One portal because someone thinks you should always be visible there, while this has not yielded any leads for months? Then it's time to stop steering on opinions and start working data-driven. Dive into the numbers and make decisions based on what you see there. So go through Google Analytics and reports, start with A/B testing or, for example, use a customer panel. 6. Stay in control of your own tools. Although it already felt strange at the time, I thought for a while that it was normal to have to ask your web builder if they could create login details for our own CMS for a new colleague. Or that I had to ask our online marketing agency to give another agency temporary access to our Google Analytics.
Even if I could get access to Hotjar, because I wanted to test with it. In the end it always worked out, but not always wholeheartedly. The moment I joined the Pure IM team, my this context you phone number list are the packet suspicions were confirmed: it is not normal at all not to be 'in control' of your own tools. Make sure you own all of your tools and therefore have administrative rights. This way you can decide for yourself who grants or denies you which rights. 7. Show the organization what you do online. Offline, colleagues often see what is being developed in the marketing communication department: direct mailings, advertisements for the newspaper or signs along the road.
But what happens online is much less visible. That is why I gradually started sharing more in the organization about what I actually did, in those 40 hours a week behind my screen. For example, they knew that I did something with Google, but what exactly. That is why I started an end-of-year campaign to explain what Google Ads is, what we did, what results it produced and what that meant. The nice thing was that it immediately led to interaction: I saw the figurative pennies drop, colleagues started asking questions and even came up with ideas for new campaigns.