Whereas the typical B-to-B video used to be around six minutes long, it’s now fallen to just over four minutes in duration.
On the plus side, due to those shorter times a larger percentage of viewers are watching all the way to the end of B-to-B videos. Even so, the proportion doing so is only around half (52%, up from approximately 46%).
And if a B-to-B video is shorter than 60 seconds in duration, an even larger proportion of viewers watches the entire video — typically nearly 70%.
It would appear that short attention span characteristics have leeched into the business realm as well: To have the greater impact in B-to-B video communications these days, “less is more.”
Too many business-to-business websites remain the “poor stepchildren” of the online world even after all these years.
So much attention is devoted to all the great ways retailers and other companies in consumer markets are delighting their customers online.
And it stands to reason: Those sites are often intrinsically more interesting to focus on and talk about.
Plus, the companies that run those sites go the extra mile to attract and engage their viewers. After all, consumers can easily click away to another online resource that offers a more compelling and satisfying experience.
Or, as veteran marketing specialist Denison ‘Denny’ Hatch likes to say, “You’re just one mouse-click away from oblivion.”
By comparison, buyers in the B-to-B sphere often have to slog through some pretty awful website navigation and content to find what they’re seeking. But because their mission is bigger than merely viewing a website for the fun of it, they’ll put up with the substandard online experience anyway.
But this isn’t to say that people are particularly happy about it.
Through my company’s longstanding involvement with the B-to-B marketing world, I’ve encountered plenty of the “deficiencies” that keep business sites from connecting with their audiences in a more fulfilling way.
Sometimes the problems we see are unique to a particular site … but more often, it’s the “SOS” we see across many of them (if you’ll pardon the scatological acronym).
Broadly speaking, issues of website deficiency fall into five categories:
They run too slowly.
They look like something from the web world’s Neanderthal era.
They make it too difficult for people to locate what they’re seeking on the site.
Worse yet, they actually lack the information visitors need.
They look horrible when viewed on a mobile device — and navigation is no better.
Fortunately, each of these problems can be addressed – often without having to do a total teardown and rebuild.
But corporate inertia can (and often does) get in the way.
Sometimes big changes like Google’s recent “Mobilegeddon” mobile-friendly directives come along that nudge companies into action. In times like that, it’s often when other needed adjustments and improvements get dealt with as well.
But then things can easily revert back to near-stasis mode until the next big external pressure point comes down the pike and stares people in the face.
Some of this pattern of behavior is a consequence of the commonly held (if erroneous) view that B-to-B websites aren’t ones that need continual attention and updating.
I’d love for more people to reject that notion — if for SEO relevance issues alone. But after nearly three decades of working with B-to-B clients, I’m pretty much resigned to the fact that there’ll always be some of that dynamic at work. It just comes with the territory.
Honeycutt’s question was, “What are the biggest day-to-day issues for marketing execs?”
He was interested in getting input to help him speak to needs and offer solutions when interfacing with his customers and prospects – even if those solutions meant referring them to other vendors.
According to Honeycutt, he often hears responses like, “Too busy to talk. I’m swamped and we have no budget anyway.”
His query generated some interesting feedback. Comments ranged from the succinct (“sounds like you’re getting the brush-off”) to ones that were more helpful and useful.
One response I liked particularly well came from Brent Parker David, a marketing strategist at CRE8EGY. His listing of the day-to-day issues for marketing execs were to-the-point:
Too many meetings;
Lack of experienced creative thinking;
Personal and political agendas overshadowing the mission and the marketing objectives;
Too many “experts” who have never truly accomplished anything — but are very comfortable telling others what to do or how to behave.
I think most of us involved the marketing field for any length of time will be nodding knowingly at the above points …
Another response — more nuanced — came from Matt Smith, a marketing strategist in the consumer packaged goods field. Here’s what he contributed:
“When Marketing doesn’t provide deep insights and a strategy to leverage them, price discounting takes over. This gives Sales the lead, as they are the executors. Growing sales, no matter how it’s done, is taken as progress. Sales is the hero, even though margins [may] have eroded.
“The byproduct of this is increasing their trade spend budgets — and by extension, their political clout. Conversely, Marketing loses clout as they don’t have an answer that drives sales AND margins. In the zero-sum budget game, the increased trade spend comes out of the advertising/promotion/innovation budget.”
Smith went on to add that “marketing is only stifled by bean-counters if they don’t know their customers and [can’t] devise a creative strategy to get them to buy more at higher margins.”
What are your own thoughts about the biggest day-to-day challenges facing marketing execs? Please share your thoughts with other readers here.
For most marketing professionals over the age of 30, the purchase funnel was one of the fundamental staples of their business training.
In fact, the famous “AIDA” model – which stands for awareness, interest, desire and action – was first posited as far back as 1898 by Elias St. Elmo Lewis, an American sales and advertising professional and business writer.
“AIDA” was also the inspiration behind the classic purchase funnel – an orderly, simple path consumers take on the way to selecting and purchasing a product or service.
AIDA has had a good run, because for more than a century, the AIDA purchase funnel has meshed neatly with the various advertising and MarComm tactics that have come along the pike – print advertising, direct mail marketing, radio, television – and even the Internet.
While some people might contend that the advent of the Internet disrupted traditional buying processes, the greater reality is that it brought certain aspects of the buying process into sharper relief. Search engine optimization and search engine marketing stepped in to play nicely within the “interest, desire and action” steps.
Even better, Internet marketing made ineffective “soft” attitudinal metrics less important; all of a sudden, it became much easier to make educated decisions about sales and marketing programs based on hard evidence.
But with social media taking center stage, everything is now scrambled. The tidy “linear” purchase process just doesn’t reflect what’s happening now that “interactivity all over the place” is the thing.
But what exactly is the new “thing” when it comes to the purchase process? There’s a lot of discussion … lots of thinking … but not much in the way of conclusions.
But what exactly is that? When you look at how McKinsey attempts to graph it … it may be the proverbial “big ol’ mess.” I’ve pictured it here so you can try and have some fun with it.
The “McKinsey Whatever” may be hard to grasp pictorially, but there’s one thing’s about it: it’s surely not linear.
There are two circles (kind of). Consumers can go around within the circles forwards or backwards. They can also go sideways between the two (sort of).
Truth be told, the “McKinsey Thingamabob” is fairly difficult to untangle. At least that’s the claim of some business observers such as Jon Bond, a marketing specialist and cofounder of branding agency Kirschenbaum Bond Senecal. He writes this:
“I’ve been in 20 meetings where the ‘McKinsey Frankenfunnel’ has come up , and not once has anyone had the courage to admit that they didn’t have a clue what to do with it.”
Bond goes on to posit that introducing this new model was a masterstroke on the part of McKinsey (wittingly or unwittingly) because it’s become a boon to its consulting business: Companies have to hire McKinsey so the consulting firm can explain it, he notes wryly.
Whether it’s the McKinsey diagram or any other one that’s been proffered recently in an attempt to illustrate the new purchasing paradigm (one being a Google model with the eyebrow-raising acronym “ACID”) – what’s clear is that the purchase process is more complex then ever before. And in that process, the number of touchpoints has also grown dramatically.
Perhaps the best thing to do is to jump out of the funnel (or box, or circles, or whatever the purchase cycle is today). Instead of focusing on impressions or touchpoints, let’s remember the big thing that interactivity has placed in the hands of purchasers: far more opportunity to see and hear what trusted influencers are saying about products, services and brands.
It’s like going back to traditional, pre-1900 word-of-mouth advertising — and putting it on steriods.
Jon Bond contends that this new riff on WOM may be the smarter way of looking at the purchase journey a customer takes today. Instead of the “old AIDA” or the “new interactivity,” he suggests focusing more on three degrees of “trust“:
Before trust: Even if the brand is known, it’s not yet trusted because no credible third party has validated the brand in the eyes of the buyer.
Trust exists: An interaction happens with a trusted influencer who recommends the brand or has positive things to say about it.
Advocacy: Nirvana for companies, wherein a highly satisfied customer also becomes a brand advocate, providing third-party validation and attracting additional new customers because of the resulting brand credibility.
Incidentally, the above scenario is particularly effective in the B-to-B world, where credibility and the “CYA” impulse have always played big roles in guiding business buyers to make purchase decisions they won’t regret later.
Consider it the IBM principle, writ large: You’ve probably heard the adage that “nobody ever got fired for recommending IBM.” Now, in the “Age of Interactivity,” that principle can apply across the board.
This is my fourth and final post about the findings of Optify’s recently published business-to-business online marketing analysis. The focus of this post is on what Optify found about social media usage. (You can read my other posts on B-to-B web traffic and advertising here, here and here.)
The key takeaway findings on the social media front are these:
Despite all of the continuing hype, social media remains a very small fraction of traffic and leads to B-to-B websites. In fact, social media has contributed to less than 5% of B-to-B web traffic and leads.
Facebook drives the more than half of the social media-generated web traffic to B-to-B websites, versus about one-third from Twitter and most of the remaining traffic from LinkedIn.
Visitors who arrive at B-to-B sites from LinkedIn are more likely to view more pages per visit (~2.5 page views on average) than visitors who come from Facebook (~1.9 page views) or Twitter (~1.5 page views).
Despite generating more traffic Facebook drives fewer actual B-to-B leads than either Twitter or LinkedIn.
At this time, Twitter appears to be the most lucrative social media source for leads, with a higher-than-average conversion rate of ~2.1% (defined as a visitor taking an action such as submitting a form).
Because of this last data point, Optify posits that companies should not shy away from considering social media‘s potential as a source for leads as opposed to being just an awareness tool.
I’m sure Optify’s figures don’t lie. But I for one remain unconvinced about social media’s lead generation potential in the B-to-B realm.
I’ve been highlighting the key findings of Optify’s annual benchmark report charting the state of B-to-B online marketing. You can read my earlier posts on major findings from Optify’s most recent benchmarking here and here.
In this post, I focus on the paid search activities of business-to-business firms.
Interestingly, Optify finds that pay-per-click programs have been undertaken by fewer firms in 2012 compared to the previous year.
And the decline isn’t tiny, either: Some 13% fewer companies ran paid search programs in 2012 compared to 2011, based on the aggregate data Optify studied from 600+ small and medium-sized B-to-B websites.
However, those companies who did elect to run pay-per-click advertising programs in 2012 achieved decent results for their efforts.
The median company included in the Optify evaluation attracted nearly 550 visits per month via paid search, with a conversion rate just shy of 2%, or ~45 leads per month.
[For purposes of the Optify analysis, a lead is defined as the visitor taking an action such as filling out a query form.]
Leads from paid search programs represented an important segment of all leads, too – between 10% and 15% each month.
The above figures represent the median statistics compiled by Optify. It also published results for the lower 25th percentile of B-to-B firms in its study. Among these, the results aren’t nearly so robust: only around ~60 visits per month from paid search that translated into 6 leads.
Since the Optify report covers only statistics generated from visitor and lead tracking activity, it doesn’t attempt to explain the reasons behind the decrease in the proportion of B-to-B firms that are engaged in paid search programs.
But I think one plausible explanation is the steadily rising cost of clicks. They broke the $2 barrier a long time ago and see no signs of letting up. For some companies, those kinds of costs are a bridge too far.
I’ll address one final topic from the Optify report in a subsequent blog post: B-to-B social media activities. Stay tuned to see if your preconceptions about engagement levels with social media are confirmed – or not!
As part of its analysis, Optify uncovered some interesting factors pertaining to “organic” web searches, which represent ~41% of all visits to B-to-B websites. Here’s what stands out in particular:
Forget all of the talk about Bing/Yahoo taking a bite out of Google on the search front. Optify found that Google is responsible for nearly 90% of all organic search activity in the B-to-B realm, making it the #1 referring source of traffic – and it isn’t even close. (Bing’s coming in at a whopping ~6% of the search traffic.)
Organic search visits from Bing do show slightly better engagement rates in the form of more page views per visit, as well as better conversion rates (e.g., filling out a form). But with such low referring traffic to begin with, it’s fair to say that Google was — and remains — the cat’s meow when it comes to organic search.
“Branded” searches – ones that include the name of the company – account for nearly one-third of all visits from organic search. Plus, they show the highest engagement levels as well: ~3.7 page views per visit on average.
Optify notes a few clouds on the horizon when it comes to evaluating the success of a company’s organic search program. Ever since Google introduced its “blocked search data” securred socket layer (SSL) option (https://google.com), the incidence of blocked referring keyword data has increased rapidly:
Block referring keyword data now represents over 40% of all search queries.
Non-branded keywords that are known (and thus available for analysis) have dropped to just 35% of all organic searches.
Here’s the bad news: As blocked keyword searches continue to grow in popularity – and who wouldn’t choose this option when it’s so easy and readily available – it’s creating a veritable “data oblivion” confronting marketers in their attempts to analyze and improve their SEO performance.
In a subsequent blog post, I’ll summarize key findings from Optify pertaining to paid search (SEM) and social media in the B-to-B realm.