But skipping the natural steps in the user journey can create a poor user experience, which can result in lost business opportunities. Personalizing calls-to-action (CTAs) tailored to the user experience can increase conversion rates by more than 200%.

On many sites 26-70% of users bounce (leave your site without taking action). In theory, only 30-34% are ready to get more information or purchase your services. So, how can you engage this majority who are still learning about you?

Get back to the basics of audience-centric CTA strategy. Instead of only giving visitors full-commitment options like “buy now” or “apply today” on their first visit, use a range of CTAs that are based on their needs—and where they are in their journey of learning about and trusting you.

6 Basics of Audience-Centric CTAs

The overall goal of a CTA strategy is to make it easy for your site visitors to access your services with as few action steps as possible. The best CTA strategies share six key traits:

1. Audience-centric: Focus on what’s most important to your audience.
2. Built on digital best practices: These include using color elements that are appropriate for screen readers and using specific, action-oriented words.
3. Data-driven: Use A/B testing to track what’s working and not working and make adjustments on the fly.
4. Designed with relevant user journey story pathways: Consider what makes the most sense for the reader, from where their eyes should go on a page to what they next step should take when they leave the page.
5. Educational and entertaining: You don’t have to be witty but use a friendly and personable tone.
6. Infused with media and text elements: CTAs should stand out but align with the design and flow of the page.

Pro tip: Think about these questions as you develop each step of your CTA strategy:

• Call: What will you show and/or say to generate action?
• To: How will you get your visitors to the conversion action?
• Action: What will they do when they get there?
• Response: How will you reciprocate when they call or message you?

What You Say…

Every element on a page or a blog or news story—from pictures and words to the CTA’s location—should reflect the user’s end goal. Get them excited about taking that next step by “speaking” to them the way they want to be spoken to.

Are you helping them solve a problem? Learn something? Make a decision? That should guide your tone and word choice. Use simple but strong language that encourages and clarifies the action you want them to take.

Instead of providing the whole kitchen sink of options, narrow the goals of a page to just one or two and then give people ample opportunities—and slightly different variations of those opportunities—to take action.

By consistently giving the user something to do or something different to look at in relation to those goals, you help them connect the information you provide to the next logical action they should take.

…and How You Say It

To do this, use several types of CTAs on one page, such as:

• Inline links, which help people do more research and stay engaged with your content
• Banner ads, which help to break up the page and draw immediate attention
• Buttons, which make the requested action clear and easy to take
• Images, which easily capture attention — but ensure any surrounding text, alt text, or photo captions also include the directive

Pro tip: Our brains, eyes, and screen readers like structure. Adding too much information is likely to result in just one click—the exit button.

It’s especially important to follow these guidelines when you’re adding CTAs to the pages you’re driving paid traffic to, such as landing pages, blogs, or sponsored content, to increase return on your marketing investments.

Related reading: Accelerated Content Pathways

Measuring Return on Investment

Writing and designing CTAs is only half the fun! You also need to track their effectiveness. Return on investment (ROI) measurement tools make this much-needed task easier.

A few of our favorite tools include:

• CrazyEgg provides heat maps that show you where site visitors click, scroll, linger, and navigate. This data clearly illustrates if people are responding to or ignoring your CTAs and can help you adjust wording and placement.
• Google Data Studio dashboards help you see which content is resonating with what audiences – and how they’re accessing it. It then helps you create visuals based on this data that you can present to stakeholders when determining where to focus your marketing efforts.
• Domo dashboards are like Google Data Studio dashboards on steroids. They use real-time, holistic data to show you customized, robust cloud-based visuals.

Fun fact: Stamats is a now a proud Domo partner. Request a consultation today.

So, what data should you measure? That’s a good question with an umbrella answer: Measure what matters. Pointed metrics give you better insight into your users’ needs, wants, and preferred contact points, which will help you more accurately deliver services and information.

Digital project leaders tend to focus on clicks, downloads, and page visits. But don’t forget about the real-life, 3D conversion points, which can also be digitized. Basically, any data point you can track on a spreadsheet can be collated and displayed in a dashboard.

Online conversion points

• Subscribe clicks
• Click-to-call
• Inline links/callouts and related reading
• Social engagement/shares
• Video views
• Podcast listens

Offline conversion points

• Calls for demos/appointments
• In-person mentions
• Email opens
• Bringing in a flyer or brochure
• Calls or clicks to a vanity URL/number used only in print

Success Story: Implementing CTA Best Practices

In 2020, a Stamats higher education client launched a virtual campus experience to support recruitment efforts during the height of the COVID pandemic. The goal was to reach prospective students through:

• Entertaining video and text content
• Personalizing the virtual campus tour experience
• Showcasing their diverse student population
• Making it easy to apply
• Sharing inspirational, user-generated images and stories from alumni and current students

They used a variety of elements, such as bold images, buttons, and wide callouts, to place CTAs throughout the virtual experience:

• Watch immersive videos with students who look and think like you.
• Make connections on social media.
• Schedule time to talk with an advisor.

Each CTA required a different level of commitment, based on where the site visitor was in their journey of learning about the university. By mirroring visitor goals in their business goals, our client experienced excellent results almost immediately.

Read next: How to Find Good Stories in Healthcare

Effective CTA Strategies Support User Goals and Business Goals.

Every page, article, blog post, and ad needs at least one CTA, regardless of your industry. Provide the next step for your user to stay engaged and give you their mindshare—and business.

The key is understanding how your users’ journeys mirror your business goals.  What do they want from you? What do you want them to do? Create CTA pathways that serve this give-and-take relationship; you will naturally increase your audience’s loyalty, transforming visitors into cheerleaders for your brand, which will result in increased brand recognition and sales.

Ready to set up your content for success? Request a consultation to learn how Stamats can help you develop a data-driven CTA strategy.

Though presented in the context of a cyberattack, the best practices outlined below can apply to any crisis communication strategy. Consider these tips a starting point for developing an effective communication plan that can protect your organization, clients, and brand.

Managing a Security Breach: Communication Best Practices

Follow State Notification Protocols

Firstly, each state has its own laws about who must be alerted in the event of a cyberattack (government agencies, individuals impacted, etc.). Know the data breach notification laws in your state and follow all protocols for the type of breach you’ve experienced.

Unite

In challenging moments, unity matters more than ever. Bring organizational leaders together and encourage everyone to echo the same message both internally and externally.

Additionally, funnel all information through a single point of contact (ideally, an experienced staff member who’s already serving as media liaison or communication lead). Remember: Messaging should be authentic, timely, and consistent.

Be as Transparent as Possible

Criminal activity thrives in darkness. Help demystify cyberattacks by shining a light on your experience.

Though some details may need to be withheld as part of an investigation, share what you can honestly and directly. Remember: Communication needs will vary for internal and external audiences. If you’re unsure about what you can/can’t communicate, consult a data security professional.

Offer Solutions

Data breaches can impact operations immediately and indefinitely. Offer solutions to those you serve. What short-term workarounds can you offer? What services can be provided while systems are offline?

If the breach has put personal data at risk, consider providing employees and clients with free credit monitoring or other identity protection services.

Educate

Turn the situation into an educational opportunity—for your own organization and for others. In general terms, explain how your teams are working to prevent future breaches and what others can do to minimize the threat of security incidents.

Start a Dialogue

Finally, cyberattacks are a universal threat. Use your organization’s experience as an opportunity to raise awareness and start a larger, solutions-focused conversation. Chiefly, engage clients, partners, security experts, and the media as you talk about the source of the breach and examine proven security strategies others can use.

From audience research to strategic messaging, Stamats can help you communicate clearly, intentionally, and far more successfully. Email us to learn more about our wide range of communication services.

You are the Sponsor

First, while I am the marketing champion, you are the sponsor. As president, the signals you send to others, particularly to the senior staff, will have a significant impact on how marketing is perceived. If our marketing efforts receive only lip service from you, our efforts will only receive lip service from others.

Your Vision

Second, I need to understand your vision for marketing. As you know, the term “marketing” is subject to multiple interpretations. For some, it is only promotion. For others, it also involves product, price, and place. Before I can begin to develop our marketing strategy, I need to know what you have in mind when you say “marketing.”

Compelling

Third, marketing is not about being different, but compelling, from your competitors in ways that your target audiences value. In other words, it is not about doing things better. It is definitely not about doing more. It is about doing things in ways that our most important audiences find compelling.

Adequate Budget

Fourth, we need an adequate marketing budget. I know we talked dollars when I took this position, but we never came to a conclusion on the dollars that were available to fund our marketing efforts. In most cases, my budget will come from two sources. First, new dollars and second, reallocated (and/or centralized) existing dollars. Because these reallocated dollars are, well, reallocated, this conversation will likely involve the CFO and the senior team. Again, I will need your political support to make this happen, because tough decisions will need to be made.

Freedom to Function

Fifth, please don’t saddle me with an overly large, politically fraught marketing committee sprinkled with people who don’t like marketing, don’t think we need marketing, and have as their goal the derailing of the marketing process. Our efforts will fail if I am forced to work with a committee that second-guesses or even undermines our marketing strategy.

Instead of a marketing committee, I need the authority to assemble my marketing team. Team members, by definition, understand their roles, support one another, and are willing to work toward a common goal.

I realize you may already have a large marketing committee in place. If so, we can transition that body to a marketing advisory group that offers input but does not have a decision-making or oversight role.

Gathering Data

Sixth, let me gather the data I need to do the job. Data will help provide a solid, defendable foundation for decision-making. And remember, more important than a single, comprehensive study is a set of small studies repeated more often. This kind of research cycle will help us keep a finger on the pulse of the marketplace, and help us determine whether or not we are making progress.

Integration at all Levels

Next, we need to strive for integration at all levels. At the very least, there needs to be integration between the strategic plan and our marketing efforts. There also needs to be shared marketing goals and accountability among the members of the senior team, especially those team members who oversee the five As:

• Admissions
• Academics
• Athletics
• Alumni
• Advancement

The senior team member and the middle managers in each of these areas need to be absolutely committed to our marketing goals. If they do not understand the marketing goals and have not identified their role in achieving those goals, then integration and, ultimately, effectiveness will be compromised.

Next, we need a written integrated marketing plan. A written plan not only helps legitimize the activity to the campus community but also provides structure and accountability. It stands to reason that if we are not willing to take the time to write a plan, then we are likely not that serious about marketing.

Authority

Finally, give me the authority to do my job. Let me say “no” when someone wants to do something that is contrary to our overall strategy. Let me make decisions on tactics after the strategy has been approved. Furthermore, let me prioritize activities when dollars get tight. Let me use research to evaluate our progress and refine tactics. And perhaps most importantly, let me discontinue activities that simply have no value. In other words, let me do the job you hired me for.

Want to talk through your pressing concerns as CMO? Email us to schedule a free consultation.

Over the years, I have identified four essential ingredients that truly great marketing departments consistently share. And while many marketing departments might have one, two, or even three of these characteristics, the truly great ones have all four. Let’s take a look.

Clear Direction

First, clear direction. Clear direction is essential. It provides focus. It helps everyone understand what is included, and not included, in the marketing mandate. Additionally, it provides tremendous insight into the marketing talent that will be needed. Clear direction also helps you say no to those ideas and goals, and even personnel, that clearly fall outside your mandate

Finally, clear direction creates significant organizational momentum. When everyone knows where you are going there will be fewer internal meetings and fewer public miscues.

Clear direction depends on the chief marketing officer (CMO) and the president not only being on the same page, but on the same sentence.

Note: Not sure about how to establish clear direction? Take a look at an earlier blog on the Purpose-Built Marketing Organization.

Political Support

Second, political support. Without political support, most marketing departments will fail, or at best, be hopelessly sidelined and marginalized. Political support means that the CMO has a seat at the big table and is involved in key conversations and decisions. It also means that the CMO has the authority to hire, fire, and shape the marketing team, organization, and strategy. Recognizing the inherent cross-functionality of great marketing, political support is necessary when marketing butts head with turf issues.

While clear direction outlines the marketing mandate, political support gives the CMO the authority necessary to carry out that mandate.

Talent

Third, talent. Highly talented people want to work in marketing departments that have direction and resources (see below) and give them the opportunity to do their best work. Highly talented people want to be part of something great. Truly great marketing departments are talent magnets.

There is every likelihood that some of the talent you need is located somewhere else at the institution. Your job is to find them and bring them on board. Remember, at this stage you are much more interested in doers than thinkers.

Finally, when you think about talent make sure you think well beyond titles. Some people have deep talents that have nothing to do with their present titles.

Nothing happens without talent.

Resources

Fourth, resources. In most cases, resources means dollars. And while there is never enough money, clear direction and political support will help focus and multiply your resources. In addition, the political support you have will help you execute some of your marketing mandate through other departments and budgets (remember the idea of “integrated?”). Finally, a commitment to mROI (measuring marketing return on investment) will help the leadership team understand that marketing budgets are more of an investment than a cost.

A note about organizational structure. While organizational structure is critical to marketing success, the discussion about organization should only occur once the four key ingredients are in place. Too often, we rush to reorganize when, quite simply, we don’t know what else to do. Of course, the CMO must be empowered to change the organizational structure as needed.

Want to talk strategy? Email us today.