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About Six Figure Income

Six Figure Income has been a member since June 26th 2011, and has created 179 posts from scratch.

Six Figure Income's Bio

I decided that in 2011 that I wanted to start an internet business and make money online. So here I am a few months in and I am on my way. I needed something online, since I have children and wanted to be home. In addition everyone else is doing it why can’t I. I started in February with the Shoemoney System coaching program and I am moving at great speeds. I am three months in and have developed my website http://autobloging.com which is about autoblogging plugins and great tools. I also recently set up my blog http://easysixfigureincome.com that is about how to earn an income online. I am very excited about this new venture as anyone would just starting out. I want to share what I am personally learning through the Shoemoney Coaching Program. I started my online business and blog just a few months ago. I want to make it easy for someone to start out and list the steps necessary to take to achieve success. Also, if you have the confidence and desire you can do anything you put your mind to. My blog speaks about the tools that I am learning to use to make my online business more successful.

Six Figure Income's Websites

This Author's Website is http://easysixfigureincome.com/

Six Figure Income's Recent Articles

Understand Your Customers Better: Four Tips From Caterpillar

A guest post by Tim Altier of Bridgz.

Your marketing efforts are more successful when you focus on the customer—not the product—even when you sell machines large enough to move mountains.

When heavy-equipment manufacturer Caterpillar began selling smaller-scale machines to the landscape, construction, and agriculture markets, the company made a strategic decision to sharpen its customer-centric focus.

“Traditionally, Cat and our dealers personally know the buyers for our large-scale equipment,” says Connie LaFlamme, Cat’s marketing consultant for its Building & Construction Products Group in Cary, NC. “But for our equipment sized for use by small to medium construction firms, landscapers, and agricultural producers, we found that we had to stretch to find the right communication channels and messaging because of the expansive customer universe and a tougher competitive environment.”

LaFlamme and marketing consultant Stephanie Hetzel chose to work with Minneapolis-based Bridgz Marketing Group because our stock in trade is helping clients use data to connect directly to their customers’ feelings, attitudes, and buying intentions. The firm specializes in customer-centric marketing that builds the bridge between client and customer.

“We turned up the intensity in our data analysis to uncover more and better information about customers’ buying patterns and cycles,” says LaFlamme. “We refined our marketing metrics to measure right down to sales results. Around Cat, the tolerance for non-measurable marketing strategies is zero.”

The chief objective was to team with Caterpillar to understand its customers at a new, deeper level—and in the process improve the relevancy of customer interaction with the brand.

Here are four lessons we learned from Caterpillar’s success that can help any organization take a customer-centric approach.

1. Combine data sources. Caterpillar and Bridgz blended proprietary warranty data and dealer intelligence—plus public data from a variety of sources—to get closer to the customer. Combining these data sources let the team create a holistic view of the customer. A social media strategy also emerged from the data analysis, which revealed that small contractors are highly active on social media.

2. Customize. Armed with that detailed information, Caterpillar can anticipate when target customers in a given industry are likely to be looking for a new piece of equipment and then initiate a conversation with the target at the right time—with customized messaging modeled to each situation. “We try to address what’s on that particular customer’s mind, including how our value proposition fits with their business philosophy, such as business productivity, total cost of ownership, quality, and dealer support,” LaFlamme says.

3. Use competitive positioning. According to Hetzel, if the customer is using another brand now, Caterpillar’s messaging speaks to its brand’s specific strengths vis-à-vis the competitor. And the communications are integrated and multidimensional; they use the most effective channel, such as events, advertising, direct mail, online or communication, that the situation demands.

4. Measure. Because Caterpillar tracks sales data linked directly to marketing expenditures, ROI data is available. The results have been impressive. Sales to targeted companies yielded a 6:1 ratio of ROI from marketing expenditures in a recent measurement period. Bridgz National Account Manager Andrew Galarneault says, “The detailed metrics we are able to generate also give Caterpillar the predictive tools they need to build successful marketing programs in the future by evaluating each aspect of every marketing campaign.”

The customer segmentation work performed by the marketing team has helped Caterpillar improve its ability to develop machines that are right for each market.

“Marketing and engineering work together to analyze our competitive position, which results in products that we know our customers want,” Hetzel says.

Tim Altier is director of business analytics and insight at Bridgz.

Tags: customer experience, customers, Marketing, Strategy and Tactics

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How to Tell Your Company’s Story [infodoodle]

Telling your company’s story can be a little like going on a first date. You might be all gussied up and at the right place—but you need to think about the art of conversation, too. How can you make sure you don’t bore your date to tears? How can you share information about yourself that engages the listener?

As in dating, telling your company’s story requires a little planning, talking, and listening. You can unearth the good stories about your company by asking yourself (or others in your company) the right questions.

To get your creativity flowing, Ann Handley, MarketingProfs chief content officer and co-author of Content Rules, suggests companies ask themselves specific questions.

We’ve put them in this colorful infodoodle slideshow.  (You also can find the questions at the end of this post.)

Companies should ask themselves these questions.

1. What is unique about your business?
2. What is interesting about how your business was founded? About your founder?
3. What problem is your company trying to solve?
4. What inspired your business?
5. What aha moments has your company had?
6. How has your business evolved?
7. What’s an unobvious way to tell your story?
8. What do you consider normal and boring that other folks would think is cool?

Tags: brand, Branding, Content, Content Marketing, Marketing, MarketingProfs

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Is Your Marketing Out of Shape? Back Up Your Goals With Actions

I have a secret. I’ve kept it from most of my colleagues and coworkers for some time now.

The sad truth is this: Seven years ago, I weighed close to 205 pounds. And I stand all of 5 feet, 9 inches. So, when you weigh that much, are of limited stature, and don’t have “NFL Running Back” in your job title, you are officially in the “obese” category. I never planned to be that out of shape by the time I was in my early 30s. It just kind of happened.

Once I realized how out of shape I was, I attempted to do something about the excess weight. The problem was I only did some of the things necessary to achieve weight loss. For example, I would go for a run—but only every so often. I would join a gym, but I didn’t go consistently. I would go on healthy-eating kicks and stay away from fatty foods. That would last only until I traveled again. Then I’d inevitably opt for the bacon burger and fries instead of a chicken garden salad.

Even though I said I wanted to get in better shape and lose weight, I did not back up my words with actions. Not until I made consistent changes to my lifestyle did I see the difference. Once I committed to actionable change, the weight started to come off, and I eventually shed 40 pounds.

Was getting in shape easy? No. But all that work was worth it.

My weight-loss journey may serve as a lesson for marketing and sales organizations. Marketers and salespeople talk a lot about the desire to improve, to be more effective, and to “get in better shape.” However, the key components of commitment and action are not there.

The resistance to change was highlighted for me during a recent conversation with a senior director of marketing at a large enterprise company. The conversation focused on training personnel on demand generation and lead management best practices and on developing process for the organization.

Soon in our conversation, such phrases as “Well, we don’t do it that way here” and “That won’t be possible with us” began to come out. What the person was really saying was “We want to change, but we’re not all that committed to it.” That was just like my talking about my plans for weight loss while downing a heaping bowl of ice cream.

The action of change was not there to back up the words of change.

There is no doubt that marketers need to change. Recent studies by The Marketing Automation Institute, Focus and The Fournaise Group have shown that, although buyers have changed, marketers are still far behind in terms of skills and the knowledge needed to succeed.

So, despite a lot of talk about change, it won’t happen until commitment and action are part of the equation. Until that occurs, our marketing and sales groups will continue to be out of shape.

(Photo courtesy of Bigstock: Weight Loss)

Tags: B2B, b2b marketing, b2b sales, change management, eduction, Marketing, marketing training, Sales, sales training

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How to Create a Successful Blog Editorial Strategy in Just Six Steps

In this article, you’ll learn…

Why you need a blog editorial strategyHow to create a successful blog that suits your audience and establishes your voice

Blogs are one of the most valuable content marketing tools that businesses have to engage with and educate their prospects and customers. But many businesses still aren’t taking advantage of what is a great opportunity to directly share information and expertise.

At my company, we encounter that issue all the time. Companies either don’t blog at all or they don’t create enough of the right kind of content in their blog. Why? Usually because they don’t have a blog editorial strategy.

A solid blog strategy will help you create relevant content on a regular basis to attract the people you are trying to reach and help your business convert those readers into customers.

Here are six steps to creating a successful blog strategy that delivers results for your business.

1. Define your audience


Though this first step may seem obvious, many businesses cannot define their exact audience. Identifying your target audience (i.e., whom you are talking to) is the first thing you need to do before even thinking about starting a blog. Be as specific as possible when determining who you are trying to reach.

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The Most Undervalued Analytics Tool: Communication

In this article, you’ll learn…

Why good communication is critical to analyticsFive ways analysts can enhance communication within their teams

Recently, someone asked what I thought the most undervalued tool in analytics was. Perhaps she expected me to respond with a specific solution that didn’t have the recognition it deserved, or a new gem that I’d found. However, after pondering the question, I realized that what is most undervalued is not a tool; rather, it’s communication.

All too often, companies struggle to realize the impact of analytics, and they place the blame on the solutions they have in place. Companies can easily be swayed by shiny dashboards and talk of “seamless integration,” and they assume that a new solution will cure all their ills.

However, if new (and often expensive) solutions are being layered on top of fundamental flaws in communication, you’ll fail to see the value of those investments. Moreover, although companies are often willing to drop some serious cash to bring in that new miracle vendor, similar investments are rarely made with the intent of improving communication within and between departments.

The following is part one of a three-part series that will examine how people can communicate better with their team, with other departments, with executives, and with external partners.

Part 1: Communicating With Your Team


Often, analytics teams struggle to communicate even within their group. The communication problem may be a result of the organizational structure, such as decentralized analysts across an organization—or conflicting personality types.

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