The national unemployment rate is down 50% since 2012, yet employees are still overworked and stressed. How can that be if there are more people to share the workload and how can management and leadership help combat the inevitable burnout? And as an agency director, or manager of any kind, is it possible to manage, grow, and retain talent when there’s the hovering possibility of work-halting dissatisfaction?
To find solutions, you have to know the cause. Reasons people feel burned out can range from anything to feeling over-worked, undervalued, isolated, not challenged, uninspired, and more.
Ashley Dennison, a former agency director who has led multiple teams over her 10-year communications career and now runs her own consulting business, PR Pinch Hitter, says it shouldn’t be hard for observant managers to spot someone who’s burning out.
“If a normally cheerful and talkative team member stops greeting his or her cube mates when she arrives in the morning or stops stepping out to grab lunch with colleagues — she may be quietly burning out. Or if a normally productivity and results-focused employee is spotted slumped in his chair, texting or playing games on his iPhone — that’s an indicator that something is amiss and worth checking up on.”
With so many sources for burnout, for an agency director, or anyone responsible for teams, it can sound like your full-time job is making sure everyone is happy and productive. But it’s much simpler than that to help build a workplace employees like coming to.
Take a Look at Your Organization
As companies work quickly to grow and hit goals, they can often fall into bad habits that affect the entire staff. Turnover, unhappy employees, and slowed productivity are all warning signs that changes need to be made. Eric Garton, coauthor of Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team’s Productive Power said in his Harvard Business Review article that when he and his research team studied companies with high burnout rates, the three common culprits were excessive collaboration, weak time management disciplines, and a tendency to overload the most capable with too much work.
Knowing this, take a look at the impact you can have in your organization or what you can do to improve the everyday for your team. If you’re able to smooth out the basics for your employees, the other suggestions in this article should be bonuses.
Provide Enrichment Opportunities
No, it doesn’t mean blowing a bunch of the department’s money on goof around offsite excursions. Though outside of the office trips can do wonders for morale, there’s a lot you can do within the office that can provide a bump for spirits and keep employees engaged.
- Hold lunch and learns where team members can present activities they’re experts in, like how to write in calligraphy, how to always be at inbox zero, or how to win at poker. Though not always directly related to day-to-day business, these types of meetups get employees talking and interacting in ways they wouldn’t ordinarily do in a work day.
- Invite external experts in for interactive talks and presentations. This approach is more likely to support the company’s daily activities, but provides a nice breakout opportunity for employees to extend their knowledge and get away from their desks for awhile.
Get Out of the Routine
Work should never feel monotonous. But it will if the team is coming in and performing the same tasks day in and day out. What better way to kill motivation than to simply be going through the motions 8+ hours per day.
- Where possible, mix up teams after a big project concludes. It’ll give everyone an opportunity to work with different personalities and hear new ideas and techniques.
- Consider taking on a pro-bono project and let team members play outside their normal roles. Let the social media manager design some of the work, let your accounts lead try his hand at copywriting.
- As Eric Garton mentions, instead of stretching your star team members across multiple projects, put them all together on a particularly tricky project.
Encourage Side Projects
No matter who you are and how much you say you love your job, it’s impossible to come to the office five days a week and do nothing but perform the exact functions of your role. Humans need creative, extracurricular stimulation. Allowing staff to participate in a passion project for part of their day or week will go so far in amping up dedication and productivity when it comes to getting back to “real work.”
- Though some say Google’s 20% time policy, which allowed employees to spend that amount of time on side projects, is dead, the original idea remains. Encourage employees to form their own teams to work on what interests them.
- Some companies dedicate a whole sprint week to these efforts, culminating in presentations to the rest of the company.
- Surface some of the company’s challenges at a starting point to keep employees thinking about ways they can flex their creative muscle but still impact the organization. Maybe it’s testing out a new technology that could later be applied to help a client’s business.
- You never know when an inspired employee could come up with the next product iteration. Crew, a freelance-for-hire marketplace credits side projects with helping them save their business when they inadvertently created a stock photo site while building their main business’s home page.
Make the Office Fun and Flexible
Before you start building a gourmet cafeteria and mapping out where to put the indoor fire pit a la Google, keep in mind Bagel Tuesdays can offer a big boost in morale and not sink the company’s budget.
- Consider allowing occasional work from home days to give employees more flexibility while maintaining productivity. A 2016 survey cited in this Forbes article found American workers felt they’re more productive, more satisfied with their jobs, and happier overall when working remotely. You don’t have to allow employees to work from home every day to get the benefit. Mostly, employees just want to feel they have some flexibility and say in how their schedule looks Monday to Friday.
- Plan simple surprises. Get fresh baked cookies delivered on a Thursday afternoon and invite everyone to take a milk and cookies break.
- Sync up with a charity and invite employees to take a break during the day to participate. Girls Love Mail facilitates hand-written letters to women newly diagnosed with breast cancer.
Make Everyone’s Lives Easier
There’s the manager who makes every day hard, and then there’s the manager who understands (and cares about) supporting and encouraging his or her team to do the best work. Be the latter! All of the below are great ways to show staff you value and appreciate them and their time.
- Whether it’s introducing a new tool to make pulling PPC reports a breeze, or finding the budget to hire a new job function to take that task off everyone’s plates, a great manager is always looking for ways to increase productivity while lightening workloads.
- Think of little ways you can improve touch situations, like getting lunch or dinner catered when the team is heads down on a big project.
- Work with HR to find partners to provide discounted laundry/cleaning services, entertainment, tickets, etc.
Check in and Listen
Sometimes (actually, oftentimes), employees just want to be heard. A little attention from senior management can go a long way in making employees feel valued and engaged. When meeting with staff, do your best to make them feel comfortable so they can open up about their satisfaction and needs. Let them know this is the right time to flag if their workload is too much, too little, too beginner, they don’t have access to the right tools, etc.
- Schedule one-on-ones with the appropriate staff members, letting them know what the time is for. The last thing you want is people running around nervous they’re getting called to the boss’s office.
- Ashley Dennison, the communications professional, says, “In the past, I’ve made off-campus vent sessions mandatory for my teams. After many days or weeks of nonstop production and activity, team members need to let their hair down in a safe space. Setting a “meeting” to take off at 4:00 p.m. for margaritas, chips, and guac with a small group of like-minded team members can work wonders to hit the refresh button.”
- On a collective level, poll employees to see what perks or benefits they might enjoy. While you might be thinking they’ll ask for the moon, maybe what they’d love is to be able to knock off an hour early for Summer Fridays.
Give Feedback Often
Feedback may have a negative connotation, but that doesn’t mean it’s a bad thing. If someone doesn’t know what’s expected of them or is unclear on what they should be doing for their position, it can quickly lead to burnout. Opening up a direct line of communication is a great way to build employee engagement both when times are great, and when they become more challenging.
- Employees want to hear when they’re doing a good job, but they also want to hear how they can get better (at least the ones worth keeping around do!). The Balance has some great tips on giving feedback to help employees improve.
- When appropriate, call out great work in a public forum. It’s great to feel like an asset to the company, but it’s awesome to be able to show your colleagues your impact without bragging on your own.
- The Office of Personnel Management mentions specificity, timeliness, and manner as the most important elements of effective feedback. If you’re already meeting with staff members on a regular basis as suggested above, you’re in a great position to knock out at least ⅔ of those.
It’s easy to fall into the overworked, non-unified rut that leads to burnout, but it can be just as easy to right the ship, too. Don’t overwhelm yourself trying to make every change listed above. Start with what feels like it matters most and adjust from there. You can even enlist the help of employees to carry out some of the above. No doubt there’s someone on the team who would love to facilitate guest speakers or make sure there are fresh bagels on the cafeteria table every Tuesday morning.
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What’s giving agency directors headaches these days? Rising CPC costs and slimmer margins? Grim outlook for global ad spending? Ad tech startups aggressively chasing the direct-to-advertiser relationship? Perhaps, all of the above?
The truth is, things are never going to get easier for an agency marketer. But as our performance advertising industry grows more complex, agencies can find more opportunities to add value to clients. The one caveat: this will require going a lot deeper with client data.
Dustin Engel of PMG says that now is the perfect time for agencies to fill key technology gaps for brands. Engel, who heads up analytics at PMG, a digital marketing agency serving brands such as Sephora and J.Crew, recently told eMarketer that “bringing a technical acumen” will be a key point of differentiation for agencies.
CMOs and agency directors, take heed: To win in the digital performance agency world, you now don’t just offer a lower cost per lead and higher conversion; you meet your clients’ needs in automation, data blending, and cross-network audience activation.
Agencies >> DSPs: Data Integration Needs a Trusted Partner
Why should agencies suddenly become the new analytics technology providers? What about DSPs? Existing tools, Engel argues, may offer solutions, but they lack the knowledge of the market and all the nuances of media buying.
Data by itself has little meaning. What matters is the ability to formulate the right questions and knowing where and how to extract the right answers. If agencies can solve that for their clients, a competitor’s promise of a lower CPL will never steal their business.
Integration: the Final Piece in the MarTech Jigsaw Puzzle
Top CMOs across industries see technology as the savior to key marketing challenges such as transparency and accurate attribution. Michelle Engle, VP of product marketing and management at MaxPoint, recently said to SmartBrief:
“There’s a lot of untapped possibility that, with the right focus and investment in developing powerful technology, we can unlock as an industry in 2017”
But marketers at small and large companies already have impressive technology stacks. The 2017 Marketing Technology Landscape features 5000 vendors. Obviously, adding more technology isn’t going to solve the problem. What’s next?
The Next Frontier: Tailoring Tech to Client’s Unique Needs
“Traditional marketing and advertising technology will typically cover roughly 70% of a brand’s needs, but 30% of those are unique to the company,” Engel said. “Agencies can fill a lot of those gaps, especially in areas such as data automation, data blending, and audience activation.”
Big data has turned into a big problem for marketers who are trying to connect multiple sources: site analytics data, cross-network user acquisition data, sales, and customer scoring. One-size-fits-all solutions can’t handle the complexity of each client’s unique needs.
This is a great business opportunity for agencies, Engel argues, because no product and engineering team understands the context of media better than agency media strategists.
Agencies Can Tackle Data Tasks Better than Ad Tech Players
Agencies understand all the nuances of user acquisition and customer lifecycle. If they take on the task of activating all data sources and helping clients survive and thrive in the data jungle, they’ll get customers for life.
Going from clicks and conversions to deeper, more meaningful metrics can be daunting, but you don’t have to go it alone. It’s been our mission at AdStage to connect marketers to the data they need to understand holistic campaign performance and take action at scale. Our Universal Data API allows to send all paid search, paid social, web analytics, and custom business data from a single pipeline, unlocking actionable insights that could transform your client’s business.
If your advertising agency doesn’t already have a data integration strategy, now might be the time to start exploring one.
SEM is undoubtedly one of the most effective digital marketing channels that exist. When the right elements come together – a great product with good unit economics, relatively few competitors, and high search volumes – paid search scales very nicely.
But startups rarely have all these elements working in their favor at once, and they usually face a set of unique challenges when trying to build out SEM as a scalable channel. As a digital marketing agency that has worked with more than 100 startups of all shapes and sizes on SEM, we have seen and navigated these issues and want to share some insights about how to overcome them.
Startups have a set of unique challenges above and beyond the typical challenges faced by companies advertising on paid search channels like Google AdWords and Bing Ads.
The first big challenge is that many startups have unknown or unproven customer LTVs (lifetime values). Knowing your LTVs is the most important first step when considering doing any kind of paid advertising. If you don’t know how much money you’re making from a customer over their lifetime, you won’t know how much you can afford to spend to acquire them.
But for startups with relatively little operating history and low customer volumes, it becomes very difficult to accurately project LTV. A lack of LTV data is a bit of a chicken and an egg problem, since LTV can only be established once you have acquired customers. You have to expend some combination of time, effort, and money to acquire customers from any channel.
This is very important to understand – SEM can be used to help validate or establish LTVs, but if this is your goal then make sure you are clear on what you are trying to achieve. Sometimes a startup thinks they are trying to see if SEM is scalable for their business, but they realize they don’t have the right LTV data to assess the efficiency of the channel in the first place. It’s an important distinction that will change the approach and the resources needed to manage your SEM accounts.
One way to get around this catch-22 is to get industry comparisons by talking to VCs or people at similar companies who can augment any customer data you have. While customer LTVs for other companies will likely differ from yours, it’s a relatively good measure that can at minimum help you establish a benchmark for developing a target CPA.
How much you can afford to spend to acquire a customer (called a target CPA) is directly related to how much scale you can achieve from SEM. The higher your target CPA, the more scale you can achieve.The reason for this is diminishing returns. As you start increasing your SEM spend, CPAs also increase as you saturate the low-hanging, high-intent keywords that typically convert well and you reach for new keyword opportunities. Eventually your actual CPA will start bumping up against your CPA target and you will be forced to stop scaling spend until either you determine you can afford to pay a higher CPA or you are able to achieve lower CPAs with optimization.
Another challenge for startups using paid search is heavy competition from established companies. Because these incumbents know their LTVs and also typically have much larger budgets to work with, they can afford to be more aggressive with their bids on SEM and this can squeeze out startups trying to break in. In addition, sometimes these companies ensure they show up in a certain position – regardless of how inefficient it may be. This can make it very difficult for scrappy, unit-economics-driven startups to compete. This can be exacerbated for high-funnel keywords that are already very expensive and have relatively low conversions rates.
For an eCommerce startup selling subscription clothing boxes, a generic high-funnel keyword like “mens jackets” is unlikely to back out to a target CPA that’s based on their average customer LTV. However, when searching for this term you’ll notice Ralph Lauren, Nordstrom, and Michael Kors bidding aggressively:
Even for these companies, it’s unlikely that the CPA from these keywords backs out for them directly, but they continue to spend millions of dollars per year to show up in the top positions for these keywords. Such companies may be bidding on the belief that the brand exposure they receive from showing up for generic keywords makes up for CPA inefficiency, or they may be bidding on these keywords purely due to a fear of missing out since their competitors are bidding on them. Regardless, this is not a battle that a startup is going to win unless their LTV, and thus target CPA, allows them to compete.
The best way to get around this is to bid on a variety of long-tail keywords, which will have lower competition and likely higher intent, but will also be cheaper. The more extensive your list of long-tail generic keywords, the more traffic you can drive without relying on competitive, generic keywords. Google’s Keyword Planner and third-party tools like SpyFu can help you find long-tail keywords with low competition that are relevant to your business.
Another common obstacle for startups looking to leverage paid search is that they’re often operating in nascent or emerging markets, leading to low search interest. This can limit the amount of relevant search volume available, which is a critical aspect to scaling paid search.
People have to know something exists before they can search for it, or at least something closely related to it. If a startup is selling a whole new class of product or service, this poses a challenge. For example, in the early days of Uber and Lyft, no one knew what on-demand ride sharing was, so no one was searching for it. Only as the market matured did search interest start to skyrocket, as shown below:
How can you access search volume at scale when your industry is so new that people don’t even know it exists yet? This can be a daunting obstacle, and it takes some creativity to get past it.
Targeting competitor keywords and tangential products is one way to do this. For example, in the early days Uber could have bid on competitor keywords like “avis car rental” and “yellow cab taxi”, or tangential products like “quick transportation” and “call a taxi” to build awareness of its product and drive conversions via SEM.
However, the relevancy of a keyword to the product at hand will determine the conversion rate and so again it comes down to what CPA you can afford to pay for these keywords. Waiting for your market to develop is sometimes necessary in order to truly achieve scale from SEM while hitting your CPA target.
We’ve addressed the challenges in making paid search a profitable and scalable channel for startups, but what about the light at the end of the tunnel for those companies that are able to overcome those challenges?
The most obvious and most important advantage of paid search is the value of intent. Users are telling you exactly what they’re looking for when they type in a search term, which usually indicate higher levels of purchase intent than indirect signals like audience targeting that are available for other paid acquisition channels. As a result, no paid advertising channels come close to paid search conversion rates.
Intent-based search ads allow you to capture the low hanging fruit. Someone searching for “ride sharing app” is already generally aware of your product and is probably deep enough in the marketing funnel to download the app and use it. Search ads let you maximize demand capture.
But intent is also valuable for capturing higher-funnel interest. Someone searching for “quick transportation” is sending a direct signal that they’re looking for a fast way to get around, even if they’re not aware of the existence of ride sharing. This goes to show that you can find conversion volume from keywords that are not directly related to your product or service offering, assuming the unit-economics work out when comparing LTV to CPA.
Brand keyword coverage plays an important role in all SEM programs, but it’s especially critical for startups who should be capturing everyone searching for them. All the effort and resources expended driving awareness of a startup can be wasted if a potential customer searches for your brand on Google and gets poached by a competitor’s search ad. Branded search ads can help you protect your investment in other channels.
Given how valuable these earned branded search queries are, it should come as no surprise that bidding on competitors’ keywords can be a very effective way to reach potential customers at the bottom of the funnel who are ready to make a decision. This can be especially beneficial for startups who are in markets with well-known incumbents (i.e. lots of customers searching for their branded keywords).
While established companies may have larger budgets and more brand name recognition working in their favor, startups also have some things working in their favor.
For one, startups are able to move very fast and learn quickly due to their small size and lack of red tape, allowing for high-tempo testing and optimization, which is for scaling a paid search program. For another, startups can prioritize growth over profitability in pursuit of capturing a market, allowing them to better compete with established companies in ad auctions.
Finally, startups tend to have new and refined product offerings compared to their older competitors, creating the potential for higher conversion rates and customer LTVs. This can make it easier to compete with established competitors.
A Word to the Wise – Don’t Ignore Paid Search
Startups eventually have to acquire new customers efficiently and at scale in order to become mainstay businesses. In the early days that’s no easy task, as even defining efficiency goals based on LTV benchmarks can be arduous. Succeeding with SEM as a startup requires being nimble with testing and learning, and it sometimes necessitates sacrificing short-term efficiency in favor of long-term growth.
There will always be established competitors with much larger budgets trying to box out startups trying to break into their market, but there’s a huge opportunity for the startups that are able to successfully overcome the challenges associated with SEM. People expressing their intent through a search query is arguably the most powerful marketing signal that exists. And tapping into that signal using paid search engine marketing can be the source of a highly scalable customer acquisition channel.
Programmatic has been one of the biggest buzzwords being thrown around the industry over the past couple of years. It is also an area of the industry that is growing rapidly, with 72% of all display ads expected to be bought programmatically this year.
But what do you understand about it? Do you know you know where to go to get started? How do I manage it? Why is it important?
The customer mindset is changing and marketers are having to change their approach to how they reach their audience and create an experience that attracts, convinces and retains customers. The strategy of a single brand message, pushed to the masses via perceived viable channels, is no longer a viable option.
Brands need to be able to tailor their message to their various market segments at scale, and still nurture relationships to continue to move potential customers through the funnel. Programmatic technology allows advertisers to take everything that they know about their own customers, as well as potential customers and deliver a unique experience at every step of the customer journey.
The journey of a customer purchase has changed. Consumers conduct their online activities across multiple devices daily. From Mobile, to home Desktop, to work device, to potentially a tablet. No longer are consumers are choosing a single path to purchase to buy a product or utilize a service.
Advantages of Programmatic Advertising
The increased reach and diversity of inventory available in the programmatic eco system is second to none. Demand Side Platforms and other Programmatic Vendors provide a centralized location for advertisers to plan, launch and optimize their media buys. And while you may be moving your display buys away from AdWords display to a programmatic strategy, you will still be able to target the Google Display network via Google’s DoubleClick Ad Exchange (Adx).
Both AdWords/GDN share much of the same targeting segments and optimization techniques such as Contexual targeting, day parting, remarketing etc. However, where programmatic really separates itself from the pack is the depth of advanced targeting options it provides.
- 1st & 3rd Party Data Integration – Advertisers can take advantage of the their internal sales and CRM Data for their display campaigns, a feature currently unavailable in the GDN.There is also the added option of using 3rd party audiences created by DMPs such as Oracle, BlueKai or Exelate, who have collected user cookies and segmented them into behavioral categories
- Programmatic Direct and Private MarketPlaces – Both the streamlining of processes and the increasing concern around brand safety are becoming more prominent topics in the industry right now. Private MarketPlaces and Programmatic Direct are the cross section of these ideas right now. Private MarketPlaces are premium auctions on major publishing networks that allow select brands access to premium inventory before it moves onto the open exchange. Programmatic direct is the modern evolution of the direct display buy. Brands can negotiate, plan and report immediate on their direct buys from the same platform as their direct response and RTB prospecting.
Not only can brands streamline their process by centralizing the coordination of their online media buys, but they can also be confident that their ads are showing up on brand safe inventory. (For the most part. Their are some exceptions to the rule)
What to Look For in A Programmatic Vendor
Pricing: Are there minimums?, Flat CPMs or Dynamic CPM?, Hidden fees?
Transparency: How deep is the reporting? Can you see the true cost of your media vs your platform fees? Can you see when and where your ads are showing?
Targeting Options: Can you utilize certain CRM data? Is there a variety of targeting options (Device, Local Geos/Zip Code, Reputable inventory sources.)
Support Tiers: Full Service/Managed Options if preferred. Is the self serve support good? Do you get an Account Manager or a generic support email or phone number?
Tech: What is the vendor’s unique selling point? Is it unique algorithms, or proprietary data or advanced tech partnerships.
Tracking: How much data can you track. Can you pull in revenue data? How much attribution technology can the vendor provide.
How Do I Get Started?
As the industry evolves, PPC Managers are going to find ways to grow their accounts beyond the traditional channels like AdWords, Bing, and Paid Social. While programmatic seems like this scary unknown thing, it is actually pretty simple. It carries many of the same philosophies that we as PPC Managers do. You Plan, Launch, Test, Analyze, Optimize and Repeat.
While Programmatic has great targeting features and advanced technology, it still requires a full funnel approach and mindset.
Before you start any campaign, define what success looks like and define the KPIs that will move the needle for you or your client.
It is also important to remember that Display/Video is still prospecting first channel. On average, 98% of visitors will not convert on their first visit. Like I mentioned earlier, they need to be exposed to the brand, convinced to consider, and then nurtured to the point of conversion.
A simple way to plan your funnel could look like this:
Step 1. Awareness
Let users know you are here and send them to a generic landing pages such as a homepage of informational page.
Some potential tactics for this stage of the funnel include: Page Category targeting, Broader 3rd Party Audiences potentially associated with your brand, Programmatic Direct and/or a Private Market Places
Step 2. Consideration
This is where an increased reach for remarketing can be utilized at its best. Segment audiences who have viewed certain products, solutions or certain content of your site. Utilizing specific messaging based on these activities can help create the 1:1 relationship that modern consumers want. From a prospecting perspective, it can also be useful to use focused 3rd Party Audiences, such as those “In-market” for your product or service.
Step 3. Decision Stage
This is where the utilization of CRM data and the tracking of deep in the funnel customers such as “Add to Cart” can be added into your strategy. This audience would usually consist of users who have potentially downloaded a white paper on the B2B side, or from a B2C perspective, Add To Cart, or started a checkout but did not convert. These data sets allow for subtle, but specific reminder messaging for the customer to take the next step in the funnel.
Step 4. Nurturing
Because someone has become a customer from being a lead, or bought an item from your store, it does not mean that they should be forgotten. Staggered retargeting or “custom prospecting” can be a valuable way to cross sell customer on other products and services. Not only will this increase the customer’s attention of your brand, it will also add to the Lifetime Value of your customer.
How To Optimize Programmatic Campaigns
While Programmatic shares much of the same philosophies as PPC, such as, bidding, device performance, creative performance etc. it is important to know that there are extra layers in the optimization process:
While we have access to placement reports in the GDN, with the greater reach offered in programmatic, comes greater risk of turning up on poor quality inventory. Monitor your placements regularly to ensure that you are showing up where you want to. These lists are also useful in the planning of potential Private Market Place or Programmatic Direct Deals with your top performing placements.
Within AdWords, you only have the GDN to contend with. Within Programmatic, you have up to 90 different networks or “exchanges” can all share the same publishers and inventory. Each exchange bids and matches ads to inventory in different ways. Monitor which exchanges are providing the best performance for your primary KPI.
Analytics is probably the most important tool that you can use, just like with your PPC campaigns. Campaign metrics can only give a snapshot of performance on the front-end. To ensure that you are reaching your goals and moving customers through the funnel efficiently, monitor your bounce rate, time on site, steps through the funnel and ultimately the conversion rate. If these metrics are performing poorly, you may be facing multiple issues, both campaign related and not, such as:
- Poor Landing Page choice
- Bad UX
- Irrelevant Targeting
Armed with data and insights, you can adjust your funnel, UX and targeting to effectively optimize your campaign.
PPC as we know it today may still be the King, however the competitive landscape and demands of customers has forced advertisers to think beyond AdWords. The advanced technology and targeting offers the opportunity for a better customer experience, which in turn increases revenue and ultimately brand loyalty.
Taking the jump from PPC to managing programmatic campaigns maybe scary. There is a lot to consider, there is a learning curve, but adaption is necessary, but can ultimately it can be an easy transition.
As an account manager at Seer Interactive, my job is to manage success for my clients through PPC. While client success is at the forefront, there’s a lot that goes on behind the scenes besides the performance driven aspects of the account (analyzing, strategizing, and implementing).
Having strong internal management skills can make all the difference between meeting expectations and deadlines for production-level colleagues to making sure you are seen as a valued and growing member of the team by your boss.
While your company may be set up differently, the following tips are what I use to make sure internal management (up and down) doesn’t interfere with client management.
Do you know what your teammates’ primary motivating factor is or their career goals?
Maybe they are motivated by kudos or opportunities, or let’s just be frank, promotion and bonuses! Knowing what motivates your teammates can be key in what kind of work excites them, causes them dread, or may be needed to help advance them in their career.
When one of my support associates identified that creating new Excel processes was an area of stress for them, I made sure to spend a little extra time walking through methodology and writing more detailed work instructions for them. This helped save time in the long run from being asked frequent questions and helped them level up their skill.
What kind of workflow processes suit them best?
When managing colleagues, knowing what format and vehicle of feedback can make all the difference in getting things done in an efficient and delegated manner versus having constant interruptions that disrupt concentration and deep work.
For myself, in-person interruptions can cause me to lose my concentration on my own tasks so I usually reserve time at the start of a task for questions or set the expectation that follow-ups need to be typed out in an email or project management tool versus in-person.
The same goes for managing up to your boss to be considerate of their time and tasks by working and communicating in a way that facilitates their workflow.
Do you hold regular 1:1’s to provide/receive feedback?
Setting up 1:1 time with the people you directly work with can add context to issues, realign priorities, and set goals. Having this scheduled on a regular cadence (I typically do once a week or every other) even as optional, opens the door for communication if the need arises.
This time should be used constructively, even when discussing areas of improvement. The same can be said with establishing 1:1’s with your boss in order to take the initiative for past mistakes and turning them into learnings that can benefit the company in the long run.
Goal setting can also be key in documenting and demonstrating growth. It is important to identify and set SMART goals (Specific, Measurable, Achievable, Relevant, and Time-based) to track results and provide follow up. Even if you have a goal that doesn’t exactly fit into the SMART model, what are the sub-goals that can be set to mark your progress?
Ultimately your mileage may vary when it comes to executing the above tips (or maybe your Agency already trains and implements these for all managers!). Internal management skills may not be as glamorous as client management work, but can make a big difference in how effective you are at it.
Got any tips for how you manage up and manage down effectively? Hit me up on twitter @_GilHong
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People are now watching an average of 1 billion hours a day on YouTube. Besides being an extremely effective branding channel, you can also work on getting direct revenue straight from YouTube. It’s all possible by creating TrueView shopping campaigns.
It’s hard to believe this campaign type is almost two years old, and in my opinion, underutilized. This post will show you some valuable tips to know about TrueView shopping campaigns before creating your first one.
Remember the Number 6
If you want to run TrueView shopping campaigns on YouTube’s six-second bumper ads, you’re going to be disappointed because it’s not an option. And I take Google’s side on this one. Think about it. Six seconds isn’t enough time for a user to engage with your video, connect with your message, and peruse your product line before the ad transitions to the hosting video.
The other reason the number 6 is important is because that is the maximum amount of Shopping cards that can appear on your YouTube ads. Even though you can select more products to use in your campaigns, only six products can show so choose your filtering wisely (coming up next).
And when those shopping cards show up on YouTube, they eliminate the possibility of any other cards (like call-to-action overlays) appearing on your videos.
Product is Selected at the Campaign Level
In a Search Network shopping campaign, advertisers are used to creating ad groups first before having to select their product. With TrueView shopping campaigns, you have to select your products a step earlier at the campaign level.
This may change your strategy of how you structure your TrueView shopping campaigns if only certain products would make sense to show alongside certain videos.
You have three options when selecting your products:
- Choose all products available in your chosen feed
- Select specific products by searching for titles, URLs or product IDs
- Create custom filters (one example seen below)
If you’re going to select specific products, it’s important to remember you only get to select a maximum of 10 products. If you want more than 10 products to show up for your campaign, try finding a custom filter that works or create a new feed to sync with your campaign.
Dynamic Remarketing Is Available for YouTube Shopping
What if your company has a great video to showcase, but the video content isn’t about any particular product line? What if you don’t have a big budget and only want to show products to previous visitors who are watching your videos? Dynamic remarketing is here for you.
In your Video campaign settings, make sure your product filter is set to all products. Then when you get to the section to add additional targeting, select the proper remarketing audiences to add to your campaign.
Your TrueView shopping remarketing campaigns will use the same data as your dynamic remarketing for Display ads. So make sure your dynamic remarketing is set up properly.
Give TrueView for Shopping a Try
YouTube is a fantastic channel to show users the full spectrum of capabilities and features your products offer. Make users fall in love with your products with great visual content, then encourage them to buy it using TrueView shopping campaigns.
It might take some time to figure out the best targeting and campaign structure that works best for you. But once you find the sweet spot, you can be pulling in revenue from an unexpected channel.