Morettini on Management

General Management and Marketing Advice for Software and Tech Companies

Tag: internet

Does Pay Per Click (PPC) Advertising Still Work?

Modern PPC advertising was pioneered in 1998 by Overture who was later bought by Yahoo. It really hit it’s stride in 2000 when Google introduced the AdWords platform. I’ve been managing PPC campaigns for myself and my clients since 2003.  So while I haven’t been involved since the  very beginning, I consider myself an early adopter of PPC technology.

The Early Days

In the early days PPC was great–using it to your advantage was like putting a knife through butter. Almost independent of individual product or market, it was very effective when I first started managing PPC campaigns. Things stayed that way for several years, even as Google (as the primary PPC platform) made constant changes to their platform. I remember soon after I started using AdWords Google made one particular change to their platform: for keywords you were bidding on that fell below a certain click-thru threshold, AdWords henceforth prevented you from bidding on that keyword-FOREVER! Needless to say, they fairly quickly decided that wasn’t in their best interest and changed things yet again. But mostly it was all good for quite a while–easy to start, easy to use and with an excellent ROI in most cases. One of the reasons it worked so well was that even many sophisticated Internet users didn’t realize that “Sponsored Links” were really Ads, leading to excellent click-thru rates and a steady stream of inexpensive visitors to your website.

PPC Enters the Mainstream

As Pay-Per-Click grew rapidly due to it’s outstanding value proposition, it entered the mainstream as an important marketing method for companies large and small. This of course drove Google to prominence as one of the top tech companies in the world and created a lot of millionaires and billionaires in the process. For a while AdWords worked so well it was like printing money, not only for Google but it’s customers, the users of AdWords. For some small companies PPC not only became a mainstream marketing method but consumed the MAJORITY of their marketing budgets. But as I’ve stated many other times, once a marketing method goes mainstream it begins to falter in effectiveness. There was a long slow decline over a period of years in terms of ROI, but for many years it was still effective–so the golden goose kept growing in size.

It’s more difficult today

As I write this article, however, I believe that we may be at a point of inflection. I’ve found that in many market segments it’s become very hard to extract even a positive ROI, let alone be highly profitable . Unless you’re a large company where PPC expenses are a tiny segment of your marketing budget, or are focused on brand-building (a dubious use of PPC, imo) rather than sales–this will give you serious pause. The quality of visitor traffic has deteriorated, with time spent on site by PPC-generated traffic a fraction of Social Media or other Organically-generated traffic. Cost per click is now very high in for high-traffic keywords. Cost per conversions have risen steadily. I design campaigns using a fairly labor-intensive long-tail approach–but I have a hard time getting a positive ROI in some (but not all) market segments. I’m far from alone in this analysis, as this  New York Times article illustrates. While there are people who spend more time managing PPC campaigns than I, as I stated above I have been at it for a while and am far from a newbie, leaving me pretty comfortable with my viewpoint.

Unfortunately, I believe much of this is due to Google greed. AdWords has never been a transparent bidding system, but a “Black Box” that Google can manipulate as they please. In the past they have shown some understanding that their advertisers need to make money for Google’s own AdWords business to remain viable. But I think that the short-term quarterly profit pressures of being a public company, along with the lack of significant new revenue streams past PPC have come to bear. These factors combined with the inevitable maturing and slowdown in the growth of the Search marketplace have led the company to make changes to their platform and the black box which they may regret in the long run.  Here are a couple of examples:

  1. I’ve always utilized a best practice of rotating Ads evenly, with the belief that I am the best judge of which the best Ad for my purposes.  Google recommends optimizing which Ad to show based upon their automated algorithm, which quickly decides one Ad is best. Google’s interest is in maximizing clicks, which isn’t always in my client’s best interests. But after using this method for years Google eliminated it, forcing advertisers to utilize their automated algorithm and revert to a the highest click thru Ad after 3 months of even rotation. I noticed in checking recently the option to rotate Ads evenly indefinitely has returned–I’m sure it was because of Advertiser complaints.
  2. Another thinly-veiled, short-term money grab is the “fibbing” Google does when it provides “estimates” about what it takes to get your Ad listed on the first page. I’ve found them to be almost uniformly wildly overstated in almost all circumstances, even on very niche keywords where it appears there are no other advertisers bidding!

These are just two examples of many things I’ve seen Google do within the AdWords platform and especially in their bidding “black box” that indicate Google is acting in its own (short-term) self-interest, to the detriment of their advertiser/customers. I believe this will prove to be very short-sighted in the long run.

Combine all this with the increased competition in the PPC marketplace since it has gone mainstream as discussed above and I believe AdWords may have seen it’s best days–an ominous development for Google as a growth company. By squeezing its advertisers, the company is definitely risking killing the golden goose.

I haven’t used the Microsoft PPC platform recently so I can’t say for sure that the experience there is the same, but in the past I’ve found it to be similar.

Where does PPC fit today in the Marketing Mix

I’ve been relatively critical of PPC as a current marketing method in this article–which is a turnaround for me–I’ve always held this method in high esteem. I still believe it fits in some shape or form in most marketing budgets, but I feel the need to temper how big a role it should play. PPC retains some big advantages–there is no better way to very quickly launch a marketing campaign than PPC. You can be promoting new products, testing messaging & value propositions and exploring new market segments almost instantaneously. It’s also very measurable and therefore objective–there’s no need to throw money around with PPC, based on a measure of faith like some other marketing approaches.

But in many market segments, the ROI has degraded severely over time. As a result, it shouldn’t take up a large segment of your marketing budget unless your objective measurements indicate that it justifies such a large investment. I’ve shifted emphasis in online marketing budget recommendations to social media and behavioral/retargeting advertising (standard PPC’s close cousin). Unless you see strong ROI justification in traditional PPC investments, I’d limit my PPC exposure to  two areas:

Long term: long tail keywords that may not generate big dollars but show a reasonable ROI

Short term: new products, new market segments and messaging/value/price testing which have a limited term

That’s a quick summary of how I view Pay Per Click today.   What’s been your own experience with PPC lately? Is it a big part of your promotional budget? Do you also see it declining in performance in your market segment? Give us a heads up on your experience and post a comment below.

Follow Phil Morettini and Morettini on Management via Twitter, Facebook, LinkedIn, RSS, or the PJM Consulting Quarterly Newsletter. Contact Phil directly at info@pjmconsult.com

Has the Virtual Tech Company Arrived Yet?

If you go back to predictions over the past 20 years or so, we should all be independent contractors, heavily utilizing technology to work full-time from home in temporary teams, within virtual software & hardware corporations throughout the world.

Has it happened yet?

More than one definition of virtual

First of all we need to define what virtual can mean, as it can mean different things to different people. The two main ways I would segment “virtual”:

  • Workers who are working remotely from a main physical corporate location
  • Worker who are full-fledged “employees” such as temps, sub-contractors, interims and consultants

For the purposes of this article I am referring to both of these definitions when I talk about the virtual company. Workers fitting each of these definitions have the potential to offer companies increased flexibility, lower fixed costs and higher skill levels for a given project/function at a specific point in time. Of course, in many cases a worker could fit into both of these definitions.

Virtual adoption varies by function and industry

In general, companies that are early adopters of technology tend to be those that are further down the path of virtualization. This makes sense, because technology itself is a very strong enabler of the ability to use the virtual model. In the old days it was much harder to be adequately connected as a non-employee and working remotely with only a landline phone and fax machine. So industries that adopt technology faster tend to virtualize faster as well. Old line industries that have stayed with manual methods longer tend to rely more heavily on the on-premise, full-time employee model. Of course some industries just don’t lend them themselves to heavy virtualization; it’s hard for physical retailer to virtualize most of its jobs. Also, there are always exceptions to this type of generalization on an individual company and manager basis. Virtualization also varies widely by function as well. As alluded to above, it’s hard to virtualize a retail clerk. On the other end of the spectrum, programmers and some call center employees can be located wherever phone service and an internet connection are available. There are many, many other attributes that influence how quickly a particular industry or company proceeds down the virtualization path. Companies very concerned about security, for example, often evolve in this direction much more slowly than industries and companies where security is less of a concern.

Tech companies are definitely on the leading edge of the virtual trend

The Internet and related technologies have provided a tremendous platform for driving more rapid acceptance of the virtual work model. Since software and hardware companies tend to be early adopters of productivity enhancing technologies, it’s only natural that the virtual work model is progressing faster in tech companies than in most other industries. Even in companies that still rely primarily full-time employees, it’s very commonplace to work from home occasionally, or attend meetings remotely while they’re on the road via video conferencing or online meeting software. In my consulting business, I also do see quite a few small or early stage software companies who are using primarily or completely a virtual business model.

All things considered—on premise employees are still preferred

There’s no doubt there has been a slow march toward the virtual corporation over the last decade or two. In my experience, however, most hiring managers still prefer a full-employee sitting in the office next to them over all other options. There are obviously many, many exceptions to this. But on a overall basis I believe this is overwhelmingly true. People still are most comfortable with the feeling that they will be able to deal with their subordinate in person, and would rather have the added comfort of a full-time permanent employee they believe they will be able to get to know and count on heavily over the long run.

The reality is that there are trade-offs to both the virtual and old standard on-premise, full-time employee approaches. The virtual approach offers flexibility, better matching of cost and workload and the potential for a better skill fit for a particular project. The on-premise employee approach is favored because of stability, known availability, cultural fit and company-specific training. In a perfect world a mix of both would be utilized, and every project and position would be evaluated on an individual basis to decide which model is a better fit for a particular situation. I do think that in many industries this will come to pass eventually. But old habits die hard and I don’t expect we’ll totally get there in my lifetime.

So what do you think about how virtual the world is—and how virtual it becomes in the long run? What has been your experience? Post a comment and share your thoughts on where we’re at in this long running trend.

Follow Phil Morettini and Morettini on Management via Twitter, Facebook, LinkedIn, RSS, or the PJM Consulting Quarterly Newsletter. Contact Phil directly at info@pjmconsult.com

Are There Any Software Segments The Cloud Won’t Swallow?

It’s become pretty clear in the last couple of years that we are heading irrevocably toward a cloud-dominated future in the software business. The evidence is irrefutable. To attempt to get a traditionally licensed PC or enterprise software business funded by an institutional investor would be a suicide mission these days.

Whether it’s SaaS, PaaS, IaaS, Cloud-based, web-based, Internet-based—WHATEVER, it’s all still basically the same thing. Some folks get very snippy about all the different definitions, but they are all just different segments or interpretations of the same model: Software hosted outside of the customer’s premises and available via an Internet browser. Although the technology has improved dramatically over time, it’s really the same basic idea as ASP (application service provider) model from back before the Internet stock bubble burst.

In many cases this trend is happening for good reasons, with the primary one being the simplicity the model offers end-users. But like anything, it’s not the perfect fit in all instances. For example, I’m still not convinced this model will ever be definitely cheaper than solutions that rely more on local computing power. For that to happen, I think we’re going to need to go back to the era of much cheaper dumb terminals to replace our powerful PCs. Having all that desktop power and storage (and the associated costs) sitting on your desks unused is pretty inefficient.

In addition, I also don’t believe SaaS and other cloud-based variants are necessarily the most profitable business models for every software vendor, even though institutional investors love it.  I recently had a conversation with a venture capitalist and I asked him why the VC community was so in love with software in the cloud, specifically SaaS-based models. After some discussion about the various elements of SaaS and customer premise-based software models, it really came down to something simple: traditionally licensed software companies are valued at 1-3X revenue and SaaS-based companies are valued at 5-6X revenues. Of course, it’s all about the money and this makes perfect sense. But will this valuation gap be sustainable, or is it a market inefficiency that will go away over time? But I digress, that’s a topic for a different debate….

There are some very good (and maybe not so good) reasons that certain segments won’t come completely under the spell of cloud-based computing. Let’s take a look at a few areas where I forecast the cloud won’t become dominant:

Banking

This is one of the toughest software market segments there is. Banks are notoriously difficult to penetrate, and security is paramount. I believe this will be one of the toughest segments for cloud-based solutions to penetrate, and will be even harder to dominate. Certainly they’ll be a lot of cloud-based applications in non-critical functions. But anything that gets at the core banking functions, including customer data or money will be kept private. That might be a traditional on-premises solutions or private cloud-based apps, but anything sensitive from a security viewpoint will be held tight.

Government

I believe this will be a similar situation here to the Banking market. Certainly the Cloud has already penetrated many areas of the government, and will continue to do so. But there are larges segments of government services where the data is just too sensitive. We’ve seen a lot of embarrassing breaches lately with respect to intelligence data that absolutely needs to remain secret. I think we’ll see a pullback from this data being available via the Internet, rather than moving deeper in that direction.

Open Source and Mobile

Outside of the cloud, these are the two software segments that institutional investors will still put money into. It’s true that many mobile applications have a cloud-based back-end, and a lot of Open Source platforms are used to generate cloud-based apps. But both of these areas represent code that will sit on customer-controlled assets and will slow the adoption of a centralized model where all computing is done in the publicly-accessible cloud.

Buyers vs. Renters

Some folks just like to own stuff. While the rental model works for many due to the reduction in software and hardware investment, which saves capital for other purposes, others feel that renting is wasteful. Indeed, SaaS and other lease/rental-oriented models aren’t necessarily the cheapest in the long run. This is really a psychographic attribute that isn’t likely to change among those so-inclined.

100% Service Levels required

The Internet is a long way from the old AT&T Ma Bell monopoly when it comes to service levels. Have you ever had the power go out at a company you work at? In this day and age, when that happens, everything immediately stops. With the every-increasing reliance on Internet-based technologies (and being accelerated by cloud-based apps), the Internet connection going down can have roughly the same effect. The Amazon EC2 Cloud Services outage in April 2011 gives a sneak preview of what can happen to productivity levels if service levels are compromised on a wide scale or for a long period of time.

Security Conscious (and the Paranoid)

There are many out there among us that have their own safes rather than using a Bank’s safe-deposit box, or are building safes rooms or bomb shelters to protect against perceived threats they view as inevitable. Many others are simply very cautious and prudent, and that means holding things close to the vest and not embracing the newest technologies until they are viewed as bulletproof. The profiles vary from the prudent to the paranoid, but the common thread will be slow or no adoption of technologies that are viewed as giving up control of something important.

As we embrace cloud-based applications at an extremely fast rate, my own feeling is that we are headed toward a major, high-profile event that will slow adoption considerably. I’m not sure what form that will take, but it could easily be a major data security breach that causes real damage to a lot of people, or an Internet-based outage that brings a bunch of businesses to their knees. There are many examples already which support that these types of events are quite possible. Several times a year now I get a notice that my private data has been compromised by one vendor or another. The Amazon EC2 outage discussed above already gave a number of people pause about being held captive by this model.

So that’s my take on some areas we’ll see little (or at least slow) adoption of public cloud-based software models. Do you see other areas I left out? I’m sure this will be a bit controversial as well—some out there disagree and believe the Cloud will take over the world. I’d like to hear from all of you, regardless of your view. Post a comment to add to the debate.

Follow Phil Morettini and Morettini on Management via Twitter, Facebook, LinkedIn, RSS, or the PJM Consulting Quarterly Newsletter. Contact Phil directly at info@pjmconsult.com

The New Corporation and Chronic Unemployment

This article is written primarily for my US readers, although anyone participating in the US marketplace may also have an interest.

As I write this article, US unemployment has been stuck stubbornly at 9% or above for 2 ½ years. The after effects of what has become known as the Great Recession are lingering, and there is no sign of a fast turnaround coming down the pike. The reasons that the Great Recession occurred have been reported and debated ad nauseam for the past several years. Basically it was a severe financial bubble, and historians have told us from the beginning of this downturn that recessions born of these circumstances lead to particularly slow and painful recoveries.

A major question comes to my mind as we endure this long-term economic pain: Is the US in a long-term structural decline? Looking at the issue dispassionately, all great civilizations/powers/countries in history that have risen to great prominence had an inevitable decline. In my business career, I’ve had a tendency to consider this question every time we’ve entered an economic downturn, which has happened several times in my adult life.

At times I’ve been pessimistic about the reasons that the great days of the United States may have run its course: Depleted natural resources, ballooning debt, declining educational standing, hollowing out of the manufacturing base, high costs of doing business and a high standard of living leading to a much has “hungry and motivated” populace. All have played a role in my thinking previously. Other emerging countries without the above stated disadvantages seemed to be poised to run past the US.

Added to these older fears has been a new one, high unemployment, which appears more then ever to have a structural rather than cyclical basis. This is being caused in part by a phenomenon which from a business standpoint is considered a good thing: The previously highly inefficient large corporations in this country have finally figured out they didn’t need all of the people they used to employ (and lay off during recessions, only to rehire them at the peak of the next upturn).

I have worked in and with very large corporations as well the smallest startups. If you’ve read this column for a while, you’ll know that I’m a long-time critic of the inefficient ways of big business. But finally, large corporations seem to have figured out that you don’t need layers and layers of bureaucracy to conduct business. There are many reasons for this change, including primarily productivity increases from technology, and a trend toward flatter organizations. But the net result is that large corporations have been, in aggregate, extremely profitable during the worst economy of our lifetime. This is great for shareholders, but terribly frightening for job-seekers and economists. Because it appears this do-more-with-less attitude means that many people will be out of jobs (in their former professions) permanently, with the economy stuck in the mud due to reduced consumption growth.

This is a pretty dire picture, and not an unrealistic one. Is this the end of the line for the US as a great economic power, with a reduced standard of living going forward for its citizens? I am optimistic that it’s not the case– and here are some of the key factors why I believe in a better future:

Entrepreneurship and Small Business Capitalism Unleashed

One of the very greatest strengths of the US economy, and indeed US culture, is the tradition of entrepreneurship. I believe it’s because we are a nation of immigrants and everyone had to create there own place in society. Relative to other countries, there are fewer people who were handed what they have. Go back no more than a generation or two in most families, and someone was pulling themselves up by the bootstraps. We have entered a phase where many people are again being forced to reinvent themselves, just like our immigrant forefathers. The way many previously earned a living is no longer possible. As stated above, those large corporations have figured out that they won’t need legions of people anymore; as many of those tasks are now being done by automation. Even those still in the biggest companies can’t expect to be there long term; lifetime employment is mostly a thing of the past. People will need to view their careers in a much more self-sufficient manner. There is much pain that has already come with this, and there will be much more yet to come. But this represents the efficient redeployment of labor that is at the core of capitalism. While painful, these labor resources will eventually find a way to make a living in a new way, ultimately expanding our economic activity and renewing growth. They will start new small businesses, invent new things or re-brand themselves as efficient “on-demand” contractors for larger companies. This will be a gradual process, but over time it will lead to a larger and more stable economy.

Innovation

We need the next big thing! The last time the economy was looking this moribund from the long view; the mainstreaming of the Internet saved the day and unleashed a torrent of innovation and economic growth. Of course, this also led to one of our more recent bubbles, but that’s a subject for another day. Over the history of the US, inventions of this type have created great economic progress: the cotton gin, the light bulb, telephony, the airplane, the mass production line, the computer, the Internet, etc. These great American inventions have played a major role in building the world’s largest economy, and indeed the world economy as a whole. Have we lost the recipe for these creations? I don’t think so. The American culture of capitalism and individualism is still the perfect crucible for great innovation. My only questions are what the next big thing will be, and when will it happen? I can’t wait!

Renewed Work Ethic

While the US has in fact become a bit fat, dumb and happy over the years as prosperity ensued, I for one don’t believe this is necessarily a permanent condition. The new economic conditions have a way of rekindling work ethic. Indeed for some the competitive instincts are flowing like never before. For many survival instincts are kicking in, and there’s nothing more powerful than that. All in all, I believe that the United States populace still possesses a very strong work ethic, and this will be one of the factors that kick-starts our economy once again.

Renewed Savings Rate

This is something that hasn’t received as much attention as some other adjustments to the economic rough times. The US has historically been a country of savers; however, in the go-go years of our latest bubble the savings rate actually went NEGATIVE. This is of course completely unsustainable by anyone’s math, and portended the economic collapse. The renewed savings rate over time will heal consumer’s balance sheets, leading to greater spending down the road, a more stable economy based on purchases aren’t made largely on credit, and greater capital formation for new enterprise. This is one of the more bullish signs I see for a renewal of economic growth, although this will have a long-term effect rather than a short term one.

Political Reconciliation

Winston Churchill famously said: “The Americans will always do the right thing… after they’ve exhausted all the alternatives.” The right thing that needs to happen today is for the political culture to come back toward the center, where historically elections were won and deals consummated during governance. The two ends of the political spectrum currently look very far apart and unable to deal with each other well enough for the government to run effectively. Indeed, the two parties are as far apart as they ever have been in my lifetime with moderates having been run out of both parties. But if you look back at the longer history of our country, this isn’t an unusual situation; the political classes have always come back to the center eventually, as the electorate inevitably gets sick of extremism and governance gridlock. The sooner this happens, the better, no doubt. But history tells us that it will occur.

So those are my crazy thoughts of optimism as we slowly crawl out of the Great Recession hole. What’s your forecast on the future growth of the US economy? Where are we headed, and does it end happily?

Post a comment with your own views on this subject. Follow Phil Morettini and Morettini on Management via Twitter, Facebook, LinkedIn, RSS, or the PJM Consulting Quarterly Newsletter. Contact Phil directly at info@pjmconsult.com

Cloud Computing, SaaS and Such–Have We Read This Story Before?

I have this incredible feeling of déjà vu.

Cloud computing and Software as a Service is all the rage. In my practice at PJM Consulting, I am very involved in software startup activity. Nearly every new software company that I see today is being built on the Software as a Service business model. It’s all the rage–so much so that it appears that any self-respecting software entrepreneur would be embarrassed to start a company using the traditional software licensing model. Even if an entrepreneur was so inclined, good luck finding a VC who would even consider funding such a company. No one wants to look like a dinosaur.

It’s all well and good–there is definitely a real trend toward SaaS and Cloud Computing, with many good reasons for it. But most high technology trends are initially a bit over-hyped, and tend to get ahead of themselves. In addition, this particular story seems ever so familiar to a tech veteran that’s been around for a few of these cycles.

The first bit of history this reminds me of is the old terminal/mainframe model from the early years of computing. There were some real advantages to this model, but also some big disadvantages as well–which opened the door for the golden age of PCs and networking.

The second era that the current SaaS wave reminds me of is “Web 1.0″, when Web-based hosted software (then called ASP rather than the modern SaaS terminology), was first going to take over the world. The current trend seems so very similar because it was around the Web 1.0 years of the late 90s/early 2000 when the traditional software license business model was first proclaimed dead. At that time nearly every new business plan was based upon an ASP model.

So some of this fast-moving Cloud Computing or SaaS trend is new–but much of it could be viewed as recycled from past trends. Let’s look at the Pros and Cons of this computing model:

ADVANTAGES

* Enables “Utility-Style” computing – variable expense instead of. capital investment
* Allows an end run around overwhelmed IT departments (like PC networking did)
* Supposedly “On-demand”–use only what you need, when you need it
* More efficient use of compute resources by time-slicing large farms of cost-efficient computing resources
* Web-based allows anywhere, anytime availability
* Off-site storage of data assists disaster recovery preparedness

DISADVANTAGES

* Immature and inherently more difficult Security
* More difficult integration with other applications
* Internet latency
* Internet reliability
* Data resides outside the company firewall
* Costs over time aren’t necessarily lower for customers
* Lower margins for software vendors–aren’t always accounted for in current pricing

SUMMARY

I believe that the trend toward computing in the cloud will continue, but there will be some stumbles and pullbacks along the way. Cloud Computing and SaaS has some inherent strengths–but also some under-publicized weaknesses. Many software vendors are overlooking the weaknesses at this time, as is typical of any new and hyped technology. Traditional licensed software hosted by the user still has its strengths and a definite place in the market. Like many mature technologies and business models, the death of traditional software licensing has been greatly exaggerated. Once the early hype passes, decisions on whether to computer within the firewall or in the cloud will once again be made on the individual merits, costs and user needs for a particular application within a particular company. That’s how I see it–post a comment with your opinion so we can look at all viewpoints.

Phil Morettini
PJM Consulting
http://www.pjmconsult.com/

Google Chrome–a Strategic Platform or just another Browser?

Google’s new Chrome Browser came out a few weeks ago to quite a bit of attention. It’s big news 1) because it’s from Google and 2) it brings back memories of the “browser wars”, and seems like it could potentially signal the next big battleground in the intense rivalry between Google and Microsoft.

I’ve downloaded Chrome and played with it a bit, but this isn’t intended to be a technical review of Chrome’s merits. It seems reasonably snappy, and has Google’s typical minimalist design philosophy, including a single box for multiple functions (search, address bar, etc.). Your personal preferences will decide whether you like that or not. It has some nice features such as tabbed browsing, which theoretically should prevent one bad browser window from crashing all open browser windows–much like when Windows became multi-threaded. Nice stuff, but doesn’t really fundamentally change the browser game. But technically it’s still a beta anyway (of course just about everything is with Google), and it will evolve over time–so it’s not really time to judge it from a technical perspective anyway.

What I want to do is to examine Chrome as a strategic move by Google with respect to the software and online worlds–what does it really mean, where will it take the market, and what are its chances for success?

Let’s take a look at some of the potential ways that Chrome could affect the marketplace:

A Better Browser
Of course, PR propaganda always will say that this is the “real” reason for bringing out a new product such as this. When I was at HP we used to call this “making a contribution to the market”. Google in particular often gets sanctimonious about this type of thing, with all their “do no evil” and saving the world stuff. Does the world really need another, better browser? Not sure. Firefox and Safari, to name two, are already probably technically superior to IE, and while they’ve made some inroads in the marketplace, they still trail Microsoft by a wide margin. But history tells us that competition is a good thing, and a step forward on major platform like a browser can certainly be thought of as a gateway to allow software innovation to develop faster. Having a company like Google enter the fray should increase rate of innovation that’s possible in the online market.

An Application Development Platform
This is the position that many pundits suspect may be the major impact of Google’s move. In their introduction, Google talked quite a bit about “remaking” the browser for Web 3.0, if you will. And a fresh approach does make sense, given that Internet Explorer was conceived long before serious online applications were envisioned for the Web. With SaaS and Web 2-3-4.0 currently all the rage, having a browser platform designed from the bottom up to accommodate online software applications should be a good thing. If it’s all it’s cracked up to be, this could conceivably be a game-changer and a real threat to Microsoft. The key here is how much of the talk about re-architecting the Browser is real, and how much is hype. This will become more apparent over time as Chrome is further developed, and application developers take a look to see if there truly are features they can take advantage of to build better online apps for users.

An Additional Way To Track User Behavior
This is one of the more cynical viewpoints as to the major motivation behind Google’s introduction of Chrome. The thinking is that this is one more insidious move by Google to “big brother” your online activity. It’s no secret that Google uses web activity data they collect by various means (such as Google Analytics) to fine-tune their advertising business. Certainly owning browser could be seen as the “holy grail” towards creating a complete characterization of online activity. What else might they use this data for, in addition to fine tuning their advertising platform? That’s the question and concern.

A Way To Drive More Search Traffic And Adwords Revenue
Along the same lines as the bullet point directly above, owning the browser could be seen as the ultimate in terms of driving web traffic toward Google’s Adwords online advertising. The first thing you see upon downloading Chrome is the opportunity to switch to Google as your default search engine. How much will they do in this regard, either subtly or in a straightforward manner? As stated above, at a minimum, it gives them the opportunity to make Google the default search engine, which is critical to their base business. Only time will tell how much of a factor this is in Google’s Chrome strategy.

A “Real” Competitor Aimed At Microsoft IE To Make Them Defend Their Turf
Of all the bullet points I’m raising, this is the one I’m most sure of. Google and Microsoft are locked in one of those classic death matches for online software supremacy, and don’t miss an opportunity to tweak their arch-rival and make them sweat a bit. Going back to the application development argument above, there is a feeling that Chrome could serve as the basis for a suite of online Google apps to threaten obsolescence for Microsoft’s desktop software business. I don’t doubt that Google may try to do this. But even if from a technical and marketing perspective Chrome is only a modest success, it almost certainly will get Microsoft’s attention and cause them to expend resources and management attention on browser technology, to an extent they may not have preferred.

SUMMARY
Chrome is intriguing, but it’s too early to tell for sure what the major reason is for this Google initiative. They may not even know for sure themselves at this point. But the product, and more importantly the move itself, will likely make Microsoft react. The ensuing competition should be all good for the user and developer communities, as long as it doesn’t take us toward another tiresome and market-paralyzing “platform API” war. I’ll be following the future development of Chrome closely to see where it takes us–how about you?

Phil Morettini
PJM Consulting
http://www.pjmconsult.com/

Retail Distribution of Software Products

Selling software at retail at one point in time was the “Holy Grail” for consumer, home office and small office software suppliers. That’s where the volume was. Everything that a company did starting up was intended to build enough volume to get into a distributor, so they could then pursue shelf space at the major retailers of software.

But oh, how times have changed. The advent of the Internet and wide availability of broadband has made nearly every consumer and small business application downloadable with the click of a mouse, and a major credit card. In the meantime, major sellers of software have dropped like flies (CompUSA, Computer City) or have de-emphasized software in their retail assortment.

PROFITABLE retail distribution of software, which has been a major challenge for software companies dating back more than 20 years, has gotten tougher every year, as the retail distribution pipe shrinks. And even twenty years ago, it was already very tough, for small software companies, in particular. I’ve even seen a credible authority recently predict that distribution of software through retail outlets will CEASE TO EXIST within five years.

IS RETAIL SOFTWARE DISTRIBUTION DEAD?

So should you forget about retail as a potential distribution channel for your consumer or SMB software application?

First of all, it’s my opinion that the near term extinction of retail software distribution is greatly exaggerated. While it has been in decline for a very long time, and will continue to decline, it still has some life left. There is still quite a bit of software sold at retail. There are still some reasons that people buy at retail. And last but not least, nearly every thing in high technology takes more time to “go away” than the pundits predict. People just don’t change their habits that quickly, no matter the technological reasons for that change to occur. Among several reasons people still buy at retail:

WHY PEOPLE STILL BUY SOFTWARE AT RETAIL

Impulse – They are in a store looking for something else, and happen upon a product that looks neat or useful. In this respect, software benefits from this “in-store effect”, much like any other retail product.
Credibility – Buying software, or any other item over the Internet from some unknown company, is scary for many people. Just the fact that it’s in a “touchable” package, and is “blessed” by the retailer stocking it, gives comfort to many, especially the mainstream and late adopter types.
Physical Media – Most folks want a backup copy of the application which they’ve put out good money for. Sure, you can burn a backup CD on your own. But to some folks that’s technologically challenging–and seems like a lot of work to others.
Internet Phobia – There still are folks, more than want to admit it, that just aren’t comfortable with the Internet, particularly the ecommerce aspects.

WHEN SHOULD A SOFTWARE VENDOR CONSIDER RETAIL DISTRIBUTION?

So in some cases, software vendors should still give consideration to packaging their products for retail distribution. What are the elements which may make retail still a viable distribution channel for a particular product line?

* A VERY hot product – In one of these rare instances where you’ve hit a product home run, it’s beneficial to get your product in as many channels as possible. When you have a product “selling like hotcakes”, retail can be ideal to help you maximize your return on the high demand. Make sure that you’ve proven that it’s a brisk seller via other marketing and distribution methods BEFORE you enter the retail channel, however.
* A well-known brand – Almost nothing helps product sell through retail as much as a well-established brand. There is almost never anyone to “sell” your product in a retail store. You are relying almost soles on the box copy to be your salesman. In this situation, the credibility of a strong brand is often the difference between a customer purchasing, and leaving the box on the shelf.
* A related portfolio of products that can be sold to the same customer. It is very hard to make money on a single product being sold through retail channels. The upfront marketing programs and thin margins make breakeven a huge challenge for a single product company. However, if you can profit indirectly even if you just break even on the actual retail sale, by building your customer list and selling related products to them–that’s a huge advantage.
* Add-on services to sell – Much like having a large portfolio of products, a single product vendor can also have a greater chance at profitability if the “retail product” is a front-end to other revenue generating services. Maybe the product leads to subscriptions to an add-on web-based service, or there are custom forms or other tangible supplies that can be sold to users of the software application.

These are a few of the circumstances where I would actually encourage an ISV to consider retail distribution. I want to caution that in the best of circumstances, this channel isn’t for the “faint of heart”. Startup costs are high, margins are generally lower than other forms of software distribution, and there are substantial inventory issues and risks. There’s an old saying in the software business about retail distribution–”the only people who make money at it are the freight companies who ship the inventory back and forth among vendors, distributors and retailers”. In short, it’s a great place to lose money–if you aren’t careful. I highly recommend that you retain an expert to help you through the process, if you are new to retail and decide that it may be appropriate for your products.

There are many more angles to cover on this topic. To name a few, the need for a relationship with a major distributor of software to retailers, what marketing programs to use, the importance of a retail package–and much more. As important as they are, we’ll have to leave the detailed mechanics of getting your software into retail distribution (and making a profit!) for a later article.

SUMMARY

So don’t dismiss retail distribution of your software applications completely, even in this age of Internet instant gratification. But make sure that you are doing it for the right reasons, with a solid plan for how it will benefit your company. If your company is entering retail for the first time, consider retaining an expert to reduce your risk of failure.

I’d enjoy hearing your own experiences with retail distribution, past and present, as well as your attitude about this channel today. Post a comment so we can all learn from your experience.

Phil Morettini
PJM Consulting
www.pjmconsult.com

Which Online Advertising Platforms Should You Include in Your Marketing Mix?

I often write about online marketing, as many of my regular readers know. A frequent topic of mine is Pay-Per-Click (PPC) advertising, also known as Cost-Per-Click (CPC). Occasionally, people will refer to this marketing vehicle as Search Engine Advertising. What you’re hearing this called more and more is “Google Adwords”.

HAS GOOGLE ADWORDS “BECOME” ONLINE ADVERTISING?

Of course, its kind of like asking for a “Coke” when you want a soft drink, or “Scotch Tape” when you are seeking sticky-backed tape. It’s the age old story of a brand DEFINING the category itself, and usually happens when a product becomes dominant in a market segment.

The conventional wisdom these days is that Google has basically won the Online Search Engine-based advertising wars, so don’t even bother with any of the other advertising platforms out there. This topic is the very reason for Microsoft’s recent offer to buy Yahoo for a gazillion dollars; they are motivated to do this because Google is so far ahead that they don’t appear able to catch up on their own. This raises the issue of two also-rans in a market, combining to take on the market leader–which usually ends in disaster–but we’ll leave that for another discussion…

Back to the main question, should you focus your online advertising energy and budget strictly on Google Adwords, or broaden your campaign to other platforms? I have an opinion, of course, and I’d like to illustrate that opinion with my own pragmatic advertising experience, as well as some more theoretical marketing theory which has served me well across a variety of markets. Let’s start with the theory, using an experience from my past to illustrate my viewpoint.

MARKET NICHES: HIT’EM WHERE THEY AIN’T

As markets develop, conventional wisdom usually instructs you to “get on the bandwagon” of the market leader, and don’t waste your time “where the action isn’t”. Back in the 90s when I was running a systems & network management software business, Novell Netware had the overwhelming share of the Network Operating Systems business–roughly a 70% share. As a result, most of the companies in our general space focused on making their add-on products compatible with the Novell platform. They ignored two other competitors: Microsoft LAN Manager and Banyan VINES. There were almost no add-on systems management products available for these two platforms. We ported our applications to these two platforms, with excellent payback. Not only were we able to make easy sales to the customers of these two NOS vendors due to lack of competition, these secondary platform vendors supported our efforts to a much greater degree than Novell, where we were one of many. In addition, it turned out that while Banyan (and too a lesser extent LAN Manager) had much higher market shares in the coveted Fortune 1000 market than they did the market as a whole. Many large companies also had mixed networks containing two or more of these NOS platforms–we had a major strategic advantage in these large accounts, due to our cross platform support. The first lesson here is that sometimes it really pays to segment a market a bit differently. In some cases, in segments important to you, the market leader isn’t nearly as dominant as overall market share data would lead you to believe. The second take-away is that smaller market segments are often DRAMATICALLY less competitive, allowing you to efficiently grow revenue without huge marketing outlays to “get above the noise”.

MY OWN EXPERIENCE WITH THE MAJOR ONLINE ADVERTISING PLATFORMS

I run PPC advertising campaigns for several of my clients. Let me make something clear right away–there is no comparison between these three advertising platforms. Google Adwords is the clear winner, hands down. It’s not close. Adwords is both by far the most robust and easiest to use, which is quite a statement. Adwords is a great piece of software, which Google is constantly evolving and improving. You can do almost everything you want and there is excellent online help if you do have a question. If you ever really do need a live person, help is available, even if you are spending a modest amount on advertising with Google. It is a pleasure to work in Adwords. Plus the fact is that by far the most volume of searches is available on this platform.

Yahoo Search Marketing (formerly Overture) comes in second place. This is the original search advertising platform. It’s not nearly as robust as Adwords, but the recent major upgrade at least brought the software into the modern ages–it was pretty stagnant for a very long time, allowing Google to surge into a commanding lead. The basics are covered, and it’s pretty intuitive–although if you are used to working in Adwords, the subtle differences can drive you a bit crazy. And there are a few things that are simple to do online in Adwords, that you have to call and request over the phone to make happen in Yahoo’s platform–but at least they are very nice about it.

And then there is Microsoft AdCenter. What can I say about Microsoft; it is the typically excruciating experience dealing with them. They dominate most markets they are in, and have that arrogant way of dealing with you that only a monopolist has. When you have 90% of the OS or word processing market, you can get away with lousy support, vendor-centric policies and non-intuitive software. But they are a distant third in this market, and they aren’t gaining on anyone. So these weaknesses stick out like a sore thumb. This is the newest platform. The software isn’t all that hard to use, but in Microsoft fashion they have created some of their own conventions in opposition to market terminology, and the application doesn’t always behave in a way you would expect. Add in the unbelievable support mentality, not to mention the fact that they are a distant 3rd in traffic, and you realize why they are last among the major platforms. As an example of their attitude, when I decided to look at Microsoft’s offering, I wanted to import my Adwords campaigns into Adcenter to save a BUNCH of time, which the Help function stated that I could do. Makes a lot of sense for a new user, right? Well, I couldn’t figure out how to do it in the software, so I called Adcenter support to ask how. I was told that I needed to be spending at least $11,000/month to have access to that feature! There’s a classic catch 20–not allowed to import all your campaigns into a platform (which will enable you to spend money in that platform), until you’re spending over $100,000/year. Brilliant market penetration strategy! Whoever is making decisions at Microsoft has no idea how to compete–which I guess isn’t surprising for a monopolist. No wonder they are trying to buy Yahoo….

SUMMARY AND RECOMMENDATIONS

Adwords is clearly the best platform, so why bother with the other two? Remember the discussion about niche markets above. Although Adwords is by far the best, as a result, it’s also the most fiercely competitive of the three–meaning costs are high and margins are sometimes lower. It really varies by market segment, but in some segments, Yahoo Search Marketing and Microsoft Adcenter are neglected, leaving excellent bargains on important keywords. I am currently running a campaign on Adcenter for a client in a very niche, technical market, which isn’t supposed to be well suited for MSN search traffic. This campaign is doing VERY well. So the moral of this story is don’t pick one–use all three, as long as you’re making money on each of them. This is the beauty of PPC marketing, after all. It is quite easy to test to see if it will work for you, and objectively track your results.

That’s my take on the three major search marketing platforms–I’d love to hear yours. Post a comment so everyone can benefit from your own experience.

Phil Morettini
PJM Consulting
http://www.pjmconsult.com/

More SEO Tools

From time to time, I let you know about some of the more useful (out of the abundant crop available on the Internet!) online tools for Search Engine Optimization (SEO) that I have come across. So here’s the latest batch of valuable, and free, widgets that I’ve found:

The first is a site that checks on all of your back links, with a twist: it actually details not only the back link itself, but the anchor text associated with the link. For those of you sophisticated about SEO for your website, you’ll know that this is very important information. There are a couple of reasons why this is important. First of all, the search engines use anchor text to associate your site with keywords that might be searched on in that engine, and uses this information in it’s search rankings. So it’s very important to have your most important keywords show up as anchor text on as many back links as you can manage. Secondly, if the search engines find that the anchor text on your back links is too repetitive, the engines will penalize you from a ranking perspective. The reason is that if the anchor text on all of your back links reads the same, Google and the other engines assume that the links are “manufactured” by the owner of the site–rather than generated naturally as a result of your site being interesting to others. So I highly recommend that you check out and use this tool:

Backlink Anchor Text Checker

A similar tool is the “C Class Back Link Analyzer”. Once again, this is a tool for those sophisticated about SEO. The “C” Class Back Link Analyzer investigates the links pointing to a website, and then groups them according to the IP addresses they result from. If one back link comes from 54.37.14.5 and another comes from 54.37.14.6, the tool would group together. Links which come from the same C-Class IP are likely to be hosted by the same company, often lowering the site’s search engine ranking.

“C” Class Back Link Analyzer

One last esoteric tool for the true SEO fanatics out there. It’s called Deep Link Ratio Calculator. This tool measure the number of links to pages on your site other than the Index/Home Page, divided by the total number linked to your site. This is important because the Search Engines consider these “Deep Links” to be more “natural”, more likely the result of someone creating a link to some great content in your site (as opposed to you listing your own site in a directory, for example). So this neat tool can give you another view of how “natural” the Search Engines are viewing the links to your site.

Deep Link Ratio Calculator

Finally, I present “yet another” Keyword Suggestion tool. I know, there are lots of them out there, but I find that when you’re looking to generate keywords for SEO on a site, or when starting a PPC campaign, there are never enough good tools. This Suggestion tool claims to accumulate and report Keyword variations from the six most major search engines. Give it a shot and report back how it goes.

Keyword Suggestion Tool

I hope that you find these online SEO tools useful–post a comment and let me know!

Phil Morettini
PJM Consulting
www.pjmconsult.com

The Mechanics of Email Marketing

There are many different possibilities for technology and software companies, when it comes to formulating a marketing mix. I’ve written before about some of my favorites. One method that can be a big winner, if done well, can also be a big loser if done poorly. I’m referring to email marketing. If you want to be successful, you need to do it very well, as a result of SPAM and the general bursting of everyone’s email inbox these days.

Why Email Marketing?
Email marketing can be so productive for a company, because unlike some other forms of active/outbound online marketing (ex: PPC advertising, Banner Ads), you can usually target you audience very effectively. This is especially true if you are using an in house list; by definition, these are prospects that have some reason to have an interest in your products. In B2B marketing, there is an abundance of excellent niche lists available for rental, to use in a targeted campaign. In B2C they aren’t quite as good overall, but there may be very good lists available for a particular category.

Like all other forms of online marketing, another primary benefit to this method is the ability to measure results with great accuracy, granularity and speed. Lastly, you can make a very big impact quite quickly, unlike other online methods which may fit more into the “steady as you go” category.

The Elements of a Successful Email Campaign
So if “doing it right” is so important, just what are the important things to concentrate on, to achieve success in email marketing? Let’s take a look at some of the most important elements:

Relevancy
First and foremost, your email must be relevant to the people who are receiving it. This is the great problem with the email marketing universe today, especially when considering the Spammers. Scattershot emails to every name that you can get your hands on not only won’t raise your sales; it will ruin your online reputation, and prevent you from effectively marketing online in the future. It’s been said by others that the difference between SPAM and legitimate commercial email is RELEVANCY. I firmly believe this. If your offer resonates with the list that you send it to, you will receive relatively few complaints.

The List
After relevancy, the next most important thing is the list. Absolutely do send your message to a list of folks that you have good reason to believe will be interested in what you have to offer. This is called target marketing; it is good practice across ALL marketing media. In email marketing–IT’S ESSENTIAL.

The Offer
Next comes the offer; often this is the most critical thing that you have a lot of control over. You need to remember that in email marketing, you are “going to the people”. They aren’t coming to you like the do in content marketing–where they actively looking for your product or service. As a result, your offer needs to be very aggressive to get their interest, and to compel them to act in the manner you desire. I always say that in direct marketing you want to make your very best offer. In email direct marketing, make them an offer that is so aggressive, it actually makes you wince a bit!

Creative
The above categories are the most critical to success. If you don’t get them right, nothing else will matter. However, it’s still very important to properly execute your relevant offer to the proper list. Even if you’ve got these elements formulated properly, poor creative execution can still lead to failure. In some cases it’s best to make the email look like an email–not a web page. This is always something that is best to test as I discuss below. People’s expectations in an email message are very different from visiting a website (and attention spans are short enough in web-viewing!) I recommend that you keep your message simple, direct and relatively short. Feel free to include some attractive, eye-catching graphics. But remember, this is direct marketing–not an art project. Much research suggests that email graphics has no effect whatsoever on response rates. It’s primarily about the copywriting. Make your copy compelling, and get to the point very quickly–there isn’t much time before the “delete” or “Spam” key gets punched.

Legal
The legal aspects of marketing via email are important, and quite a bit more restrictive, relative to any other form of direct marketing. So make sure you are aware of the laws which apply to your message–they vary from country to country. In the US, for example, the CAN-SPAM act requires an honest subject line, “remove requests” instruction, and a listing of the sender’s physical address–among other things. In some cases there are also state laws that apply. In Europe and other countries, the requirements can be far more restrictive, sometimes going so far as to require “opt-in” permission before any message can be sent. So be sure to research the local laws and comply with them at all times. To do otherwise risks ruining your online reputation–or worse.

Deliverability
This is one of the most difficult aspects to this particular direct marketing method. The advent of enormous amounts of SPAM has created many barriers to delivering even the most welcomed messages to email inboxes. This was necessary, of course, for the preservation of the ability to use email at all. But deliverability is a very challenging, every changing scenario that has morphed into a marketing specialty of its own. There are many good places on the Web to assist you in getting your email delivered to your prospects. Return Path and Habeas are two of the more well known new companies that specialize in this area. I have used a free tool called SpamCheck to great effect over the last year, in screening my messages for deliverability problems. Contactology also has a great free Spam checking tool, as well as a turnkey service which enables you to easily create highly-deliverable email messages. EmailReach is another company that has some deliverability great tools. They aren’t free, but they do offer a 24 hour free trial for their service.

Continuous Measurement & Testing
The last thing I want to mention, which should be part and parcel to any successful email program, is measurement and testing. Since email is an online medium, it’s easy and cheap (or free) to measure your results. Frankly, doing any form of direct marketing without measurement is dumb. Online direct marketing without measurement is criminally dumb. There is just no excuse for it, other than laziness. Direct email marketing works best when it isn’t considered a “single-shot” campaign. Each drop should be part of an overall campaign aimed at continuous improvement. Multiple elements of your message should be tested and measured with each drop. If you do this, you WILL improve your results as you go–and greatly increase your odds of ending up with a highly successful, and repeatable marketing method to help drive your company’s growth.

Wrap Up
That’s my review of the nuts and bolts of good email marketing. Let’s hear from some of the other experts out there on your own best email practices. Post a comment so we can discuss this important marketing method in depth.

Follow Phil Morettini and Morettini on Management via Twitter, Facebook, LinkedIn, RSS, or the PJM Consulting Quarterly Newsletter. Contact Phil directly at info@pjmconsult.com