Reflect Your Priorities
Carlton Hoyt
What do catalogs, websites, and many other general-purpose marketing tools have in common? There are a lot of possible answers to that question, but the answer of the day is that they all contain information on a large amount of offerings. Surprisingly frequently, the order in which these are presented is due to factors such as newness, alphabetical order, legacy documents, or some type of semi-arbitrary organization that seems to make sense to the person creating the document. These layouts do not adequately serve the company.
When creating marketing documents highlighting multiple offerings, be sure to give the most important ones the best “real estate”. While your company may define importance in its own way (it is often measured in profit potential, but may also be based in part or in whole on how central an offering is to the core business, potential for new customer recruitment, or other factors), be sure those most important products and services receive the attention which they merit.
This may seem obvious (it is) and it may seem easy to do (it is) but if you go back and look at any marketing documents your company has which describe many offerings you may be surprised at just how buried some important offerings are.
It is of critical importance that the layout of the document makes sense for the user, but life science marketers should be able to easily divert attention to important offerings while still having a logical flow of information. You should be able to simultaneously prioritize and organize your life science communications with relative ease.
Using the Right Metrics?
Carlton Hoyt
Much of marketing is about measurement: be it in determining the success of that recent promotional campaign, determining how to divvy up ad spending, or making the case for your share of next year’s budget. The inherent problem is one that executives often cite: the difficulty in tying specific marketing activities to revenue generation. While “big data” analytics and bulky, expensive CRM and / or ERP software can sometimes be used to get a better handle on overall marketing ROI, such solutions still do a poor job of teasing out contributions of individual activities and are most often beyond the capabilities of small companies to meaningfully manage or to afford. We must therefore pick and choose how to measure success in life science marketing, and meaningful measurement means choosing the right metrics.
Quick note: There was an excellent article in October’s Harvard Business Review on the topic, albeit from the perspective of measuring overall corporate financial performance perspective rather than marketing performance (subscribers can read it here).
There are three common reasons why you may be using the wrong metrics. The first is overconfidence. Perhaps you’ve been seen a metric be strongly predictive in the past or have been told of its importance by a respected peer. If you get it in your head that the metric is important then it’s easy for that thought to stick, regardless of whether or not there’s a basis in fact. The second is availability. Quite simply, we tend to use those metrics that are easily obtained, that we frequently encounter, or that simply come to mind quickly. The last is because use of a particular metric is the status quo: it’s either what you’ve been doing or what you know everyone else does.
In order for a metric to be valuable, it needs to be predictive (there is a causal relationship; a change in A causes change in B) and persistent (the causal relationship is reliably repetitive over time). In marketing, you often will not have troves of various companys’ data to sift through; you merely have your own company’s data. You may be able to use historical data to determine if a metric is persistently predictive of the desired outcome, but for young companies or those who have not been measuring marketing metrics, there may not be enough data to reliably determine which metric is the best to use. Even then, however, you can still take steps to ensure you use the right metrics.
First, you need to specify what your goals are. What are you trying to change? In marketing, this may be sales, it may be leads, etc. Secondly, using either past data or, barring the availability of sufficient data, a subjective best guess, create a theory of what metric(s) will drive the desired change. Third, identify the specific activities that you can undertake to improve your metric in order to create that desired change. Lastly, evaluate your decision. Did the metric perform as expected? Was it both predictive and persistent? Were you able to control (read: “improve”) it by undertaking specific actions?
In order to reliably improve marketing performance, you first need to know what to improve. By using metrics that are predictive and persistent, you’ll be able to set a clear path to achieving your marketing objectives.
User Testing & Conversion
Carlton Hoyt
I did a small study earlier this week to compare prices across six major US life science distributors (you can read about it here). Because of that, I had occasion to go through those companies’ websites and look for products. All of these companies are, by industry standards, fairly large companies, and all of them sell online. For some of them, online sales is a very significant portion of their revenues. I would bet that for most it’s their fastest growing sales channel. Yet most had glaring problems in their website. One had search results that blinded the user with bright yellow highlighted terms all over the page. Another had a high percentage of products that were not identified by their model number. Yet another had an annoyingly persistent “featured product” box that showed up front and center in the search results but never had anything in it. There was a search that seemingly only used “OR” logic for every word in the term – the more terms you added, the less relevant the results became.
These are glaring errors that hurt user experience, and they could be easily identified if these companies did user testing. This is an important point, as anything that takes away from the experience of using your website decreases your competitiveness by driving users away from your website (and likely to your competitors websites).
For those who may not be familiar with it, user testing involves someone who is within your target demographic and recording their interaction with their website. You usually give them a generic task to perform on your site and they speak their thoughts as they perform the task. The output comprises a series of screencasts with voice recordings which are then analyzed to find problems with the user experience or more generally find things that users like and don’t like (there are other techniques and tools that can enhance the output as well).
User testing is very common in many markets, but seems to be relatively uncommon in the life sciences. That may, in no small part, be due to the inherent difficulty in getting a group of scientists to sit down and do a user test, but we find that to be more of an excuse than a reason. User testing may simply not be in the culture of life science marketing, contrasted to it being fairly prevalent in B2C markets. Whatever the reason that it isn’t used, there is no good reason that it shouldn’t be used.
Anything that adversely affects user experience will have a negative impact on the purpose of the website – be it lead generation, sales, or simply progressing users through the purchasing funnel. User testing, especially in conjunction with website analytics, can be a powerful tool to improve user experience and the overall performance of your life science company’s website.
Creating Balance in Marketing
Carlton Hoyt
Life science marketing requires a degree of balance between two opposing factors: information (content) and simplicity. On one hand, life science marketers want the scientist-customer to be able to access all of the information that they may need or want in order to make a purchasing decision. On the other hand, marketers and salespeople want to efficiently guide the customer to the point of making a purchasing decision, and want to create simplicity such that the customer is efficient in his or her own decision making. These needs are often in opposition: providing more information than any particular scientist wants can complicate the purchasing decision, lengthening the sales cycle and creating “stress points” in the campaign where scientists may lose interest, while oversimplifying their decision-making process may leave scientists without enough information and feeling as if they are being forced into a decision.
So how do we balance these two opposing forces? It is not simple. Any given scientist-customer may have different information demands. A single marketing flow will provide poor results in life science tools sectors where such demands may significantly differ (as is true in most sectors). The key lies in planning and foresight.
Through both internal knowledge and interviews with members of your target market, life science marketers should be able to gather all possible information requirements of a prospective customer, classify this information into “essential” and “non-essential” information, and determine what information may be needed at what point in their purchasing decision. Essential information will form the backbone of the marketing campaign architecture – the content designed to “touch” all prospective customers. Non-essential information should be offered but not placed directly in front of all customers. Consider these factors along with when certain pieces of content will be required or beneficial and draw out a content roadmap. The content roadmap should provide life science marketers with a clear view of the informational requirements and will implicitly guide marketers towards deciding the optimal channels for delivering any particular piece of content.
Through understanding the information requirements of the audience and development of a content roadmap, life science marketers can develop a marketing campaign architecture that balances content and decision simplicity to customize and self-optimize the campaign for each individual prospect.
Making Decisions Simple
Carlton Hoyt
This is the second part in a two-part post on the importance of simplicity to the decision to purchase. For the first post, which explains why simplicity is important, see Make Purchasing Decisions Simple.
As scientists are presented with ever increasing options and information, the traditional purchase funnel model is breaking. Research has shown that as consumers are overloaded with information and choice, more are adopting a dynamic buying cycle, adding and dropping products from consideration nearly continuously as they progress towards their decision. Others are focusing in on a single brand, excluding any others from consideration. Furthermore, overabundance of choice is decreasing consumers’ satisfaction with both the purchase process and their purchase. There is a way to benefit from this, however. In doing so, you’ll obtain more customers and increase their satisfaction: Make their purchasing decision simple. But how do you do this? The answer comes in three parts.
First, users must be able to easily navigate your product information. Independent of format, they must be lead to the information that they need easily and the information must be presented neatly. In many cases, this means that you’ll need to present information for many different applications, but finding the information for each application must be obvious. It should come as no surprise that the easiest format to provide such a broad amount of information is on your website. Users must be able to find as much information as they want without being overwhelmed. Good navigation will provide easy access to a lot of information with a lot of opportunity to move to the next step.
Secondly, users must be able to trust the information they find, which means that life science tools companies need to provide trustworthy information. Some level of trust will be built by validating your marketing messages with data and other proven information. Testimonials may help somewhat. Reviews and information from independent scientists on third-party websites will imbue even more trust. (Want to lead people to content on external websites then easily guide them back to your website? Ask us about our solutions.) However your company attempts to build trust, your marketing and sales teams need to take a proactive role in doing so.
Lastly, life science tools companies need to make it easy for customers to weigh their options. Note that weighing options does not mean comparing all the options that are out there – again, too much information and choice is often the problem and not the solution. However, over the course of providing customers with information, you’ve likely established many choices (even if they are all your own products, as may likely be the case). Now you must assist the customer in making the final decision. Does your product have multiple models? Help select the one that is best for them. Are there different feature sets available? Help guide customers through the process of choosing which features are right for them. This can be a hands-off or hands-on process, depending at what point you generally convert prospects into leads.
By providing easily navigable, trustworthy information, and helping customers weigh their options, life science marketers can make their purchasing decisions far simpler. By being the one that does so, you not only gain the opportunity to tilt the scales heavily in your favor, but you ultimately increase customer satisfaction by making your customers more certain that the decision to buy your product was the correct one.
The Purpose of a Website
Douglas E. Rogers
We work with all sorts of life science company websites for a multitude of purposes. One thing strikes us over and over and over again. A lot of life science websites seem to be designed without a well-defined purpose in mind. Companies (and the life science marketers working for them) seemingly treat their websites like a chandelier – they want really pretty websites that you can’t really do much with. Likewise, a lot of designers know that an eye-catching, flashy site will earn the rubber stamp of the executive who needs to sign off on it, regardless of whether or not it’s particularly functional. That’s simply no good.
If you don’t know the purpose of your website, you are most likely losing lots of money because of it.
The first thing I ask our clients when designing sites is “what is the purpose of this website?” It seems like a simple question, but a lot of people don’t have a straight answer for it. Those that do often have a simple answer such as “provide information about our company and our products” or a vague answer such as “project our brand identity.” That’s not good enough.
The purpose of your website should be centered around the customer.
Ultimately, your company exists to sell a product or service to scientists and / or clinicians. What is it that your website is doing that is moving them closer to a purchase? Is it doing as much as it can? For example, if you want your website to sell your products, then ask yourself how you intend to sell your products and design your website with that in mind. Do you need them to contact a distributor? Are most of your customers going to want to talk to an application scientist? Can they purchase on-site? … Your website needs to provide prospective customers with everything they need to take the action that you want them to.
How good it looks is not the metric that measures the quality of a website. Sure, everyone like an attractive website, but at the end of the day your website is there for a purpose. How well your life science website serves that purpose is the true measure of its quality, and defining and understanding that purpose is critical. (P.S. – Don’t forget to measure how well your website is performing!)
Free Life Science Marketing
Carlton Hoyt
Need to do a product launch on a shoestring budget? Is your ad budget almost expended but you wish you could do more? Don’t start worrying quite yet… There’s a few avenues to leverage FREE life science marketing that you can take advantage of at just about any time. All you need is some content.
Protocol Submissions.
While there are other sites that allow you to upload protocols, the one that carries the most weight is likely Nature Protocol Exchange. You get the gravitas of the Nature name, their signature online look and feel, and protocols are generally posted very quickly. While the benefits are a far cry from that of an actual peer-reviewed methods paper, posting protocols online is easy, relatively fast, and free. Similarly, Nature Methods has a section for suppliers to post application notes.
Press Releases
Have company news? There’s a whole host of sites out there that will either allow you to submit life science press releases directly or through an editor. LabGrab is a personal favorite, and of course there’s our own LifeSciPR, but that’s just a small sampling. More traditional “news” sites such as Lab Equipment Magazine or GEN will often accept news as well, as will many other laboratory and life science news sites. Getting a release published in a printed publication often costs money, however doing so isn’t important. There’s also a huge amount of free press release sites, but unless they’re targeted to the right audience their value is marginal at best.
Similarly, many relevant websites and publications will accept new product news as well. There are even some life science forums that allow companies to post information on new products and services.
When posting press releases or other news items, don’t forget to link back to your company or product website for a little SEO kick!
Blogging
Have content, will write? When done well, blogging is great for both branding and SEO. You have an opportunity to project your company’s expertise in relevant areas by writing and publishing great content, and there’s no limit to how much you do so! Does your life science company’s website not have a blog? Don’t know how to install one? Don’t worry about it! Start up a WordPress blog and you can port it over to your own site later. If you write really good content of a solid length, consider eschewing the blog post and submitting it to a relevant online & print publication instead (again, I’ll use Laboratory Equipment Magazine and GEN as examples.)
Social Media
Many social media channels are readily adaptable to life science marketing use. Our favorites are Twitter and LinkedIn. On both, users effectively tell you what their interests are. LinkedIn is particularly good because of groups. You can read more on using LinkedIn for life science marketing here.
The aforementioned methods are far from comprehensive. For instance, if you’re not lacking in time but are lacking in money, you could write white papers, which are a great way to generate leads. Depending on the price and nature of your product, and assuming you’re both a little more sales oriented and sell in the US, you could search the NIH RePORT database for prospects for highly targeted cold calling and cold e-mailing.
While we would never recommend trying to base your marketing around free methods alone, they can be used to stretch a budget or just get a little extra publicity. If you have more time than money, then the above methods can be a very productive way to boost your life science marketing efforts.
Building Online Communities
Carlton Hoyt
Perhaps inevitable given the popularity of content marketing, the long-established importance of branding in the life sciences, and the growing propensity of companies to look for novel ways to create social marketing-style engagement, online communities are becoming all the more popular. Manufacturers, services provides, and distributors in the life sciences can’t be faulted for finding them all too appealing. They can be easy to create; a savvy web designer can have a branded, albeit basic, forum up and running in a few hours. The rewards are clear, especially to companies who already perform content marketing; an online community can provide a far larger audience for your current content marketing efforts and can build brand value through topic leadership / thought leadership. They’re also potentially great for SEO – lots of content. They can also be very easy to manage; a vibrant online community will grow and monitor itself with little effort from the sponsoring company. With so many benefits, why wouldn’t a life science tools company want to start an online community?
. . . Because it’s difficult at best.
People like to rhetorically benchmark against big, successful brands. All too many people who’ve built an online community want it to be the Facebook of [whatever]. That’s a recipe for failure. There already is a Facebook, it’s pretty darned good at this whole social thing, and just because you have a community that’s branded to target a niche demographic, that doesn’t mean that people will use it. It’s also a bad idea to assume that because some megacorp did it that you can, too. Fortune 500 consumer brands have tens or hundreds of millions of customers – many times more customers than there are life scientists in the entire world. To reach the critical mass necessary to create a vibrant online community they need 0.01% of their customers to use it. As a small or mid-size life science tools company, you probably have well under 100,000 customers. Although you can try to reach out to more than just your customers, the difficulty inherent in doing so will likely render you marginally successful in that effort at best. For your community to be successful, you need a much higher participation rate, and therefore your community has to be that much more compelling.
I hate calling companies out publicly, but to give my point some gravitas I’m going to do it here. If you need any proof that an online community is difficult to build and sustain, look no further than EpiExperts. New England BioLabs, a great company with a reasonably large customer base as far as our industry goes, set it up last year as “a scientific social network for epigenetics experts” with the “hope that [scientists] will use E3 as a communication platform to aid progress in the frontier of epigenetics”. It’s been around for about 10 months now. Aside from an NEB employee and a freelance writer who have the paid job of blogging, the site is pretty much dead. They still get a trickle of new sign-ups coming in, but no one feels compelled to do anything. The forum is effectively unused. People can form groups, but there’s only one created. You can add others as “friends”, but the overwhelming majority haven’t done so. Profiles have walls that people can post to, but almost all are devoid of any posts. The worst part about all this is that when someone goes to a community site and sees that it’s unused, that’s a disincentive for them to use it, so that makes it even harder to turn around the community into a vibrant one.
It’s a shame, really. There’s no reason EpiExperts shouldn’t have been successful, except that there’s no reason that it should have been.
Asking people to join a community is asking them to devote a piece of their life to it. In other words, the community that you create needs to have enough value that scientists are willing to repeatedly spend time on your community’s site rather than doing anything else with their time. In order to do that, your community, just like your products or services, have to be differentiated. In fact, it’s even more important that your community be differentiated on value than a product because an online community can’t be differentiated on price since it’s free. Before you decide you want to build an online community, you need to many similar questions that you would in product development, and more:
- What needs do our scientist-customers have?
- How will this community address those needs?
- Will this community be sufficiently differentiated?
- How will we create continuous value for the users? (so they keep coming back)
So how do we create success when building online communities? Thoroughly answer the above questions and you’ll be pointed squarely in the right direction. This post, however, is already too long so we’ll have to take the topic up more another day. Feel free to use the contact form below if you have any questions or you feel like I left you hanging.
Contact Forms Affect Leads
Carlton Hoyt
Contact forms are increasingly being used by life science companies (and web development companies) as a lead collection tool, but despite this very important function companies often don’t think through the design of contact forms well. For example, I was looking at a life science service company’s website today, and they had an extremely long contact form. There were about 12 fields for contact information – all required. While this is an extreme example, it does highlight the point very well. Contact forms are being misused by life science companies.
You may be thinking “Isn’t this focusing on minutiae? Contact forms aren’t that important.” If so, most people think like you. When designing a contact form they ask what information they would like to collect and that’s about it. That thinking, however, is completely backwards. Why? Contact form submissions, which essentially equate to leads, decrease dramatically the more fields you have. Evidence in a minute.
I’ve heard anecdotally that form submissions decrease between 20% and 50% for each field. That seems a bit exaggerated to me (anecdotes often are), so I looked into it. Thankfully, with creative Googling you can find a study on just about anything. A Chicago-based web dev outfit called Imaginary Landscape did our homework for us. They ran a pilot contact form on their website with 11 fields, then the next month decreased it to 4 fields. The results? They saw a 120% increase in their form submission rate. Conversely, this would mean a 62% decrease in submission rate when increasing from 4 fields to 11, or roughly a 12.5% decrease in submissions per additional field if we actually can apply an exponential mathematical model as the anecdotes would tell us we can.
It stands to reason, however, that as we make it easier to fill out the contact form, that we will lower the quality of the leads. There is almost always a trade-off between lead quality and lead quantity in any given situation in which leads are collected. However, scientists aren’t going to fill out a form and give out their contact info for no reason. We’ll simply get more people contacting us who are “on the fence” – and those are exactly the people that you want your salespeople to get in touch with so that they can sell them on your life science products and / or services.
Because of all these factors, life science companies and life science web designers must be minimalistic in their implementation of contact forms. Do not ask yourself what information you want from your customers, but rather what is the minimum amount of information you need to collect. Let your sales staff get on the phone and collect the rest after you have the lead in hand.
Using a Website to Engage
Douglas E. Rogers
A website can be an exceptionally powerful tool. It is, in essence, a block of clay – massively flexible and limited only by your creativity. For life science companies this flexibility can and should be leveraged as a key component of your internet marketing. When a scientist or other potential customer is on your website you have their attention, at least when they first arrive. Don’t squander that opportunity. Engage the customer, impress them, and you’ll be far more likely to generate a lead or create a sale. But how can a life science company go about doing that? Well, there are a few things we have to do before you get there…
Step 1: Know why people are going to your website. I’ve said it before and it’s worth repeating: Make friends with Google Analytics. Knowing where people are entering from, what search terms they are using, and how they are navigating your website can greatly help figure out why people are going to your site.
Step 2: Lead them to the information they want. We talked about this in a similar context before, so feel free to read our post “From Site to Sale” for more info on that.
Step 3: Make that information engaging! Is your technology complex? Use some interactive flash or a well-illustrated animation to show consumers why your technology is superior. Would customers want to know how to use your product? Make a demonstration video. Don’t just state your advantages – show them. Nothing is worse than a run-on page of text or a lack of information. Remember: showing is always more powerful than telling.
By escaping the paradigm of only having text and images on your website and using engaging media in meaningful and appropriate ways, you can not only improve customer engagement but also present information in ways that make it easier to understand for customers. Combine that with navigation that directs customers to relevant information and leads them into the sales process, and you’ll have a website that is a genuine sales machine.