Second of two parts.
The first is here.
With Main Street merchants diverting
ever more spending away from traditional advertising to the online, mobile and
social media, newspapers seeking a healthy share of local marketing dollars need
to be selling way more than banner ads.
We’ll describe
an effective digital product mix in a moment.
First, here’s why this matters:
Although roughly half of local
marketing dollars today go to newspaper and broadcast advertising, BIA/Kelsey
predicts that only 30% of an expected $151 billion in local expenditures in 2016
will be spent on the legacy media. Prior
to the arrival of the Internet, Main Street merchants typically put 70% of
their marketing budgets into print and broadcast advertising.
Today, local businesses are
investing in websites, social media campaigns, mobile couponing, search
advertising, email marketing and other tactics that enable them to establish
direct and sustained relationships with consumers. Even the best print,
broadcast and banner ads can't equal the power of digital targeting to put the
right offer to the right person at the right place at the right time.
To get competitive and stay
competitive, publishers must offer a number of complementary digital marketing
solutions. The good news is that these products represent an opportunity to
build high-margin, recurring revenues that enable publishers to amortize their
direct sales costs over many years. Here are the products and services you need
in your digital toolkit:
Website design/hosting.
A merchant’s digital presence starts with her website, which must be
constantly refreshed and maintained to not only sustain its relevance to
consumers but also to assure high visibility on Google and other search
engines.
Search optimization. Because only 5% of consumers click
past the first page of web search results, businesses must pay close attention
to continuously grooming their sites to get them into prime positions on
Google, Bing and other platforms. The task never ends, because search
algorithms continuously change and the social media increasingly will influence
search results in real time.
Reputation management. Beyond Google and Bing, there are
millions of other venues on the web where a business can be mentioned.
Reputation management services assure that information about a business is up
to date wherever it appears. At the same time, such services identify
unfavorable mentions (like negative reviews on Yelp) so a business can take
rapid remedial action. Given the rise in location-aware mobile services,
accurate information about a business is more vital than ever.
Mobile-site hosting. While websites can be accessed via
smartphones and the iPad, many of them render poorly on mobile devices – or not
at all in the case of Flash on Apple products.
With nearly 50% of the U.S. population carrying smartphones and some 20%
of the population using tablets, consumers increasingly are turning to these
devices to make purchasing decisions. Merchants whose sites perform poorly on
mobile devices run the risk of being overlooked and under-patronized.
Social marketing. Facebook and other social media offer
appealing opportunities for merchants to make one-on-one connections with
consumers – and to leverage these fast-growing platforms to generate viral (and
cost-effective) word-of-mouth referrals for their products and services.
Successful social marketing programs require constant attention to building
audience, creating content and curating connections. Because these chores are a
lot of work for the typical small business, there is an opportunity for
publishers to do the work for them.
Direct marketing.
Merchants seeking to develop direct relationships with consumers need to
assemble increasingly sophisticated databases of information about as many
individuals as possible. Newspapers can
help them build, manage and market to customers via email, snail mail, the
social media and other vehicles.
Deals and coupons. Several of the platforms described
above make it easy for publishers and merchants to offer a wide variety of
discounts and coupons, including offers targeted to select audiences or sent
dynamically to users of mobile devices.
Search/social advertising. While the keyword advertising programs
at Google, Bing, Facebook and many other websites are promoted as self-service
platforms, the work of creating, managing, evaluating and fine-tuning a digital
ad campaign is intimidating and time-consuming. Significant profits can be
reaped from managing campaigns for merchants.
Rich analytics. Owing to the many complex elements of a
digital marketing program, a key component of any program is a comprehensive
and responsive analytics package to plan, monitor and measure each of the
various initiatives – and to continuously reinforce for merchants the value of
the services (including, yes, print advertising) provided by their local
publishing partner.
Publishers
shouldn’t try to launch all these initiatives at once. The products have to be deployed in a
logical, well-planned sequence. But you have to start now, because it's tough
luring back clients who have committed to different digital marketing partners.
Just google
“web hosting” or “social marketing” to see how many competitors you already have.
© 2012, Editor & Publisher
The old business model was advertising arm for local businesses attracting viewers of ads through news.
ReplyDeleteThe new business model is advertising arm also attracting viewers through news but recognizing that today's advertising vehicles are different than yesterday's.
Newspapers really missed the boat. All these opportunities were there for them from day one. Now they face their own Kodak moment.
The regional news organizations of the major market newspapers have legacy managments comprised of executives who rose through their old committee oriented structures. They should be incredibly profitable today because the demand for news and information is insatiable. But even great business plans cannot get financing - even though they would be highly profitable and rapidly growing. I worked with a group whose members were willing to invest millions of their own money to buy the Inquirer and make the necessary changes. But no one else would go along. The VC industry is a herd-oriented as the papers. No wonder the rates on the first are in decline and papers are closing.
ReplyDelete