How to Boost Both Awareness and Conversions with Facebook

boost conversions with facebook in digital funnel

How big of a role should Facebook play in your organization’s digital funnel and overall conversion process? Bigger than you might think.

I’ve spoken with a lot of marketers who think Facebook isn’t the right place to get in front of their target audiences. The assumption: spending money on Facebook ads won’t translate into conversions.

While that used to be the case, it isn’t anymore. In fact, Facebook has introduced some powerful tools that let you target people by job titles, company revenue and other variables. Both B2B and B2C marketers can leverage these tools to drill down and reach their most relevant audience segments.

Lookalike audiences (LALs) is one example of how Facebook allows you to do just that. Simply upload your customer list, and Facebook will analyze it to determine key characteristics, behaviors, demographics, etc. Based on the findings, you can develop personas and target people who are likely to be interested in your offer because they share similar attributes with your existing customers. We’ve found LALs to be a very effective way to get in front of just the right audiences.

Where Facebook Sits in the Funnel

Now let’s consider where Facebook should be situated within your digital funnel.

Facebook works wonders at the top of the funnel, where the focus is on exposure. It’s great for introducing your brand or product/service, with the goal of increasing awareness among your target audiences. Some of these users will translate into conversions right away (either through avenues like Facebook lead ads or by visiting your website). It should also be noted that Facebook has excellent retargeting options (custom audiences and website custom audiences) that we use liberally for both great direct response and for re-engaging past customers with upsells, renewals, etc.

What about the rest of those users? Well, they’re still going to keep your brand in mind. And later on, when they have an intention to buy, some of them will head to Google or Bing to search for what you have to offer.

Coordination with Paid Search

This is where a smart paid-search strategy will pay dividends. You need to buy highly relevant keywords so that people who can’t remember the name of your company, product or service will still see your ad on the search engine results page. That means bidding not only on your brand terms, but also on keywords related to your product or service.

By leveraging Facebook in tandem with paid search, you’ll ensure more of the right people know your brand — and are converted into customers.

For more on this topic, check out our free whitepaper, 3Q Digital’s Complete Guide to Facebook Advertising.

Great Marketers Will Focus on Small Data for Success This Year

small data about your prospects paints a clearer picture

We’ve established that this is the year of the consumer. We’re living in The Age of ‘Me’, and that means that as marketers, we really need to understand who our customers and our prospects are—and we need to use that to speak to them contextually.

I started off my 2017 recommendations series by explaining that—rather than interacting contextually—marketing has been neglecting to seek out and react to our consumers’ cues as they provide them (like my experience with the online retailer and the shoes). The first step to remedying this is thinking beyond one-to-one marketing to one-to-one in the moment marketing. The next piece of the puzzle is looking at the small data for a better picture of your consumer, at a particular point in time.

It’s the Small Data that Matters; Stop Counting Everything

You don’t need to have a ton of information on me to understand what’s driving me. You need the right piece of information about me at a moment in time.

Robert McNamara was the Secretary of Defense during the Vietnam War. He espoused the notion that for any problem, you should define objectives, make a plan and measure your success. In order to determine whether or not we were successful in the war, he measured what he had available to him: bodies. He concluded that, because we were killing more people than we were losing, we must be winning. Clearly, that was not the case.

In marketing, our vision is often clouded by the same mistake: measuring what is easy or readily available to measure at the expense of what is useful to measure. We rely on clicks, store visits and other single data points that don’t really tell us what is happening in any given situation. And we collect a whole bunch of this information. Another CMO I know likes to say, “I’m looking for a needle in a haystack, and you people keep throwing hay on top of it.” We count everything we can count, but we are counting things that don’t matter—or we don’t understand the information we have.

Instead of looking at all of the data that’s readily available and possible to collect, we need to look at the real indications that we have a ready buyer. It’s our job to determine what an interested buyer looks like—and if there are some data points in that description that we can’t easily get to, it’s our job to figure out how to get them. This often means breaking down walls inside the organization to share information at a human level rather than at a channel or interaction level. It can also mean bringing in third party enhancing data that help you understand who the buyer is.

Once we know what this buyer looks like, we can build algorithms to help us identify more buyers and a content engine that allows us to match the exact right message to the right person in the right moment—or at least as close as we can get.

For more insight on small data, see Martin Lindstrom’s article on MarketingJournal.org.

The Next Step is Content: Small Messaging to Match Small Data

The importance of that message and the content it’s contained in is the third thing we must rethink as marketers this year. Check it out in my next post next week.

Watch Fold7’s Year in Review

Fold7's year in review

Oh, what a difference a year can make.

  • Last year Hilton and Magners appointed us. This year we launched Hilton’s biggest-ever global campaign and relaunched the Magners brand.
  • Last year Marc Nohr joined Fold7 as CEO. This year our leadership team had 4 new additions, all of them being women.
  • Last year we had plans for new ventures. This year we made them happen; launching experiential agency Hyperactive, standalone production company Film7 and Unfolded Talks.
  • Last year we brought to you “Probably the Best Poster in the World.” This year we made Carlsberg talk of the town during the Euros with our “Substitutions” campaign.
  • Last year we welcomed furry friend Tallulah into the office. This year the Fold7 dog kennel has quadrupled with the addition of tail-waggers Georgie, Bertie and Sadie.
  • Last year we held bake-offs, cook-offs and coveted ping-pong tournaments. This year we did it all again and then some, introducing run club, kickboxing and book club.
  • This year’s events were pivotal to the Fold7 story. Join us next year to watch an even bigger 2017 unfold…

From all of us here, have a very merry Christmas and see you in the new year. Now sit back and enjoy some of our best bits from 2016 below.

My Media Week: Marc Nohr

Marc Nohr Fold7 CEO

Campaign magazine follow Fold7 CEO Marc Nohr while he joins the IPA to discuss the impact of Brexit on advertising, sits in on a planning meeting for Carlsberg, teaches his children to cook burgers and more.

The article was first published in Campaign magazine.

MONDAY
It’s the Jewish New Year, so I take my family to Synagogue and then host friends for lunch. It’s always a bit odd to see regular London going about its business when Jewish London hunkers down for these autumn days. But kind of nice too.

TUESDAY
My daily morning ritual kicks in: wake up to the Today programme and straight to my home gym. Today yoga, with the Mrs. It’s the one form of exercise we both agree on.Jump on the train and read half a Harvard Business Review article. It’s an early start today to film a new AAR reel for the agency. This requires a couple of coffees and a few takes to get into my stride. But the director is personable, has a good interview technique and we get there in the end…90 minutes fly by.

Lunch is in the office with an old confidante. We discuss an opportunity to do a joint venture in a new market. I throw a few provocations his way and he throws a few back my way. As a form of problem solving this Socratic dialogue probably explains why creative teams still form pairs – and by the end of an hour we have a sense of how to proceed.In the afternoon I go across to the IPA at the invitation of director general Paul Bainsfair to join some other agency leaders to discuss the impact of Brexit on advertising.

As a Remainer it’s interesting to now problem-solve around the reality of exit and to try to make the best of it. On the way back to the agency I have a long chat with a mate who is a leading political columnist on what is happening at the Tory conference. Tuesday evening is a late shift. A massive presentation the following day to a major client for their global campaign next year – which has some 15 people or so work until the early hours, fuelled by Uber Eats. Pitches are where it all comes together in our business – where problem identification turns into strategy which becomes creative work to solve the client’s business problem. Addictive but knackering.

WEDNESDAY
To the gym for high intensity training. It’s painful but the happiness hormone kicks in as soon as I finish. Hotfoot it to the agency Zone (recent recipient of BIMA’s digital agency of the year) where I serve on their Advisory Board. Three former agency chiefs, three clients and the agency’s management team. Every meeting centres around a big topic, which we all receive in advance and are required to come and talk about. It’s a mental workout for their executive team – as they get to test their ideas and have their assumptions challenged. The format is the brainchild of chairman James Freedman who sits back and largely enjoys the debate.

Arrive late morning in the agency’s reception dominated by stationary bikes and blaring music in aid of the NABS Ride Adland event. We appear to be going at a fraction of the speed of Bartle Bogle Hegarty. I console myself that they employ Lawrence Dallaglio who could probably do the race single handedly. Lunch is with a headhunter who recruited a star player for us a few months back – no agenda, other than his desire to recruit some more. I’m always up for discussing talent. Then, the afternoon is dominated by a creative presentation involving several clients in different cities. I’d much prefer to be doing it in person, but screen share technology at least gives us the chance to control the visual flow. After a series of internal meetings I remember my wife is out this evening. I call home to ask if any of my kids know how to cook a burger. By the third “no” I head straight home to show them how it’s done. An evening of news, box sets and red wine follows.

THURSDAY
Go for an early run, shower and jump on a train. Read news headlines on Twitter. Breakfast is with Annette King at Ogilvy. She shows we me their wonderful new office with views over… my kids’ school. I think of burgers. We discuss kids, clients, talent and the thrill of the chase in new business. Back to the agency for calls, internal meetings and the rehearsal of an afternoon presentation. Lunch with Chris Duncan, chief marketing officer of News UK and fellow political junkie. We discuss party conferences, paywalls and who is winning in online journalism.

Afternoon presentation to a client on how to win in the content wars. Then a prospect meeting with a fintech brand wanting to internationalise and seeking to understand how relevant their brand will be in the US. At the end of the day, head out to Soho to my favourite Chinese restaurant and to meet a former client who has now turned up as a client again – dinner followed by a gig at Ronnie Scott’s featuring drummer legend Steve Gadd (best known for the drum lick which starts Paul Simon’s 50 Ways to Leave Your Lover). Love that place.

FRIDAY
Gym: kettlebells. Breakfast in a local cafe with my cousin who is a City trader of some repute – I find his job as bewildering as he finds mine, but as my only extended relative in the UK (both my parents were immigrants) it’s always heartening to see him. A morning at my home office – a dozen or so calls including one to the US chief marketing officer of Audible whose UK campaign we have just launched, and a strategy call with the Hilton marketing chief in Virginia.

I get to the agency at 1pm, just in time to sit in on a planning meeting for Carlsberg for 2017. I am struck by the startling array of media we operate across as marketeers. Afternoon of one-to-one meetings with my senior team. Then, I have a meeting with the founder of our new experiential agency Hyperactive and Tony Spong of the AAR to discuss credentials. Finally, an end of day drink with someone keen to discuss an overseas venture. Then head home for the traditional Jewish Friday night meal – which I endeavour never to miss. When I reach home the phone goes off – 24 hour digital detox begins.

My Media Week: Marc Nohr

Marc Nohr Fold7 CEO

Campaign magazine follow Fold7 CEO Marc Nohr while he joins the IPA to discuss the impact of Brexit on advertising, sits in on a planning meeting for Carlsberg, teaches his children to cook burgers and more.

The article was first published in Campaign magazine.

MONDAY
It’s the Jewish New Year, so I take my family to Synagogue and then host friends for lunch. It’s always a bit odd to see regular London going about its business when Jewish London hunkers down for these autumn days. But kind of nice too.

TUESDAY
My daily morning ritual kicks in: wake up to the Today programme and straight to my home gym. Today yoga, with the Mrs. It’s the one form of exercise we both agree on.Jump on the train and read half a Harvard Business Review article. It’s an early start today to film a new AAR reel for the agency. This requires a couple of coffees and a few takes to get into my stride. But the director is personable, has a good interview technique and we get there in the end…90 minutes fly by.

Lunch is in the office with an old confidante. We discuss an opportunity to do a joint venture in a new market. I throw a few provocations his way and he throws a few back my way. As a form of problem solving this Socratic dialogue probably explains why creative teams still form pairs – and by the end of an hour we have a sense of how to proceed.In the afternoon I go across to the IPA at the invitation of director general Paul Bainsfair to join some other agency leaders to discuss the impact of Brexit on advertising.

As a Remainer it’s interesting to now problem-solve around the reality of exit and to try to make the best of it. On the way back to the agency I have a long chat with a mate who is a leading political columnist on what is happening at the Tory conference. Tuesday evening is a late shift. A massive presentation the following day to a major client for their global campaign next year – which has some 15 people or so work until the early hours, fuelled by Uber Eats. Pitches are where it all comes together in our business – where problem identification turns into strategy which becomes creative work to solve the client’s business problem. Addictive but knackering.

WEDNESDAY
To the gym for high intensity training. It’s painful but the happiness hormone kicks in as soon as I finish. Hotfoot it to the agency Zone (recent recipient of BIMA’s digital agency of the year) where I serve on their Advisory Board. Three former agency chiefs, three clients and the agency’s management team. Every meeting centres around a big topic, which we all receive in advance and are required to come and talk about. It’s a mental workout for their executive team – as they get to test their ideas and have their assumptions challenged. The format is the brainchild of chairman James Freedman who sits back and largely enjoys the debate.

Arrive late morning in the agency’s reception dominated by stationary bikes and blaring music in aid of the NABS Ride Adland event. We appear to be going at a fraction of the speed of Bartle Bogle Hegarty. I console myself that they employ Lawrence Dallaglio who could probably do the race single handedly. Lunch is with a headhunter who recruited a star player for us a few months back – no agenda, other than his desire to recruit some more. I’m always up for discussing talent. Then, the afternoon is dominated by a creative presentation involving several clients in different cities. I’d much prefer to be doing it in person, but screen share technology at least gives us the chance to control the visual flow. After a series of internal meetings I remember my wife is out this evening. I call home to ask if any of my kids know how to cook a burger. By the third “no” I head straight home to show them how it’s done. An evening of news, box sets and red wine follows.

THURSDAY
Go for an early run, shower and jump on a train. Read news headlines on Twitter. Breakfast is with Annette King at Ogilvy. She shows we me their wonderful new office with views over… my kids’ school. I think of burgers. We discuss kids, clients, talent and the thrill of the chase in new business. Back to the agency for calls, internal meetings and the rehearsal of an afternoon presentation. Lunch with Chris Duncan, chief marketing officer of News UK and fellow political junkie. We discuss party conferences, paywalls and who is winning in online journalism.

Afternoon presentation to a client on how to win in the content wars. Then a prospect meeting with a fintech brand wanting to internationalise and seeking to understand how relevant their brand will be in the US. At the end of the day, head out to Soho to my favourite Chinese restaurant and to meet a former client who has now turned up as a client again – dinner followed by a gig at Ronnie Scott’s featuring drummer legend Steve Gadd (best known for the drum lick which starts Paul Simon’s 50 Ways to Leave Your Lover). Love that place.

FRIDAY
Gym: kettlebells. Breakfast in a local cafe with my cousin who is a City trader of some repute – I find his job as bewildering as he finds mine, but as my only extended relative in the UK (both my parents were immigrants) it’s always heartening to see him. A morning at my home office – a dozen or so calls including one to the US chief marketing officer of Audible whose UK campaign we have just launched, and a strategy call with the Hilton marketing chief in Virginia.

I get to the agency at 1pm, just in time to sit in on a planning meeting for Carlsberg for 2017. I am struck by the startling array of media we operate across as marketeers. Afternoon of one-to-one meetings with my senior team. Then, I have a meeting with the founder of our new experiential agency Hyperactive and Tony Spong of the AAR to discuss credentials. Finally, an end of day drink with someone keen to discuss an overseas venture. Then head home for the traditional Jewish Friday night meal – which I endeavour never to miss. When I reach home the phone goes off – 24 hour digital detox begins.

Fold7 lands money.co.uk account

Fold7 lands money.co.uk account

We’re delighted to announce that money.co.uk has hired Fold7 as its creative agency following a competitive pitch. The task ahead will see us handle brand strategy, creative, and content strategy, positioning money.co.uk as a challenger brand and a trusted alternative in the sector.

Founded in 2008 by entrepreneur Chris Morling, the company is independently owned and was ranked the UK’s second-fastest growing business in 2015 by the Sunday Times. The brand’s mission is to provide people with the expert knowledge they need to make smart financial decisions and choose the right deals for them.

Marc Nohr our CEO comments: “We are drawn towards entrepreneurial fast growth businesses. And we have our fair share of credentials in the comparison space – so we feel equipped to provide the brand with a voice and distinctive point of view on the world. money.co.uk are an ambitious organisation with a clear sense of how they want to win.”

With the comparison sites category being a crowded one – dominated by the likes of Compare the Market, Moneysupermarket, Gocompare.com and Confused.com – we’re on a mission to switch things up, watch this space.

Fold7 lands money.co.uk account

Fold7 lands money.co.uk account

We’re delighted to announce that money.co.uk has hired Fold7 as its creative agency following a competitive pitch. The task ahead will see us handle brand strategy, creative, and content strategy, positioning money.co.uk as a challenger brand and a trusted alternative in the sector.

Founded in 2008 by entrepreneur Chris Morling, the company is independently owned and was ranked the UK’s second-fastest growing business in 2015 by the Sunday Times. The brand’s mission is to provide people with the expert knowledge they need to make smart financial decisions and choose the right deals for them.

Marc Nohr our CEO comments: “We are drawn towards entrepreneurial fast growth businesses. And we have our fair share of credentials in the comparison space – so we feel equipped to provide the brand with a voice and distinctive point of view on the world. money.co.uk are an ambitious organisation with a clear sense of how they want to win.”

With the comparison sites category being a crowded one – dominated by the likes of Compare the Market, Moneysupermarket, Gocompare.com and Confused.com – we’re on a mission to switch things up, watch this space.

No Excuses, Think Like a Small Brand

I spent two days at the Transition Percolate marketing conference in New York City, and one of the most insightful panels was titled, How to Build an Inspired Customer Community. Nikki Rappaport, director of brand and marketing at Cava Grill, has helped grow a local restaurant into a national chain with an engaged social community. Her tactics may be easier to execute within a small organization, but that’s no excuse. Here’s what we learned:

Be nimble. When Nikki started at Cava Grill, the social photography was less than stellar. She went beyond styling better food photos and actually changed the way the restaurants were presenting food. By making a few small tweaks in how the kitchen added garnish and sauces, she was able to inspire the brand’s advocates to post more pictures on social.

Follow-through is key. Cava Grill keeps track of each user asking for new restaurant locations, then follows up with them on social when they launch in the requested city. They’ve done the same with specific product requests—tagging vegetarians in social posts announcing new meat-free menu items.

These are just a few of the simple concepts presented at Transition Percolate that have a huge impact, which big brands should be executing. Changing an organization’s process is not an easy task, but if you’re nimble and you follow through, you can build an inspired customer community.

#Transition2016