How Do You Convince Someone Who Is Too Cautious After Being Burned By Incompetent SEOs?

In episode 176 of Semantic Mastery’s weekly Hump Day Hangouts, one participant asked how to convince someone who is too cautious after being burned by incompetent SEOs in the past.

The exact question was:

2) What’s the best way to get through to a lead that’s interested, but too cautious after being burned in the past by incompetent SEOs? This one guy is close to a sale, but there’s still that factor holding him back. I want to show him I’m clean, and I’ve provided references as well. I don’t want to start pleading, so what should I do?

How Do You Convince Someone Who Is Too Cautious After Being Burned By Incompetent SEOs? posted first on your-t1-blog-url

How Do You Convince Clients With SEO Deliverables That You Can Deliver?

In episode 176 of Semantic Mastery’s weekly Hump Day Hangouts, one viewer asked how to convince clients with SEO deliverables you can deliver.

The exact question was:

Hey guys, I know we can’t guarantee rankings, but what I can I count as deliverables in my control? There are lots of things I can think of, like Press Releases and RYS Stacks, but I keep getting nervous that I either won’t explain them well, or the client will take the name and find somewhere else to do it. Is this just paranoia? How can I show that I’ll actually be doing things?

How Do You Convince Clients With SEO Deliverables That You Can Deliver? posted first on your-t1-blog-url

The Pro Marketer's Product Launch Checklist for 2018 - Whiteboard Friday

Posted by randfish

What goes into a truly exceptional product launch? To give your new product a feature the best chance at success, it's important to wrangle all the many moving pieces involved in pulling off a seamless marketing launch. From listing audience members and influencers to having the right success metrics to having a rollback plan, Rand shares his best advice in the form of an actionable checklist in this Whiteboard Friday. And make sure to check out the last item — it may be the best one to start with!

Click on the whiteboard image above to open a high-resolution version in a new tab!

Video Transcription

Howdy, Moz fans, and welcome to another edition of Whiteboard Friday. This week we are chatting about crafting a professional marketer's product launch checklist for 2018.

So many of you are undoubtedly in the business of doing things around SEO and around web marketing, around content marketing, around social media marketing in service of a product that you are launching or a feature that you are launching or multiple products. I think it pays for us to examine what goes into a very successful product launch.

Of course, I've been a part of many of these at Moz, as part of many of the startups and other companies that I advise, and there are some shared characteristics, particularly from the marketing perspective. I won't focus on the product and engineering perspectives. We'll talk about marketing product launches today.

☑ A defined audience, accompanied by a list of 10–100 real, individual people in the target group

So to start with, very first, top of our list, a defined audience. That can be a demographic or a psychographic set of characteristics that define your audience or a topic, a niche, a job title or job function type of characteristics that comprise the profile of who's in your group. That should be accompanied by a list of 10 to 100 real people.

I know that many marketers out there love using personas, and I think it's fine to use personas to help define this audience. But I'm going to urge you strongly to have that real list. Those could be:

• Customers that you know you're targeting,
• People who have bought from you in the past and you're hoping will buy again,
• People who maybe you've lost and are hoping to recapture, maybe they use a competitor's product today or they're notable in some way.

As long as they fit your characteristics, I want you to have that list of those real people.

The problem with personas is you can't talk to them. You can't ask them real questions, or you can, but only in your own mind and your imagination fills in the details. These are real people that you can talk to, email, ask questions, show the product to, show the launch plan to and get real feedback. They should have shared characteristics. They should have an affinity for the product that you're building or launching, hopefully, and they should share the problem.

Whatever the problem, almost every product, in fact, hopefully every product is actually trying to solve a problem better than the thing that came before it or the many things that came before it. Your audience should share whatever that problem is that you're trying to solve.

☑ List of 25–500 influential people in the space, + contact info and an outreach plan

Okay. We'll give this a nice check mark. Next, list of influential people in the space. That could be 25 to even hundreds or thousands of people potentially, plus their contact information and an outreach plan. That outreach plan should include why each target is going to care about the problem, about the solution, and why they're going to share. Why will they amplify?

This is in answer to the question: Who will help amplify this and why? If you don't have a great answer to that, your product launch will almost certainly fall flat from a marketing perspective. If you can build a successful one of these, that list, especially if before you even launch, you know that 20 of these 500 people have said, "Yes, I'm going to amplify. Here's why I care about this. I can't wait until you give me permission to share it or release this thing or send me the version of it." That's an awesome, awesome step.

☑ List of influential publications and media that influencers and target audience members consume

Next, similarly, just like we have a list of influential people, we want a list of influential publications and media that many influencers and many of your target audience members read, watch, subscribe to, listen to, follow, etc. So it's basically these two groups should be paying attention to the media, to the publications that we're trying to list out here. Essentially, that could be events that these people go to. It could be podcasts they listen to. It could be shows they watch, blogs or email newsletters they subscribe to. It could be traditional media, magazines, radio, YouTube channel. Whatever those publications are, all of them are the ones we're trying to build a list of here.

That is going to be part of our outreach target. We might have these influential people, and some of these could overlap. Some of these influential people may work for or at these influential publications and that's fine. I just worry that too much influencer marketing is focused on individuals and not on publications when, in fact, both are critical to a product launch success.

☑ Metrics for success

Metrics, yes, marketers need metrics for success. Those should be in three buckets — exposure and branding, which include things like press and mentions and social engagement, maybe a survey comparison of before and after. We ran an anonymous survey to a group of our target audience before and after and we measured brand awareness differential. Traffic, so links, rankings, visits, time on site, etc., and conversions. That could be measured through last touch or through preferably full-funnel attribution.

☑ Promotional schedule with work items by team member and rollback plan

A promotion schedule. So this means we actually know what we're doing and in what order as the launch rolls out. That could be before launch we're doing a bunch of things around private beta or around sharing with some of these influential people and publications. Or we haven't defined the audience yet. We need to do that. We have that schedule and work items by each team member, and we're going to need a rollback plan. So if at any point along the way, the person who owns the product process says, "This is not good enough," or, "We have a fundamental error," or, "The flamethrower we're building shoots ice instead of fire," we should probably either rename and rebrand it or roll it back. We have that structure set up.

☑ FAQ from the beta/test period, from both potential customers and influencers

Next, frequently asked questions. This is where a beta or test period and test users come in super handy, because they will have asked us a bunch of questions. They'll have asked as they're playing with or observing or using the product. We should be able to take all of those questions from both potential customers and from influencers, and we should have those answers set up for our customer service and help teams and for people who are interfacing with the press and with influencers in case they reach out.

In an ideal world, we would also publish these online. We would have a place where we could reference them. They're already published. This is particularly handy when press and influencers cover a launch and they link to a, "Oh, here's how the ice thrower," I'm assuming, "that we're building is meant to work, and here's at what temperatures it's safe to operate," etc.

☑ Media assets & content for press/influencer use

Next up, media assets and content for those press and publications and influencer use. For example:

• Videos of people using the product and playing with it
• Screencasts, screenshots if it's a digital or software product
• Photos
• Demo-able versions if you want to give people login access to something special
• Guidelines for press usage and citations, as well as things like logo and style guide

All of those types of things. Trust me, if your product launch goes well, people will ask you for this, or they will just use things that they steal from your site. You would much prefer to be able to control these assets and to control where the links and citations point, especially from an SEO perspective.

☑ Paid promotion triggers, metrics to watch, and KPIs

Next up, penultimate on our checklist, paid promotion triggers. So most of the time, when you're doing a product launch, there will also be some component that is non-organic, i.e., paid such as paid content. It could be pay-per-click ads. It could be Facebook advertising. It could be web advertising. It could be retargeting and remarketing. It could be broadcast advertising. All of those kinds of things.

You will want with each of those triggers, triggers that essentially say, "Okay, we've reached the point where we are now ready. We executed along our schedule, so we are now ready to turn on the paid promotion, and channel X is going to be the start of that, then channel Y and then channel Z."

Then we should have KPIs, key performance indicators, that tell us whether we're going to grow or shrink that spend, something like this. So we know, hey, the product launch is going this well, so we're going to keep our current level investment. But if we tick up over here, we're going to invest more. If we get to here, we're going to max out our spend. We know that our maximum spend is X. Versus it goes the other way and over here, we're going to cut. We're going to cut all spend if we fall below metric Z.

☑ A great set of answers and 100% alignment on the following statement:

Last but not least on our checklist, this should exist even prior to a product design process. In fact, if you're doing this at the end of a product launch checklist, the rest of this is not going to go so well. But if you start product design with this in mind and then maintain it all the way through launch, through messaging, through all the marketing that you do, you're going to be in good shape. That is a great set of answers and 100% alignment, meaning everyone on the team, who's working on this, agrees that this is how we're going to position this on this statement.

Before the product we're launching existed, our target audience, the group of people up here, was underserved in these ways or by previous solutions or because of these problems. But now, thanks to the thing that we've done, the thing that we've created and what is extraordinary about this product, these problems or this problem is solved.

If you design in this fashion and then you roll out in this fashion, you get this wonderful alignment and connection between how you're branding and marketing the product and how the product was conceived and built. The problem and its solution become clear throughout. That tends to do very, very well for product building and product launching.

All right, everyone, if you have additions to this checklist, I hope you leave them in the comments below. We'll see you again next week for another edition of Whiteboard Friday. Take care.

Video transcription by Speechpad.com

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Does Uploading A Video From A Different Country Than The Target Affect Ranking Negatively?

In episode 176 of our weekly Hump Day Hangouts, one participant asked whether uploading or streaming a video from a different country than the target country could negatively affect its ranking.

The exact question was:

If I am trying to rank a youtube video for a physical product in a certain country, does it matter if I upload or stream that video from that same country ip location? I used targeted views from that country using adwords to try to rank it but uploaded the video from another country and can’t rank the video. Google just slaps me on the 2nd page even though there is no other videos on that product. Used both a live stream and upload and neither work. Videos are about 1:30 long with practically low or no competition. I use a VPN to confirm the video is not on first page, youtube ranking is not a problem just on the 1st page as there is ads for that product. Do I need longer videos or just some social shares?

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How Can I Explain The Google Dance To Clients Without Looking Like I’m Covering A Major Drop In Rankings?

In episode 175 of Semantic Mastery’s weekly Hump Day Hangouts, one participant asked how you can convey the message on Google Dance to clients without having to look like you’re covering a major drop in rankings.

The exact question was:

I read Marco’s article on the Google Dance and I know I have to make sure clients understand it as well. But when I say amidst a big drop in rankings, I fear I will look like I’m covering for dropping rankings. How can I convey the message to avoid that?

How Can I Explain The Google Dance To Clients Without Looking Like I’m Covering A Major Drop In Rankings? posted first on your-t1-blog-url

How to Make Effective, High-Quality Marketing Reports & Dashboards

Posted by Dom-Woodman

My current obsession has been reporting. Everyone could benefit from paying more attention to it. Five years, countless ciders, and too many conferences into my career, I finally spent some time on it.

Bad reporting soaks up just as much time as pointless meetings. Analysts spend hours creating reports that no one will read, or making dashboards that never get looked it. Bad reporting means people either focus on the wrong goals, or they pick the right goals, but choose the wrong way to measure them. Either way, you end up in the same place.

So I thought I'd share what I’ve learned.

We’re going to split this into:

• Definitions
• What is the goal of a report and a dashboard? (And how are they different?)
• Who is the data for?
• How to create a good dashboard
• How to create a good report
• How to create useful graphs
• Useful tools

(We’ll lean on SEO examples — we’re on Moz! — however, for those non-SEO folks, the principles are the same.)

What is the goal of a report versus a dashboard?

Dashboards

Dashboards should:

• Measure a goal(s) over time
• Be easily digestible at a glance

The action you take off a dashboard should be:

• Let’s go look into this.

Example questions a dashboard would answer:

• How are we performing organically?
• How fast does our site load?

Reports

Reports should:

• Help you make a decision

The action you take off a report should be:

• Making a decision

Example questions a report would answer:

• Are our product changes hurting organic search?
• What are the biggest elements slowing our website?

Who is this data for?

This context will inform many of our decisions. We care about our audience, because they all know and care about very different things.

A C-level executive doesn’t care about keyword cannibalization, but probably does care about the overall performance of marketing. An SEO manager, on the other hand, probably does care about the number of pages indexed and keyword cannibalization, but is less bothered by the overall performance of marketing.

Don’t mix audience levels

If someone tells you the report is for audiences with obviously different decision levels, then you’re almost always going to end up creating something that won’t fulfill the goals we talked about above. Split up your reporting into individual reports/dashboards for each audience, or it will be left ignored and unloved.

Find out what your audience cares about

How do you know what your audience will care about? Ask them. As a rough guide, you can assume people typically care about:

• The goals that their jobs depend on. If your SEO manager is being paid because the business wants to rank for ten specific keywords, then they’re unlikely to care about much else.
• Budget or people they have control over.

But seriously. Ask them what they care about.

Educating your audience

Asking them is particularly important, because you don’t just need to understand your audience — you may also need to educate them. To go back on myself, there are in fact CEOs who will care about specific keywords.

The problem is, they shouldn’t. And if you can’t convince them to stop caring about that metric, their incentives will be wrong and succeeding in search will be harder. So ask. Persuading them to stop using the wrong metrics is, of course, another article in and of itself.

Get agreement now

To continue that point, now is also the time to get initial agreement that these dashboards/reports will be what’s used to measure performance.

That way, when they email you three months in asking how you’re doing for keyword x, you’re covered.

How to create a good dashboard

Picking a sensible goal for your dashboard

The question you’re answering with a dashboard is usually quite simple. It's often some version of:

• Are we being successful at x?

...where x is a general goal, not a metric. The difference here is that a goal is the end result (e.g. a fast website), and the metric (e.g. time to start render) is the way of measuring progress against that.

How to choose good metrics for dashboards

This is the hard part. We’re defining our goal by the metrics we choose to measure it by.

A good metric is typically a direct measure of success. It should ideally have no caveats that are outside your control.

No caveats? Ask yourself how you would explain if the number went down. If you can immediately come up with excuses that could be answered by things out of your control, then you should try to refine this metric. (Don’t worry, there's an example in the next section.)

We also need to be sure that it will create incentives for how people behave.

Unlike a report, which will be used to help us make a decision, a dashboard is showing the goals we care about. It’s a subtle distinction, but an important one. A report will help you make a single decision. A dashboard and the KPIs it shows will define the decisions and reports you create and the ideas people have. It will set incentives and change how the people working off it behave. Choose carefully. Avinash has my back here; go read his excellent article on choosing KPIs.

You need to bear both of these in mind when choosing metrics. You typically want only one or two metrics per goal to avoid being overwhelming.

Example: Building the spec for our dashboard

Goal: Measure the success of organic performance

Who is it for: SEO manager

The goal we’re measuring and the target audience are sane, so now we need to pick a metric.

We’ll start with a common metric that I often hear suggested and we’ll iterate on it until we’re happy. Our starting place is:

1. Metric: Search/SEO visibility
   1. “Our search visibility has dropped”: This could be because we were ranking for vanity terms like Facebook and we lost that ranking. Our traffic would be fine, but our visibility would be down. *Not a good metric.
2. Metric: Organic sessions over time
   1. “Our organic sessions have dropped”: This could easily be because of seasonality. We always see a drop in the summer holidays. *Okay, also not a good metric.
3. Metric: Organic sessions with smoothed seasonality
   1. Aside: See a good example of this here.
   2. “Our organic sessions with smoothed seasonality have dropped”: What if the industry is in a downturn? *We’re getting somewhere here. But let’s just see...
4. Metric: Organic sessions with smoothed seasonality and adjusted for industry
   1. “Our organic sessions with smoothed seasonality and adjusted for industry have dropped”: *Now we’ve got a metric that’s getting quite robust. If this number drops, we’re going to care about it.

You might have to compromise your metric depending on resources. What we’ve just talked through is an ideal. Adjusting for industry, for example, is typically quite hard; you might have to settle for showing Google trends for some popular terms on a second graph, or showing Hitwise industry data on another graph.

Watch out if you find yourself adding more than one or two additional metrics. When you get to three or four, information gets difficult to parse at glance.

What about incentives? The metric we settled on will incentivize our team get more traffic, but it doesn’t have any quality control.

We could succeed at our goal by aiming for low-quality traffic, which doesn’t convert or care about our brand. We should consider adding a second metric, perhaps revenue attributed to search with linear attribution, smoothed seasonality, and a 90-day lookback. Or alternatively, organic non-bounce sessions with smoothed seasonality (using adjusted bounce rate).

Both those metrics sound like a bit of a mouthful. That’s because they’ve gone through a process similar to what we talked about above. We might’ve started with revenue attributed to search before, then got more specific and ended up with revenue attributed to search with linear attribution, smoothed seasonality and a 90-day lookback.

Remember, a dashboard shouldn’t try to explain why performance was bad (based on things in your control). A dashboard's job is to track a goal over time and says whether or not further investigation is needed.

Laying out and styling dashboards

The goal here is to convey our information as quickly and easily as possible. It should be eyeball-able.

Creating a good dashboard layout:

• It should all fit on a single screen (i.e. don’t scroll on the standard screen that will show the results)
• People typically read from the top and left. Work out the importance of each graph to the question you’re answering and order them accordingly.
• The question a graph is answering should be sat near it (usually above it)
• Your design should keep the focus on the content. Simplify: keep styles and colors unified, where possible.

Here’s a really basic example I mocked up for this post, based on the section above:

• We picked two crucial summary metrics for organic traffic:
  1. Organic sessions with smoothed seasonality
     • In this case we’ve done a really basic version of “adjusting” for seasonality by just showing year on year!
  2. Revenue attributed to organic sessions
• We’ve kept the colors clean and unified.
• We’ve got clean labels and, based on imaginary discussions, we’ve decided to put organic sessions above attributed revenue.

(The sharp-eyed amongst you may notice a small bug. The dates in the x-axis are misaligned by 1 day; this was due to some temporary constraints on my end. Don’t repeat this in your actual report!)

How to create a good report

Picking a sensible decision for your report

A report needs to be able to help us make a decision. Picking the goal for a dashboard is typically quite simple. Choosing the decision our report is helping us make is usually a little more fraught. Most importantly, we need to decide:

• Is there a decision to be made or are we knowledge-gathering for its own sake?

If you don’t have a decision in mind, if you’re just creating a report to dig into things, then you’re wasting time. Don’t make a report.

If the decision is to prioritize next month, then you could have an investigative report designed to help you prioritize. But the goal of the report isn’t to dig in — it's to help you make a decision. This is primarily a frame of mind, but I think it’s a crucial one.

Once we’ve settled on the decision, we then:

• Make a list of all the data that might be relevant to this decision
• Work down the list and ask the following question for each factor:
  1. What are the odds this piece of information causes me to change my mind?
  2. Could this information be better segmented or grouped to improve?
  3. How long will it take me to add this information to the report?
  4. Is this information for ruling something out or helping me weigh a decision?

Example: Creating a spec for a report

Here’s an example decision a client suggested to me recently:

• Decision: Do we need to change our focus based on our weekly organic traffic fluctuations?
• Who’s it for: SEO manager
• Website: A large e-commerce site

Are we happy with this decision? In this case, I wasn’t. Experience has taught me that SEO very rarely runs week to week; one thing our SEO split-testing platform has taught us time and time again is even obvious improvements can take three to four weeks to result in significant traffic change.

• New decision: Do we need to change our focus based on our monthly organic traffic fluctuations?

Great — we’re now happy with our decision, so let’s start listing possible factors. For the sake of brevity, I’m only going to include three here:

• Individual keyword rankings
• Individual keyword clicks
• Number of indexed pages

1. Individual keyword rankings

• What are the odds this piece of information causes me to change my mind?
  • As individual keyword rankings? Pretty low. This is a large website and individual keyword fluctuations aren’t much use; it will take too long to look through and I’ll probably end up ignoring it.
• Could this information be better segmented or grouped to improve?
  • Yes, absolutely. If we were to group this by page type or topic level, it becomes far more interesting. Knowing my traffic has dropped only for one topic would make me want to go to push more resources to try and bring us back to parity. We would ideally also want to see the difference in rank with and without features.
• How long will it take me to add this information to the report?
  • There are plenty of rank trackers with this data. It might take some integration time, but the data exists.
• Is this information for ruling something out or helping me weigh a decision?
  • We’re just generically looking at performance here, so this is helping me weigh up my decision.

Conclusion: Yes, we should include keyword rankings, but they need to be grouped and ideally also have both rank with and without Google features. We’ll also want to avoid averaging rank, to lose subtlety in how our keywords are moving amongst each other. This example graph from STAT illustrates this well:

2. Individual keyword clicks

• What are the odds this piece of information causes me to change my mind?
  • Low. Particularly because it won’t compensate for seasonality, I would definitely find myself relying more on rank here.
• Could this information be better segmented or grouped to improve?
  • Again yes, same as above. It would almost certainly need to be grouped.
• How long will it take me to add this information to the report?
  • This will have to come from Search Console. There will be some integration time again, but the data exists.
• Is this information for ruling something out or helping me weigh a decision?
  • Again, we’re just generically looking at performance here, so this is helping me weigh up my decision.

Conclusion: I would probably say no. We’re only looking at organic performance here and clicks will be subject to seasonality and industry trends that aren’t related to our organic performance. There are certainly click metrics that will be useful that we haven’t gone over in these examples — this just isn’t one of them.

3. Number of indexed pages

• What are the odds this piece of information causes me to change my mind?
  • Low, although sharp jumps would definitely be cause for further investigation.
• Could this information be better segmented or grouped to improve?
  • It could sometimes be broken down into individual sections, using Search Console folders.
• How long will it take me to add this information to the report?
  • This will have to come from Search Console. It doesn’t exist in the API, however, and will be a hassle to add or will have to be done manually.
• Is this information for ruling something out or helping me weigh a decision?
  • This is just ruling out, as it's possible any changes in fluctuation have come from massive index bloat.

Conclusion: Probably yes. The automation will be a pain, but it will be relatively easy to pull it in manually once a month. It won’t change anyone's mind very often, so it won’t be put at the forefront of a report, but it’s a useful additional piece of information that’s very quick to scan and will help us rule something out.

Laying out and styling reports

Again, our layout should be fit for the goal we’re trying to achieve, which gives us a couple principles to follow:

• It’s completely fine for reports to be large, as long as they’re ordered by the odds that the decision will change someone's mind. Complexity is fine as long as it’s accompanied by depth and you don’t get it all at once.
• On a similar point, you’ll often have to breakdown metrics into multiple graphs. Make sure that you order them by importance so someone can stop digging whenever they’re happy.

Here’s an example from an internal report I made. It shows the page breakdown first and then the page keyword breakdown after it to let you dig deeper.

• There’s nothing wrong with repeating graphs. If you have a summary page with five following pages, each of which picks one crucial metric from the summary and digs deeper, it's absolutely useful to repeat the summary graph for that metric at the top.
• Pick a reporting program which allows paged information, like Google Data Studio, for example. It will force you to break a report into chunks.
• As with dashboards, your design should keep the focus on the content. Simplify — keep styles and colors unified where possible.

Creating an effective graph

The graphs themselves are crucial elements of a report and dashboard. People have built entire careers out of helping people visualize data on graphs. Rather than reinvent the wheel, the following resources have all helped me avoid the worst when it comes to graphs.

Both #1 and #2 below don’t focus on making things pretty, but rather on the goal of a graph: to let you process data as quickly as possible.

1. Do’s and Don’ts for Effective Graphs
2. Karl Broman on How to Display Data Badly
3. Dark Horse Analytics - Data Looks Better Naked
4. Additional geek resource: Creating 538-Style Charts with matplotlib

Sometimes (read: nearly always) you’ll be limited by the programs you work in, but it’s good to know the ideal, even if you can’t quite reach it.

What did we learn?

Well, we got to the end of the article and I’ve barely even touched on how to practically make dashboards/reports. Where are the screenshots of the Google Data Studio menus and the step-by-step walkthroughs? Where’s the list of tools? Where’s the explanation on how to use a Google Sheet as a temporary database?

Those are all great questions, but it’s not where the problem lies.

We need to spend more time thinking about the content of reports and what they're being used for. It’s possible having read this article you’ll come away with the determination to make fewer reports and to trash a whole bunch of your dashboards.

That’s fantastic. Mission accomplished.

There are good tools out there (I quite like Plot.ly and Google Data Studio) which make generating graphs easier, but the problem with many of the dashboards and reports I see isn’t that they’ve used the Excel default colors — it’s that they haven’t spent enough time thinking about the decision the report makes, or picking the ideal metric for a dashboard.

Let’s go out and think more about our reports and dashboards before we even begin making them.

What do you guys think? Has this been other people's experience? What are the best/worst reports and dashboards you’ve seen and why?

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How Do You Convince Video Email Prospects Who Are More Interested In Doing Business Offline?

In episode 175 of our weekly Hump Day Hangouts, one viewer asked how to convince video email prospects who are more interested in doing business offline.

The exact question was:

Hey guys, it’s time for another episode of ‘keeping up with my video email leads.”” I’m talking to 2 people in real estate sub-niches: commercial and luxury. They’re being pretty stubborn:

The commercial guy insists that his customers wouldn’t come through the site and that everything happens offline. This obviously isn’t true because the 2 most relevant keywords get like 2000 local searches a month, which shows that buyers are looking online.

The luxury gal insists that she’s been in the game so long that everyone in the local market knows her. I’m assuming that’s true, but even so, how does that explain the few hundred monthly searches for luxury realtors? I pointed this out in the video, and she acknowledged it, but she still ain’t convinced.

I would give them what-for, but I’ve been here before and I played myself by giving them the impression that I think I know their industry more than they do. How do I get through to these guys without sending that impression?

How Do You Convince Video Email Prospects Who Are More Interested In Doing Business Offline? posted first on your-t1-blog-url