catching up over the holidays with a bunch of families with children, one of the fathers didn't go along.</p> <p>He was off enjoying some Frisbee Golf. He's a newly parent and he hasn't come around to some of the realities parenting brings.</p> <p>When I'm facilitating workshops, I often have multiple stakeholders to manage, if 2 of 9 disagree to a decision, I try to find overall consensus.</p> <p>Consensus is something you don't like but are willing to live with. Even if it's going along to a Christmas barbecue. But Frisbee Golf isn't a side of an argument that would find consensus over Christmas in my workshops. Get real.</p>
On Different Metrics /blog/on-different-metrics/ <p>My wife keeps messaging me COVID-19 case numbers. I'm only looking at hospitalisations and death.</p> <p>It's here. And it's likely coming for us.</p> <p>It's important to get on the same page for metrics because we act very different in our decision-making.</p> <p>My wife is looking at a number with 99.7% survival rate. I'm looking at something a bit more sinister, but looking at the data, I'm not too worried.</p> <p>She's looking where the cases are. I'm mitigating the risk of getting it and by looking what can be done to avoid it.</p> <p>When it's business of say 300+ in your department, and it's not simply 2 people, how clear do your metrics need to be?</p>
Got a Hammer for that Nail? /blog/got-a-hammer-for-that-nail/ <p>I recently discussed how I could help an organisation and all they cared about in the end was how much work on their exact tools I'd done.</p> <p>You see I'm changing expertise. It's not like I'm becoming a doctor. I'm moving from CRO consulting to data consulting. It's barely a hop, jump or a skip. I'd pick up their tooling in less than a week (and plus I've already used them).</p> <p>I already have great results and deep expertise in their business model.</p> <p>But all they cared about was low-level tasks like getting a data tool in place for their teams.</p> <p>So it begs to ask. How much can I really help someone that looks at everything like a nail needing to be hit with a hammer?</p>
Impact and Effort /blog/impact-effort/ <p>Sitting around with my data science lecturer I noticed him and I have a unique point of view on execution.</p> <p>We are both lazy and like simple execution.</p> <p>This isn't bad, it's just a different approach to outcomes. We will get there, but next time better be quicker and it better be smarter on all aspects of the project.</p> <p>Impact and effort can be mapped on a chart. It's commonly known as 'The Eisenhauer Box'.</p> <p>I like being lazy, if I know the simplest path to success why wouldn't I take it? Hell I want to get back to hanging with my family or enjoying life.</p> <p>Planning with an Eisenhauer Box will give me what I need in the least amount effort.</p> <p>You can strive for perfection and get garbage results. I'll aim for success.</p>
Should You Build That? /blog/should-you-build-that/ <p>Recently looking into new product feature cohort data I was asked if the product should be pursued from a Subscription invoice product.</p> <p>Subscription businesses are funny ones with technology. I feel you need to constantly hit on value at all payment intervals. So when it's time of payment, there needs to be huge switching cost and also a delighted experience.</p> <p>So when an earmarked feature came on my desk, I couldn't look at it in isolation. I did. And in my EDA I found that a couple of segments with high profitability were good to go. I would have kept the product in solely based on that if it were feasible.</p>
Defining Value /blog/defining-value/ <p>The Value Triad is defined as making money, saving money, and emotional contribution.</p> <p>Once we think in those 3 components, defining value is easy.</p> <p>If you don't understand value in these terms, you're just pissing into the wind. And you won't reach a very level of business or profitability.</p> <p>If you don't learn real economic theories of value you're setting yourself for a world of pain. Marxists at the top of any business only know selling in hours, and that is proven to be flawed economic value. Not to mention unethical.</p> <p>The only option from there is to move to price. And pricing is all economic theory.</p>
Just Opinion /blog/just-opinion/ <p>If you make a decisions without data, it's just opinion. And everyone has one of those.</p>
Data Experts Are Missing Out on Their True Value /blog/data-experts-are-missing-out/ <p>What is the objective of a data expert?</p> <p>To uncover better decisions for the end buyer of their services.</p> <p>So why does the service stop at summarising the hypothesis?</p> <p>Data experts are so overwhelmed in their tooling and inputs for their day to day jobs that they fall short on the final part. Selling what a business should taken action on next.</p> <p>Data experts should help in the decision-making. They should communicate the value of the next steps to proceed within the organisation.</p> <p>Educating themselves on a few decision-making tools they'll should be seen as far more of an expert.</p> <p>If they don't they'll be stuck posting garbage about SQL or Python all day on LinkedIn. Who is that valuable for?</p>
Ultimate Ecommerce Store Design Tips 2021 /blog/ultimate-ecommerce-store/ <p><!-- wp:paragraph --></p> <p>I’ve designed with load of ecommerce stores over time. I now almost exclusively work on Saas and ecommerce stores. My client sites make a lot and save a lot of money. I’ve been fortunate enough to be involved in almost every aspect of launching a new ecommerce business.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I’ve learnt a lot about what‘s important and what's not, and over time I’ve come to understand where to focus your efforts when designing or building your store.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="do-matter">Things that Do Matter</h3> <p><!-- /wp:heading --></p> <p><!-- wp:list {"ordered":true} --></p> <ol> <li>Navigation</li> <li>Product Pages</li> <li>Product Images</li> <li>Load Times</li> <li>Simplicity</li> <li>Delight With Details</li> <li>Social Proof</li> <li>Mobile</li> </ol> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="dont-matter">Things that Don't Matter</h3> <p><!-- /wp:heading --></p> <p><!-- wp:list {"ordered":true} --></p> <ol> <li>Desktop</li> <li>Your Buttons</li> <li>Fixed Headers</li> <li>Brand vs Conversions</li> </ol> <p><!-- /wp:list --></p> <p><!-- wp:heading --></p> <h2 id="things-that-do-matter">Things that DO matter</h2> <p><!-- /wp:heading --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="navigation">Navigation</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Navigation does more than just move people around the site. It’s hard to do well and it never gets enough thought. Though navigation will determine a lot of spend is the easiest item to test and iterate on your site for increase of conversions.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p><em>Bellroys navigation does a great job of educating on the product range as well as a navigation.</em></p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>You want to be clear with how your products are grouped. In a previous article I explained how 2 store experiences could have quite a different navigation experience in the same industry. Both offer quite different experiences based on product line. One had 5 products, the other over 200. So giving the user a clear case to explore by categories or not is a huge deal in the buying process.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Make sure the logo clicks to the homepage. You don't need 'home' in the menu bar.</li> <li>Breakdown product categories with an image to differentiate types of products easily.</li> <li>Make sure stores with a low number of products utilise the space to explain the importance of having a low product number (expertise in product).</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="product-pages">Product Pages</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Having a very clear product offering that displays why someone should buy, what's included in the offer, who the offer is targeted at with a price point that fits is a customer is the icing on the cake to the ultimate ecommerce store.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>With that being said it offers the most amount of optimisation tips.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips-1">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Always add the number and rating of product reviews directly under the product name. </li> <li>Use product videos to enhance your popular offers.</li> <li>Show all descriptions and attributes in the open, don't hide detail behind tabs.</li> <li>Utilise dynamic value pricing when you can. An old airline CEO once said you must have 6500 prices for 6500 customers.</li> <li>Use After Pay and other financing options is a great way to offer pricing options with easy purchase options.</li> <li>Use scarcity when you have low stock or only sell in a certain time period.</li> <li>Don't use this just to build scarcity when you have 100 items in stock. That's just lying and customers can sniff it out.</li> <li>When a product is 'out of stock' make sure a notification option for restocking is present.</li> <li>Make sure 'Add to Cart' button navigates straight to cart page or 1-page checkout.</li> <li>In the CSS change font-size to 16px or higher for body text.</li> <li>Add sizing guide as photo for clothing and apparel brands.</li> <li>For easy reading use hex codes like #333, #444 or #555. A little off of black. #000 is usually a little abrasive for reading a lot.</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="imagery">Product Images</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>In a place where somebody can’t physically see and touch your product, great product imagery is absolutely key. This is literally the difference between someone buying your product and not. If I only had a small budget I would spend it all on getting good imagery.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p><a href="http://ugmonk.com/">Ugmonk.com</a>&nbsp;is well known for it’s great product imagery. It has clean images on grey backgrounds and lifestyle imagery combined (hint: this type of layout works really well if you want to use a mix of imagery styles)</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p><em>The truth is most of the time people don’t care what you’re site looks like. If the information is compelling and it’s easy to get around you’ve won 70% of the battle.</em></p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips-2">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Utilise photography if budget is an issue. Good looking product is no.1</li> <li>If you choose one item to start optimising in your ecommerce business start with photography. You can then focus on getting out of obscurity. You can't do that without good product photos.</li> <li>Videos are a great option in your product image gallery. Especially with expert influencers in the field of what you're selling.</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="load-times">Load Times</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>The truth is most of the time people don’t care what your site looks like. If the information is compelling and it’s friction less to move around you’ve won 80% of the battle. I’ve found that the visual design is more about brand consistency than anything else.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Getting your load times performing well is a hard tasks for your developers, especially when you’re insisting on having 12 unnecessary plugins or app extensions on the page.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips-3">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Make sure your open source or licensed ecommerce platforms is utilising adequate hosting</li> <li>Quick View does the opposite of what your platform wants. It actually provides a slower experience when a customer wants to learn a lot about a product (adds a lot of extra code).</li> <li>Platforms users: Contact the platform or use experts to advise if speed becomes an issue.</li> <li>You don't need fancy new frontend frameworks like React or Vue. They are the opposite of what you need.</li> <li>My frontends are a super optimised Sass package to delivery style and speed.</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="simplicity">Simplicity</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Simplicity is hard! Most client discussions start with ‘lets just keep it clean and simple’ because people correlate simple with easy and fast. The truth is simple is plain hard. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>To me Nike always do a great job of this. When you look at their pages there’s only the information you care about and no ‘fluff’ (it helps when you’ve already built up that brand equity).</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p><em>Can you remove all that copy and explain it in a single image? Do you need all that content there or is there a better way to explain it? Be ruthless on what you can combine and what you can remove all together.</em></p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips-4">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Don't start with a blank slate. Start with the basics and write down a list of must haves. </li> <li>An Impact/Effort board will help prioritise your above list.</li> <li>White space, good typography with adequate line-heights paired with a perfect spaced layout provides a good experience and usually a good ROI.</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="delight-with-details">Delight With Details</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Now that you've simplified you store to be fast and simplified how can we delight the user. This could just be a clever piece of visual patterns or fun illustration. These make the brand more differentiated, memorable and it improves the user experience. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Casper does a great job at small details. Subtle things that you may not notice but you really feel the brand as you move through the site.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips-5">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Use Creative Market to find some subtle hints of style.</li> <li>Dribbble has the latest visual trends though it's more of a colouring book of styles you can lift for your own projects sparingly.</li> <li>When you have no creative direction, utilise the conveyor belt method of content flow, copy if one of the most important details that can entice a user. The converyer belt method goes like this -&gt; Pain, dream, fix, buy now, social proof, testimonials, about the company, buy now.</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="social-proof">Social Proof</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>The thing with adding social proof is it has to be genuine. Too many people just shove quotes in and that's it, but the reality is we know you’ve cherry picked them or even made them up. Let the customers speak for themselves without forcing it too much.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Utilise reviews if you can. If you’re using Shopify there are plenty of easy options here such as Yotpo, <a rel="noreferrer noopener" aria-label="Stamped.io (opens in a new tab)" href="https://stamped.io" target="_blank">Stamped.io</a> or&nbsp;<a href="http://judge.me/">Judge.me</a>&nbsp;which will send out automated emails asking your customers to review.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips-6">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Wait until you have a few before you publish them as a product with 0 reviews is worse than not showing reviews at all. </li> <li>Social share links aren't really necessary</li> <li>Share links to publications and PR you've received or been featured in.</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="mobile">Mobile</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Because nobody is using a laptop except you!</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Not many people do mobile well but Nike and Warby Parker have pretty streamlined mobile experiences.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Mobile is harder to get right than you think. You need to strip it down to it’s simplest form, but in doing so you can also end up with a barebones desktop site so it’s a tough balance to crack.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips-7">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Optimise font size, layout and white space for mobile.</li> <li>Make sure there isn't any javascript manipulating the DOM on small screens. </li> <li>Make sure buttons are correctly styled on mobile as certain browsers attract some side effects.</li> <li>Be cautious of having fixed items like chat widgets, alerts, and sticky headers. Make sure cart is the priority if you want to go with anything fixed.</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading --></p> <h2 id="things-that-dont-matter">Things that DON’T matter</h2> <p><!-- /wp:heading --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="desktop">Desktop</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Ok so this isn’t strictly true and Desktop still has a role to play among certain audiences. But from a consumer perspective it’s dying. In 2018 I’ve seen a huge spike in traffic among all my B2C stores that now puts mobile in the 60 — 90% range.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Because we spend all our time on our laptops and that’s the device we are looking at it on, it’s easy to get caught up thinking it’s important. In most cases it’s only you and your team that are looking at it on that device.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Of course this advice has to be predicated on your audience so check that first before making any rash decisions. But if we follow the 80/20 rule (where 20% of your effort generates 80% of your results) then desktop often doesn’t warrant much of our focus.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips-8">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>If a user complains about the site looking 'too mobile looking' they are an outlier. If a lot of users do then have a go at desktop.</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="the-color-of-your-buttons">Your buttons</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>I feel it’s one of those issues people love to discuss because it’s easy and measurable but the reality is it’s not as important as you may think. Sure, test it but don’t get hung up on it. You need to get out of obscurity well before you test a button for it's text, colour or size.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p> If you A/B test your pages with different buttons you will likely find a winner but it will also likely be by a small margin (of course you need to make sure your call to actions are visible and easy to spot regardless). </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips-9">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Stick to 'Shop Now' for most important copy for any buttons that aren't directly adding to cart.</li> <li>When testing button colours ever, just use some analogous colourways to test. They usually don't change what's implied too much. Red is bad.</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="that-fixed-header-that-scrolls-down-the-page">Your Fixed Header</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>It’s annoying, it gets in the way of things people are trying to look at. If you think it’s useful make it either very small or show only when the user is scrolling up (you can guess they are trying to get back to the top then).</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>As owners we tend to love features like this because we think ‘oh they’ll be able to easily get to another part of the site’. If you’ve done a good enough job on your product/brand then scrolling up a little will be no issue.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4>Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>People will scroll up if they need to. They want to know about the product you are selling so let them have it.</li> <li>If you fix a header leave it transparent so the cart is easily accessible.</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:heading {"level":3} --></p> <h3 id="the-importance-of-brand-vs-conversions">Brand vs Conversions</h3> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>A brands ability to differentiate from it's competitors is far more valuable then a few small upticks in conversion.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I implore designers to have a conversion and measurement practice but I also think a brand manager can do a lot more over time to increase revenue around being different and getting out of obscurity. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>So it's a trade off that pulls from one another, brand is a 30,000 foot view approach and conversion rate optimisation is a hands in the dirt approach, testing what works in the short term. </p> <p><!-- /wp:paragraph --></p>
My Favourite Store Navigation Tips /blog/store-navigation/ <p><!-- wp:paragraph --></p> <p>Navigation does more than just move people around the site. It’s hard to do well and it never gets enough thought. Though navigation will determine a lot of spend is the easiest item to test and iterate on your site for increase of conversions.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p><em>Bellroys navigation does a great job of educating on the product range as well as a navigation.</em></p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>You want to be clear with how your products are grouped. In a previous article I explained how 2 store experiences could have quite a different navigation experience in the same industry. Both offer quite different experiences based on product line. One had 5 products, the other over 200. So giving the user a clear case to explore by categories or not is a huge deal in the buying process.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":3} --></p> <h3><strong>Tips</strong></h3> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Make sure the logo clicks to the homepage. You don’t need ‘home’ in the menu bar.</li> <li>Breakdown product categories with an image to differentiate types of products easily.</li> <li>Make sure stores with a low number of products, utilise the space to explain the importance of having a low product number (expertise in space, owns a word in the mind regarding positioning).</li> </ul> <p><!-- /wp:list --></p>
My Favourite Store Load Time and Performance Tips /blog/store-load-time-performance-tips/ <p><!-- wp:paragraph --></p> <p>The truth is most of the time people don’t care what your site looks like if the load times are slow. If the information is compelling and it’s friction less to move around you’ve won 80% of the battle.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I’ve found that the visual design is best to have adequate spacing, but don't go over the top with art direction, it's a huge distraction and it is usually cumbersome to performance.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Getting your load times performing well is a hard tasks for your developers, especially when you’re insisting on having 12 unnecessary plugins or app extensions on the page, so keep extensions to a minimum.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Tips</h2> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Make sure your open source or licensed ecommerce platforms is utilising adequate hosting</li> <li>4 Seconds is max for load times. Try and get the whole homepage under 800kb and test incognito mode. My site cached is 300ms and I sell b2b services. For b2c I'd expect similar or definitely under 900ms.</li> <li>For those image heavy websites, TinyPNG can squash your main images to super low file sizes.</li> <li>Remove 'Quick View'. It does the opposite of what your platform wants. It actually provides a slower experience when a customer wants to learn a lot about a products, adds a lot of extra code, giving them a snapshot view isn't really that valuable in my experience.</li> <li>Platforms users: Contact the platform or use experts to advise if speed becomes an issue.</li> <li>You don't need fancy new frontend frameworks like React or Vue. They are great though kind of the opposite of what you need to care about, html, css and javascript is what you care about.</li> <li>My frontends are a super optimised package to deliver global styles, speed of build and speed in production at a pace where you can add your brand colours and be selling.</li> </ul> <p><!-- /wp:list --></p>
My Favourite Mobile Store Design Tips /blog/my-favourite-mobile-store-design-tips/ <p><!-- wp:paragraph --></p> <p>Because nobody is using a laptop except you!</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Not many people do mobile well but Nike and Warby Parker have pretty streamlined mobile experiences.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Mobile is harder to get right than you think. You need to strip it down to it’s simplest form, but in doing so you can also end up with a barebones desktop site so it’s a tough balance to crack.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":4} --></p> <h4 id="tips-7">Tips</h4> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Optimise font size, layout and white space for mobile.</li> <li>Make sure there isn't any javascript manipulating the DOM on small screens. </li> <li>Make sure buttons are correctly styled on mobile as certain browsers attract some side effects.</li> <li>Be cautious of having fixed items like chat widgets, alerts, and sticky headers. Make sure cart is the priority if you want to go with anything fixed.</li> </ul> <p><!-- /wp:list --></p>
My Tips for Better E-Commerce Product Page Design /blog/ecommerce-product-page-design/ <p><!-- wp:paragraph --></p> <p>Having a very clear product offering that displays why someone should buy, what's included in the offer, who the offer is targeted at with a price point that fits is a customer is the icing on the cake to the ultimate ecommerce store.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>With that being said it offers the most amount of optimisation tips.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading {"level":3} --></p> <h3>Tips</h3> <p><!-- /wp:heading --></p> <p><!-- wp:list --></p> <ul> <li>Always add the number and rating of product reviews directly under the product name.</li> <li>Use product videos to enhance your popular offers.</li> <li>Show all descriptions and attributes in the open, don't hide detail behind tabs.</li> <li>Utilise dynamic value pricing when you can. An old airline CEO once said you must have 6500 prices for 6500 customers.</li> <li>Use After Pay (US can use Affirm) and other financing options is a great way to offer pricing options with easy purchase options.</li> <li>Use scarcity when you have low stock or only sell in a certain time period.</li> <li>Don't use this just to build scarcity when you have 100 items in stock. That's just lying and customers can sniff it out.</li> <li>When a product is 'out of stock' make sure a notification option for restocking is present.</li> <li>Make sure 'Add to Cart' button navigates straight to cart page or 1-page checkout.</li> <li>In the CSS change font-size to 16px or higher for body text.</li> <li>Add sizing guide as photo for clothing and apparel brands.</li> <li>For easy reading use colours a few tones lighter than black. #000 is usually a little abrasive for reading a lot. Try other hex codes like #333, #444 or #555 ...#999 might be a bit too light.</li> </ul> <p><!-- /wp:list --></p>
Dynamic Pricing for E-commerce Stores /blog/dynamic-pricing-for-e-commerce-stores/ <p><!-- wp:quote --></p> <blockquote class="wp-block-quote"> <p> If I have 2000 seats to fill and 400 prices I know I'm missing 1600 prices. </p> <p><cite> Ex-CEO of American Airlines </cite></p></blockquote> <p><!-- /wp:quote --></p> <p><!-- wp:paragraph --></p> <p>Dynamic Pricing also called Value Pricing let's you price the customer and not the product. So if you have multiple levers of value behind your product you sell there can be a number of different ways to allocate a price to the customer.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Now this is definitely price discrimination, though we have ultimately had the prerogative of calling discrimination a negative. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>However economists have found that price discrimination is a net economic good for the world. How else would we get drugs to 3rd world countries at 1/10 the price? By offering up a lower price tier for a user that needs them in that specific country.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>You have products to sell, and you want to be profitable. But don't you want raving fans? And have price premiums that can stand up strong due to having a good brand? Dynamic pricing can control how many units you want to ship without discounting. And if you read my material, you know it's much harder to come back from a long-term period of discounting.</p> <p><!-- /wp:paragraph --></p>
Calculating Your Store's Losses Due to Poor U /blog/calculating-store-loss-poor-ux/ <div class="calc-area"> <div class="top-half"> <h4>Calculating lost revenue due to poor UX</h4> <table class="calc-table"> <tbody> <tr> <td class="col1" valign="top">Value Per Visit</td> <td valign="top"><span id="dollarsPerVisitText">$10</span> per visit</td> </tr> <tr> <td class="col1" valign="top">x Abandoned Users</td> <td valign="top"><span style="text-decoration: underline;">x <span id="numberUsersAbandonedText">10</span> abandoned users</span><br /> <span id="lostRevenuePerDayText">$100</span> lost revenue per day<br /> <span style="text-decoration: underline;">x 365 days</span><br /> <span style="font-weight: bold;"><span id="lostRevenuePerYearText">$36,500</span> lost revenue per year</span></td> </tr> </tbody> </table> </div> <p class="calculator-title">How do your numbers change the equation above?</p> <div class="calculator-inputs"> <div class="calc-input"> <p class="label">Value Per Visit:</p> <div class="input-and-description"> <p>$</p> <p><input id="dollarsPerVisit" class="calc-val" style="margin-left: 5px;" name="dollarsPerVisit" type="text" value="10" aria-label="dollars per visit"></p> <p>per visit</p> </div> </div> <div class="calc-input"> <p class="label">Abandoned Users:</p> <div class="input-and-description"> <p><input id="numberUsersAbandoned" class="calc-val" name="numberUsersAbandoned" type="text" value="10" aria-label="number of users abandoned"></p> <p>users</p> </div> </div> </div> </div>
Sphere of Expertise /blog/sphere-of-expertise/ <p>The way you get the most visibility is what I like to call &quot;getting people into your sphere of expertise&quot;.</p> <p>This is simply getting somebody onto your newsletter.</p> <p>The newsletter has become so much more than just a regular cadence email of thought leadership.</p> <p>It's now: sequences of your best content grouped in emails, customer service, post-purchase, lead-nurture, second and third sales...See? So much more.</p> <p>Once people are into your sphere, it's up to you to decide what to do. Speaking with Jesse Hanley (Founder of Bento, an email marketing platform), we decided that pushing people around your site was a form of passive profiling. So give them the path to get into their sphere of expertise and they can then be backdated with all their segmentation.</p> <p>That is a rather advanced take on your marketing and most of you won't need it. But it's helpful in he early stages on building evangelism.</p> <p>Let's take a look at the first steps in getting someone into your sphere then moving, then to higher value services.</p> <p><strong>Visibility</strong> – Being out in the market being provocative. Ads for scale, LinkedIn for thought leadership, speaking to show expertise, see more <a href="https://reediredale.com/lead-generation-for-professional-services/">here</a>.</p> <p><strong>Into the Sphere</strong> $0-$7 – Warming up the new subscriber. Could be a free course, offers that don’t simply say ‘newsletter’.</p> <p><strong>Product</strong> $17-$49 – Do it yourself</p> <p><strong>One-time Offer</strong> $274 – Accelerate the DIY offer with micro 1-on-1 or paid course</p> <p><strong>Productised Service</strong> $3,000-$10,000- Done with them</p> <p><strong>Custom project</strong> ($20,000) – Done for you</p>
Pandering /blog/pandering/ <p>I can log into LinkedIn right now and see marketers pandering to audiences to get attention.</p> <p>Does this look familiar?</p> <p>…3 lines with adverse problem, 1 huge paragraph how they reacted broken up into a few paragraphs, 3 bulllet points on how they reacted, then the result.</p> <p>Those marketers have missed the point of their own profession, to create need.</p> <p>Aiming towards a specific market will make it that much easier to create need. It also comes with pricing premiums, authority and the ability to build good funnels.</p> <p>David Baker states that experts should have 2000-10000 potential buyers.</p> <p>Now knowing that, they’d exclude people from their messaging and they’d stop defaulting to bullshit pandering.</p> <p>They should go out and be provocative, if they were confident experts, they would, but they’re not, they’re amateurs.</p>
When Should I Ask for Referrals? /blog/when-should-i-ask-for-referrals/ <p>Referrals are the most lucrative form of marketing. Simply because the cost to acquire someone is zero.</p> <p>You also probably like them because it’s easy to ask, you’ve got a relationship with the referrer and it’s a sale beyond the last sale with a previous client, friend, or network associate.</p> <p>But when’s the best time to ask?</p> <h2 id="during-projects">During Projects</h2> <p>Because at the start of engagement the trust just simply isn’t there. And leaving it until the end doesn’t give us much time to get the client thinking of all the value we’ve brought to the project and who might need it.</p> <p>There’s a theory called the smile curve, where the trust you’ve sewn before the sale will get traded in to add something risky to the project. This comes in many forms, a cost, physical or emotional labour that perhaps wasn’t there.</p> <p>I like to ask when I’m at the end or directly on the up on the of the smile curve or about 2/3 of the way through a project.</p> <h2 id="outside-of-projects">Outside of Projects</h2> <p>You should be asking for referrals as much as possible without cashing in trust. Having a spreadsheet of top 150 referrals is ideal. You can separate the follow-up routine to 3 months, 6 months and the worst is 1 year.</p>
Death to Timesheets /blog/death-to-timesheets/ <p>It’s time we ditched the hourly, or time-based billing in arrears. This isn’t pricing and it’s causing the world a lot of pain. It’s time to unshackle yourself from what you don’t know, here’s why.</p> <h2 id="hourly-billing-limits-your-income-potential">Hourly billing limits your income potential</h2> <p>Work with an ASX200 company for 6 months and your work will bring in billions of dollars for them. 7hrs a day, 21 days per month over 6 months (147hrs a month * 6 = 882hrs)….Now if you make $100/hr, you’ve made $88,200. Congratulations you just left more than 90% of the money you should have made on the table.</p> <h2 id="hourly-billing-is-tied-to-stress-and-suicide-in-expert-firms*">Hourly billing is tied to stress and suicide in expert firms*</h2> <p>Dentists and accountants lead suicide in the professions. This is usually tied to long hours of work, causing depression. This comes down to focusing on the wrong measurement in firms. That is hours sold.</p> <p>Stress is the leading cause to most terminal illnesses, so if you’re not hitting hours, I’d guess your stressed, and surprise surprise, next month has the same amount of hours, so where’s that 20% of growth expected to come from?</p> <p>*Australia has great help lines and it would be a failure of me not to name <a href="https://www.beyondblue.org.au/">BeyondBlue</a> and <a href="https://www.lifeline.org.au/">Lifeline</a> here.</p> <h2 id="hourly-billing-diminishes-quality-of-life">Hourly billing diminishes quality of life</h2> <p>Focusing on 80hr weeks doesn’t leave much time for emotional contribution in your life. Family is everything to me. I wake and focus on what I’m doing for them. If I can’t be top of my game, I’m failing them.</p> <h2 id="hourly-billing-does-not-differentiate-your-expertise">Hourly billing does not differentiate your expertise</h2> <p>In my value-pricing methods I have 16 methods of pricing a proposal. Being the same as everyone as makes you inter changeable and commodified, losing your price premium.</p> <h2 id="hourly-billing-ruins-thinking">Hourly billing ruins thinking</h2> <p>If you sell hours, you usually think in hours. Meaning you will try and find the most laborious reason to do the work. You could have just done a 5-minute change but you put your most junior person on it and done it in 4hrs. Greaaaat customer experience.</p> <h2 id="hourly-billing-is-a-selfish-pursuit">Hourly billing is a selfish pursuit</h2> <p>Amateurs insure themselves with a hourly billing. They are scared, little people. When Peter Drucker said “all profit is derived from risk” he wasn’t lying. Get off the sinking life raft and swim to shore.</p> <h2 id="hourly-billing-is-an-incorrect-economic-theory-of-value">Hourly billing is an incorrect economic theory of value</h2> <p>I think it was around 1919 some lawyer invented hourly billing. So we’ve only really had 100 years of this Marxist tactic to slap on a price. When it’s no price at all. It’s just billings.</p> <h2 id="hourly-billing-doesn%E2%80%99t-reward-the-best-in-your-business">Hourly billing doesn’t reward the best in your business</h2> <p>Most firms put the same rate on a junior and a senior. Do you want to make real money? Or do you want to be known as experts, get a grip.</p> <h2 id="hourly-billing-kills-windfall-profits">Hourly billing kills windfall profits</h2> <p>If you value-price you’ll know that McKinsey starts of their value conversation by saying they’re going to take 1/3 of the outcomes they produce. An hourly billing firm gets excited over over simply being profitable.</p> <h2 id="hourly-billing-ruins-your-brand">Hourly billing ruins your brand</h2> <p>I just stated McKinsey above. How do you think they got to where they are? Pricing, you idiot.</p> <h2 id="hourly-billing-is-never-tracked-effectively%2C-leaving-with-unethical-and-indecent-staff">Hourly billing is never tracked effectively, leaving with unethical and indecent staff</h2> <p>No one tracks their timesheet correctly to the second, how could they? And why would any self-respecting expert?</p> <p><strong>Credit to the following folks who I’ve gone and remixed:</strong> Ronald Baker, Jonathan Stark and Blair Enns</p>
A Guide to Value-Based Pricing /blog/a-guide-to-value-based-pricing/ <p><img src="/img/value-based-pricing-airliners.jpg" alt="Value-based pricing for Professional Services"></p> <p>The uptake of value-based pricing is now progressing nicely and the adoption rate in some verticals is very positive, but there is still a lot of room to make up in some such as technology and most of all procurement, where they are obsessed with costs.</p> <h2 id="what-is-value-based-pricing%3F">What is Value-Based Pricing?</h2> <p>Value-based priced is the standardised term for pricing expertise. It’s alternate name is price discrimination. A good way to explain what price discrimination it’s the way we commonly use to get medicine into 3rd-world countries.</p> <p>It’s <strong>pricing the customer</strong>. And maximising the price is your goal, but the maximum is what a client is willing pay. This is trading unequal items, which make ‘fair’ a subjective word, which all of economics is.</p> <p>Value-based pricing is also common in hotels, commercial airliners and in some ecommerce platforms.</p> <h3 id="introducing-the-value-triad">Introducing The Value Triad</h3> <p>The value triad is made up of these 3 rules: <strong>money made</strong>, <strong>money saved</strong> or <strong>emotional contribution</strong>. This is how I add up all my value and then take my cut. As a designer in my past life showing my value was tricky. But once I tied it to one of these 3 rules, I was in cruise control with my value-based pricing education. Here’s some expert examples of using The Value Triad:</p> <ul> <li>A management consultant can save money to recruit better hires</li> <li>A tax accountant finds loopholes to save money on taxes</li> <li>A lawyer can save a brand on a highly publicised case to maintain profits</li> <li>A marketer can make a great campaign and tie compensation to usage which is tied to profit</li> </ul> <h2 id="why-should-i-care-about-value-based-pricing%3F">Why Should I Care About Value-Based Pricing?</h2> <p>For the most part, Value-Based Pricing firms outperform those that use hourly-billing (not pricing), by almost double. Value-based pricing isn’t merely a financial win for your firm. Hourly-billing firms have a huge list of problems, sure it’s easier, but easier comes at the cost by:</p> <ul> <li>Hourly billing limits your income potential</li> <li>Hourly billing is tied to stress and suicide in expert firms</li> <li>Hourly billing diminishes quality of life</li> <li>Hourly billing ruins thinking</li> <li>Hourly billing is a selfish pursuit</li> <li>Hourly billing is an incorrect economic theory of value</li> <li>Hourly billing doesn’t reward the best in your business</li> <li>Hourly billing ruins your brand</li> <li>Hourly billing is never tracked effectively, leaving with unethical and indecent staff</li> </ul> <h2 id="myths-and-misconceptions-about-value-based-pricing">Myths and Misconceptions About Value-Based Pricing</h2> <h3 id="is-value-based-pricing-just-a-fixed-price%3F">Is Value-Based Pricing Just a Fixed Price?</h3> <p>People think Value-Based Pricing is simply a fixed-fee price. But value-based pricing is the array or pricing methods you can possible use.</p> <p>Blair Enns states that ‘saying NO to your ideal target customer is intellectually lazy’. And to answer the question to the ‘how?’ is by value-based pricing.</p> <p>Using sliding scales of value you provide you can offer up a price that gives the client, the ability to pay at a later price, gives you flexibility in payments, and maximise income for your firm.</p> <h3 id="is-value-based-pricing-unethical%3F">Is Value-Based Pricing Unethical?</h3> <p>Giving a different price to different people is good business. You get on a plane and the person next to you has a completely different price. They might be first class, business class or economy, but even within those tiers they have different prices based on when you book or where you book. You never ask the person next to you what you paid, you got the price you’d pay and went on your way.</p> <h3 id="is-value-based-pricing-language-i-should-i-use-in-meetings%3F">Is Value-Based Pricing Language I Should I Use In Meetings?</h3> <p>I don’t use value-based pricing language in meetings. I use ‘Modern Pricing’ or ‘Strategic Pricing’ personally. That feels a little more me. The word ‘value’ more often than not sounds cheap. So probably a personal approach to what you use would be my advice.</p> <h2 id="how-to-use-value-based-pricing-effectively-(the-price-stack)">How to Use Value-Based Pricing Effectively (The Price Stack)</h2> <p>You learned about The Value Triad back at the start of the article. I want you to use this in your initial value conversations with clients. <strong>The value conversations are the meaty parts of value pricing, but it’s an article for another day</strong>.</p> <p>Once you realise what scope of value you’re providing you can then start thinking about your solutions. That might sound counter intuitive if you’re an hourly-biller, but that’s how.</p> <p>Now we go away to craft out pricing options, and we open up Word doc and use 3 or 4 columns to map out our prices.</p> <h3 id="introducing-the-price-stack">Introducing The Price Stack</h3> <p>When crafting the proposal, I reach to my Price Stack, I credit <a href="http://ignitiongroup.com">Tim Williams</a> for introducing me to The Price Stack in <a href="https://www.ignitiongroup.com/propulsion-blog/seven-ways-to-crete-new-revenue-streams">this</a> article. The Price Stack is my range of pricing tools I can use. It may be a lot or a few. Up to you.</p> <p><strong>Some examples I’ve used:</strong> Fixed-price, revenue-sharing, usage, licensing, royalties, performance-pay, tips.</p> <h3 id="why-give-options%3F">Why Give Options?</h3> <p>Options is the most underrated part of all of pricing.</p> <p>This is for my friend Stephen Younger, he’s an expert in branding, but he’s obsessed with his 1-solution method. But what Stephen gives up in his method is a client never selecting a highest price option. So he will never know how much he’s leaving on the table.</p> <h3 id="confidence">Confidence</h3> <p>To set a big price you must be confident in your expertise. Confidence in your expertise comes from positioning in the market. If you’re not willing to throw out a big price in a meeting I’d start with using a prop in meetings, maybe holding your phone, or a pen in a diary? But if these aren’t helping, perhaps give it to a pricing council.</p> <p>You might not be a super confident person, so a pricing council might be needed. This is especially true for creatives and I help in that area.</p> <h2 id="rounding-up%2C-staying-positive-is-key">Rounding Up, Staying Positive is Key</h2> <p>You might struggle early in the process, as the value conversation is quite hard to master, but soon enough you’ll learn how the price stack, options and confidence give you the ability to calmly say $100,000,000.00.</p>
When's the Best Time to Ask for Testimonials? /blog/whens-the-best-time-to-ask-for-testimonials/ <p>Recently during discussing a redesign, my client was discussing when is the best time to ask for testimonials.</p> <p>I went a bit further and asked how he was asking them and so on.</p> <p>Testimonials are a great trust builder with new customers and having them well worded with how a customer was before and after is ideally the best way to realise to realise a product need.</p> <p>So when my client asked me I rattled off the best answer I've seen in practice.</p> <p>When I was working in the betting agency I usually talk about, the product manager pushed an ask for review at the time of user withdrawing money from the platform. This was when the user was at their happiest in dealing with the business.</p> <p>That lead to the highest rating amongst apps in the app store when we were clearly falling behind due to platform constraints.</p> <p>Sure that's a betting app but what about my business?</p> <p>You want to ask for it when you've handed over the highest level of value you sell or at the point of consumption of product when they've eagerly waited for an outcome you promise you had initially provided.</p>
Voice of Customer /blog/voice-of-customer/ <p>I'm currently reading Lean Customer Development. I've longed for better ways to track what the main traits of who and what our customers are and I've had some great systems in the past.</p> <p>But really at the end of the day, we want to lead the curation of our customer's tone of voice, not arbitrarily lead with branding agencies or someone who thinks they're bigger than our customers.</p> <p>Let's match what they say, be smart about they have told us their problems are and reflect in a way that adds mystery, uniqueness and risk reversal.</p>
Speeding Up Feedback Loops /blog/speeding-up-feedback-loops/ <p>Years ago I attended a UX Australia conference, and albeit not getting many takeaways from an insufferable bunch of communists, I left with a huge feedback loop nugget from a small business app for photographers.</p> <p>The founder got up on stage and was going on about how he was struggling to find traction with his product. He was the designer and the product manager. So he wore a couple of hats which would have been quite emotional when he wasn't seeing the product grow from how much effort he had put in.</p> <p>So he went on to mention he built a Facebook Group where he'd get his second best customers to leave feedback on the product so he could improve.</p> <p>He then added a bunch of his best customers a little later to educate his second best customers on coming up to being his best customers.</p> <p>He doubled his product value in a much smaller timeframe than he normally would have.</p>
Simplification Over Everything /blog/simplification-over-everything/ <p>Netflix has one product, but has enough profits to improve that one product to disrupt a whole industry. The product is an app with videos on your home screen with a subscription layer.</p> <p>Looking too closely at others will hurt you. I'm sure Netflix could have looked at Blockbuster in 2009 and knew they had them beat.</p> <p>Adding more would have been a mistake. They'd spend all this money to add more when what they really needed was simplification.</p> <p>Why do you really want growth at all costs? It costs you profits.</p>
Pricing is Underrated /blog/pricing-is-underrated/ <p>You probably set your pricing and forget about it. Commercial airliners change their pricing 11,000,000 times per day.</p> <p>Uber has an insanely complicated pricing system that takes into account distance, demand and experience. They're just an app which is an improvement on taxies.</p> <p>What do you sell? And how many different price options do you have?</p>
Overlooking Low Effort Tasks /blog/overlooking-low-effort-tasks/ <p>Customer: Oh that's easy to do with [X] software, we will just do it internally.</p> <p>Me: If it's so easy, then why haven't you done it?</p> <p>My proposals cover a combination of improving revenue, reducing costs and emotional contribution. If you are constantly asking me, 'but what do I get?', maybe you're overlooking a lot of value in your own organisation.</p> <p>I'm not here to compete against someone on some low cost-provider on a platform somewhere who simply provides inputs. I'm here to help your business thrive.</p>
Now is the Time to Follow-Up /blog/now-is-the-time-to-follow-up/ <p>I don't mean heartfelt outreach.</p> <p>I just mean getting in front of your customer. Being there, getting attention. It's the same as it was 6 months ago.</p> <p>We are simply tired of the support emails, saying 'we're here for you'. Most businesses aren't there for you, they are struggling to make a sale. If they say that I'd imagine they are showing up to your doorstep doing non-scaleable things. And that's very rare, and in some cases illegal.</p> <p>I assure you non-scaleable things will win during current times. Just like they would pre-covid days. You just want to win today and I think there's no better time to do the non-scaleable things well.</p> <p>If you can contact a customer, send a handwritten note, at a minimum write the email that would have been automated yourself. Just to tell them you're thankful for their business at these times. That is the start of a very good relationship.</p>
The #1 Ecommerce Revenue Hack I Know /blog/ecommerce-revenue-hack/ <p>Smart marketers know that the first sale is the only beginning of a relationship with a customer.&nbsp;If your marketing stops after the first sale, you are leaving money on the table.&nbsp;While there are lots of ways to extend that the lifetime value of a customer, there's one thing you should be doing first.</p> <p>Getting there eyes on the next thing you have to sell them..and I've come up with the perfect ecommerce revenue hack.</p> <p>I'll show you how I stumbled across it then let you can put it into action for yourself.<!--more--></p> <p>Okay so I opt in to plenty of email newsletters to get other peoples take on the stuff I learn. So I got this email linking to a post from Noah Kagan and he asked '<a href="http://okdork.com/2015/05/22/double-your-open-rate/" target="_blank" rel="noopener noreferrer">What’s Your Normal Email Open Rate?</a>'.</p> <p>He describes how he gets double&nbsp;the opens of his emails if he resends the email with a different compelling title.</p> <p>I thought how I can change the game of my WooCommerce sites with a similar strategy of getting a user action after they've done something in the buying cycle. This is w<span style="line-height: 1.5;">here my&nbsp;conversion hack comes into play...</span></p> <h2><strong>...Upgrading Your Order Confirmation Emails!</strong></h2> <p>A typical email open rate is 20%, and even in my best campaigns, I get an average of 55%.</p> <p>But order confirmation emails? Those consistently get opened three out of four times. And with the WooCommerce checkout you generally only offer up a checkbox which gets ignored as a user generally has buying eyes on.</p> <p>And yet the majority of WooCommerce&nbsp;store owners don't do anything with them. They never update them from the WooCommerce&nbsp;default template.</p> <h2><strong>Get Personal with a Trick Called 'Personalisation'</strong></h2> <p>This one modification alone will improve customer experience because they're getting a personal thank you from their new friend, instead of a transactional email from a brand.</p> <p>Rewrite those emails. &nbsp;Make them personal, and make them come from you as the store owner. It's an easy way to start building a personal relationship between you and your customers. One quick and easy&nbsp;way to do this? Thank them.</p> <h2><strong>Plain-text and Keeping it Simple for the Perfect Revenue Hack</strong></h2> <p>How do you think you would write an email to a friend? Definitely not with the shiniest graphics in the world. It could be 2 sentences. Subject with lower-caps even.</p> <h3>Time to Get Cracking!</h3> <p>What are you doing or planning on doing with your transactional emails? I'd love to hear, share your thoughts or questions with me.</p>
Building the Perfect Sales Page /blog/building-the-perfect-sales-page/ <p>Credit: This is a mix of Anthony Kirby's, Sean D'Souza's, Amy Hoy's and Dan Kennedy's techniques. They have products which you should by all means check out.</p> <h3 id="1.-pain">1. Pain</h3> <p>This is describing the pain that your ideal client is experiencing. For example, if your ideal client is someone who got caught out in the rain, a pain statement would be: “You are cold and wet.” Illustrating the pain with a story - either your own or a client’s - can be a powerful trust builder.</p> <h3 id="2.-dream">2. Dream</h3> <p>In this section, you should respond to the pain. Sticking with the rain example, a dream statement would be: “You are warm and dry.” <strong>Note that there is absolutely no indication of how the client went from cold and wet to warm and dry!</strong> This is critical because the goal of the Dream section is to get the reader to ask, “But how?”</p> <h3 id="3.-fix">3. Fix</h3> <p>This also referred to as the &quot;Offer&quot; section. &quot;how do get my fix?&quot;</p> <h3 id="4.-intro-call-to-action">4. Intro Call to Action</h3> <p>In this section, you provide a button that will allow the reader to do the thing you want them to do - e.g., make a purchase, complete a questionnaire/application, schedule a call, etc.</p> <p>Add some sort of risk reversal immediately after the CTA. For a sales CTA, this could be a money-back guarantee. For a questionnaire, this could be a promise to not share their info with 3rd parties. For a mailing list sign-up, this could be a promise to not spam them. For a phone call, this could be a promise not to be “sales-y” on the call.</p> <h3 id="5.-social-proof">5. Social Proof</h3> <p>Client logos, testimonials, case studies, etc. Bonus points if your testimonials contain “objection busting” information.</p> <h3 id="6.-bust-or-remove-objections">6. Bust or Remove Objections</h3> <p>In this section you address any common objection in the form of a frequently asked questions list. If possible, use actual questions from past clients or prospects. If you don’t have clients or prospects, questions from friends who have reviewed the page for you are better than nothing. Try not to make questions up yourself - made up FAQs usually come across as phony and self-serving.</p> <h3 id="7.-uniqueness">7. Uniqueness</h3> <p>In this section you want to highlight the things that make you more attractive to your ideal client than your competitors.</p> <h3 id="8.-2nd-cta">8. 2nd CTA</h3> <p>Now that you have strengthened your case, give the reader a second chance to make the purchase without having to scroll back up the the 1st CTA.</p> <h3 id="9.-urgency">9. Urgency</h3> <p>Finally, add some urgency to the offer. For example:</p> <ul> <li>I only take on one new client per month.</li> <li>Only one spot left!</li> <li>Limited supply!</li> <li>First ten people will receive [VALUABLE BONUS]!</li> <li>Sale ends at midnight on [DATE]!</li> </ul>
Annual Reviews /blog/annual-reviews/ <p>Most smaller businesses don't think big enough, it's time to slow down and think about how you performed in the 2 main functions that matter, marketing and innovation.</p> <p>I want you to write down how you performed in the categories, and how you could be better.</p> <p>You have products, but you sell experiences and transformations for your customers. Be customer facing, and stop being so focused internally that you miss the purpose of your business altogether. Check NPS scores, see customer feedback and recent reviews and overall be accountable for your actions.</p> <p>It's also the unfortunate time to not only do your taxes, but to cut the bottom 10% of annualised performing products and staff.</p>
Should I Ditch My Hourly Rate? /blog/should-i-ditch-my-hourly-rate/ <p>The majority of people that pursue you will come in through the door and will ask the dreaded 'What's your hourly rate?' question.</p> <p>Hourly billing is often adopted due to normative behaviour, it's common, it's easy, and it's what others in your industry choose because they simply haven't read any books on pricing.</p> <p>Don't feel left out, most CFO's of expert firms haven't read books on pricing. They're seen as dry topics in business until they're not.</p> <p>Pricing is, in my opinion at least, the deepest topic in marketing, yet most marketers don't give it the time of day.</p> <p>Once you invest in a pricing book, most over $100, you get a feel that this is a bit more than you expect to learn. People are conditioned to not buy books over 3-figures. Yet you pick up a pricing book and 250x your return almost immediately, it's insane that more people invest in this education.</p> <h2 id="why-should-i-ditch-my-hourly-rate%3F">Why Should I Ditch My Hourly Rate?</h2> <p>Having an hourly rate means you're not actually pricing! You're billing in arrears.</p> <p>You are scoping the project up front before you even understand the value you will be providing. So you've already pre-framed yourself as an order taker, and put yourself in the position of simply a vendor for this client.</p> <p>Well done. You're on your path to being an amateur.</p> <h3 id="hourly-rate-limits-your-income-potential">Hourly Rate Limits Your Income Potential</h3> <p>You only have so many hours in a day. So why tie your price to a limit? You'd have to be a huge idiot to keep it after reading this nugget.</p> <h3 id="hourly-rate-approaches-have-links-to-depression">Hourly Rate Approaches Have Links to Depression</h3> <p>A lot of expert practice fields have ties to depression and even suicide. The 80hr weeks compounds to your mental health. Being on the hamster wheel, chasing that dollar and not accounting for quality of life.</p> <h3 id="hourly-rates-approaches-focus-on-effort%2C-not-results">Hourly Rates Approaches Focus on Effort, Not Results</h3> <p>You should succeed more, the more your client succeeds. Not because you stayed up late 5 nights of the week. This is commonly known as Marxism and is a fallacy. Karl Marx was a false prophet who exploited workers.</p> <p>What's the % of labour that makes up Australia's economy? It's around 18%. Stop living in a dreamland, you're putting your business, employees and lifestyle on the line.</p> <p>Your client doesn't care about how much you work. The client cares about the benefits your expertise provides.</p> <h3 id="hourly-rate-approaches-are-unethical-and-indecent">Hourly Rate Approaches are Unethical and Indecent</h3> <p>You can drive up a huge bill for a client for no valuable reason at all, which they will hate. You didn't become an expert to piss off your customers, wow so ethical! Your parents must be proud.</p> <h2 id="why-am-i-an-amateur%3F">Why Am I an Amateur?</h2> <p>You aren't seen as the expert in the room. You haven't set yourself up to have discussions around the expensive problem with the client, and the client will expect that they can interchange you easily if they find someone with similar skill sets at a similar rate.</p> <h2 id="how-should-i-move-away-from-hourly-rates%3F">How Should I Move Away from Hourly Rates?</h2> <p>I wouldn't say it's easy but the first step is to scope the project at end of the initial conversation.</p> <p>If they start the conversation with &quot;What's your rate?&quot; reply with &quot;I don't have a rate&quot;. This will then let the client ask you &quot;how much will I pay?&quot;. Then you can go and say...</p> <p>&quot;let's have a conversation first, I have some questions...&quot;.</p> <p>You've set yourself up for a valuable conversation about where the organisation wants to go. And if you can get them a 5x, 10x, 20x return on investment, if they don't want to answer your questions, part company, they've seen you as an amateur you won't make windfall profits here.</p> <h2 id="what-if-i-want-to-keep-my-hourly-rates%3F">What If I Want to Keep My Hourly Rates?</h2> <p>Good luck. The majority of value-based priced firms outperform hourly rates firms. If you like being a slave to clients, being stuck on job boards, contracting to procurement firms and most of all not being the visible expert, by all means go ahead. I will feel sorry for you because you probably do deserve better, because I know what it has done for me.</p> <p>I've used it for several years and refuse to work with anyone who wants a time-based approach.</p>
Profit Comes from Risk /blog/profit-comes-from-risk/ <p><!-- wp:paragraph --></p> <p>I push my advisory clients to give a lot more before they ask. What they have to give up early in perceived return is risky. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>They have to put relationships, authority, costs of goods or any form of capital on the the line to sell. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>As a child I watched a close eye on my father's business dealings. He was an unorthodox community man. His main trait was reciprocity, he'd give freely and willingly to get some sort of payment. It wasn't always monetary, bless him, but he is still getting paid 30 years later, in all sorts of creative payments.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>There are people making regretful purchases, but that's normal when value trade off isn't immediate. But when my retainer product acts as fire insurance, you are risking a little bit of profit for brand integrity, guaranteed customer service and me being courteous enough to pick up the phone to help you make better informed decisions.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>So what are you willing to give up to succeed? Is it everything? It just might be and you have to be willing.</p> <p><!-- /wp:paragraph --></p>
Design is Not Art /blog/design-is-not-art/ <p><!-- wp:paragraph --></p> <p>Almost every person coming to me for help expects design to handle visual layer outcomes. </p> <p>Time after time it's not the main area that needs to be reworked.</p> <p>Design is more of a usage and performance tool than visual layer tool. And it's my job to explain that. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I usually have to explain that design is a b2b construct.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>The late Peter Drucker explained that there were 2 functions in any business, marketing and innovation. Design should be active in both functions. How much is the question in which I can help.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>But where does style come into design?</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Style is subjective. Based on behaviour of your target market you should be focused on style where you spend the most of your advertising spend, and you MUST advertise.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>If you advertise to solely men, choose red. Why? Because of it's the highest likely % chance to succeed in the marketplace. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>When creativity and science come together to work well you get synthesis and have true business innovation.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>And where does the real design value come from?</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Design value comes from the end goal, if that is convenience, entertainment or empathy, that's for the business model to decide.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Ways to innovate around this include researching users, experimentation and measurement of current design performance.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>And if the implemented design has some other forms of variables you haven't accounted for at the start they are happy accidents. And that is the exciting part of design in business.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:quote --></p> <blockquote class="wp-block-quote"> <p>Design isn't how it looks, design is how it works</p> <p><cite>Steve Jobs</cite></p></blockquote> <p><!-- /wp:quote --></p> <p><!-- wp:heading --></p> <h2>You can't just say design is not art?</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Art is good. Though art doesn't inherit any real outcome or use case and can have value from perception based on branding of the artist. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>A design's visual layer can have prescribed art styles. But it's never wholly art.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Luxury brands using highly stylised serif typefaces and fun, quirky brands using sans-serif. Design needs an aesthetic, though it's wrong to think that is the valuable part of design because I've seen landing pages with poor aesthetics convert far better than pixel-perfect, highly stylised designs for the same business.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>I refuse to accept a designer not practicing conversion optimisation</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>You're not ethical and you're a fraud. You've been educated to draw pretty pictures and you're doing your industry a disservice.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Designers need to show up and ask big questions that help outcomes that the business requires for sales, sustainability, ethics and profitability, and also have a hand in politics.</p> <p><!-- /wp:paragraph --></p>
How Many Reviews Should I Have? /blog/how-many-reviews-should-i-have/ <p><!-- wp:paragraph --></p> <p>Customer reviews are great. I'm obsessed like many. But I only post about 8-10 throughout my own website.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I have a truckload sitting in my inbox. Though why don't I use them all?</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I curate them and I don't even use all the "5-star quality" or "Reed is a great bloke" ones.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I choose the ones with a before, after and a reluctance to buy. Because this triggers a potential buyer to go where THEY want to go.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Pestering your customers all day for reviews is what YOU want them to do.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>How selfish.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>This email was prompted when I saw a client do a follow-up email after every monthly purchase.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>It was an awful experience. They got addicted to reviews and they thought the amount of reviews was their differentiator and not the social proof that comes with showing them in the first place.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Your customer is only going to read around 2-5, so make them count. They're there for social proof, so show the number of 5 stars perhaps, but give them something of quality to read.</p> <p><!-- /wp:paragraph --></p>
Your New Marketing Plan /blog/your-new-marketing-plan/ <p><!-- wp:paragraph --></p> <p>You're likely not the only one to have a few anxious moments as time of writing. Your plan to get customers is likely a complex structure, with a lot of different channels that are 'best practices'. I want to unhinge you from that BS.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Let's strip out the complexity and let's simplify your new marketing plan. It will give you a lot more confidence to go after the right customers, willing to buy. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:list {"ordered":true} --></p> <ol> <li>Positioning statement (what you sell and who is your ideal customer)</li> <li>Best ways to reach your ideal customer <ul> <li><span style="font-family: -apple-system, BlinkMacSystemFont, &quot;Segoe UI&quot;, Roboto, Oxygen-Sans, Ubuntu, Cantarell, &quot;Helvetica Neue&quot;, sans-serif;">Social groups (FB Groups)</span></li> <li>Word of mouth</li> <li>Newsletters</li> </ul> </li> <li>Best ways for them to find you? <ul> <li>Ads</li> <li>SEO</li> <li>Affiliates</li> </ul> </li> <li>What do you need to implement? <ul> <li>Email system</li> <li>Website</li> <li>Shopping Cart</li> <li>Ads manager</li> </ul> </li> <li>Schedule and implement</li> </ol> <p><!-- /wp:list --></p>
Subtraction As Product Innovation /blog/subtraction-as-product-innovation/ <p><!-- wp:paragraph --></p> <p>We should be removing 10% of what doesn't work in our product innovation annually. Exactly the same way Jack Welch removed 10% of his underperforming workers in GE.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I'm so sick of adding more. To a platform, to a product, to marketing complexity &amp; communication. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Tired of the same excited conversations that end up reaping very little reward. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>For the 10 exciting features we discuss. 7 fail miserably, 2 are profitable, 1 a clear winner.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>We've heard of 'Lean Startup' methods and various other ways to focus on highly impactful ways to get to product market fit. But we are humans, completely flawed, skin bags of emotion.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>What's so wrong with throwing a few parts of what we have to the curb. In my hometown of Brisbane we have an annual roadside dump day to get rid of our unwanted possessions. People go through suburbs salvaging what could be recycled or repurposed. But mostly it's absolute garbage. It's out there for a reason. That it merely should no longer be.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Why shouldn't your product have parts lopped off or completely thrown out. Whether it's your marketing is junk or the feature half-baked. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Take it out the back and shoot it.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Or bring it back to life in a new way. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Or test it better next time with a core group of users who might just love the weird and quirky idea you once had.</p> <p><!-- /wp:paragraph --></p>
What Should an Ecommerce CEO Focus On? /blog/what-should-an-ecommerce-ceo-focus-on/ <p><!-- wp:paragraph --></p> <p>Talking with one of my customers this week. They were talking about how they needed to be less in the weeds, as they were a CEO, I agreed.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>This lead me to write down what a current CEO role looks like.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>What does a modern ecommerce CEO look like?</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>They are in charge of what I like to call 'Future Value'. This means sales beyond the current day. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I class it as thinking 1, 3 or 5 years out. How the business will be making money, often called strategy, but I wanted to be clearer.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Well what should ecommerce CEO's be responsible for? </h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>When I imply 'future-value' I imply the $10,000/hr tasks like:</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:list --></p> <ul> <li>Improving USP (unique-selling point)</li> <li>Asset-allocation</li> <li>Establishing values and culture</li> <li>Intellectual property</li> <li>Marketing thinking</li> <li>High-value deals</li> </ul> <p><!-- /wp:list --></p> <p><!-- wp:paragraph --></p> <p>I say 'marketing thinking' because I don't believe the modern CMO is responsible for all of the marketing in the C-Suite anymore. The CMO is responsible for so much in terms of implementation of marketing, that they lose the ability to think well.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>The CMO has so much of technologies spend now, and is often involved in how that reaches customers and basically trying to minimise ad spend across Google, Facebook, Instagram and LinkedIn.</p> <p><!-- /wp:paragraph --></p>
Scaling to the Moon /blog/scaling-to-the-moon/ <p>That’s not how running a business works.</p> <p>Like… at all.</p>
What Happens When You Don't Offer a High-Priced Option? /blog/offer-a-high-priced-option/ <p><!-- wp:paragraph --></p> <p>When my clients think about pricing, they often get into thinking about offering a price that a number of people would prefer be the number on the tag.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>What happens is they sell to an average in a segment. This segment is defined by a sole persona, and doesn't become a perfect fit for anyone.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>In the book 'Value-Based Pricing' by Macdivitt/Wilkinson, an analogy is used of a father buying a pony for his daughter. It shows all the ways how the deal could and couldn't be a right fit for the father. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>They outline that there's 3 ways we could find out how we can move to become the right fit. They say money-saved, money-made and emotional contribution. The father ends up with the perfect price because the seller discusses the value and offers the right option.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>What if we don't offer the option? </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>We go back to the average in the segment and don't give the right fit and <strong>never get paid for a high-priced option</strong>.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>If we don't offer high-priced options, we'll never have the best price for our highest paying customer, improving our overall price premium.</p> <p><!-- /wp:paragraph --></p>
Is Evangelism the Future of Sales? /blog/is-evangelism-the-future-of-sales/ <p><!-- wp:paragraph --></p> <p>Are we getting fed up with looking at the exorbitant costs to get customers yet? I know that we should rationalise the opportunity cost every once in a while that's for sure. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>But is there a better way? Outcomes that keep us profitable and solvent? </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I'd say right now evangelism is the only way out of this mess. I don't have any vested interest in ads, managing your ads or having an eye on high fees around ads. I do have vested interest in quality traffic. Because I know quality traffic makes my job a hell of a lot easier.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Do you have clear referral streams yet? Do you know who your best customers are? And are they pulling up the second best customers?</p> <p><!-- /wp:paragraph --></p>
How to Improve Conversion Rates of Your Homepage /blog/how-to-improve-conversion-rates-of-your-homepage/ <p><!-- wp:paragraph --></p> <p>On some of my projects the homepage ends up improving overall conversion rate by 50%.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>It's no secret that your homepage is my go to for my generalised quick fixes.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>If you focus on the homepage in most businesses, it's usually the first page someone visits.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Now if your homepage doesn't have these 5 things then I'm going guess it's a poor performing homepage homepage and you should get these things fixed immediately.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:list --></p> <ul> <li>What is it?</li> <li>Is it right for me?</li> <li>Is there anyone else using this and do I know them?</li> <li>How much do I expect to pay?</li> <li>Where do I get help?</li> </ul> <p><!-- /wp:list --></p>
Which One Thing Resulted in Increased Conversions? /blog/which-one-thing-resulted-in-increased-conversions-1/ <p><!-- wp:paragraph --></p> <p>I asked a forum "What's one thing that you did on your ecommerce store, that resulted in increased conversions?"</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Asking questions like this in forums gives me a better understanding of results at scale.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Adding Product Video Tours</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Having a video on the product page with a structured process of demonstrating it's benefits and risk reversal.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Simplifying Checkout Process</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Shopify gives you an uncluttered checkout process by default now. So if you're not utilising a defined user experience at checkout, start by removing headers and footers of the page and show the pages intent clearly.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Adjusting Free Shipping Policy</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Changing your policy impacts AOV (average order value) just as much as optimising for conversions. I've seen others discuss setting the AOV threshold to 1.15-1.20 X AOV. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I think that's a good ballpark. But please account for brand leverage and unit economics.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Product Photography</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>The better the image, the image consistency and image content = the higher the sales.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Start here and improve. I can't stress this enough. If I'm starting a store, the first thing I'm paying for is good product photography (even before I've ordered product).</p> <p><!-- /wp:paragraph --></p>
Marketing is Way Easier When You Know Your Audience /blog/marketing-is-way-easier-when-you-know-your-audience/ <p><!-- wp:paragraph --></p> <p>I want to show you what the simplest way to think about your marketing is. When you know this it will make it all the easier to do what you intend to do with any sort of marketing.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Marketing is creating need.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Creating need will help you position your business in a market and to a certain type of customer.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>This customer is a living breathing human who you could target all of your marketing towards. You could have a couple with similar traits. Though just make sure you know them well (personally, yes even better).</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Having a 'who' makes your positioning strong, paired with a 'what' you get a lot more precise in your marketing.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Take me for instance. A designer for everyone is a lot less valuable to ecommerce businesses than me focusing on ecommerce businesses. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>And take hair dye brand Fudge in the late 90's. They marketed to teenagers in school wanting a unique look. Did they use your mum's 'Tahiti Brown' in their line? No, they had bright pinks and purples.</p> <p><!-- /wp:paragraph --></p>
Don't Just Think Better. Think Different. /blog/dont-just-think-better-think-different/ <p>Don't just think better. Think different.</p> <p>Using the same thinking in your industry at your competitors will breed mediocrity.</p> <p>I've seen the wall of ego come up on nearly every phone call when I recommend something out of industry norms.</p> <p>How I'd combat that? Aiming to be different above all else.</p> <p>I have a good friend say 'We don't price it like that in our industry'.</p> <p>'Great, you sound like you hate higher profits, that sounds insane to me'.</p> <p>His thinking is too caught up in his tasks and it continues to burn him to this day.</p>
Now is the Time to Follow-Up /blog/time-to-follow-up/ <p><!-- wp:paragraph --></p> <p>I don't mean heartfelt outreach. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I just mean getting in front of your customer. Being there, getting attention. It's the same as it was 6 months ago.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>We are simply tired of the support emails, saying 'we're here for you'. Most businesses aren't there for you, they are struggling to make a sale. If they say that I'd imagine they are showing up to your doorstep doing non-scaleable things. And that's very rare, and in some cases illegal.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I assure you non-scaleable things will win during current times. Just like they would pre-covid days. You just want to win today and I think there's no better time to do the non-scaleable things well.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>If you can contact a customer, send a handwritten note, at a minimum write the email that would have been automated yourself. Just to tell them you're thankful for their business at these times. That is the start of a very good relationship. </p> <p><!-- /wp:paragraph --></p>
Text-Based Emails for Conversational Ecommerce /blog/text-based-emails/ <p>Go basic, text-based design for basic communications, especially in Cart abandonment sequences or flows.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>You want this to feel like a 1-on-1 communication, as per going into a retail store. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Who told you brand the hell out of these and over think your strategy by over designing these?</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I'd opt for something simple and accessible for your customer. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>They're going to spend all of 3 seconds in there if they even open it at all. Give them some text, a link to their action-required and be clear in your messaging why you are sending the email.</p> <p><!-- /wp:paragraph --></p>
Defensive Design - Making Better Customers Through Rectified Mistakes /blog/defensive-design/ <p><!-- wp:paragraph --></p> <p>I've been saying the same things for months. Non-scaleable tasks will win during the current times (pandemic of 2020).</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>A research in the quality of customers from a renowned hotel chain came back with conclusive results.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Customers who purchased seamlessly and enjoyed the amenities, had a great experience. Though they weren't as good as a long term customer who had a problem rectified with their service in a swift manner at the start of the customer relationship.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I'm not implying going out of your way to treat a customer poorly. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I'm saying go out of your way if you can do something immediately that will impact your customer for years to come.</p> <p><!-- /wp:paragraph --></p>
I Analysed 700 of Australia's Top Shopify Stores, Here''s What I Found /blog/analysed-australias-top-shopify-stores/ <p><!-- wp:paragraph --></p> <p>As I'm a handy developer, I built a quick query to find the top Shopify stores in Australia. I was alarmed at a few issues were prevalent across most as you can see my original Tweetstorm <a rel="noreferrer noopener" href="https://twitter.com/reediredale/status/1265826527494631424" target="_blank">here</a>.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Brand Perception</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>90% don't care about it or how it effects price premium.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Warren Buffet only buys businesses based on price premium. It's his main metric for purchase.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>If you don't have a solid brand you're ability to make a second sale is drastically lower than that of a brand who is perceived as valuable.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>User Experience</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>All are using stock standard, out of the box themes. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>They aren't using the Cam Smith principal of UX: "If we can score on the second play, why don't we?"</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>This means that optimising the number of clicks to purchase aren't being utilised. There is work to be done here.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>This is even more obvious on products with a low number of SKUs. You could give a lot more value on the homepage or pre-filling the cart with the store's major product.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Innovation Stack</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>You have managed to get past the first hurdle by having Shopify. 6 years ago it took me 3 hours to set up a bank connection. Spend more on giving your customers options and systems to buy.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Utilise your ECRM capabilities to see how people shop, give them a nudge to buy, ECRM's like Drip or Klaviyo have the ability to personalise on site language to give the customer a lot more of a unique experience with tools like RightMessage.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Typography</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Pay some money for a typeface. Google Fonts are free for a reason. They are poorly made and usually cheap alternatives.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>A brand is only as good as it's differentiation from it's market. A typeface tells a story on it's own and going down the free path makes you look a bit clumsy. Choose a typeface that speaks to your customers. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Photography</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>If you've listened to me for long enough this is my no.1 budget tip. If you're cheap, start with photography.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Setting up your iPhone and think you will be just fine?</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Stop.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Call my friend <a rel="noreferrer noopener" href="https://www.instagram.com/callie_marshall/" target="_blank">Callie Marshall</a>. She's the best at product photography for DTC brands in Australia. She will give them a unique setting and the vibe your brand speaks. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Copy</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>A lot of it was pretty poor. It didn't persuade, or resonate with any specific type of customer.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I'd recommend starting again. Read Sean D'Souza's books. ...or hire my friend Adam at <a rel="noreferrer noopener" href="https://www.copyburst.com/" target="_blank">Copy Burst</a>. I'll hire him for you if you want.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Positioning</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>If the copy is poor, it usually isn't saying specific to anyone. </p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I'd look at your positioning if you're about go and get a copy expert in. If you can sharpen your arrow and shoot at the target profile you'll have far more resonating products with your audience and make sales a lot more seem-less.</p> <p><!-- /wp:paragraph --></p>
Pricing the Customer /blog/pricing-the-customer/ <blockquote> <p>If I have 2000 seats to fill and 400 prices I know I'm missing 1600 prices.</p> <p>Ex-CEO of American Airlines</p> </blockquote> <p>Having modern pricing let’s you price the customer and not the service. So if you have multiple levers of value behind your service you sell, there can be a number of different ways to allocate a price to the customer.</p> <p>Now this is definitely price discrimination, though we have ultimately had the prerogative of calling discrimination a negative.</p> <p>However economists have found that price discrimination is a net economic good for the world. How else would we get drugs to 3rd world countries at 1/10 the price? By offering up a lower price tier for a user that needs them in that specific country.</p> <p>You have services to sell, and you want to be profitable. But don't you want raving fans? And price premiums that can stand up to having a good brand?</p> <p>Pricing the customer controls how a customer values your service. So having one price means you set a price for an average in the segment, which means you haven't priced anyone specifically.</p> <p>Pricing the customer is more ethical, a better customer experience and will drive higher profitability for your business. I guarantee this.</p>
Go Online or Go Broke /blog/go-online-or-go-broke/ <p>I was in a discussion with a small restaurant last week. They were looking (or screaming) for help on Facebook.</p> <p>They were afraid. They've failed to consider what exactly their customer base is before this new found constraint (coronavirus) is in front of them. </p> <p>They reached out and asked if I could manage their website. I told them it isn't a level of business I'd usually engage with and also told them managing a website for them wouldn't probably be in my immediate marketing strategy.</p> <p>I don't think they've been aware of their options for so long. They've had a narrow view of their customer base and now they have no idea who their customer is.</p> <p>I can tell you this, maximise opportunity whenever you can. But you only have so much time.</p>
Types of Subscriptions You Can Leverage /blog/types-of-subscriptions/ <p>As someone who has value-priced for the past decade, learning of Ron Baker (pricing god) deep-diving into subscriptions or what he calls Value-Pricing 2.0 has boggled my mind these past couple of months.</p> <p>Learning about it I've come to terms that John Warrillow had cleared up what types we should be focusing on in his book 'The Automatic Customer'. Go buy it.</p> <h2 id="the-network-model">The Network Model</h2> <p>The model where the service gets better where more people join. You can offer a remarkable experience that people feel compelled to share. (If your product is only somewhat better than the alternative, this is not the best model.)</p> <p>The Network Model is best suited for companies that have a lot of capital, or enterpreneurs that are good at raising it</p> <h2 id="the-surprise-box-model">The Surprise Box Model</h2> <p>Deeply discounted for a very specific customer.</p> <p>A big part of the reason people subscribe is the excitement of always finding something new. Consider how you’ll keep surprising subscribers with new products, month after month.</p> <h2 id="the-all-you-can-eat-library-model">The All-You-Can-Eat Library Model</h2> <p>All access model, usually accompanied with a freemium product as a taster.</p> <p>To prevent subscribers from “cherry picking,” it may be<br> necessary to give customers an ultimatum: subscribe to the<br> entire library or lose access.</p> <h2 id="the-private-club-model">The Private Club Model</h2> <p>A limited supply, usually paired with premium product.</p> <p>The secret to making a private club work is not offering a la carte access. You force customers to make a decision: if they want access to something truly rare, the only way they can have it is by entering into a long-term relationship.</p> <h2 id="the-front-of-the-line-subscription-model">The Front-of-the-Line Subscription Model</h2> <p>Selling priority access, usually through some form of waiting in line to get your product offering.</p> <p>The Front-of-the-Line Subscription Model can be used in conjunction with other subscription models to add an additional annuity stream of recurring revenue.</p> <h2 id="the-membership-website-model">The Membership Website Model</h2> <p>A tightly defined customer based on education and the ability to level up in an area.</p> <p>Sometimes related to products or services you can sell to your customers.</p> <h2 id="the-simplifier-model">The Simplifier Model</h2> <p>This subscription model works well for personal services. Everyone wants to simplify their life.</p> <p>A service that your customers need on an ongoing basis. The ability to sell to relatively affluent, busy consumers. A personal service business like pet grooming, massage, tutoring, swimming pool care, window cleaning, etc.</p> <h2 id="the-consumables-model">The Consumables Model</h2> <p>To compete with Amazon and the other Big Box retailers, you need to brand what you sell as your own. Name the product yourself even if you’re buying it from a supplier.</p> <p>Ensure you have a steady flow of supply. Either take control of the manufacturing process or ensure you can find enough supply when you need it. Don’t underestimate the logistical challenge of fulfilling a physical product or service for thousands of subscribers.</p> <h2 id="the-peace-of-mind-model">The Peace of Mind Model</h2> <p>The serenity of knowing you’re covered in the event of a catastrophe. Can anyone say insurance?</p> <p>Limit your risk. Premiums may look like free money, but you need to ensure you have the resources and infrastructure to honor your commitment if your customer calls.</p>
Positioning, There's Money in that Pigeonhole /blog/positioning-theres-money-in-that-pigeonhole/ <p>I've been looking at acquiring online businesses that require positioning.</p> <p>In a world where people are looking to sell a wide array of SKU's I'm going the other way.</p> <p>Koala, a low-priced Australian comparative mattress brand to Casper recently added furniture to it's range.</p> <p>I cringed. Why?</p> <p>Casper owns 'sleep' in the mind. It's positioning is directly around getting better sleep or improved sleep. It has a night light in it's range.</p> <p>Koala has pivoted away from modelling Casper in Australia. I think they are going down the path of Fantastic Furniture, a cheap commodified provider with watered-down positioning.</p> <p>My real problem is that can you come back from being a low-cost provider?</p> <p>There's money in that pigeon hole for Casper, despite their cost problems. Koala on the other hand, dump your stocks Steve Smith.</p>
NO Designer Will Tell Your Business This (The REAL Business Value of Design) /blog/business-value-of-design/ <p><!-- wp:paragraph --></p> <p>When I first got into design I was obsessed with tooling: fonts, colour books, the history, the heroes spouting on about how it has to be.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Some great principles. Some poorly thought out, and now over time, not even even questioned.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>The customer wants to think of design as a shiny, well put together item that you lust for. Buying based on hopes and dreams...or fear, of missing out.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Design as a practice is messy.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Sold as a bullshit process to remain a repeatable entity tied to a design firm. Which in turn doesn't really do too much to the top line of any firm. Besides any bullshit story tied to a story is a phony designer who never learnt how to sell.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>In day to day business, the value of design is 4 parts:</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:list {"ordered":true} --></p> <ol> <li>Diagnosis</li> <li>Prescription</li> <li>Implementation</li> <li>Reapplication</li> </ol> <p><!-- /wp:list --></p> <p><!-- wp:paragraph --></p> <p>That same order represents the value of each step. Dropping as you go down to each step. So it makes sense that a better diagnosis should reap you more $$$ than a better reapplication (or redesign) as a business owner.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Part 1 - Diagnosis</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>You might know&nbsp;<strong>Diagnosis</strong>&nbsp;as a what you do when you see doctor about an ache or pain, cold or flu. This is the same mechanism in a design process.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>A business in 2019 make a lot of money online by innovating against their competitors.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>What happens when the innovation dries up and hits a wall.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Is it a game to be lost entirely?</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Would one walk away and sell up? Or design a new system to innovate from where we left off?</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I'd innovate again, there are costs, though what is the cost of failing all together?</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>The diagnosis can look like many things, it can be a hunch, and I say everything is a certain level of a hunch. Only then can we be open to calling everything a test.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Design is more than a test though. We have start with the ache or pain.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Design is not a band-aid. Yet we can have solutions that look like one.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Design is not art, and it should always have an outcome.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Part 2 - Prescription</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Knowing the problem is half the battle.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Senior management want to prescribe the problem before it hits the implementation team.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>When I have it my way, no one makes it into the implementation room without&nbsp;<strong>Diagnosis + Prescription</strong>.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p><strong>What does impactful design look like to our early stage diagnosis?</strong></p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>We have to know what impact and effort looks like to every problem raised in diagnosis to even start thinking prescription.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Sticky notes and design thinking gets us there.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>We have to leave our egos at the door and move forward with measuring the impact and effort of ideas based our current situation.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>It can look like many things, though&nbsp;<strong>design sprints</strong>&nbsp;highlight the way.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>I've managed to pull parts out of design sprints to build my 'just enough research' approach to moving into implementation faster. Though government, ASX200 businesses want to do the 5-whole days and that's fine, the 5-day sprints work incredibly well for physical products being tested.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>What does the impact and effort look like of the idea you want to implement?</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Part 3 - Implementation</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>The part where you thought you'd have all the fun and get your hands dirty.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>This is the big misconception of what design actually is.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>The implementation has significant value, though it's inherently linked to diagnosis and prescription because it steers the strategy of what should be an automatically driven vehicle.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Without that rational strategy you're not driving a user to a goal. You're getting in drunk and playing, making the designer an artist.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Design means it has a clear outcome. Art doesn't, and value of art is in it's mystery.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>You can call them both communication tools, though art needs explanation, design shouldn't.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>"what about creative direction Reed?"</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>That's a layer of style. A button with gradient colours, a typeface that is unique, that's a style layer, it's moving into brand territory.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Brand is still valuable (attached with the mystery of art AND marketing) though it needs functioning user experience attached.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>A recent Commonwealth Bank billboard ad had Yellow text on a white background to communicate it's punchline.Which missed the mark.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:image --></p> <figure class="wp-block-image"><img src="https://nnimgt-a.akamaihd.net/transform/v1/crop/frm/brendan.simpkins/42282aaf-a3d2-45aa-949a-2528667191d1.JPG/r0_144_2592_1607_w1200_h678_fmax.jpg" alt=""/></figure> <p><!-- /wp:image --></p> <p><!-- wp:paragraph --></p> <p>This is removing the clear function the business set out for. To communicate a clear goal.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>It is structured like an artist. Though fails to communicate effective design for a user moving at 100km/hr.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>In your day to day, tell me what you think is a failing design implementation.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>Part 4 - Reapplication</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Working in agile we need to reimagine failing parts of a businesses tools and products to maintain revenue targets.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Sure those numbers can be arbitrary figures. Though large companies need to keep eyes on the income reports to maintain whatever arbitrary figures they have for whatever growth reason they might have.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Ambitious business owners need to look at the way they capture value or create value in any market, the costs that go into diagnosis and prescription can be tedious and intangible, but with reapplication we can look directly at the tangible and pivot.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>What's working, what isn't?</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Are we measuring the right metrics to start with?</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>It starts with innovation in any market.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:quote --></p> <blockquote class="wp-block-quote"> <p>Because the purpose of business is to create a customer, the business enterprise has two – and only two – basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs.</p> <p><cite>Peter Drucker</cite></p></blockquote> <p><!-- /wp:quote --></p> <p><!-- wp:paragraph --></p> <p>How do we innovate from where we are?</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>We do Innovation Ideation (formally known as ux research).</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>The goal is to ship changes with modern tooling and processes: design sprints, agile methodologies, lean startups principles and hacking growth.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Reapplication is my wheelhouse, it's the least valuable as a whole of the design process. Though easiest to capture value in the market for stay-ups.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>And how do I do it? By business innovation. Pulling out hail mary's from the current tech stack to utilise failings the business has overlooked.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Australia of all countries needs reapplication at the moment of writing. It's the first place to start. Which is why an audit is crucial.</p> <p><!-- /wp:paragraph --></p>
What Are Your Customers Really Buying? /blog/what-are-your-customers-really-buying/ <p><!-- wp:paragraph --></p> <p>I've been liking the partially true story about Montreal's gang land, Bad Blood on Netflix (spoiler alert).</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>The main character, Declan, ends up taking over complete control of the drugs coming into the city.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>He ends up being burned by the mafia in the first season which leads him to go it alone. He knows from past experience, it's always from the inside that a mafia unravels, not from the outside hence the reason to go solo.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>In the picture attached, Declan is organising the purchase of distribution. But he structures his deals so he pays a premium on stability.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>At McDonald's you buy a delicious burger (however unhealthy it may be). But you pay for the convenience. So they look at themselves as a real estate business.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:paragraph --></p> <p>Dimple is an at your home foot care company. But you pay a premium on foot health in your elderly age to get in home care. But they are really look at themselves as a logistics company.</p> <p><!-- /wp:paragraph --></p> <p><!-- wp:heading --></p> <h2>So What are Your Customers Really Buying?</h2> <p><!-- /wp:heading --></p> <p><!-- wp:paragraph --></p> <p>Do you know? I imagine McDonald's and Dimple have poured huge efforts into the structure of their business model to optimise costs and marketing to improve cash flow not around their product costs but around the way the business can potentially make money or save money.</p> <p><!-- /wp:paragraph --></p>
4 Ecommerce Quick Wins You Can Have Today /blog/ecommerce-quick-wins/ <p>When you’ve built a platform for so long it’s not uncommon to want to start again. Don’t throw the baby out with the bathwater.</p> <p>Tiny changes can have a huge impact. My own example, for&nbsp;australiansarongs.com<br /> I changed the width of the website from a 1600px wide container to a 980px container and nearly doubled the revenue in just one month.</p> <p>Here a bunch of quick wins your business can have that you the store owner can do straight away, some as a little as 2 minutes.</p> <ul> <li>Easy to implement</li> <li>Low risk / high growth chance</li> </ul> <h2>1. Chat</h2> <p>The experience when I go to retail outlet versus shopping on TOPSHOP&nbsp;for slim-fit khaki chinos (tragic I know) is worlds apart in terms of being a valued customer.</p> <p>Not only is chat a way to improve engagement with the customer, discover frequent problems and hidden issues, it starts to fix that real-world experience that every store owner thinks about.</p> <p>You can setup the following relatively easy on your store.</p> <ul> <li><a href="https://www.intercom.com">Intercom</a></li> <li><a href="https://www.gosquared.com/">GoSquared</a></li> <li><a href="https://www.drift.com/">Drift</a></li> </ul> <h2>2.&nbsp;Payment options</h2> <p>Offering customers an alternative way to pay has been proven to boost conversions.</p> <p>Payments company Stripe analysed payment methods by platform and showed an increase in performance when offering customers more options.</p> <p>I do however think they just gamed it to make people use them too.</p> <p>Paypal has obviously gained market share but digital wallets haven’t really gained traction in Australia.</p> <p>The quick win I would recommend is your average transaction value and then start pairing solutions together to see which works best. I’d recommend BOTH Stripe and PayPal together.</p> <h2>3. Social Proof and Urgency</h2> <p>I like to use timers to make someone buy. Doing this will trigger ‘fear of missing out’ commonly known as FOMO in the users head. eg. If you purchase in under 2 minutes it’s 10% off.</p> <p>WooCommerce store owners can make use of this with a simple search of ‘WooCommerce Countdown Timer’.</p> <p>In the 2nd chapter of <a href="https://www.amazon.com/Influence-Psychology-Persuasion-Robert-Cialdini/dp/006124189X/ref=sr_1_1?ie=UTF8&amp;qid=1488273585&amp;sr=8-1&amp;keywords=influence+the+psychology+of+persuasion">Robert Cialdini’s book ‘Influence</a>’ he talks about ‘the Rule of Reciprocity’. This implies when someone gives you more value than you asked for they feel guilt to give back.</p> <p>…a subtle kind of leverage.</p> <p>Do you notice why I give away a FREE email course on my websites? That’s what I’m doing. I’m giving more value so I can do an ask to you in the future.</p> <p>You can give away physical samples, pamphlets on more information through a gateway etc.</p> <h2>4. Onboarding</h2> <p>Onboarding is getting someone through your product with the ability to easily acquire what you’re selling. First-time buyers might require guidance, but not information overload.</p> <p>Start with your value proposition (keep it simple!) and move on to basic functionality from there.</p> <p>Too much text during onboarding (or anywhere in an app, for that matter) can be a turnoff, especially since many people don’t learn this way. Try taking a “learn by doing” approach.</p> <p>Remove friction from logins and account creation Logins are tricky. (You can set up Social logins which I recommend though they're not quick &amp; easy).</p> <p>They account for a significant amount of drop-off in app usage, losing up to 56% of users, but are pretty much essential for the majority of apps out there today. Optimising the way users sign-up or create an account can make a huge difference in improving the activation and retention rates.</p> <h2>Rounding Up</h2> <p>I think these are easy, though that might not be the case for you. Comment below and I'm happy to explain some next steps.</p>
2 Ecommerce Lead Mistakes You''re Making Right Now /blog/ecommerce-lead-mistakes/ <p>Over 17% of all sales on this planet will be transacted through the internet and ecommerce leads, that number is growing higher every month.</p> <p>...50% of all customers spend more than 75% of their shopping time in research on a website.</p> <p>What does this all mean? You need to know how to convert ecommerce customers.</p> <h2>Not Giving the Customer Enough Information</h2> <p>The huge issue I see as a designer is the content site owners give a customer meticulously looking to see&nbsp;what takes ownership of hierarchy. I find most problems usually language around 'we the business' instead of 'you the customer'. And it takes up a lot of room on the page doing a whole lot of nothing.</p> <p>Nobody wants to hear about how the company makes the car, the customer wants to see how fast the goes with them inside.</p> <p>Still, fill the page with the <a href="http://reediredale.com/ecommerce/losing-ecommerce-customers-bust-objectives/">correct objection busting copy</a> to get the customer to buy ie. In Stock, Free Shipping.</p> <h2>Assumptions</h2> <p>Assuming your lead&nbsp;is not ready to buy is a huge mistake.</p> <p>The internet makes it easy to do comparison shopping and that is good for you.&nbsp;Now you know how to talk to your customer as a salesman, you're ready to close the deal. See the 'you the customer' language can come back in with a bit more force now.</p> <p>You can get bogged down with trying to give the user everything they need right away. Though just hide dimension attributes in an 'Attributes' tab and they will get there if they're looking for it.</p> <p>Designing a huge add to cart button on the product page is&nbsp;enough at this stage. The worrying point is drop off.&nbsp;That's where Facebook Ads are vital part in your lead generation.</p> <p>You want comparison to be out of the buyers mind. And focused on getting them back to buy. You don't want to spend the money? Like anything on this planet you have to pay to play.</p> <h2>Conclusion</h2> <p>By chance the user comes back through a Facebook remarketing campaign&nbsp;they're ready to buy. Make it as easy as possible for them.</p>