Categories
Business Performance Conversion Testing Customer Experience Product Development UX

Deceiving your customers: dark patterns or bad design?

(This post originally appeared on the carwow Product & Engineering blog on Medium)

You may find this hard to believe, but not all people behind your favourite websites have your best interests in mind. Some, you might even say, are out to squeeze every last penny from you before you leave.

Ads covering every spare pixel are tiring and overlays can be downright condescending, but at least they’re being upfront about their intentions. The sneaky ones, the ones you can’t easily see, the ones built into the design – the ‘dark patterns’ – perhaps they’re the worst of all.

What are Dark Patterns?

Sounds like some kind of conspiracy theory from the dimly lit corners of the web, but ‘dark patterns’ is the term coined for practices on the web that deceive users into doing something unintended. You expect one thing, you get another.

Darkpatterns.org, a site dedicated to educating people on the practices and naming and shaming offenders, describes it as:

“Normally when you think of “bad design”, you think of the creator as being sloppy or lazy but with no ill intent. This type of bad design is known as a “UI anti-pattern”. Dark Patterns are different?—?they are not mistakes, they are carefully crafted with a solid understanding of human psychology, and they do not have the user’s interests in mind.”

There are some great examples of this in the library on that site, but I want to share a possible dark pattern I personally encountered last week.

Colour me bad

Now on the grand scale of things, this one isn’t in the ‘Super-Evil’ category, more in the ‘Oh, that’s cheeky’ tier. And I feel a little bad naming them, as I liked the product and it was very helpful to me on a recent research project, but…

Informizely, formerly known as Insitez, offer a number of online survey tools?—?I’d used their very useful exit survey product to help understand why users were leaving a particular page on our website. It served it’s purpose, but I didn’t need it any more and didn’t want to keep on paying the monthly subscription fee.

So I logged into my account and opted to unsubscribe. This was the message I was presented with:

colour based dark patterns

It seemed so simple, but I hesitated. My brain went ___________. What had stopped me? It was only a fraction of a second and as soon as I realised I had to chuckle.

The colours were the wrong way round. Accepted norms in colour psychology say ‘red means stop, green means go’. If I want to proceed I click the green thing. Don’t I? Er, no.

Were they trying to trick me into keeping my subscription or could it just be ‘bad design’? The latter is possible, I suppose. A quick straw poll of a handful of designers in the office was met with laughter.

dark_patter_ragnar

I’m guessing they’re not convinced. I’m just not sure what the thought process could have been behind the innocent selection of those colours and labels.

We’ll never know. I cancelled anyway. Using the red button. (that was the right one, wasn’t it?)

Lesson Learned

What can we take away from this? To borrow from Google… ‘Don’t be evil’. If you’re charged with growing a business, employing dark patterns might deliver you short term gains, but it leaves a sour taste in the mouth of your duped (/nearly duped) customers, serving only to build long term distrust in your brand.

**Bonus Dark Pattern**

In writing this I realised I encountered another potential dark pattern recently, buying trainers on the Sports Direct website. Darkpatterns.org has a category for this type?—?the rather descriptive ‘Sneaky into basket’.

I selected a pair of Astroturf trainers, went to the checkout to pay, only to do a double take when I realised a magazine had automatically been added to my basket. It was only £1, but I certainly had no interest in it and was peeved that it had been added.

I wonder what percentage of customers complete their purchase completely unaware of this surreptitious addition?

shopping basket dark patterns

Categories
Business Performance Conversion Testing Customer Experience Product Development

Don’t let the HiPPO drive the bus

This article first appeared on the carwow blog on Medium.

Gut feel and opinion go a long way, but it can also take you down the wrong path if you don’t listen to your audience. At carwow, we’re strongly opinionated but it doesn’t rule our decision-making. We use data and user feedback to inform our opinions and decisions about product development and we’re better off for it.

Where do the Hippos come in?

‘HiPPO’ is a term I first heard 5 years ago. It an acronym for ‘Highest PaidPerson’s Opinion’ and was used to describe how many companies make decisions about their product development and marketing. When faced with a decision, the choice was made based on the opinion of a senior figure, with an absence of data or a conscious decision to ignore it.

My view of a HiPPO is less about the seniority and pay grade of an individual and more about the mindset. It’s very easy to believe we know best, or to assume “I could easily be our target customer” but it can be a dangerous habit. I’ve been working on websites since the last millennium (1999?—?yes, I’m that old!) and I’ve lost track of the number of conversion optimisation tests where I’ve guessed the wrong winner. You just don’t know. You need more information.

So if guessing is not an option…?

If you can accept that you don’t know all the solutions to your business problems, then the answer is very simple. You listen.

There are cryptic clues, hidden messages, explicit complaints, enthusiastic endorsements all over your business and from a wide variety of sources. Sometimes you just have to shut up and listen for them.

It’s a trait that’s strong in those who contribute to developing the product at carwow.

So how do we listen?

The information you seek comes in many forms and so you need to listen in different ways. This list isn’t extensive but does highlight a few of our methods.

Analytics

To see what is happening we use a variety of data reporting sources?—?primarily MixPanel, Google Analytics and our own internal customer data. We can see who is using our website, how they interact and convert, and identify bottlenecks that are hindering growth.

On a more granular level, we can review pages using clickmaps, heatmaps and (one of my favourites) video recordings of users interacting with specific functionality on the site.

Feedback methods

Analytics is great at the ‘what’ part, but pretty lacking when it comes to understanding the ‘why’Why are users bouncing from your homepage? Why are they dropping out on your signup form? Why are they unsubscribing from your beautifully crafted emails?

Listen. They’re telling you why.

User testing sessions

These are fun, try it. With user testing, you ask a participant to carry out tasks on your website, whilst you sit next to them and observe. They think out loud, telling you what they’re doing, why they’re doing it and how it makes them feel. All the while, you’re screaming inside your head:

“Click the big green button! It’s right there in front of you!!”

It’s an enlightening experience that really underlines the (potentially incorrect) assumptions you’ve made about how your product should function.

Don’t pass over this method thinking you don’t have the capability or experience to run these sessions. Instead, pick up a copy of Steve Krug’s book ‘Rocket Surgery Made Easy’. It’s a quick and immensely valuable read that will have you testing within the week.

Customer visits

Unlike user testing sessions which can be done in your office or in a testing lab, you can also learn a great deal by observing your customer in their own environment. carwow is a two-sided marketplace, matching car buyers with dealers, so we often visit the dealerships to see how our business customers incorporate our service into their working lives. You quickly spot the holes you can’t see from your desk.

Customer feedback loops

One of my favourite elements about the structure of carwow is that the Customer Service team are part of Product Development. If our goal is to build a product that enables the best car buying experience you’ll ever have, anyone needing to interact with Customer Service is evidence that we must continue to find ways to make it better. And if you’ve ever looked at the information handled by a Customer Service team then you’ll know it’s an embarrassment of riches for anyone looking to improve their service.

First places to look? Dive into your helpdesk enquiries, chat session data and your phone call transcripts. You’ll find problems, solutions, ideas and emotions.

Exit Surveys

When you look at analytics data, the most depressing moment is when a visitor leaves, task incomplete. Why? What put them off?

We’ll never know, is the natural assumption, they’ve gone. Well, true, but we can always ask them as they head out the door. Add an exit survey to your problematic page?—?a little slide-in single question survey box that appears as the user’s mouse moves perilously close to the browser menu bars?—?and ask them what’s wrong.

We did this on a signup form on carwow, asking:

What made you decide not to sign up today?

exit_survey_popup

The results were illuminating, giving us some quick-fix issues to address and food for thought for some conversion tests to run. Handily, they’re also a great tool for capturing the voice of the customer, so you can use the same terminology they use in your web and email copy and not the usual jargon-laden marketing babble.

Insights as far as the eye can see. Now what?

I think you’ll agree, if you’ve looked at your analytics, spoken with customers and observed their actions, then you’re in a better, much more informed place to make decisions.

At carwow, all this information feeds into our design and development process. Our product managers, UX designers and developers assimilate this knowledge into our designs and code.

The proof of the pudding is in the eating, as they say, so we A/B test major changes with our audience, ensuring that the choices we made based on their feedback were the correct ones.

And if not, we go back to the information, we listen some more and we iterate.

Categories
Business Performance Conversion Testing Customer Experience Innovation Product Development Search Engine Marketing

How to growth hack your business and achieve sustainable results

The first rule of Growth Hacking? Don’t talk about growth hacking.

That was my paraphrased tweet quoting one of the speakers at the Growth Hacking Conference in London recently. It seems I’m not the only one who isn’t a fan of the name but feels the principles behind it are sound, if a little misunderstood.

Many people (maybe just us Brits?) roll their eyes when they hear the phrase ‘growth hacking’, thinking it’s a cheesy term applied to the processes of inflating numbers exceptionally quickly with a goal of reaching a ridiculous valuation figure that gets Mark Zuckerberg jingling his pocket change.

So it was refreshing to hear so many of the speakers at the conference talking about sustainable growth – yes, build a product that scales, but also one that provides value to its audience, not just for 3 days, 3 weeks weeks or 3 months, but on an ongoing basis. A product that would be missed if it were no longer there.

I scribbled a lot of notes throughout that day, so let me share a few of them here, along with the speaker slidedecks. If you want more, head over to the collaborative Google doc that was edited live throughout the event.

Find Product / Market Fit

The Father of Growthhacking (or at least the phrase coiner), Sean Ellis (@SeanEllis) hosted the event and shared his thoughts on the drivers of growth:

  1. Right product in the right market and
  2. Successful execution of ideas

Product / Market fit was a theme throughout the day. Ellis posits that without it, sustainable growth just isn’t possible. In fact, it’s critical for strong organic growth (Growthhackers are particularly keen on organic growth. Most argue the paid stuff should come once you have traction. That’s not to say you can’t scale a paid channel to achieve growth. You just need deeper pockets).

Ellis has a useful way of determining if a business has a strong product / market fit. He surveys the customer base and asks how many would be ‘very disappointed’ if they couldn’t use the product anymore. If you can hit 40%, then you have a strong product / market fit. Then you need to stack the odds in your favour by understanding what those people are getting from your product so you can reproduce it / scale it with others.

Hustle to find scaleable growth

Zack Onisko (@zack415), from Creative Market, talked of trying out creative, out-of-the-box ideas to get to your goal in the shortest possible time. He referred to it as the Hustle stage – trying out a variety of channels, potentially non-scaleable, to try and find one that could be unlocked and scale.

Gaining Early Traction by Doing Things that Don’t Scale (Hustling) from Zack Onisko

He gave 20 ways to hustle, of which my favourites were:

  • Speaking with customers to find out how to improve the product
  • Go above and beyond with customers – sending them surprise gifts, thank-you messages, building brand loyalty
  • Give something away for signing up – asking for info is high friction, so do an exchange. They give you their email address, you give them something of value to them (i.e. a book, free service, money)
  • Forge partnerships with other likeminded businesses – help each other
  • ‘Eat your own dog food’ – make sure you use the product yourself. Understand it, know its weaknesses and improve them

Build a positive Net Promoter Score

NPS Driven Growth or How to grow your startup w from Nilan Peiris

Net Promoter Score (NPS), was discussed several times, particularly by Nilan Peiris (@nilanp) of TransferWise, as an effective tool for measuring how your audience views your brand or product. NPS asks a single question:

How likely is it that you would recommend us to a friend or colleague?

Customers answer on a 0-10 scale and labelled Detractors (0-6), Passives (7-8) or Promoters (9-10). To calculate your company’s NPS, take the percentage of customers who are Promoters and subtract the percentage who are Detractors.

Clearly you want as many Promoters and as few Detractors as possible. How do you do that? Build a ‘must-have’ product, provide great service and exceed expectations.

Be aware though that a large number of Passives isn’t ideal either as those people are indifferent to your product, meaning they’d have less resistance switching if an attractive alternative product was available.

Study your successes

It’s very easy to get caught up trying to figure out how you can persuade the disinterested to buy your product. An alternative approach was suggested by Dr Karl Blanks from Conversion Rate Experts. He suggests it’s more productive to focus on those that did buy. He recommends asking customers immediately after they have purchased this question:

What was the one thing that nearly made you not buy from us today?

Whatever their one thing was, it wasn’t enough to dissuade them, but it could be putting off many others who are dithering over their purchases also. If you can identify those issues and fix them, you’ll win those ‘almost-in-reach’ customers. That has got to be easier than trying to convert someone not interested in buying.

A bonus tip from Blanks: reverse engineer success by creating a custom segment in Google Analytics for those that bought from you. Then look at their behaviour and the content they looked at and try and figure out why those were successful.

Find your customer’s voice

SEO Tactics to Love vs. Leave from Rand Fishkin

Moz‘s Rand Fishkin (@randfishkin) and his legendary coiffed hair adorned the stage to speak about organic SEO growth. His slides were full of great nuggets but if I’m only to pick one, I found his thoughts on using the customer’s language thought provoking. He discussed ‘intent keywords’ and how to build a list of them to target with content. Keyword suggestion tools have their limits, so he recommended these three activities to generate them:

  1. Look at your competitors activity – see what they rank for
  2. Talk to customers directly (and your sales people) – what words are used in the conversations
  3. Look for conversations online in forums and places like Reddit – what is the language used?

It’s surprising how often businesses make assumptions about the words to target for SEO and content. The gap between assumption and reality is often a chasm. Locate the words used by the customer, not you.

Other Awesome Speaker Decks

There were so many great speakers at the Growth Hacking Conference, it would take quite a lengthy post just to summarise the main takeaways. So instead I’ve rounded up the remaining slidedecks I could find and included them here.

Hands-on Hacks – A Flipbook of Inspirational Growth Wins from Marie Steinthaler

The 3 Ugly Ducklings of Growth. from Geckoboard

 A Growth Checklist

As the day closed, I tried to summarise the main takeaways in a list to take back to the office. So in my newly educated opinion, If you want to build sustainable growth for your business I would suggest:

  • Build an awesome product (find Product/Market match)
  • Develop a strong Customer Value Proposition (i.e. why you’re relevent, what you offer, why you’re better)
  • Provide great customer service
  • Build in feedback loops to your product (and act on it)
  • Find likeminded partners to promote
  • Ensure data / measurement are baked in to your product and processes
  • Optimise the journeys (using conversion rate optimisation testing, i.e A/B or MVT)
  • Delight your customers (and measure with NPS)
  • Find smart people to advise you (and to ground you when you fall in love with your product and can’t see when you’re wrong).

So, all in all a great conference, one of the best I’ve attended. There aren’t too many events you can attend where you can discuss product, data, conversion rate optimisation, customer service, partnerships, entrepreneurship, with smart people who are equally happy to talk about their mistakes as well as their successes. If its on again next year, I’d recommend you attend. I’ll see you there.

Awesome photo courtesy of Dan Barker, ecommerce & online marketing expert and dab hand with a camera. Worth a follow on Twitter @danbarker

Categories
Product Development Uncategorized

Making an ass of your assumptions

When faced with a problem it’s very easy to go with the obvious answer. If we expected X to happen but instead we got Y, then we can only assume Z must be the reason.

If presented with a hard fact, we tend to fill in the blanks to make sense of why something didn’t happen the way we expected. Sometime we’re right. There is a reason why it’s the obvious answer. But like stereotypes, which can be based on repeated traits, assumptions can also be wide of the mark.

We need to think differently. We need to dig beneath the surface.

To do so, it’s important to understand the data, but we also need to put ourselves in our customers shoes and look at it from their perspective. Data can give you the what, but not the why.

Scrap it, start again

Let’s look at an example. My previous employer, Jobsite.co.uk, launched an iPhone job search app.

It was built in response to the considerable mobile traffic growth they were experiencing. It was a basic app, nothing fancy, but focused on the core need of the jobseeker – to search and apply for jobs.

It had several hundred thousand downloads, drove a lot of activity, but it only averaged 1.5 stars out of 5. This was pretty much in line with the other job hunting apps in the App Store.

The initial reaction to the score?

The app is not good – we need to either upgrade it or build a new one.

But that didn’t sit well with me. I didn’t think the score was a fair reflection of the app. Yes, I knew there were things that needed to be improved, and we were working on them in the background, but I felt the app was better than its rating.

Why was it so low?

Digging for treasure

It didn’t take too long to find the answer. Aside from the star rating, Apple allow customers to write a review of their app experience. When your app is getting positive reviews – 4 and 5 stars – then this is a great piece of social proof that is likely to encourage other shoppers to download the app. However, negative social proof can have the complete opposite effect and put prospective customers off.

Once you get over the initial sting of reading the reviews you realise how much of a gold mine of information it can be if you’re interested in improving the customer experience.

With a little reading it became apparent that most of the reviews were from people frustrated that they couldn’t find or get a job, and were projecting that frustration in their review of the app.

It’s an unfortunate fact within recruitment that most people are unsuccessful with a job application. At best, one person is going to be really happy (if they got the job), some might be disappointed but had a positive experience during the process (e.g. good recruiter service or getting short listed), but most are frustrated due to not even getting any feedback to their application let alone invited to interview.

The initial thought at this point is “well, we can’t do anything about that, that bit is out of our control”. Which is true, a job board plays little to no role in that part of the recruitment process.

So I guess we can’t affect the scores then? We’re stuck at 1.5 out of 5. Let’s move on.

Not so fast. Let’s look at this differently.

Finding out the why

We’ll start with user behaviour. When do users leave feedback on apps?

It’s actually not that easy to do. If a user is being proactive they could visit the App Store, find the app and leave a review. This does requires a bit of effort on behalf of the user, and I’d hazard a guess most people don’t have the time or inclination to do that.

So when else?

When you delete the app from your device.

And when are you likely to do that? Perhaps when you’re frustrated because you can’t find a job?

So its possible that businesses, regardless of offering, are getting poor ratings because customers are being asked to rate the app at a time when they’re unhappy.

You can test this hypothesis quite simply – flip the scenario and ask your customers at a time when they are happy and see what happens.

With job hunting the most positive times would either be when the jobseeker gets the job or when they’ve just applied for a job. Unfortunately neither were options for Jobsite due to process and technical limitations, so we theorised that the next best time would be after using the app on three occasions. With the high abandonment rate of apps, we reckoned if you’re using it for the third time, you must be finding it useful.

So we introduced a timed pop up – see example image – inviting them to feedback on the app.

image

The big reveal

The results?

The app rating jumped from 1.5 to 4 out of 5 immediately!

We hadn’t improved the app in any way, we’d just captured the views of the silent – and happy – segment, who until that point had had an obstacle strewn path to review the app.

One of the great things about having to resubmit the app to the App Store following a change is that the ratings displayed are for the new version. So any positive impact is felt immediately, as you’re not having your average score dragged down by all the previous low scores.

It’s worth noting though, you’ll still get the bad reviews – the product still needs work – but now they’re just balanced out with the good ones. In the meantime you’ve built strong social proof in the App Store and a better star rating equals more downloads.

So what are the lessons learned?

For a start, assumptions can be dangerous. When we’re pushed for time, it’s easy to look at ‘facts’ and take them as gospel. The star ratings said the app was no good, but your future business planning cannot be determined by hundreds or thousands of bits of customer feedback distilled down into a simple 5 star graphic. You need to go a step further and unearth richer data to make informed decisions.

You’ll come across roadblocks – such as an industry working a particularly unhelpful way – so you’ll need the resolution to not accept things as set in stone. You can either work out how to disrupt that industry (tip: focus on what would really make the customer happy) or you can perservere and find a way to work the system to your advantage.

This all takes time, time you perhaps don’t have. Consider this though, do you want to get lots of things done and maintain the status quo or do you want to get less things done but do them really well and shift the needle?

Categories
Business Performance Customer Experience Mobile Product Development Social Media

3 principles of realtime interaction in an Always-On culture

It’s remarkable how quickly the Always On culture has established. It’s insinuated itself within our lives to the point people often remark they cannot remember what they did or how they coped before it. Social and Mobile are, of course, at the heart of its meteoric rise. The adoption of both as ‘must-haves’ in our lives has changed the way we, as individuals, behave.

As a consequence it has also changed our expectations. Urgency and immediacy are the expected norm. Like much in modern life we want things now. The big difference is that the new channels have given the consumer a voice. The relationship between brands and people has changed. The message – controlled by the brand – has now become a conversation, with the individual exerting more influence than perhaps is comfortable for brands. Brands need the individual. They must work together in collaboration. And that’s not the future, that’s now.

Shifting the approach

So, if the behaviour of the comsumer has changed, has your brand adapted and followed suit? Sadly, brands are often hippos to the consumers’ gazelle when it comes to changing behaviour. Look at mobile: consumer use has reached a hygiene level and many brands are still discussing the need for a mobile-friendly site.

What’s needed is a shift in thinking from top to bottom through your organisation. We can’t keep doing things the old way.

Here are three principles to consider…

1. Understand the moments that matter for your audience

Success in business stems from having a clear idea of who is your intended audience and what need your product or service fulfils. That concept extends throughout your company whether it’s Sales, Marketing, product development or customer service.

Regardless of your department, you need to answer the questions: Who, what, where and when? Who is your customer? What do they need/want? Where will you find them and when do they need you?

To be particularly effective in this ‘Always-On’ culture, you have to understand the moments that matter for your audience – when is it they need your product or service (or those of your competition)? If you can deliver at that time, you’ll develop / strengthen the relationship between the customer and your brand. Likewise, fail at that moment and the customer will be gone.

Let’s consider Product. In this case, for an insurance company. As the brand I may think that I should simply replicate my desktop site onto a mobile site, complete with its homepage sales messages. However, as a consumer visiting via my phone, am I there to buy a new insurance policy? Maybe, but unlikely – it doesn’t strike me that that is something I’d want to research on a small phone screen.

So as a brand setting it’s mobile strategy, I need to think about what my customers are likely to want in the moments that matter and prioritise the appearance and functionality accordingly.

If I’m already a customer, the moment that matters to me would be an emergency situation, such as a burst pipe, where I want to be able to use my phone to quickly find your telephone number, be able to access my policy details and maybe even a simple way to file a claim or record the damage. I don’t want to find a site unoptimised for mobile that requires me to hunt for a support number and with no help information easily available.

2. Anticipate & Prepare: Realtime is too slow

Real time is too slow. Your response is a reaction to something happening and this can take time. The gap between the event and your response can often determine the success of your activity. This applies to responding to a comment in social media, content marketing, your promotional mix or product functionality. So it becomes more about anticipating what your audience wants  – and when – and then being ready to answer the call when the moment that matters arrives.

For instance, if content marketing is part of your strategy you’ll want to be aware of and prepared for the conversations you know will be happening – Oreo’s set up for the Superbowl is a great example of the big pay-off of anticipation and preparation. You’ll need to determine which of those conversations are relevent for your brand to participate in. However, more importantly, you need to be prepared for the conversations you don’t know are going to happen. They will be the true test of your planning, structure and resources. Can you react in time?

An example:

Within minutes of the Pope resigning earlier this year, Jobsite.co.uk (my employer) began to see tweets linking the brand to the news (i.e. jokingly wondering if the job would be advertised on Jobsite).

Firstly, it was great to see our brand-building work paying off by being mentioned, but also it presented us with three opportunities:

1) to engage with our existing social community

2) to produce sharable content that’ll reach a wider audience

3) an opportunity to generate valuable social signals for the search engines to help our rankings

With the help of our agency iProspect, our team produced a spoof job ad advertising for the role, but using modern business language (i.e. ability to build a global strategy, whilst recognising local differences, strong negotiation skills, office with a view, use of a company car, etc.).

From the news breaking to posting the ad on our blog was about 3 hours. It would’ve been quicker if I hadn’t had to deliberate over whether it was right for the brand to have a little fun with a religious subject. Which illustrates a key point about being prepared – yes, you need ideas people, creatives to produce assets, a clear and responsive sign-off process, but you also need to have a clear idea of what you’re comfortable doing with your brand. How do you want to behave and how you want to be perceived?

To answer my Pope question I referred back to one of my own principles: I won’t take advantage of or mock someone else’s misfortune, particularly when someone has lost a job. However, in this case, the outgoing Pope resigned by choice and we weren’t ripping religion, so I was comfortable to sign off the creative.

The response to that post was fantastic. We had more shares of that post in the first few days then we had for all blog posts over the previous 12 months. To top it off, 77% of the traffic to the blog post came from new visitors to the site, so we’d succeeded in reaching in the new audience.

Awesome Reactive Content from @jobsiteuk – Seeking New Pope For Immediate State #contentmarketing bit.ly/14NKRTL

— Chelsea Blacker (@ChelseaBlacker) February 11, 2013

The principle of anticipate and prepare also extends to your advertising mix. Are you prepared for what happens after your audience see your advertising?

Take TV advertising for example. Your ad appears on screen – what happens next?

Whilst TV is often used as a tool to raise brand awareness, it can prompt realtime action.Depending on what you’re selling this can be difficult in the space of an ad break.

So you have to anticipate and prepare.

1) Can your audience find you? Make sure your web address is in your advert for starters. Bear in mind though, people don’t always type in the URL directly. Sometimes they will do a brand, product of keyword search. With competitor bidding allowed on Pay-per-click you can’t just rely on being no.1 in the organic listings for your brand name. You also need to be in the first paid slot. So make sure you’re using day parting on brand term campaigns, giving you 100% visibility for a period after your ad airs.

2) Once the visitor lands on your website, do you make it easy for them to achieve their goal or have a process in place to capture their details for future activity?

3) Is your site mobile friendly? Increasingly consumers will be visiting via mobile devices – what will they see? Is it usable?

4) Anticipate they won’t have time to purchase / sign up to your site before their programme re-starts, so deploy behavioural retargeting to reach those that did not convert first time around.

3. Bring value to a customer at a receptive moment

Value = answering a question, providing a service, providing escapism (i.e. a game or humour)

Receptive moment = at the right time rather than realtime

The absence of value for the customer makes your interaction spam, noise or frustrating, and doing it at the wrong time can be instrusive.

Providing customer service via social media is considered a best practice no-brainer, even if its still not actively happening in many companies. However, according to a consumer privacy study by Netbase and JD Power there is perhaps a disconnect between what businesses think should happen and what the consumer wants. The conclusion of the study was:

Consumers find social listening intrusive…except when they don’t.

It’s obvious when you drill down that us consumers are fickle creatures, who clearly want things our own way – in part, a result of the empowering nature of social.

The study showed:

  • 51% of consumers want to talk about brands without the company listening in
  • 48% want companies to just listen in to improve products
  • 64% want brands to respond to social comments only when spoken to

So you’re kind of damned if you do and damned if you don’t. That’s why it’s important to understand what your audience needs and provide value at the right time.

Another Jobsite example. We monitor and engage via a product called Radian6. One Easter I’m standing in line at Starbucks playing with my phone as I wait. I open Radian6 and see a jobseeker venting on Twitter about our service. There are several tweets getting progressively worse about the jobs we’re sending her aren’t in the right location and she’s ticked off.

On a normal day our customer service team would respond and fix the problem. But its Easter and I don’t want to leave it, so I respond back to her, calm her down and promise we’ll fix it when the office opens on Tuesday. She was appreciative and said something that stayed with me “thank you, I just wanted someone to listen“.

As it turns out, she hadn’t actually told us where she wanted to work, so it was easy fix to remedy the situation. This became a win for us because we’d anticipated the need to monitor, we engaged at the moment that mattered and we provided value by listening and delivering on a promise.

Away from social listening, another good example would be National Rail Enquiries.

They know that travel can be frustrating – customers are sensitive to delays, cancellations etc.  – so they’ve developed a number of realtime services that are there at the right time to make the experience better. This includes a mobile app, a text service, a phone line and social media updates.

Personally, I use the mobile app to plan journeys – even when sat in front of my PC – it’s just quick and simple. I use it on trains and on stations – it can be quicker and more informative than the departure boards.

National Rail Tunnel Damage

Interestingly, they even share photos of damage to tracks and tunnels with customers via Facebook. Brands usually prefer to hid defects in their service, but in this instance I believe it’s done to make the delay more tangible for customers. If you can see why a train is late, you may be more understanding of the situation. Whilst National Rail Enquiries can’t make the trains run on time they can at least keep their audience informed in the moments that matter to them.

Your happy customer

Times are a-changing. You can’t just rely on your advertising budget to win new customers. The one way broadcast is on the decline. You’re now part of a conversation. Are you ready for it?

Remember, know who your customers are and what is important to them. Know how you can help. Be ready for that time. Look for the moment they need you and then deliver.