Category: Marketing

Negative Reviews are Good for Business

By Sue Brady

I belong to my neighborhood Facebook group. Recently, someone posted a negative Food Truckreview about a food truck that had been selling in our neighborhood. The review was something like:

I had to wait 2 hours, and then the food wasn’t very good!

While it wasn’t a good review by intent, I read it as Wow!  My neighbors are willing to wait two hours for this food. It must be great! The other important outcome from that review was that the business owner was able to respond to the poster with an apology and free food offer to get her to try again.

Here’s a stat for you: When it comes to doing research before buying, “85% of consumers trust online reviews as much as personal recommendations (source Bright Local  ‘Local Consumer Review Survey 2017′).”  While that’s a stunning statistic, it does make sense. How many of us use Tripadvisor to pick a place to stay in an unknown area, or read Amazon reviews when debating a purchase?

5 Stars!

Online reviews are important because the positive ones help your business, and because the negative ones help your business.

The benefit of positive reviews is obvious. The benefit of negative reviews is perhaps less so. In the food truck example above, the business itself can use that negative review to identify areas where they can do better. For instance, perhaps the owner gained some useful knowledge that can help him change his business moving forward. Maybe he can set up a webcam for neighbors to view how long the line is, try setting up a 2nd truck, or invest in a better food warmer.

Reviews and postings in general can also serve as an early warning system for a business. You can read about that here.

The moral of the story is: don’t ignore those bad reviews. Understand why they were written and use those insights to identify improvements.

The next post will focus on how you can generate those all-important positive reviews. Stay tuned!


5 Ways to Use Social Media as an Early Warning System for Customer Issues

By Sue Brady

Social media is used in many ways. Among other things, people use it to share Warninginformation about themselves, catch up on what others are doing, and to find news stories they might find interesting. As a business, you probably use social media to let your customers know about your products, hear what they have to say, and respond to complaints that they might post.

But if you aren’t using social media to identify larger trends that might be affecting your business, read on.

How can you use social media to identify a train that’s barreling down the tracks, before it’s out of control? The simple answer is: trends.

There are many ways to keep track of posts about your brands.  Most companies these days have people responsible for monitoring social media so that if their brand is mentioned, they can immediately respond if necessary.  But by looking collectively at what is being said about your brand, and noticing spikes that are out of the ordinary, you can create an early warning system for your company.

Using social volume: Suppose that you typically see 35 tweets per day that involve your brand. If on any particular day, that number goes above 35, there may be something going on with your brand that has customers talking. You need to know what it is. It might be that your brand had a mention on the news, but it also might mean that there’s a problem and your customers are picking up on it and spreading that news. Or maybe it is exactly on the same day each week that your negative chatter increases. Is something about your product impacted by that day, ie you open your new barrel of coffee beans every Friday, and on Fridays thru Mondays you always have way more positive customer sentiment than on other days.  That might mean that you need a better method for keeping your coffee beans fresh.

Using keywords: The increased use of certain keywords in social media and in blogs can let you know of a developing trend.  You probably already track your brand in the social media space, but do you include word combinations that might indicate a problem?  For instance, are you tracking the mention of your brand with the word ‘issue’ or ‘sucks’?  Consider it! Understand how many negative posts you typically get per day, and if that number moves, immediately read what’s being posted to see if you can figure out why. Once you figure it out, you can fix what’s wrong and issue a statement to your customers that you’re working on the problem.

Understanding themes: By keeping a close eye on what customers are saying every day about your brand, you’ll be able to notice increases in certain areas and identify trends. For instance, let’s say you sell yogurt. On Monday, you see a couple of negative posts from customers in Maine about damaged cartons.  On Tuesday, similar complaints are coming in from Vermont. That could mean that you have an issue with your distribution in that part of the country. By seeing those posts, rather than dealing with them on a one-off basis, you can solve the problem by immediately shipping new product to that area etc.

Tracking your Overall Customer Sentiment: It’s important to understand if your customers are less happy over time (that is, complaining more). As in the prior example, it may highlight a specific area where you have a problem that needs solving.

Thumbs up or down

Monitoring your Competitors’ Social Media: In this case, you’re looking for an increase in mentions on a specific topic that’s relevant to your business, because it may also serve as an early warning for you. The key is to understand how the tone and topics of posts are changing, because they could predict a tidal wave of dissatisfaction that you’re much better off nipping in the bud if it’s going to impact your business too. Or, it could highlight an opportunity for you to fill a gap that your competitor is inadvertently creating with his own base of customers.

The good news is that you are not on your own. There are many social listening tools available. In addition to the list mentioned at the start of this post, there are many free tools that may provide what you need.  And you may need more than one tool to accomplish all of the necessary monitoring.

By coupling analytics with social listening, these tools will save you time, help you identify problems when they are still small, and identify trends before they lead to real issues.  The ultimate goal is keeping your customers happy. By tweaking your social strategy from reactive to big picture, you can do just that.


I Didn’t Sleep with my Boss (and Lost my Job)

It took me years to tell anyone about this. Why? Because I was embarrassed, I took responsibility for causing it, it was his word against mine. The expression ‘he could sell ice to Eskimos’ was surely written with him in mind. I moved on. But, now it’s time to put pen to paper. One of my favorite Nelson Mandela quotes comes from when he was released from prison and said: “…if I didn’t leave my bitterness and hatred behind, I’d still be in prison.” And so here’s my story.

A few years ago, I was working for a company where I loved my job. Let me rephrase that. I actually didn’t care much for most of my job responsibilities, but I loved my boss, and that made a world of difference. He was smart and savvy and I was learning a lot from him. The good news was, he thought I was great at my job and that I was a great person and told me so frequently. After my first year, I had my first review and it was the best I have ever received in my entire career. At the time he gave me that review, he also said that if he were starting his own company, I’d be among the first five employees he’d hire. Wow. How great to be so appreciated! I fairly swooned from his attention. And to be truthful, it helped that he was a young and handsome guy.

Fast forward a few months. My boss and I were on a business trip together, just the two of us. We were at a coffee counter preparing for the afternoon meeting and it happened. He made an overt pass. I froze. I mean, I loved his attention, I really did, but I wasn’t interested in taking our relationship to this new level. So I did nothing. I didn’t respond and eventually suggested that it was time to go. The next week in the office he said to me that “we’ve got to stop ‘this,’” and that his wife had been depressed. That was both the start of, and the end to, the conversation. And  actually, I wasn’t really disturbed by what happened, and just expected things to go back to the way they were.

About 2 months later it started. My boss took me off of the business I’d been managing since I started working for him, and put me on a business about 1/10th the size. And he also moved my office to a building that was completely separate from the bulk of the company. I felt like I was in The Office. I was shocked by his actions and told him so. My problem was, I was so crushed that someone who I cared so much about, and who clearly cared so much about me (ha!), could turn in a heartbeat. For whatever reason, I didn’t actually make the connection to ‘the incident.’ I was just hurt and I’ll confess, I couldn’t talk about it without dissolving into tears. And so I didn’t. Instead, I started the process of looking for a new job.

Things got worse. Because I wasn’t sitting with the rest of the company, I started to feel more and more out of touch. By now I had accepted that ‘the pass’ had everything to do with what was happening, but I didn’t want anyone to know about that. And that made me more susceptible to what was becoming a massive mind-f***. Sorry to be crude, but it’s the only way to describe it.

The next review period was approaching and I was nervous. I was the sole wage-earner in my family. My husband had been a stay-at-home Dad for over 20 years and so my earnings kept us going, kept our kids in college, kept us insured etc. Because my first review had been done late, this next review came only 9-months later. And it was scathing. It was the polar opposite of the first one.

Pre mind-f***, my boss would often tell me how one of the reasons he hired me was that my job references were the best he’d ever heard. Ever. Seriously, he mentioned this a lot. Then during my review, he told me that he’d thought more about my job references and realized they were all actually giving him the same ‘read-between-the-lines’ message about my lack of skill. He really said this and also that I couldn’t ask them about it because of confidentiality (for a sense of timing, this was almost two years after he would have talked to them). I should also explain that there was a sentiment throughout the office that my boss lived in his own reality. He would say things that were blatantly untrue, and then over time come to believe them. I hadn’t noticed that until now.

The mind-f*** continued. He told me that he’d had 360 discussions (a common review method where subordinates and colleagues confidentially are asked to evaluate you) with a boatload of folks at the company, and they were all negative. All of them. He told me who said what, and also said I couldn’t mention it to any of them. It had to be confidential. I knew it was all crap, but being the good employee I said nothing, just as with the comments about my references. And, he told me that if I agreed to leave the company, he’d ‘make it really good for me.’ But of course I couldn’t quit…sole wage earner and all. I had to get a new job first.  If I thought things had been bad before…

It’s also important to say that I’m in a protected class. I’m female and was over 50 at the time, working in a company where the median age was 28. That makes me hard to fire, especially with no cause.

The stress level was fairly unbearable. My eyebrows fell out. I couldn’t sleep. I dreaded going to work each day.

The mind-f*** was in full force. My boss was the king of making me feel good and two minutes or two days later kicking me in the stomach. His goal was to either make me so miserable that I’d quit, or to be able to make a case against me that of course had nothing to do with me rejecting ‘the pass.’ Here are just a few examples:

  • He would have me prepare a presentation, then give me feedback to remove a key component. I’d rewrite it and he’d deride me for its omission. I’d rewrite it with it back in and he’d want to know why. Etc, etc, etc.
  • He had a colleague of mine show up with him to one of my out-of-town partner meetings, without telling me he’d be there. And then he set me up during the meeting.
  • He asked me to meet with a friend of his because I was uniquely positioned to help this friend understand how to approach a particular business opportunity (related to my job)…and so I did. He even thanked me afterwards, saying something like “I really appreciate you meeting with him, given everything that’s going on here.”
  • I had great respect for the other senior leaders in the company. But I was also, for the most part, kept away from forming my own relationships with them. My boss wanted it that way. After that bad review, I was going to send my written response to his boss, but he asked me not to and so I didn’t. That’s how far down I’d been kicked.

What happened to me, in spite of the fact that I knew better, was that I started doubting myself. I started to believe that I really was incompetent and couldn’t do anything right. I faltered during meetings, both externally and internally. My boss would set me up and I’d fall right in. I had no confidence. I made mistakes. It became a self-fulfilling prophecy and was exactly what my boss wanted to have happen. And what was worse was that though I was getting calls for interviews for other jobs, I was so beaten down that I blew every opportunity. In one interview, I literally couldn’t answer the question: “what’s your best quality.”

And then finally, after a year of bullying, he forced my resignation. He gave me the news with the HR VP in tow, the same HR VP who once told me that she’d have to “Jew him down,” referring to a negotiation we were having with a contractor (but that’s a story for another day). I didn’t bring up ‘the pass.’ It was yet another confidence I kept until the end, out of some sick sense of loyalty.

I hired a lawyer but knew I didn’t have the stomach for a fight, even though there was no doubt I could have demanded more money. Now that it was over, I wanted out and I wanted out quickly. I was devastated and humiliated.

The good news is, I landed on my feet. I built myself (and career) back up and became the confident and competent person I’ve always been. I learned from this experience and became better for it. I learned that even smart people make mistakes, and that there is life after stupid. I learned it’s okay to trust, but to be careful with that trust. I learned that it’s never okay, no matter what, to let someone make you feel awful about yourself. And I learned the importance of relationships at work, even if someone is trying to prevent you from having one.

And that’s my story. I have made peace with myself and even forgiven him. That’s what us Jews do.

Your Marketing Needs a Plan: 4 Steps to get You Started

By Sue Brady

Marketing doesn’t just happen, and it’s definitely NOT the easiest job in a company.check list

Here are the basics when creating your marketing plan:


What do you want your marketing to accomplish: Sales, brand awareness, positive social media coverage, award-winning recognition?

All might be valid goals for you, and all would have different approaches. Understanding your goals is perhaps the most important element to spell out in advance of launching any new marketing program. And don’t forget that goals have nuances. If your goal is sales, it makes a difference if you are after a one-time sale or if your product is a subscription or requires repeat sales throughout the customer life.  Knowing the difference will determine how you segment your acquisition file, how you message your campaign, and how you communicate with the customer post-sale.


While sales might be a goal, success metrics go further. Metrics could be gross revenue per new customer, % business from existing customers, mobile app downloads, Return on Investment (ROI)* above a defined amount, Cost per Orders (CPOs)* lower than a certain level.  All are valid. The key is to know what you’re after.


And it can’t be everyone. Get specific. What type of person needs your product? How much money do they make? Are they college educated? Do they live in urban areas? Are they in their 20s? Do they tend to use Facebook? Knowing who your customer is will make finding them easier.


If your goal is say 500 mobile app downloads, you might want to run a campaign targeting your audience on their mobile phones.  If you also know that they are Facebook users in a certain age group with certain interests, you can run a highly targeted campaign on Facebook.

As with every post I write about marketing, if you aren’t testing every time you go into market, you are missing out on an opportunity to learn. Whatever campaign you choose to run, there’s almost always room for testing. Testing will make your next campaign better. Test the most important things first: offer, audience, creative. 

* CPOs are calculated by looking at the total cost to generate an order, and dividing that by the total number of orders received. Total cost typically does not include creative development, because creative can be used well beyond the campaign it’s first designed to support. Think of some of the well-known marketing campaigns out there.  Take Flo from Progressive Insurance. If the folks that created that campaign took all of the campaign development costs against the orders for that first campaign, it most likely wouldn’t have been considered successful because of the high CPO. Flo has been used for years now, and so the cost of developing that initial campaign has benefited many campaigns that came later.

ROI can be a trickier metric. ROI is calculated by looking at how much revenue is generated vs how much it cost to generate that revenue. Higher ROI is obviously better. But how you calculate that ROI can vary. True ROI should look over the life of each customer generated off of the specific campaign spend, and also take into account other business generated from that marketing effort. For instance, TV ads often drive consumers to search on the web, or to respond to a direct mail or email campaign that arrives at the same time. This gets into the importance of attribution. You can read a post about that here.

Verbs are Your Friends – The Importance of Call-to-Action Buttons

By Sue Brady

Call-to-action buttons, or CTAs for those in the know, are the buttonsBuy Now a user clicks on from your website to complete an action. Typically, it’s to complete an action you want the user to complete, like ‘BUY NOW,’ and that’s why they are so important. in fact CTAs are probably the most important thing on the page. It’s critical to test your CTAs to figure out what will work best for your site.

Elements Worth Testing

  • Message – Does it call on the user to do something specific?
  • Appearance – Does it blend in or stand out?
  • Size – Again, does it blend in or stand out?
  • Color – Hmm, does it blend in or stand out?

The message. Text can be short or long, but make sure you include a verb. Action words will get users to take action. Funny how that works. Most experts who write about button text will say that shorter is better, and they are probably right. But you won’t know until you test it yourself, on your particular pages. And make sure you are directing the user to do something you want them to do. For instance, if your CTA is simply ‘Learn,’ a user might not understand why he should click. Retailers seem to have figured out that a button that says ‘Add to Cart’ is universally understood as the next step needed when someone wants to make an actual purchase. Your own CTA should be just as clear.

Appearance. It’s a mistake to make the user have to work to figure out where they are supposed to click. If your button blends in so nicely with the look and feel of your site, it will be difficult to find. Test something bold and different. Make sure the button is ‘findable’ without having to scroll. And also, reversed out white type works just fine against a bold button background.

Size. Big and bold. This relates back to my previous statement about making sure the user doesn’t have to work to know where to click. With a big and bold CTA button, the direction to the user should be obvious. If someone sees nothing else on your page, you want them to notice that CTA button.

Color choice. Way back when I first started working with direct response websites, I remember someone telling me that I shouldn’t use red on my CTA buttons. That advice makes sense. Red means stop and has a negative ‘feel,’ but you won’t know until you test. When I worked at AOL, where we tested everything often, orange was frequently a clear winner in this type of testing. That was many years ago, and I still see orange used a lot, but I also frequently see green and blue.

Remember, verbs are your friends. Please share this post! 🙂