Jo Detavernier, vice president of Swyft our US partner and the founding firm of our global network, First PR Alliance provides this helpful two part guide for UK tech companies on how not to get lost in translation when venturing across the pond:
Part two UK marketing to US: getting it right
Any modern marketing and PR campaign must be integrated. Integration implies that you will try to have your ‘owned’ (your website, blog, etc.), earned (media coverage) and paid (advertising) channels working together to reinforce one another as much as possible. In many cases ‘shared’ (online shares) is added to the mix, which when added equates to PESO (paid, earned, shared & owned). In what follows we stick to the first three tracks and count shared with earned.
Here is a list oof tools that are available for a marketing and PR campaign in the US. For each campaign you will be making a very unique selection of building blocks. And since you have now been fairly warned about selecting the right market segment, speaking the right language, funding your effort sufficiently and employing the right channels, all of your marketing activities will now be poised to yield the highest possible return.
- Website with content and style tuned to an American audience (either a U.S. site or American pages on your global site) and plenty of call-to-actions to help people convert through the sales funnel.
- Blog with articles that depart from the benefits of your products or services as they are relevant to American buyer personas.
- Newsletter to send out content that is geared towards different buyer personas.
- Video content aimed at providing valuable information to prospective buyers.
- Distribution of press releases to American news outlets that serve your target audience and to wire services (e.g., Business Wire) when warranted.
- Offering interviews to journalists that attend a trade show at which you have a booth.
- Pitching of stories, on an exclusive basis where practical, to journalists.
- Press tour whereby you visit the offices of journalists for one-on-one talks (this assumes you are a sizable player in your respective industry or are first-to-market with disruptive technology).
- Contributed articles to trade magazines.
- Advertising in print or online media.
- Promoted content and/or ads on social media.
- SEA on Google and/or Bing.
- Sponsored posts (native advertising) / advertorials in print or online media.
- Sponsoring of podcasts.
Integrating owned, earned and paid
As mentioned earlier, marketing and PR campaigns that yield the best results are ones that are fully integrated. Pitching interviews on a story in October, promoting posts on Facebook in January and paying for a sponsored article in March can and will have some impact, but they are not nearly as powerful as a fully integrated campaign where you bring everything together in ways that are mutually reinforcing.
Let’s illustrate this with an example. Let’s say you have just conducted a survey about a hot issue in your industry. How can you maximize the impact of that survey to increase brand awareness and stimulate lead generation?
- Owned: You can make the survey report available on your site for people who leave their email address (make sure you respect American CAN-SPAM regulations while you are at it); write a series of blog posts on the results, illustrated by an infographic; dedicate a status update to the survey on your Facebook page; and publish a slide deck on your SlideShare account.
- Earned: You can send out a release about the survey (after negotiating a scoop with a major tech news outlet or a trade publication if it’s got strong enough news value), pitch interviews with your CEO about the results and use the survey to feed your proof points for a contributed article in a key trade magazine.
- Paid: Companies will typically not pay to promote a survey, but the buzz that is created by the survey will allow your now ‘primed’ audiences to be extra receptive to any advertising campaign that you would want to run in the months following the campaign.
In these two blogs we have discussed what some common mistakes are that European companies that are looking to expand in the US will typically make and what advice these companies should heed if they want to succeed across the pond. The American market is in many regards very different from aThe UK and those entrepreneurs and marketing managers who stick to their UK playbook when arriving in the US will do themselves a huge disservice.
This white paper is based on the Swyft white paper How Should European Companies Write Their American Marketing and PR playbook? Swyft is the founding member and organizer of First PR Alliance. For more information on Swyft, visit growswyft.com
First PR Alliance is a network of independent PR and marketing agencies that offers highly-coordinated support spanning borders, time zones, languages and cultures. For more information, visit firstpralliance.com.
Jo Detavernier, vice president of Swyft our US partner and founding firm of our global network, First PR Alliance provides this helpful two part guide for UK tech companies on how not to get lost in translation when venturing across the pond:
Part one UK marketing to US: Common pitfalls
Promoting services and products on the American market looks at first sight very close to how it is done in the UK. Are Americans B2B buyers not comparable to their counterparts across the pond? And are the best means to reach them the same as in the UK? Perhaps surprisingly, the answer to both questions is a resounding ‘NO.’ UK companies need a dedicated American marketing and PR playbook if they want to be successful on the American market.
So in the next two posts we look at what not to do and what to do to crack the US market.
What UK companies do wrong (most of the time)
- Trying to ‘boil the ocean’
Trying to ‘boil the ocean’ is an American expression referring to the trying to accomplish an insurmountable task, or making a project unnecessarily difficult.
Here’s the thing, the American market is simply way too large for any European company to attack all at once, at least not with the kind of budget one normally allocates to attack a single European country (or even Western Europe for that matter).
Omar Mohout, a prominent Belgian professor in Enterprise who teaches at the Solvay Brussels School of Business and Economics, recommends that European companies first target one specific American socio-demographic or geographic segment. For instance, say you developed a SaaS accounting solution perfect for small and mid-sized professional services organizations in the US. You might choose to first target only American law offices in a handful of major metro areas rather than attempt to sell the solution across multiple industries and geographic markets. In other words, figure out how to thrive and be successful in one specific niche, possibly one specific geographic market (for example, the state of Texas). Then you will have something to show when it’s time to convince investors to participate in your next big push to grow market share. Both your organic growth and the extra funding will help make the next chapter in your American expansion story become reality.
- Underfunding the effort
This second mistake is closely related to the first one. Not picking a segment that is small enough for you to thrive in will cause you to underfund your marketing and PR effort. But even the ones that do manage to pick a realistic segment will unfortunately often commit critical budgeting mistakes. For instance, marketing and PR agency costs run higher in the United States than they do in the UK (especially if you are contracting agencies on the West and East Coast). It stands to reason that the cost of any effort aimed at brand awareness and lead generation in one European country is much smaller than attacking the EU as a whole. The same rationale applies to the US, only on a potentially larger scale
The per unit cost of acquiring leads may vary in the US as well, if only because the degree of competition in the tech space is incredibly intense. Even the cost of sponsored posts in national trade websites will cost much more than counterparts in Europe. Google Adwords campaigns are tricky given the competitive nature of many U.S. tech businesses; it’s not uncommon for bidding amounts run so high as to make the ROI on leads untenable. Talking about Google AdWords, is about 13% more in the US than the UK.
What can you do to avoid underfunding your marketing efforts? Aim for what you can reasonably afford — don’t attempt to overreach on market size and in the process underfund the effort. Do plenty of research into your target market and what works and doesn’t work when it comes to marketing and PR. Don’t be shy about reaching out to local agencies for advice. What you learn from them could be the difference between success and failure.
- Not speaking the language
Well we do share a language but speaking the right language doesn’t only pertain to how things are said. It also has to do with the core messages of your marketing campaigns and the manner in which you articulate them. Clearly American culture is very different from UK culture. A simple edit of a brochure or website into American English will not suffice. You have to ‘think’ like an American to attract their attention in an authentic way. Otherwise, you risk alienating your target audience within seconds.
- Picking the wrong channels
You have selected a segment that you want to target, but now the work begins. You will need to select the best mix of channels to achieve your marketing and PR objectives given your budget and target audience. If you are new to the market you will have to spend a majority of your time creating awareness. Don’t forget to track your inbound leads and properly attribute their source (e.g., Twitter ad, Google AdWords campaign, trade show, etc.) in some kind of spreadsheet. Fortunately, many marketing automation platforms (HubSpot, Pardot, etc.) do a reasonably good job at lead attribution. That said, lead attribution will only partially help inform your marcom spending decisions. Take SEA (Search Engine Advertising) for example: For European marketers, SEA equals Google AdWords. But Bing had in January 2018 a 23.7 % share of the American search engine market (source: Statista). While it’s not the largest search engine in terms of search volumes and ad spend, you can’t afford to ignore it in the long run if you hope to pick up market share against your competitors.
Now we know the mistakes to avoid, the next post will look at how UK companies should write their American marketing and PR playbook.
How can you prove your clients are the zen masters they say they are? PR Pro Debbie Smith goes in search of those elusive proof points.
We know journalists get hundreds of pitches every day. Their mailboxes and twitter feeds are full of companies competing for airtime, all offering informed, relevant comment. But why should a journalist listen to what they have to say?
Can a journalist comfortably hang out with PRs ?
Our in house writer and working tech journalist Sandra Vogel explains how it works for her…
There are some who say journalists and PRs are chalk and cheese. They want different things, they see the world in different ways, and it is impossible to work in both camps.
But that’s not true. It is possible to be a freelance journalists who also works with PRs.There can be significant benefits to working in both camps.
Fellow freelance PR Lianne Robinson makes it brief.
I saw this tweet from Tom Knowles a few weeks ago, And it stayed with me. I see this type of thing all the time. Paragraphs beyond paragraphs of long clunky words with no clear explanation as to what it is they are trying to say.You can spend what seems like an age watching a company description going around the various the heads and powers that be of a company. I know this as I’ve worked in-house too. Everyone wants to add their own point of view, something that makes them feel that they played a part in the creation of the copy. But in doing so, adding a long word here and a bit of jargon there, we can completely lose all sense of what we’re trying to say.
Newest Comms Crowd recruit and PR Pro, Lianne Robinson, looks at how the brave and the bold can get the better of Brexit.
Any economic event brings with it a period of uncertainty. We saw it back in 2008 when the market crashed and we are seeing it again now courtesy of Brexit.
When situations like this happen, it’s tempting for a company to crawl under a rock and keep quiet. But, at a time when staff, clients and other stakeholders are looking for answers, it’s imperative to have a voice and adopt an honest and open communications strategy. Doing this not only helps to protect its reputation but it also reduces the risk of a negative fallout later down the line.
In 2006, I landed a job in property PR. Back then it was one of the most exciting and fastest moving sectors in which to work. The industry was booming and companies were reporting significant growth and opportunity across the board. Then at the turn of 2008 the recession hit and disaster struck.
In those dark early days of fear, the companies who realised that the situation could yield opportunity had to react fast and work closely with their PR teams to reassure their stakeholders. In such volatile markets, it became vital for businesses to be much more visible, open and out there promoting the positives. There was a real need for company spokespeople to provide shareholders with a degree of confidence that action was being taken and businesses needed advice on how best to proceed.
It is widely noted that the Brexit result came as quite a shock to many. But companies across the country would have spent months, even years, planning for the possible outcomes of the EU Referendum and discussing their business strategy. Most businesses will have a game plan to put into action and now is the time to engage with key stakeholders on the significance of the decision and what it means for the business.
When markets become nervous, it is important to be a voice of reassurance, emulating a sense of calm and trust in order to bring people with you and protect the reputation of the business. Companies who think carefully about the issues and position themselves with care, have a real opportunity to use recent events to help build their profile and garner support. There is a lot to be said for those who are among the first out there providing guidance and confidence.
With something like Brexit when the outcome as a surprise to many, it is difficult to know what the right thing to say is and easy to let other put their head above the parapet to offer their opinion. When no one knows the most appropriate thing to say, only the brave and the bold are prepared to go on the record.
Right now there is much speculation around the future of the United Kingdom might and there are no ‘right’ answers. And while it’s true that yesterday’s news is no longer today’s chip wrappers as the growth of online and digital means that what you say is here to stay: offering a level of insight can pay dividends for the sake of supporting your stakeholders and the continuity of your business as much as anything else.
Courtesy of Eria Odhuba, a founder member of the team and our resident analyst relations guru – is it about what you know or who you know?
When engaging with industry analysts, tech vendors and end users ALWAYS want to know what value they add and whether they can actually provide guidance to help them make crucial strategic decisions.
For some people, the fundamental reason they engage with analysts is to get advice about how to position themselves better (vendors) or which vendor technologies to consider (end users) because they genuinely can’t do so themselves and feel that analysts know more about certain aspects of the industry than they do.
When everything matches – i.e. connection with the right analyst, finding the best time to engage with them during the product life cycle or decision-making process, execution as advised, and progress reviews – we’re all happy and feel the whole process was worth it.
All this depends on:
1. The analyst adding to the knowledge that didn’t exist within the organisation, or did exist but no-one had a good idea how best to utilise it strategically;
2. The analyst using their extensive knowledge of various technologies, implementations and case studies to provide impartial advice and pro-actively guide their clients.
Now, occasionally, we hear “I definitely know more about this industry than XYZ analyst, what value will they really provide? I will be the one educating them!”
Time is precious and it is understandable if someone doesn’t want to waste time talking to analyst they don’t feel are relevant to them. What people should always remember is that it works the other way round as well. Analysts don’t want to talk to people that are not relevant to their research areas or can’t provide valuable information they can use to help advise their own clients.
So if an analyst wants to speak to you, they may not necessarily know more about the industry than you do but they do want to know more about your company, technology, services, GTM strategy, etc.
Fundamentally, you need to see this as an education process. Though you may know what you are doing, you need to get the message out. So, educate the analysts and let them educate the market / tell people about the value you provide.
For a normal briefing, the question to ask is “what gaps in the analyst’s knowledge exist that I need to fill in?” instead of “does this analyst know more than me?”
For consulting / inquiry-type engagements, you can think differently. You want to make sure the analyst you talk to is providing you with the necessary advice related to messaging, market positioning, technology development, etc. What you are looking for is an independent opinion which, given the opportunities analysts have to talk to end users (about deployments) and vendors (about technology solutions), allows them to give actionable advice that you can use.
Sometimes, all they can do is validate what you already know or do. But it is important to have that validation so you don’t get caught up navel gazing. A reality check is always good.
So, do analysts always know more about an industry than you do? No they don’t! But by carefully identifying and approaching the right analysts, you can engage with those (paid or not) that are driving conversations or have an impact on end user technology selection because someone somewhere finds their output valuable enough to engage with them.
Their independence, means people will be more open to them than to you, is something to take advantage of. So don’t ignore the newer / younger analysts – they could be your biggest advocates in years to come.
PR Pro, Debbie Smith looks at how to ‘ride’ a current news story to raise your client’s profile…
When you choose to work in B2B technology PR, most of your career is spent pitching to trade press and freelance journalists who specialise in the same area. Unless you’re working for a megabrand such as Microsoft or IBM, you’re not going to have many opportunities to pitch to the national press.
OK, let’s rephrase that – nothing’s stopping you pitching to them, but you’re unlikely to get much response unless your client’s invented a computer processor that isn’t based on silicon or found a solution to climate change. However, there’s a useful tool to add to your PR kit bag: link your story to something that’s already making the headlines, and your client suddenly becomes relevant to mainstream media.Critical to success are speed and relevance. The link has to be genuine, and you need to act fast. If you’ve spotted the link, you can be sure that another PR will have done so too. But if you get it right, you open up a whole new conversation for your client. Here’s how we made it work for Comms Crowd client, Elliptic.
Elliptic specialises in security and analytics for the blockchain. The firm was the founding member of the UK Digital Currency Association (UKDCA), and in this role provided input to a Government consultation on digital currencies. Earlier this year we thought the results of that consultation might be announced as part of the Budget a couple of days’ hence. This was an ideal opportunity to link Elliptic to a topic which would be given extensive coverage in the print media and online as journalists analysed every last detail of the Chancellor’s speech – assuming of course that digital currencies were included.
So we wrote a short alert to let key media know about the potential announcement and outline why Elliptic could provide expert comment. The following day we listened carefully to the Chancellor’s Budget speech – but no mention of digital currency. However, an online search led to the supporting papers for the Budget and there it was – the Government’s recommendations on how it proposed to make the UK a world leader in digital currency. We quickly followed up with our key media, providing a link to the announcement and offering comment.
The results exceeded all our expectations – interviews with the FT and the Guardian and several requests for written comment, resulting in 15 items of coverage including City AM, the Independent and the Wall Street Journal. Our client was delighted and so were we.
Opportunities like this don’t come around very often. It’s important to be aware of what’s making the headlines, think creatively and look for new and unusual ways in which you can link your client to a story. It may be straightforward, such as when a former colleague was working on a campaign against workplace bullying for a leading trade union and bullying in the Celebrity Big Brother house hit the headlines. A few media calls later and the client was on Sky News explaining what an individual should do if he or she was being bullied. But even if it’s a more tangential link, remember that journalists have pages to fill every day and may be looking for a different angle to keep the story alive. Why shouldn’t you be the one to provide it?
Courtesy of Eria, our resident analyst relations guru, we look at engaging with the industry analysts via social media channels:
In the ‘good old days’ of analyst relations, things were easy. If you wanted to know what analysts thought about technology, markets or vendors, all you had to do was read their reports or, occasionally, get it direct when they spoke at events.With so many channels for information exchange now, AR teams have their work cut out tracking analyst opinions. This is even more difficult (though I should really say exciting) when you consider all the ‘disruptive’ analyst firms that have sprung up over the past five years.
Many analysts don’t just rely on reports, inquiries and speaking engagements to engage with their audiences. They use social media and, more importantly, use it so naturally that there are significant opportunities to interact with them in meaningful ways. Analysts that use social media successfully don’t see it as a separate project / strategy to what they do. It is simply part of a multi-faceted approach to engagement which fits in naturally with everything else they do, including paid engagements / products.So the big question for many vendors isn’t, “Should we spend valuable time and resources tracking relevant analysts on social media, and engage with them / their community?”
But, “How do we continue to engage with our important analysts using all the channels available so there is a seamless relationship experience?”
- First of all, we all need to understand that we have moved on to a time where social media is seen as part of normal day-to-day activity. It is, for many people, now simply a channel to engage with followers and/or communities where information sharing, recommendations and online reviews are fundamental parts of decision-making processes. If you still need to have a meeting to decide whether to have a social media strategy, you’ve missed the boat! So, in answering the key question, you have got to make sure you have the right reasons for doing so and realise that it can’t simply be a case of following analysts on twitter. A well-executed and comprehensive AR program will include many traditional elements (i.e. briefings, inquiries, speaking engagements, white papers etc.) but will also have adequate resources to track analyst conversations on social media. More importantly, there will be a willingness to engage with analysts via social channels by sharing useful information or providing comments that add value to conversations taking place (without the hard sell).
- Secondly, it means getting a better understanding of how end users or key decision makers use social media to help them engage with analysts and make purchase decisions. This is hard, really hard! Though the actual decision to select a particular IT vendor may never be known, engagement within relevant communities can sometimes give an indication of the views that end users have regarding particular technologies (though you have to look beyond the beliefs of die hard fans for specific ones such as the Apple fanzine), and analysts’ reactions to these views is important to understand what they think needs to be addressed.
- Thirdly, you have to accept that social media engagement with analysts will not necessarily result in their endorsement of your products / solutions. More often than not, you open yourself up for scrutiny and possible criticism which means being prepared to address community concerns in ‘real time’ just to maintain any credibility. Think crisis management on speed!
- Finally, the social media experience should give companies more information on the analyst they engage with, and form part of the wider intelligence they gather about analysts, including their views on the market and trends they see in the market.
We shouldn’t really be talking about social media for AR any more. We should think of it as seamless, multi-channel AR where we curate information from multiple sources to build better pictures of analysts and develop mutually-beneficial relationships with them.
Guest post: Eria Odhuba analyst relations lead asks, when it comes to conducting an analyst relations programme, does company size matter?
I’ve worked with every size of technology company – from mighty household names, to hungry start-ups. While many may differ, the goal is still the same for their AR programmes – they want to make sure they are on the radars of relevant analysts that cover their technologies and, hopefully, fall into conversations analysts have with their clients.
The key perception that vendors need to overcome is that they must have large budgets to be on the analyst radar. Well – that is just not true. Here is why:
For super large vendors – AR programmes are normally
multi-faceted (especially if there are different business groups that need to
build a story that shows they are fully integrated with each other, and where
the vendor needs to show growth in multiple markets). More often than not,
there are opportunities for numerous engagements with analysts as there is a
lot to update them on. Occasionally, analysts are writing reports looking at
key vendors and they need to keep in touch to make sure they represent the
vendor properly. Basically, there are more opportunities to build comprehensive
AR programmes that have an impact on the bottom line.
At the other end of the scale are the start-ups…. yikes,
where do you start? Actually, you start by first finding out what you’re
passionate about and what problems you are looking to solve. You may not have
the budgets larger vendors have, but you’re doing something interesting
(hopefully) and touching people they probably don’t want to or can’t, and
making your clients’ lives better. Crucially, you can be mavericks as you don’t
have to defend vested interests or fight internal political battles that
sometimes happen at larger vendors.
Whether you have large or small resources certain basic principles apply for an AR programme to succeed. These include:
- Doing some homework on your messaging to make sure you are
absolutely clear on what problems you are actually solving and what solutions
you have to help clients. You really need to make sure there actually is a
problem you are solving;
- Identifying who actually needs your solutions and ideally,
or if you’re lucky, finding out more about their decision-making process to see
how they use analyst research to select technology solutions;
- Finding out which analysts are covering the technology
solutions you provide, and tracking their research plans and speaking
- Using multiple communication channels, including social
media, to amplify your message and get people to follow what you say as you
drive or contribute to relevant discussions. If you’re a start-up – be
provocative. You have no time for timidity;
- Taking the plunge and speaking to the analysts you’ve
- Takeing on board their feedback and make sure they see you
addressing any concerns they have raised.
So, those are the basics. You really can’t do much more if you’re a smaller vendor simply looking to start engaging with analysts. That is a good start! You just need to be realistic about the frequency of interactions you have and depth of programmes possible. If you are a start up with 15-50 employees, you will not have the frequency and depth of engagements a mega vendor has, but you can still make waves. And analysts will speak to you if you’re willing to accept that they will not promise quarterly updates or publish a report four weeks after meeting you.
As you get bigger and perhaps have larger budgets, your challenges as an organisation will change. There are more opportunities for competitors to hit back at you and you have to show you can continue to grow and defend yourself from all the FUD competitors will throw at your clients or prospects.
Now you can start thinking about more commercial relationships with the analysts – white papers, subscriptions, speaking gigs or event support. And be sure any feedback is integrated into your internal market intelligence, and that sales / marketing teams benefit from the enhanced relationships.
If you’re careful, you will have made sure you’ve used the interactions with analysts to identify who actually impacts your target market and can actually help you (without compromising their independence). While respecting the analysts and how they work, you can make better decisions about which paid engagements to plan for and how these help your wider marketing and sales teams to do their jobs more effectively.