Unbounce – [Quiz] The Cosmo Guide to Landing Pages & QR Codes – with Infographic

Unbounce - LogoAlthough the name on the post might not be mine, Unbounce published a second article on the 9th March – “The Cosmo Guide to Landing Pages and QR codes – with Infographic”. The article, which was originally written with less of a focus on QR codes and more on multi-channel landing page traffic drivers, was originally titled “Landing Pages: the unforgivable sin” and as an interesting example of the editorial process I’ll publish the original article here shortly.

The idea behind the article was to highlight the different ways in which a landing page could be reached, given that an increasing percentage of web traffic is through mobile devices such as smartphones and tablets. The gimmick to get the reader engaged was to use a magazine-style quiz (did you get mainly A’s, B’s or C’s). I’ll leave it to you to decide whether it works or not.

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Unbounce – 20 Landing Page Designs Get Picked Apart & Analyzed for Conversion

Unbounce - LogoJust a quick post to say that my latest article for Unbounce – 20 Landing Page Designs Get Picked Apart & Analyzed for Conversion – is now online at the Unbounce blog.

The Unbounce blog has a great selection of articles about online marketing and is well worth checking out. They also have a Twitter feed at @unbounce.

What’s the value of community?

What’s the value of community? It’s a pertinent question in today’s marketing landscape. I was invited to contribute an article to Business 2 Community and this seemed a good time to start looking into the question in a little more detail. As it turns out, the article heavily features one of Volume’s software products – SociView – providing an overview of the system and its capabilities. It’s not my usual approach to blog posts, I prefer to be a little more independent and objective than that, but it’s a start. Over the next few weeks I’ll be looking into the subject in more detail, delving into what it really means to create, retain and then leverage a community as a marketing channel.

In the meantime, for those that are interested, you can find the article here: What’s the value of community?

What is… Gamification?

There’s been a lot of talk about the subject of Gamification recently; it’s the buzz topic in marketing and its impact will most likely grow over the next couple of years. But what is it? And what does it mean for marketers?

Gamification – it’s not making games

There’s a misconception that Gamification is all about making games. Let’s be clear: it isn’t. This is an oversimplification. We’re not trying to create the next Angry Birds for our clients, for a number of reasons. One, in a technical sense, it’s very difficult to do well. Two, actually creating a game around a brand isn’t simple. A good game would resonate with the brand’s identity and ethos. It’s much easier for a sports brand to create a game than a computer hardware brand. So, if it isn’t gaming, what is it?

Team Fortress 2 from Valve - achievements and rewards drive gamer loyalty

Gamification is the process of using gaming methodologies to create a connection to the user. When playing games, we are constantly rewarded for our participation. This can be through gaining achievements, opening up new areas or levels, or by achieving some sort of status. Here are some examples:

  1. Team Fortress 2 by Valve – in team-based first person shooting game you are awarded achievements for in-game actions. Reaching milestones for the number of opponents killed, or for capturing places on the map, are rewarded with a cheer and in-game fireworks above your character’s head. Your achievement is not just recorded on your record, but is broadcast to all the other players as well.
  2. Angry Birds by Rovio – this also utilises the achievements reward structure, but at its heart it is the episodes and levels that keep us hooked. The game is split into a number of themed episodes, each containing a number of levels. Completing a level opens up a new level, until we complete the episode and unlock the ending movie. We always feel the pull of ‘Just one more level’.
  3. Farmville by Zynga – this popular Facebook game uses statuses to differentiate players’ progress in the game. As the player moves through the game and gains experience points, their title changes. Starting off  as a simple ‘Field Hand’, they can make their way up to ‘Master of Pasture’ or ‘Lord of the Plough’. Your title is a direct indication of your status within the game, and a something that is aspirational.
Gamification works within games, but how does this translate onto non-gaming platforms, especially those for marketing?

Gamification for the masses

There are some great examples of gamification being used on non-gaming platforms. The most well-known exponent of which is:

Foursquare

Foursquare has made strides lately to widen its offering, but initially its appeal was mostly reliant on it game-based mechanics. The aim of Foursquare is to reward consumer loyalty with location-specific deals and discounts, strengthening the bond between the purchase and the brand. They use gamification to enhance that experience and drive user behaviour. Let’s see how it works.
Users on Foursquare check-in  to their current locations using an application on their mobile phone, leaving an optional comment at the same time. A location can be anything from a coffee shop to a workplace, a shop to a sports stadium. This action has a number of effects:
  1. The user builds up check-ins at the location. The user with the most check-ins becomes ‘Mayor’ of the location
  2. The user gains achievements based upon the location they are checking into and the number of check-ins they have made in total. i.e. they receive the ‘Newbie’ badge for their first check-in, the ‘I’m on a boat’ achievement if they check-in whilst over water, and the ‘Local’ achievement for checking-in at the same place three times within a week.
These rewards create a strong connection with the user, as they strive to gain them. The ‘Local’ check in above is particularly powerful for local businesses, as the need to gain the achievement directly ties the user to their business.
Here’s Katie Colbourne, a friend and ex-work colleague of mine, using Foursquare, thanks to Katie for her permission to use these tweets.

http://twitter.com/#!/KatieColbourne/status/85321318446280704

http://twitter.com/#!/KatieColbourne/status/85321318047817728

In the first tweet, Katie checks-in at her workplace, and by doing so becomes the Mayor of that location (the second tweet). We can see here that the gaming behaviour – the ability to create ‘feel good’ moments through a rewards-based system –  has translated directly into user action. This, along with the added real-world achievements such as ‘free coffee for the Mayor of Coffee & Co.’ , provide can create motivation and loyalty within consumers in a way that group-buying platforms cannot.

As a marketer, can I use this?

Absolutely. Good marketing brings consumers closer to the brand, generating advocates and ultimately sales. Gamification creates the ‘stickiness’ between the two, and can be used within marketing practice. There are two approaches that can be taken:

1. Apply these ideas to your own product or service

This is the more involved approach, but can be extremely rewarding. Marketing Tech Blog provides some good tips on how to create a gamification strategy for your site or application. In essence, this consists of creating a series of goals (CTAs) for your user and then providing a series of actions to attain that goal, awarding points and achievements along the way, and always tracking their progress.

2. Use existing ‘sticky’ products in your campaigns

Foursquare can drive consumers to purchase using gamification techniques

This is the easiest approach. Going back to Foursquare, we can see that brands are leveraging their userbase and rewards system to their advantage. Brands can now create their own pages on Foursquare and create brand badges which users can earn. Macy’s, CNN, and Toys ‘r’ us have all used this in their marketing campaigns.

As well as the introduction of some sponsored badges, their is also the simple process of linking reward to action, as discussed earlier i.e. if you are the Mayor of my shop, I’ll give you a free coffee every day.

Where can I find out more? What are my next steps?

There’s a full explanation of gamification at Wikipedia, along with a selection of supporting articles. For those interested in using gamification techniques within their products, sites or applications, please feel free to contact me.

Why digital marketing is like my local

Okay, I’ve got a confession to make. A few years back I used to be the captain of a darts team, playing every Tuesday in a league. I wasn’t very good, but as I was capable of organising things I got the job by default.

Putting that to one side, being captain of the team and a regular at the pub had its advantages. I was well-known – in fact I still am, even though I haven’t been a regular for years – and that brought its privileges. They knew what I drank, I’d get my name up on the board for a game as soon as I walked in, and I was never short of someone to chat to.

So being a regular at a pub is like digital marketing.

Sign for The Slaughtered Lamb pub in 'American Werewolf in London'

Not my local pub... there's no werewolves there as far as I know...

Are you still with me? I know that last statement seems a little bit of a stretch. I promise I’ll make up for it.

Every visit I made, the people there learned a little bit more about me. They collected data, building up a picture of my likes and dislikes, my past and my present. It’s that data that they used to create a welcoming, but not too intrusive experience every time I went there (whether they knew it or not).

A few weeks back at SXSW, Reid Hoffman, the founder of business social networking site LinkedIn, said that Web 3.0 was all about the data.  But the thing is, the web – and digital marketing – has always been about the data. From its humble beginnings at CERN to the present day the web has been about the exchange of information; only the type of data has changed, from documents to social and personal. As users, we’re now involved in a quid pro quo arrangement that says ‘you give me some of your data and I’ll share my personal data with you’.

It’s true to say that offline marketing is about the data as well; the very existence of CRM systems pays testimony to that fact. But it’s the ease by which we can collect data online that is so compelling. There’s no manual collection and processing of returned direct mail, no manual data entry every time a phone call is completed. It’s so easy to collect data in a digital environment that we’re really getting spoilt. Despite concerns over privacy – which Facebook is never far away from – Internet users are more and more ready to share information with the established social networks. Using tools such as Facebook’s Graph API we can start to use this data too, in our own little quid pro quo with the social networks. Facebook understands a little more about the interests of its user base and we get a little bit of demographic information back in return.

The important question now is ‘How do we collect and use data in the right way?’

Let’s go back to my local pub and the experience that was created. It was welcoming, reassuring, but not obtrusive. It was a relationship based on familiarity, not stalking. Digital marketing can create the same relationship if it’s approached correctly.

Digital Marketing Data Do’s

  1. Make collecting data easy – your user knows that you’re going to want to get information from them at some point, they’re not daft. When you do, make sure it is as easy as possible. Give them the opportunity to use existing logins and then supplement that if you have to. Open the door and welcome your users in.
  2. Give something back – Digital marketing is about give and take. If you want users to return to your site, and by doing so give you the opportunity to learn more about them, you need to give them a reason to do so. Invest in good quality content for your core web presence. Great design is the icing on the cake, but users don’t come back simply to look at how you’ve styled your navigation elements, content is the key. If you can’t create truly original content then at least curate and comment to add value to existing content.
  3. Personalise – don’t collect data if you’re not going to do anything with it. Use the information you collect to personalise the web experience. We’re not talking targeted ads here, just the ability to present relevant and engaging information to your audience. For example, use location to filter or alter content so that it is meaningful: if you present a list of shop addresses, place them in order of distance from the user’s location or alternatively just move the nearest shop to a featured position at the top of the list.
  4. Respect privacy – not everyone will want to get to know you. Ensure that you make it easy for people to disengage. They want to remove their details from your database? Do it straight away and let them know, preferably whilst they’re online and with you. Transparency creates trust, and you never know, they may come back.

Digital Marketing Data Don’ts

  1. Don’t be obtrusive – “Good Internet companies do not ambush their users,” said Reid Hoffman in the interview at SXSW. He’s absolutely right. Personalisation is a great tool for engaging and keeping users, but played too hard it becomes just a little creepy. Be subtle about collecting information.
  2. Don’t lose the data! – the last two weeks have been full of stories about lost data, the most prominent of which has been Sony’s PSN debacle. The incident is likely to cost the company around $24 billion in compensation and lost revenue, but it will also have a massive impact on their userbase’s relationship with the brand. How much additional revenue will be lost due to people’s reticence to spend money online and trust Sony with credit card data? Only PSN’s position as the only way to play multi-player games on the PS3 will hold it steady. If it had been more dispensible the impact may have ended up being much more severe; losing or exposing your user’s data is unforgiveable.
Digital marketing presents us with an amazing opportunity to build lasting relationships with consumers online, and the potential rewards are huge, but the onus is on marketers and their clients to set the benchmarks. We have to show respect for our users and engage on their terms. Only then can we realise the benefits of true relationship marketing and keep our consumers coming back again and again.

Company websites… who cares?

Yesterday, Jeff Bullas posted a blog entitled ‘Is Facebook killing off the company website?‘ It’s based on a study by Webtrends that looks at the effect that Facebook has had on the website traffic of a selection of well-known brands. It’s a good post, and one that raises a key point, but unfortunately like some businesses it is 80% concerned with Facebook and 20% everything else. The issue here is not Facebook – internet behemoth that it is – but about the value of the company website and its place in the wider online strategy of all companies, large or small. In fact, Facebook won’t be the most relevant social network for a lot of companies, especially those without a B2C focus. The real gem inside the post is simple – make the most out of aligning all your digital assets. But how do we go about that? And what is the value of my company website in this scenario?

Taking a step back

I love the 90'sIt isn’t the 90’s anymore, but let’s pretend that it is. As businesses start to realise the value of a burgeoning internet, they are all lining to up to create their own little piece of web real estate. Things start off simple: just a name, an address, some contact details, a little blurb to say what you do. Really it’s nothing more than a glorified entry in the Yellow Pages.

Over the next decade, that online directory entry will grow and grow, getting ever more complex as businesses try to cram more information into it, desperate to be relevant to any visitor. It’s understandable though, because it’s pretty much the only place you have:it has to try to be relevant to everyone.

We’ve now reached a point where the question of relevance has changed in emphasis. Relevance isn’t just content, it’s also channel.  And as a result, the company website has to change.

What is the value of a company website?

The value of a company website lies in its authenticity. It’s the one place where the company has control, from the carefully selected domain name to the honed and polished content. At the very lowest level, if you want to find out how a company positions itself, you visit the company website.

But that’s it.

Your company website is no longer the best place to engage with prospective employees, to advertise your services, to create thought-leadership positions, or to generate leads. The explosion of social networks and other web services has meant that there are a host of specialist services available that can be utilised to increase a company’s web presence. It’s a similar scenario to digital TV; channels have become more fractured and more focused, and for each channel there is a target demographic that they are designed to exploit in a way that more generic channels cannot do.

The Twitter Fail Whale

Twitter's Fail Whale has become an iconic symbol, despite its negative connotations

Hold on, you want me to trust everybody else with my stuff!

At this point I’m sure there are a few people who are asking this; it’s a completely valid question. The answer is yes, that’s exactly what I’m saying, but you don’t need to worry about it for a number of reasons. I’m going to put my IT hat on for a moment, so bear with me.

  1. The people behind a lot of the services are quite likely as well prepared for downtime as you are. Online services are always susceptible to downtime, whether from DDOS attacks , weight of traffic, hardware issues or simple human error:  the Twitter ‘Fail Whale’ has become an iconic symbol over the last 5 years. But they are businesses too, ones that rely on being able to provide high-quality outage-free services, and as such they will have structures in place to deal with these issues.
  2. A distributed network of services delivering your online presence is more resistant to failure than a single site. If you have one site and its down, it’s down 100%. Having a number of independent services providing content minimizes the risk of 100% downtime. We do the same on a hardware level at our data centre; spreading elements physically across locations and logically across multiple nodes.
  3. You’re not alone. Many companies have started using third-party services for online communications. The internet is the great equalizer, small or large you can use these tools to your advantage.
  4. Having a third party service go down doesn’t reflect poorly on your brand, it reflects poorly on theirs.

So there’s no reason why you shouldn’t create a more distributed web presence, but how do you go about doing it?

Mapping your online real estate

The first step to working out how you create your online presence is to work out what sort of content you have. From the content you can then work out the most relevant way to present it.

Here’s a theoretical example for Acme Corp.

Blended services - example

Acme Corp - online presence map

I’ve identified four types of content that are pertinent to my users: Social content, Positioning content, Communications content and Functional content.

Social content is about building personality around the company. Its purpose is to entice the best new employees by showing what it’s like to work here. The content is upbeat and slightly frivolous, so I’ve selected two matching online services. Facebook will be the main area for photos and stories about social events, and for sharing information that we find interesting outside of work. The main contributors will be the staff themselves. We’re also using Last.fm; music is really important to the team in the office, so we’re going to share our musical playlist with the world. Later on we might also include Spotify and Flickr.

Positioning content create a clear set of focus areas around the business. I want to create a thought leadership position around the key personnel within the business and make sure that their thoughts and opinions are heard. Personal brands are a big topic right now, so I’m going to leverage those personal brands, exposing people’s strengths and experience. For this I’m going to use LinkedIn and maybe Flavors.me (if they have a profile). To provide these people with the platform to talk I’ll use a WordPress blog, and maybe Lanyrd to spread the word if they’re speaking anywhere.

Communications content is all about publicity and PR. Whatever happens in the business, it will get published as communications content, from official press releases to office parties. Twitter is the obvious platform of choice for this.

Finally, functional content is the real nuts and bolts information. Where are we, who are we, what are our products and services. All this will go on our company website, which will form the hub of all the other services we use, pulling them altogether.

Of course, there will be an element of crossover, where we push content to other channels once in a while – using individual Twitter accounts for positioning work for instance.

As we can see from this example, there are numerous ways to blend services together to create the right online presence for your business.  And within this blend there is still room for the corporate website; we just need to be aware of what its purpose is and why people will want to visit it.

Maybe it is the 90’s again?

Well, it might be for the company website at least. It’s time to go back to the basics. Your company website still has a part to play, but it’s a limited one.  Give it the attention it deserves, but let’s not forget that there are many other ways to connect to the audience we crave – and it’s not just Facebook.

What is… Groupon

Now that the dust has settled, and the hyperbole surrounding Groupon’s growth has subsided, we can now take an objective look at the service it provides. Here’s a 5-minute guide – or at least a 5-ish paragraph guide – to Groupon.

What is Groupon?

Groupon LogoGroupon is a collective buying service. Put simply, it offers discounts on products and services which only become valid once a set number of consumers buy into them. The numbers required may change, as will the amount of discount you get, but the principle remains the same: once enough people buy, the discount becomes active and everyone benefits. Consumers get the discount and businesses have the peace of mind that they have generated new customers and have enough take-up to make the offer pay off.

Sounds great in principle

And so it is. However, businesses need to be careful when they construct their offers. In January, a Japanese café was inundated with buyers for the traditional New Year’s meal “osechi”, leaving them unable to meet demand and leading to disappointment. Predictably, complaints were widely posted on the Internet. Usually, Groupon provides advice to businesses to stop this happening, but due to their rapid growth, the Japanese employees had not yet been trained to provide this service.

How did it get so big, so fast?

Groupon was launched in the US in November 2008, and its growth since then has been outstanding. It now covers over 565 cities around the world and has seen its web traffic grow from just 2 million unique visitors per month to over 15 million (source: Crunchbase). Annual revenue is around $2 billion. They are the market leader in the group-buying category by some distance.

In December 2010, they turned down a $6 billion offer from Google, a defiant move that shows the confidence they have in the marketplace and in the group-buying concept. This was after turning down approximately $2 billion from Yahoo in October 2010.

Their growth has been fueled by a mixture of acquisitions (Japan, Russia, Hong Kong, Singapore, Phillipines and Taiwan), aggressive IP protection (MobGob), partnerships (eBay, Ning) and smart deals (Gap). But also, and in some ways more importantly, they’ve come to the fore at the right time, catching the zeitgeist for the hyper-local service.

Zeitgeist… ?

As I’ve written before, following globalisation is localisation. The rise of mobile devices and geo-location technologies has led to a upsurge of interest in creating personalised web experiences. Service providers from search engines to advertisers are using these technologies to get closer to consumers, offering them more targeted information. And while pure online spend may be rising, connecting consumers with local businesses will always generate good return as that’s currently where the majority of our spend takes place.

FourSquare is also based around these principles, but works the other way around to Groupon. Rather than introducing new customers to a business, it rewards consumers for their loyalty, with regular customers earning greater rewards. Using the two services together could provide a strong basis for generating and retaining consumers.

Shoppers queuing at a till

Groupon makes the queues a little more bearable (Credit: George Yi)

Does it have any value for B2B Marketers?

There’s no doubt that Groupon started out as a pure B2C proposition. It’s perfect for lower-value, impulse-led purchases, but it may well hold value for B2B organisations as well, even though the decision-making process is much slower. March saw the first B2B deals being made available, led by IT consulting firm Ajilitee. Their daily deal offered 50% off $25,000 of consulting and proved a great success for them, not in direct sales but as a demand generation tool. Although Groupon would prefer deals to demand, this has led to Groupon putting more resource behind B2B deals through Groupon Stores and redemption-tracking software.

Despite its market-leading position, the future isn’t completely clear for Groupon. It must continue to provide relevant offers and not become a home for drab low-value voucher code discounts, and it also faces competition from Living Social. However, it’s size and stature should keep it ahead of the game in the B2C space.

And B2B? Only time will tell whether B2B collective buying services will be successful, but (excuse the pun) they should certainly not be discounted.

+

Why no analytics?

At the end of January, Forrester released their Agency Predictions for 2011. Since that day, one of the predictions that Sean Corcoran made has stuck with me. He said:

#6. Everyone continues to (pretty much) fail at analytics.

Analytics positions are hot at agencies right now. Every type of agency is trying to improve their capabilities. But the truth is that marketers themselves are still very much fragmented in their approach, and until that is sorted out, the great majority of agencies will be stuck managing the data in their corner of the world. Expect improvement, especially with real-time metrics, but agencies will continue to struggle to tell the full story through analytics in 2011.

The big question here is ‘Why?’ Why can’t agencies use analytics effectively for their clients? Why are we so fragmented?

 

Graph showing upward trend

Analytics should be our friend. Is it?

Before we start, let’s remember that Analytics and Reporting are different things. Reporting is the simple act of understanding what happened, usually after the fact. Analytics is the ongoing use of reporting and data investigation to improve ongoing activity. Reporting has its place; it’s good to know how many visits we had on our website this month or which were the top 5 posts on our blog, but until we put those facts into context we’re not going to learn anything. Analytics – treated the right way – takes us to that next level. In this case, maybe we would change our content strategy or look at why numbers on the site were falling; who knows, maybe they’re linked!

So why are we failing? In my experience, there are three reasons.

  1. Short-termism
    In all honesty, I’m not sure that’s even a word. But it is an issue. So many Marketing departments think in terms of quarters and half-years, focusing on delivering for that time period and not thinking beyond it. If we’re going to get the best from analytics, we need to plan much further ahead so that  our core digital assets can evolve over time. Analytics require forward planning; we must understand what the success factors will be prior to a campaign starting or a website launching. That way we can cut the data correctly and understand whether the actions we take move us closer to or further away from our goals. Short-termism is the antithesis of this, focused on execution only. Get it done, get it out, then give me the reports. This approach discards any learning and dooms us to repeat the same old mistakes.
  2. Cash
    Where there is an appetite, we do our very best to shoot ourselves in the foot. High-end analytics packages are expensive, really expensive. Unless a site is transactional in outlook and focussed on the sales funnel, the price just doesn’t weigh up with the return. And time-wise, they can take up to 4-6 weeks to integrate into a site, which is just too long for most businesses. Of course, there’s also free analytics packages, such as Google Analytics and Piwik, they’re both good but to get the best out of them you require in-house knowledge. Until client’s have the appetite to invest in using the analytics available, agencies aren’t going to skill up as much as they could; there’s simply not the incentive, just another salary on the bottom line.
  3. Technology
    We’re in a time of rapid technological change. The landscape is changing so fast that metrics are hard to define, because there isn’t the understanding out there, or the research, to make clear decisions. Take m-commerce for example, although retailers are scrambling to put themselves online, via native apps or mobile apps, there isn’t yet the historical data to understand how effective they are. They’ll understand the revenue generated, granted, but what about average conversion rates, dwell time, how does my app compare when matching against other industry players? All this will come in time, but for the moment we’re all playing catch-up.

Unless agencies and their clients can start to think long-term about their digital real-estate, we will all continue to fail at analytics – to a lesser or greater degree. As agencies we must present strong strategies with the client’s business objectives at heart (not just our own creative vanity), and clients must have the cojones to put some money and resource behind a long-term digital strategy that is supported from the top levels of the organisation, or at least the top level of Marketing. Once that’s done we might start to see a change.

Until then I won’t hold my breath, instead I’ll just wait for the 2012 report to tell me the same thing, but I’d love to be proved wrong.

What is Quora? And what does it mean for B2B marketers?

Quora logoJudging Quora is going to require some distance and objectivity, as we’re in the middle of a huge amount of hype right now which is liable to distort the arguments around it. Given that, here’s my take.

Why has Quora been successful?

Quora’s initial audience was very closely related, coming from a small set of industry verticals centred on tech start-ups and the tech industry in the US. At the same time, the tech journalists who follow start-ups also came on board and were able to get access to a group of very influential Silicon Valley VC investors and start-up CEO’s. So, the questions being asked were getting answered by the key people in a position to answer them.

Great, so it’s the new Twitter then?

Well, no, what remains to be seen is if the site can remain relevant with a much larger and more defocussed audience. If the majority of questions remain unanswered, or if the answers supplied become less authoritative, the site will suffer as a result. This is their biggest challenge.

So, what is it then?

Quora is indicative of a new approach to information search and retrieval on the web. Users are looking for more defined pieces of information that are authoritative, short and to the point, and crucially, that come from people that they trust and are within their social circle. In this respect it is a next generation approach to the old ‘Q&A’ sites, such as Yahoo Answers, hooking into the fact that we weight our opinions based on those around us.

Qwiki takes the same approach to information creating short visual wiki presentations.

And that means what for B2B?

Should it take off and continue its massive two-month growth, then it will become part of the social media landscape for most B2B companies. Monitoring the topics and questions that are being asked online, ready to step in and provide information openly and quickly. It also provides the opportunity for thought-leadership.

Okay. But what if I don’t like it…

No problem; for a more light-hearted view on Quora, you can always go to Cwora (http://www.cwora.com). Enjoy!