Everybody has gotten so romantic about what they post and are trying to treat their social media feed like an art gallery. The problem with that is it makes you question your content and slows down how frequently you are posting in a space where volume wins. The more content you fill the pipes with, the more opportunities you give yourself to be discovered by new people. Worry less about your subjective call on the “quality” of your content and more on how much you are actually sharing about yourself with the world. No matter which platform you like using the most this is always super important!
► Check out my main YouTube channel here: http://garyvee.com/youtubeGaryveeSUB
Gary Vaynerchuk is a serial entrepreneur and the Chairman of VaynerX, a modern day communications parent company, as well as the CEO and Co-Founder of VaynerMedia, a full-service digital agency servicing Fortune 500 clients across the company’s 4 locations.
Gary is a venture capitalist, 5-time New York Times bestselling author, and an early investor in companies such as Twitter, Tumblr, Venmo and Uber. He is currently the subject of DailyVee, an online documentary series highlighting what it’s like to be a CEO and public figure in today’s digital world. He is also the host of #AskGaryVee, a business and advice Q&A show online.
Ricky Carruth is a real estate agent, speaker, author and real estate coach. He started selling real estate at 20 years old in 2002, became a self-made millionaire by 23 and bankrupt by 25. During that time, he read over 100 books searching for the reason he lost it all. After realizing the problem he started building his business the right way by valuing relationships over transactions. Since then, he hit #1 for RE/MAX in Alabama three times selling over 100 properties a year since 2014. Ricky still sells full time and started real estate coaching agents for free in 2017. He mission is to share what he learned from his downfall in hopes to reduce the failure rate in the real estate industry.
Are You Ready To Learn The #1 Email Marketing Strategy For YouTube That Works?! Watch This Entire Video, Because I’m Going To Literally SHOW YOU In A Step-By-Step Tutorial On How To Build An Email List From Your YouTube Videos And Channel!
Building an email list is VERY important in running a successful online business.
Now, if you’re just getting started, this video is for you.
If you’re experienced, but not getting very good results, this video is also for you!
Getting email list leads from YouTube Videos and learning how to use email marketing with YouTube can be tricky, but this video will help you out greatly!
If you have any questions about how to use email marketing on YouTube, feel free to leave a comment!
After graduating from college, JelaniTheMarketer was lost. He had a strong desire to do something BIG, but after a failed mentally abusive relationship and depression that seemed like it would last forever, he almost gave up. After daily talks with his friends and family, JelaniTheMarketer finally tried something new and exciting…Internet Marketing. He quit his 9-5 after finding success with Dropshipping.
He felt a new sense of life, making money online and feeling unstoppable…However, after spending thousands of dollars on clothes and vacations, he ran out of money…Instead of investing the money he made from his newfound wealth, he irresponsibly spent the money on things that didn’t make him money…
This is where he realized that if he wanted to actually make this “Internet thing” work, he had to make wise decisions.
JelaniTheMarketer needed the money and he needed money fast so he started working at ClickFunnels. He worked his way up to the VIP Support team helping high-level clients like Grant Cardone, Peng Joon, Dan Lok, and many many others.
While working at ClickFunnels he was able to understand how people are REALLY making money online by selling things through sales funnels. After working for Russell Brunson and helping High-Level Clients, JelaniTheMarketer now owns a six-figure business helping people from all over the world.
If you want to learn the best current tricks and techniques that marketers are using today, then subscribe to his channel now.
The Ultimate Email Marketing Tutorial – This will really help point you in the right direction when it comes to Email Marketing, and the rest of the series will be a great addition to my free email marketing course that you can get access to below!
Email Marketing is believed to be dead… This is so far from the truth! Email Marketing is still one of the top marketing strategies used to generate BILLIONS of dollars in the US Market alone each year.
The problem is, you really need to understand how to maintain your lists, build your content, and optimize the content to drive open rates, which lead to engagement, and eventually to sales.
In this Ultimate Email Marketing Tutorial, I’m going to break down two of the biggest reasons you should be using Email Marketing Strategies, as well as begin diving into a few major tips to help you succeed with your Email Marketing Campaigns.
Most people think that the best Email Marketing Strategy is to send pretty, graphic-filled emails that beautifully sell their products.
Though this may work for brands like Nike, Gucci, Apple, etc., as a marketer, you want to tell stories.
Storytelling in Emails is going to be one of the biggest keys to keeping your open rates up and driving engagement from interested subscribers.
Everyone loves a good story, and stories sell, so why not use them?
When it comes to the best email marketing training, if they teach you to sell above giving valuable content and stories, you should re-assess where you’re learning email marketing from…
The problem with constantly selling from your emails is that people will get burnt out on “ad emails” very quickly, and your open rates will drop within a few days of using an email automation sequence or even just your standard broadcast emails.
Above all else, you want to be entertaining and educational.
Never use email marketing for spamming or loads of promoting products. You want to have value to offer. One of the best Email Marketing Tips I can give you is to bring value to your reader in every email.
As far as Email Marketing Strategies for 2019 and 2020, you’ll want to focus on providing value for at least 2 or 3 emails before ever asking for a sale, and when you do ask for a sale, try to keep it in a story and then show them the product that solved one of YOUR problems.
People relate to problems, solutions, and stories so well that they can actually be more interested, inspired, and appreciative of your email. That’s what you want. Not people unsubscribing because you do nothing but promote products.
Just be sure to watch this entire video to learn to start learning from my new Ultimate Email Marketing Tutorial and Training series that is starting right here with this one!
If you ever have any questions or comments, please leave them in the comments below.
I love to connect with my audience and help in any way I can.
DISCLAIMER: This video and description may contain affiliate links, which means that if you click on one of the product links, I’ll receive a commission. This helps support the channel and allows me to continue to make videos like this. I will never support or push a product I don’t believe in. Thank you for the support!
Programmatic advertising uses technology to automate media buying: Advertisers bid in real-time to reach a specific audience, and the highest bidder wins the ad impressions that are up for auction—i.e., the winner’s ads are served on a publisher’s website.
That real-time-bidding (RTB) process takes a mere 100 milliseconds!
The programmatic advertising process involves various participants and ad technologies: advertisers and publishers, advertising exchanges, data management platforms (DMPs), demand-side platforms (DSPs), supply-side platforms (SSPs), and consent-management platforms (CMPs).
Ad exchanges are platforms that mediate between publishers who sell ad space (inventory), and advertisers, who bid to buy that inventory. Exchanges connect the parties to one another and assess the price and the quality of the ad impressions (based on the quality of the website or webpage where the ads would appear).
When he joined IBM seven years ago, Doug Powell’s job was to scale design across the company and to advocate for the power of design practices at the highest levels of IBM leadership. He spent meeting after meeting answering the same questions from budget owners: “What is design? And why should I pay for it?”
During Doug’s tenure, design at IBM has grown at an unparalleled velocity. Now the company has more than 2,000 designers deployed to hundreds of semi-autonomous product and client services teams, each funded by separate business owners with their own priorities, and their own views on the value of design.
Now, he’s facing a new problem: “Our business leaders look at our story from 30,000 feet and see more than 2,000 designers making an impact across the company, and they think, ‘Wow, we’ve arrived. No need for further investment, job done.’”
The problem with that, Doug says, is that scaling design capacity at IBM was only the first challenge. Achieving consistently excellent outcomes is the next.
Measuring maturity at the scale of IBM
Part of the problem with achieving the next level of consistent excellence is the decentralized nature of the IBM design organization, with designers scattered across teams and locations.
“If all IBM designers worked out of a single hub, the task of measuring maturity would be fairly simple,” Doug explains, “but we have designers and design leaders in virtually every part of IBM now, each with their own leadership, budgets, org charts, culture, and business objectives.” This makes it difficult to benchmark the health of the entire design organization.
In an effort to help articulate and measure growth, IBM conducts regular reviews of each design team, looking at designer staffing and ratios, global office locations, career experience levels, and other factors. But those reviews don’t go far enough in benchmarking one team’s practices and business impact against another team’s.
What we were lacking was a consistent and calibrated way to compare the maturity of our teams across the company, and then to hold that up against the broader design industry.
Eunice Chung and Doug Powell worked together to roll out the InVision design maturity framework to nineteen design leaders at IBM. Photo credit: David Vox Avila
Teammates collaborate in the IBM Storage design hub in Austin. Photo credit: David Vox Avila
The IBM Cloud team work out bumps in the stakeholder review process. Photo credit: David Vox Avila
Enter: The New Design Frontier
The New Design Frontier report is the result of a full year of research into design practices and their business impact, led by Leah Buley (formerly principal analyst at Forrester, design education director at InVision, currently at Publicis Sapient) and a team of her fellow InVisioners. It includes self-reported data from over 2200 companies across 24 industries in 77 countries, the most wide-ranging study of its kind. The resulting design maturity framework describes five levels of design maturity, spelling out in detail the design practices and benefits that align to each level.
And it was published right in the midst of IBM design leaders’ search for answers.
“It was like Leah Buley was reading our minds,” Doug says.
In the report, Doug saw a shared framework, something he and design leaders at IBM could use as a lexicon for practices, gaps, and growth. He shared it in Slack right away.
The New Design Frontier study from InVision identified five levels of design organization maturity, with corresponding levels of business impact. Design maturity evolves continuously, as teams grow their influence and practices. In an organization as large as IBM, many maturity levels are represented across many design teams.
Then Doug reached out to Leah, and the two agreed that the distributed design organization at IBM could be an interesting environment in which to test the maturity framework as an assessment tool. Doug hoped it would help design leaders guide an honest conversation about where design at IBM stood, and where it could go next.
After Doug and Leah agreed on the initial assessment questions, nineteen leaders representing four separate IBM business units stepped forward to participate. They each spent an hour answering questions about their teams’ structure, relationships, practices, and impact. Leah and her team responded quickly with a readout of the results, including a gap assessment and notes about where their practices were particularly strong.
Here’s a sampling of what the IBM teams learned in the process, and how they’ve grown since then:
The IBM Storage team used the assessment to advocate for greater investment
JD Speer admits he wasn’t eager to volunteer his team for a design maturity conversation at first. He serves as the most senior designer in IBM Storage, an engineering-led organization dating back to the 1940s. While JD has been working in design since 1985, most of the designers on his team are still in the first few years of their careers, as new as the UX team they joined.
In the past, JD’s team struggled to get the buy-in they needed.
“We weren’t getting traction,” he says. “We had spent years trying to build a groundswell, and had achieved a certain amount of success. But we weren’t able to make radical changes in our products. We needed that clear message from the top, that design was important to the portfolio, that this was something we are investing in holistically, and that you need to learn to work with the design teams.”
We needed that clear message from the top, that design was important to the portfolio, that this was something we are investing in holistically, and that you need to learn to work with the design teams.
He was concerned that conducting a design maturity assessment so early in the UX team’s history might force unfair comparisons with teams in more design-forward business lines at IBM—teams who have had more time and space to establish themselves.
“I decided to look at the assessment as a tool for the storage team specifically,” JD explains. “It didn’t matter what was going on outside of that, because we weren’t going to compare our results with other teams. We made a decision to be truthful with ourselves.”
While he didn’t find any surprises in how the team’s practice measured up with the design maturity framework, he did discover a concrete tool they could bring into conversations with business leaders.
“All these ideas about what we’re doing with design thinking and maturity—these are discussions we have all the time, but it’s different when you have a forum, something tangible to look at.”
JD and members of the IBM Storage design team work through a new user experience.
JD put the design maturity framework to work right away, restructuring the conversation with business and development leaders who had previously been distant from their design partners.
“I took it as an opportunity to help our executives understand where we are and where we need support to improve,” he says. “We’ve seen some very strategic changes since then.”
One big change is a new level of interest from the general manager of development. He now asks to see Hills (statements of intent phrased as user outcomes–part of the IBM Enterprise Design Thinking practice), and is eager to hear about users’ reactions to concepts.
“Before committing to a new path, the general manager now wants teams to show they’ve run it past customers through design. We’re even getting a dedicated researcher for the first time.”
The IBM Security team used the assessment to reposition research and reimagine partnerships
Haidy Perez-Francis is the design director for IBM Security, overseeing both product and brand design. She was one of the first to volunteer her team for the design maturity assessment when Doug made the announcement.
The IBM Security design organization is rapidly expanding its practice and influence, but it’s still a relatively new team. Their user research practice was relegated to late-stage user testing.
“The design maturity framework helped me see research in a different light,” Haidy reports. “One of the big opportunities we found was around innovation and customer advocacy. So we started to tighten up those processes.”
The team shifted to run more hack-a-thons and focus groups. Haidy encouraged researchers to build stronger connections with offering managers and to own the relationship with customers.
The design maturity framework helped me see research in a different light
As UX researchers on the Security team grew their practice, offering managers (IBM’s term for product managers) began to trust them with greater responsibility.
“Now we have teams doing extremely well together,” she says. “The offering manager knows what’s coming two or three sprints ahead and sends researchers out on location. It took the researchers a while to realize their job is to get the offering manager to trust them enough to send them out, to rely on them. Next year their conversations will be completely different.”
Beyond UX research, the report revealed room to grow design’s influence with stakeholders across every level of the organization.
“In security software there’s been a big focus on user experience,” Haidy says. “The VPs in my business unit care about winning market share, and getting users to love and advocate for our products. We’re seeing more competition from startups honing in on the security market, and when my VP asks me, ‘What can we do to be more successful at UX?’ I want to have an answer.”
Members of the IBM Security team gather around the big screen for a design review.
At the team level, that meant designers needed to rethink the way they approached their product and development partners. They started to work in the product team’s workspace, adopting the product team’s tools. They started delivering things that mattered to product and development, like blocks of code, more realistic prototypes, feedback from customers, and better insights. They embedded themselves completely.
Haidy reports the result was a more varied way of working, and more importantly, stronger partnerships.
“Yes, our design teams operate differently from one another, but it’s because their product teams operate differently—different tools, different agile ceremonies,” she says. “Instead of working consistently as a design team, we had designers working consistently with their product teams. They started working in Jira, learning to write user stories, learning to find the language their partners understand, and to find ways we as designers can solve their problems.”
“Next year, I’m hoping to push that a little further,” she adds. “The assessment helped me understand how I would do that. Not that it told me what to do; it just said, ‘You have an opportunity to grow relationships,’ and that inspired me to start thinking about it.”
The IBM Cloud team used the assessment to validate their impact
Bill Grady is design program director for IBM Cloud, one of the most established design organizations in the company. His team values growth, and tries to stay transparent around opportunities for improvement.
Bill used the assessment for just that purpose.
“Having the language from the design maturity framework helped articulate the transformation that we’re part of,” he says. “Designers love to understand the strategy. They want to know what we’re working towards, how we can grow, advance, learn new skills.”
He used the report to frame the discussion around the skills where the team could grow. “It’s not comfortable to change, but a study like this can help us understand the value designers can provide to the business. It gives a rubric for what we should be prioritizing.”
It’s not comfortable to change, but a study like this can help us understand the value designers can provide to the business. It gives a rubric for what we should be prioritizing.
When it was time to present findings to the team, Bill began by asking designers where they thought the gaps might be. By and large, they were right.
“That launched a discussion where people spoke up about what we needed to work on and what we were doing well,” Bill says. “It turned out that we were mostly on the right track. It was useful as documentation and validation that we had a pretty clear head about our own growth.”
In the coming years, Bill hopes to use their 2019 assessment as a baseline to anchor the changes underway.
“We’ve already seen change since we took that assessment. I think our business is getting more value from generative research than before, because we’ve invested in it as a design team. I think it would be really exciting to do this a year from now, and see how much we’ve grown.”
Bill leads a discussion with the IBM Cloud team about stakeholder review practices.
Many thanks to the generous people behind IBM Design who partner with InVision to share their stories and tools, for the good of the entire product design community.
What’s next? Scaling the value conversation.
Now that so many IBM design leaders are on the other side of their first design maturity assessment, Doug finds he has new tools for his daily conversations with business leaders.
“What we see in the study reveals that—while we’re certainly seeing some examples of excellence—as a whole our teams are middle-ish of the pack compared to the industry at large,” Doug says. “We need to get to the next level of work and commitment from designers, and more importantly from our non-designer stakeholders and investors, to create the conditions for great work to happen consistently. That’s a great starting point for a conversation with a leader who thinks of design in a one-dimensional way.”
But the real power of a shared framework for maturity shows itself in the conversations he doesn’t have to have at all.
“Increasingly I’m in the background and our embedded design leaders are having these value conversations with their stakeholders on their own. They own the relationship now, and that’s a real signal of maturity.”
With Amazon SEO in 2020, you need to consider the one thing standing between your private label FBA product and a potential customer – Amazon’s very own algorithm “A9”. If you are trying to find out how to rank your product on Amazon then you need to be aware of the ranking factors that make up the A9 algorithm.
When a customer enters a search term on Amazon the A9 algorithm kicks in to almost instantly return a list of products for the customer to choose from. This list of products is heavily optimised to produce the highest chance of generating a sale.
Amazon uses this algorithm in two ways…
1) It looks at the relevancy of the products to ensure only products relevant to the original search term are shown to the customer.
2) It uses the ranking factors below (plus more) to sort these filter products into an order that is most likely to lead to a sale.
The A9 algorithm takes into account a huge amount of data and in this video, I am going to discuss some of the factors that I believe are most important. By being aware of how to rank you can optimise your listing to get the best possible organic ranks on Amazon.
The factors I am going to discuss all have the potential to impact these key performance indicators which are extremely important in determining the organic rank of your product.
The most important thing to remember with A9 is that its primary goal is to generate a sale. The reason for this is Amazon makes more money if a sale takes place. With that in mind here are the most important Amazon ranking factors:
Customers are just one variable in a huge algorithm, however, the way they interact with your listing is probably the most important information Amazon collects. This interaction data is how Amazon compares products and decides which products to show to potential customers.
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Influencer Marketing Strategy (2020) || Step by step Guide || How Influencer Marketing Works?
Influencer marketing is a type of marketing that focuses on using key leaders to drive your brand’s message to the larger market. Influencer marketing has quickly become one of the most effective PR and social media strategies for marketers and individuals alike. If you have a social media account, you’ve been under the “influence” of influencer marketing. The rapid rise of social platforms like YouTube and Instagram gave early adopters the opportunity to build large, loyal followings.
Influencer marketing Company combines the viral and trust aspects of speech marketing with the statistics of online advertising. Whether you encourage potential customers to convert or highlight a new product among your audience; IDEAZICON’s influencer marketing service in Bhubaneswar helps you to achieve your goals across various market funneling.