Why You Should Forget Social Media ROI...
While I am a fan of “measuring to manage well”, some things just can’t be measured accurately. That’s why I believe we should forget what the ROI of social media is, in the conventional sense.
Here’s the metric that matters most when it comes to using social media for marketing:
Is your target market talking about you?
That is a yes/no question. There isn’t a correct number to answer it.
Einstein may well have been talking about social media when he came up with this thought: not everything that matters can be counted.
I don’t recall who said it, but one of the greatest lines I have seen on this topic was:
The ROI of social media is that you will still be in business in 5 years time.
I believe that statement to be essentially true: traditional “push” marketing tactics will increasingly struggle to generate decent ROI, especially as consumers “filters” (both psychological and actual technology filters) become more refined.
The marketing that will make all the difference in the near future will be the tactics that are centred upon having ideal prospects talking positively about you and what you do.
I can look at some measurements in my own business and say that social appears to be responsible for between 20% and 25% of new business revenue in each of the last 4 years. That is not an absolute measurement though. I account for new revenue opportunities by source as best I can, and often will have a new engagement where it is attributed to “I have been following your stuff for a while and you seem to know about…..” followed by “can you help me?”
The problem with social media in respect to measuring ROI is which channel do I attribute such enquiries to?
You see, the audience is seeing some stuff on Youtube, and some on Twitter, and some on LinkedIn…maybe following the blog and picking up a few ideas from Pinterest….and on it goes. Or was it the e-zine I mail out directly?
It doesn’t really matter does it?
What matters is the total marketing spend versus the total new revenue. The only ROI measurement which does matter is the overall return on money invested by the business – including all traditional and conventional marketing tactics.
The magic of social media as a marketing tactic is the engagement level of a rapidly growing audience of willing participants. You can create a significant audience of genuine prospects for your business who want to engage with you and your brand.
The question that professionals who are investing marketing dollars into social media should continually focus upon is: Will this get the people we want talking about us?
Cyborgs Are the Future for Advisors
Becoming cyborgs is the way to go for financial advisers…blending robotics and humans into one organism.
You see, I am convinced that robo-advice models will succeed and prosper.
I am also convinced that human advisers will succeed and prosper.
I am further convinced that some of each will fail entirely and die, but in Darwinian fashion the most adaptable will survive and prosper. Smart financial advisers will work out how to become cyborgs and build an offering which is a blend of human and machine – or at least their practice will.
Despite the fear-mongering when it comes to robo’s the reality is that there are many great arguments for automated transaction systems, or robotic product delivery. Cost reduction for the consumer, cost reduction for the practitioner….efficiency, speed, convenience for all….elimination of the frustrating and time consuming service model supplied by the industry to low value transactional customers….and let’s be bluntly honest: some people DO just need a product solution at some stages of their life, and DO NOT need holistic advice at some points.
Robo-advice makes sense commercially, and it can meet a need in life stages planning for many consumers. It also happens to appeal to a segment of society who are happy to make their own decisions and transact from the comfort of their pyjamas during the ads in their evening television program, and who are unlikely to engage in full advice. It is worth remembering that this last type of consumer segment is growing at the expense of the traditional intermediated product delivery systems of distribution.
However, machines do not “manage” relationships and behaviour – humans manage humans. Humans tend to rebel against the concept (or slightest inference actually) that they are being manipulated or are at the mercy of computers and machines. Machines and automated systems exist for our convenience, don’t they? Nobody wants a “SkyNet”.
……So the human adviser remains in the equation……
When we strip out all the industry jargon and hyperbole the primary function of a financial adviser is to manage clients behaviour. We don’t really manage their money – other people do the actual money management. We don’t supply products….we source them from a supplier. What we do is manage their behaviour and expectations. We coach them. Machines don’t do that yet….and when they are able to (and they will be), most consumers will shy away from being managed by a machine.
But we cannot escape those arguments supporting robo-offerings as they make too much sense for clients and for us. In fact I suspect robo-advice will be a very good thing for smart adviser practices.
Believe it or not, I believe robo-offerings can help us get clients.
For most consumers there is a period early in life when their financial advice needs are fairly basic, and also there is a period later in life where all the planning has been done and consumers are moving into “drawdown” territory. In between those times, life gets somewhat busier and complexity increases substantially.
Advice delivered by humans should be focussed upon the complexity phase. Apart from the fact that this is the period of a consumers life when there are the most variables to consider in their planning needs, it is also the phase where behaviour management is a distinct help to the achievement of the consumers goals and objectives. Generally people will only do uncomfortable or new things if they have a high degree of trust and confidence in the person guiding them to do so, and establishing that level of trust – or the bond between two people – is where robo-offerings will struggle to compete.
However, when it comes to identifying a fairly simple need which has a product solution then robo’s will certainly be able to deliver a solution more cost effectively and faster than the human adviser can, who is bound by increasing complexity of their own called “compliance” every time they have to interact with another human being.
The smart adviser will identify those areas of their clients lives and those product solutions which work well for those times and find a transactional solution for their clients to access. They will build that transactional, no-advice, solution into the service offering that their practice puts into the market. In other words they will embrace and incorporate robo-offerings into their business model.
Not just because consumers want them or need them, and not just because it is cost effective to do so. Not even because we’d like to have a commercial revenue stream which sidesteps the more time-consuming (and therefore labour intensive and expensive) compliance requirements.
The reason smart advisers will do it is because it will help gather the next generation of clients for the firm before the complexity triggers drive them to seek advice elsewhere.
The robo-advice solution caters to those who have an identifiable need for financial services of one sort or another, but who do not yet need holistic bespoke planning. It is an entry point for consumers to become customers of the firm, and for the firm to then work upon converting those transactional customers into advised clients for the future.
Robotics are a part of our world and our future. We need to figure out how to make them a part of our business too, but in such a way that our business uses the robo’s, rather than being used by them. Humans and robo’s integrated into the same service business in order to deliver they type of solutions and assistance that consumers and customers and clients want at different stages of their life.
The future for the financial advisory practice is cyborgs.
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