<ul>
<li>A tribe is a group of people connected to one another, connected to a leader, and connected to an idea.</li>
<li>A group needs only two things to be a tribe: a shared interest and a way to communicate.</li>
<li>Tribes need leadership. People want connection and growth and something new. They want change.</li>
</ul>
Humans need to belong. One of the most powerful of our survival mechanisms is to be part of a tribe, to contribute to (and take from) a group of like-minded people. We are drawn to leaders and to their ideas, and we can't resist the rush of belonging and the thrill of the new.

Defining A Tribe

Some tribes are stuck. They embrace the status quo and drown out any tribe member who dares to question authority and the accepted order. 
Big charities, tiny clubs, struggling corporations - they're tribes and they're stuck. I'm not so interested in those tribes. They create little of value and they're sort of boring. Every one of those tribes, though, is a movement waiting to happen - a group of people just waiting to be energized and transformed.

Stuck Tribes

A movement is thrilling. It's the work of many people, all connected, all seeking something better.Leaders have followers. Managers have employees.Some people admire the new and stylish far more than they respect the proven state of affairs. More often than not, these fad-focused early adopters are the people who buy and the people who talk. As a result, new ways of doing things, new jobs, new opportunities, and new faces become ever more important.

Movement And Action

Marketing, the verb, changed the market. The market is now a lot less impressed with average stuff for average people, and the market is a lot less impressed with loud and flashy and expensive advertising. Today, the market wants change.

The Changing Definition Of Market

Leaders don't care very much for organizational structure or the official blessing of whatever factory they work for. They use passion and ideas to lead people, as opposed to using threats and bureaucracy to manage them.There's a difference between telling people what to do, and inciting a movement. The movement happens when people talk to one another when ideas spread within the community and when peer support leads people to do what they always knew was the right thing.Great leaders create movements by empowering the tribe to communicate.

Telling People What To Do Vs Starting A Movement

It only takes two things to turn a group of people into a tribe:<ul><li>A shared interest</li><li>A way to communicate</li></ul> The communication can be:<ul><li>leader to tribe</li><li>tribe to leader</li><li>tribe member to tribe member</li><li>tribe member to an outsider</li></ul> A leader can help increase the effectiveness of the tribe and its members by:<ul><li>transforming the shared interest into a passionate goal and desire for change</li><li>providing tools to allow members to tighten their communications</li><li>leveraging the tribe to allow it to grow and gain new members</li></ul>

Improving A Tribe

<ul><li>Organizations are more important than ever. It's the factories we don't need.</li><li>Organizations give us the ability to create complex products. They provide the muscle and consistency necessary to get things to market and to back them up.</li><li>Organizations have the scale to care for large tribes.</li><li>Organizations of the future are filled with smart, fast, flexible people on a mission. Thing is, that requires leadership.</li></ul>

Organizations Vs Factories

All great leaders are generous - they enable the tribe to thrive.The most powerful way to enable is to be statueworthy : by getting out front, by making a point, by challenging convention, and by speaking up.It's easy to hesitate when confronted with the feeling that maybe you're getting too much attention. Great leaders are able to reflect the light onto their teams, their tribes. Great leaders don't want the attention, but they use it to unite the tribe and to reinforce its sense of purpose.

Creating A Tribal Culture

<ul><li>The first thing a leader can focus on is the act of tightening the tribe. It's tempting to make the tribe bigger, to get more members, to spread the word. This pales, however, when juxtaposed with the effects of a tighter tribe.</li><li>A tribe that communicates more quickly, with alacrity and emotion, is a tribe that thrives.</li><li>A tighter tribe is one that is more likely to hear its leader, and more likely still to coordinate action and ideas across the members of the tribe.</li><li>This tightening can happen without technology, and it can happen when there's no profit motive. </li></ul>

Tightening Of A Tribe

<ul><li>It's uncomfortable to stand up in front of strangers.</li><li>It's uncomfortable to propose an idea that might fail.</li><li>It's uncomfortable to challenge the status quo.</li><li>It's uncomfortable to resist the urge to settle.</li></ul>When you identify the discomfort, you've found the place where a leader is needed.If you're not uncomfortable in your work as a leader, it's almost certain you're not reaching your potential as a leader.Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.

Being Uncomfortable Is The Way To Growth

<ul><li>Blind sheep do nothing but mindlessly follow instructions.</li><li>They don't do the local leadership required when tribe members interact.</li><li>They're not going to do a very good job of recruiting new members. Evangelism requires leadership.</li><li>People eagerly engage when they want something to improve. This microleadership is essential.</li><li>It's the microleaders in the trenches and their enthusiastic followers who make the difference, not the honcho who is ostensibly running the group.</li><li>Leaders work hard to generate movement that can transform a group into a tribe.</li></ul>

Creating Followers: Microleadership

Not all leadership involves getting in the face of the tribe. It takes just as much effort to successfully get out of the way. Effective leadership does not work by inciting, but by enabling others to fill the vacuum. The one path that never works is the most common one: doing nothing at all. A leader who backs off is making a commitment to the power of the tribe, and is alert to the right moment to step back in. Someone who is doing nothing is merely hiding.Leadership is a choice. It's the choice to not do nothing. Lean in, back off, but don't do nothing.

Doing Nothing At All

Curious is the key word. It has to do with a desire to understand, a desire to try, a desire to push whatever envelope is interesting. Leaders are curious because they can't wait to find out what the group is going to do next. The changes in the tribe are what are interesting, and curiosity drives them.In order to lead a tribe, all you need to do is motivate people who choose to follow you.

Being Curious

Imagine two classrooms with similar teachers. One has 15 students, the other, 32. Which group gets a better education? The smaller class - because the teacher has more time to spend customizing the lesson to each student. She has fewer students, hence fewer disruptions as well.<ul><li>Great leaders don't try to please everyone.</li><li>Great leaders don't water down their message in order to make the tribe a bit bigger.</li></ul>Instead, they realize that a motivated, connected tribe in the midst of a movement is far more powerful than a larger group could ever be.

Less Followers Is Good

There are countless religions in our lives.<ul><li>The religion of Broadway determines what a musical is supposed to look and feel like.</li><li>The religion of the MBA standard curriculum and perceptions of what is successful.</li><li>Religion gives our faith a little support when it needs it.</li></ul>Religion at its best is a sort of mantra, a subtle but consistent reminder that belief is OK, and that faith is the way to get where you're going.Religion at its worst reinforces the status quo, often at the expense of our faith.

The Religions In Our Lives

Leadership almost always involves thinking and acting like the underdog. That's because leaders work to change things, and the people who are winning rarely do.Leaders go first.<ul><li>Initiating: see something others are ignoring and jump on it.</li><li>Cause the events that others have to react to.</li><li>Make change.</li></ul>

Leadership is A Sleath Attack

<ul><li>Everyone believes that what they've got is probably better than the risk and fear that come with change.</li><li>At first, the new thing is rarely as good as the old thing was.</li><li>If you need the alternative to be better than the status quo from the very start, you'll never begin.</li><li>Soon enough, the new thing will be better than the old thing. But if you wait until then, it's going to be too late.</li></ul>

Not Being Afraid Of Change

When you hire amazing people and give them freedom, they do amazing stuff.

1. Publish a manifesto.Give it away and make it easy for the manifesto to spread far and wide. It doesn't have to be printed or even written.2. Make it easy for your followers to connect with you.3. Make it easy for your followers to connect with one another.There's that little nod that one restaurant regular gives to another recognized regular. 4. Realize that money is not the point of a movement.5. Track your progress.

The Key Elements Of Micro-Movement

1. Transparency really is your only option.2. Your movement needs to be bigger than you.3. Movements that grow, thrive.4. Movements are made most clear when compared to the status quo or to movements that work to push the other direction.5. Exclude outsiders.6. Tearing others down is never as helpful to a movement as building your followers up.

The Principles Of A Tribe Movement

It's OK to abandon the big, established, stuck tribe. It's OK to say, "You're not going where I need to go, and there's no way I'm going to persuade all of you to follow me. So rather than standing here watching the opportunities fade away, I'm heading off. I'm betting some of you, the best of you will follow me."You can build a bigger, faster, cheaper tribe than you used to be able to. Transaction costs are falling while the costs of formal organizations (offices, benefits, management) keep increasing.

A Bigger, Faster, Cheaper Tribe

The secret of leadership : paint a picture of the future. Go there.

<ul><li>The easiest thing is to react.</li><li>The second easiest thing is to respond.</li><li>But the hardest thing is to initiate.</li></ul>Managers react. Responding is a much better alternative. You respond to external stimuli with thoughtful action.But both pale in comparison to initiative. Initiating is really and truly difficult, and that’s what leaders do. They see something others are ignoring and they jump on it. They cause the events that others have to react to. They make change.

The Easiest Thing

Change isn’t made by asking permission. Change is made by asking for forgiveness, later.

A fresh look at Leadership and how to manage change.

The New York Times, BusinessWeek, and Wall Street Journal Bestseller that redefined what it means to be a leader. Since it was first published almost a decade ago, Seth Godin's visionary book has helped tens of thousands of leaders turn a scattering of followers into a loyal tribe. If you need to rally fellow employees, customers, investors, believers, hobbyists, or readers around an idea, this book will demystify the process. It's human nature to seek out tribes, be they religious, ethnic, economic, political, or even musical (think of the Deadheads). Now the Internet has eliminated the barriers of geography, cost, and time. Social media gives anyone who wants to make a difference the tools to do so. With his signature wit and storytelling flair, Godin presents the three steps to building a tribe: the desire to change things, the ability to connect a tribe, and the willingness to lead. If you think leadership is for other people, think again—leaders come in surprising packages. Consider Joel Spolsky and his international tribe of scary-smart software engineers. Or Gary Vaynerhuck, a wine expert with a devoted following of enthusiasts. Chris Sharma led a tribe of rock climbers up impossible cliff faces, while Mich Mathews, a VP at Microsoft, ran her internal tribe of marketers from her cube in Seattle. Tribes will make you think—really think—about the opportunities to mobilize an audience that are already at your fingertips. It's not easy, but it's easier than you think.

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Marketing & Sales

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Books

leadershipandmanagement

Leadership & Management

The New York Times, BusinessWeek, and Wall Street Journal Bestseller that redefined what it means to be a leader.   Since it was first published almost a decade ago, Seth Godin's visionary book has helped tens of thousands of leaders turn a scattering of followers into a loyal tribe. If you need to rally fellow employees, customers, investors, believers, hobbyists, or readers around an idea, this book will demystify the process.   It's human nature to seek out tribes, be they religious, ethnic, economic, political, or even musical (think of the Deadheads).  Now the Internet has eliminated the barriers of geography, cost, and time. Social media gives anyone who wants to make a difference the tools to do so.   With his signature wit and storytelling flair, Godin presents the three steps to building a tribe: the desire to change things, the ability to connect a tribe, and the willingness to lead.   If you think leadership is for other people, think again—leaders come in surprising packages. Consider Joel Spolsky and his international tribe of scary-smart software engineers. Or Gary Vaynerhuck, a wine expert with a devoted following of enthusiasts. Chris Sharma led a tribe of rock climbers up impossible cliff faces, while Mich Mathews, a VP at Microsoft, ran her internal tribe of marketers from her cube in Seattle.   Tribes will make you think—really think—about the opportunities to mobilize an audience that are already at your fingertips. It's not easy, but it's easier than you think.

Seth Godin is a bestselling author, entrepreneur and agent of change.Godin is author of ten books that have been bestsellers around the world, and he is also a renowned speaker. He was recently chosen as one of 21 Speakers for the Next Century by Successful Meetings and is consistently rated among the very best speakers by the audiences he addresses.Seth was founder and CEO of Yoyodyne, the industry's leading interactive direct marketing company, which Yahoo! acquired in late 1998.He holds an MBA from Stanford, and was called "the Ultimate Entrepreneur for the Information Age" by Business Week.

Seth Godin

Tribes

When looking at ROI and engagement, email can be a powerhouse addition to your business, especially when you use email send best practices effectively.<ul><li>Emails have 50 to 100 times higher click-through-rates when compared to Facebook and Twitter.</li><li>For every $1 marketers spend on email marketing, they receive $42 in return.</li></ul>Businesses who start using email marketing effectively will keep using it as a key strategy in their toolkit and look for ways to expand their efforts through automation.

Email Is Still Gold

We know it can be exciting to get your first send off the ground, but take two steps back before jumping in. Create a plan of attack for the type of emails you want to send, how often they should be sent, and the type of content that will be in them so that you can start sending at a regular cadence. This will stop you from getting in the trap of sending sporadically or whenever something comes up, which can be bad for your <a href="https://www.addthis.com/academy/email-list-hygiene-tips/">list health</a>.

Email Best Practices: Start with a Basic Strategy

If you have opt-in forms on your site currently and you’re not seeing a good number of signups (and your website traffic is good) it’s time to review and optimize to create a signup form that converts.Make your opt-in forms work for you! They should be unavoidable and, no, we don’t mean a frustrating-to-close pop-up, but if the only way to sign up for the list is through a pop-up then that is not enough. Make sure if a user lands on the site and moves around the site they can still easily see the super awesome mailing list sign up.

Build Your Email List

Every email strategy should include a welcome campaign for new subscribers. How many email lists have you subscribed to only to forget because you didn’t receive a single email until 3 weeks later? Your customers should not be having the same experience.Email is not billboard or ad marketing. Email attempts to build a 1:1 relationship between the brand and the customer. These prospects trusted you enough to hand over the keys to their inbox. Greeting them with a welcome email creates familiarity and trust.

Say Hello to New Subscribers

There are many ways to create segments for targeted marketing based on the data you’ve collected. What did they purchase lately? Where do they live? Which pages on your site they visited most recently? All these touchpoints are opportunities to fine-tune the customer journey and start offering them exactly what they are looking for.Of course, the limits of your segments are based on the data points you are collecting. Using an integrated marketing tool will allow for tracking of more touchpoints and creating more automated campaigns around those.

Segment Your Lists

There are policies around collecting and storing people’s personal information. You may have heard of GDPR or CAN-SPAM, but with Apple Mail’s Privacy update and CCPA in California, ignoring the rules can end up being costly.It’s important to understand what to do in order to be compliant before starting to collect email addresses. Looking at other businesses might not be the best option unless you know they are a reputable sender. Because email, unlike social media channels, is largely managed by individuals on websites, it is very common to see examples of brands not following the rules.

Know the Laws

A/B testing has always been standard practice for optimizing emails once you have a list of a few thousand subscribers or more. Testing is how email marketers know whether one subject line is better than another or which day of the week gets the best engagement. Seasoned email marketers know that testing for content and engagement can be a game-changer. Marketers can test for which button colors get the best clicks, whether customers prefer reading about a topic or clicking through to an explainer video, and even if they respond better to images or copy.

Test and Experiment

Set reporting goals and Key Performance Indicators (KPIs) in advance. This will not only help make reporting a breeze once a campaign is over, but it also helps marketers look for optimizations to make along the way.Deciding KPIs in advance gives marketing teams a specific goal to work towards and ultimately push them to create better emails. If marketers understand the goals of the campaigns, whether that’s raising product awareness, clicks to a landing page, or form fills, they can use their tactics and creativity to guide people to taking the desired actions.

Decide on Key Metrics in Advance

High unsubscribe rates don’t necessarily mean that customers hate your business, but they can signal other issues that should be addressed. Rising or higher than average unsubscribe rates can point to customers receiving too many emails or emails they feel are irrelevant to them.Test an adjusted content strategy and watch to see if rates improve. Also, don’t be afraid to ask! Survey your readers on what their ideal frequency would be to gain some real insights.

Don’t Take Unsubs Personally but Don’t Ignore Them Either

We all know that Q4 sneaks up fast and the holiday season can be madness for all types of industries. If you’re just starting to incorporate email into your marketing, make sure that you account for any additional emails or special campaigns that will need to be created for national, local, and business holidays and events.Using automation here can be key to landing huge sales throughout the season. From abandoned cart emails to lead nurture campaigns after a new product release, talk to us to find out how automation has been a powerhouse for businesses.

Create a Holiday/Event Strategy

Email fatigue is real and it’s one of the main things that affect your sender status. If subscribers are getting too much email, they might unsubscribe or worse, they’ll ignore you until you start hitting the spam folder.Start slow and test how your audience responds by watching engagement rates and unsubscribes. Don’t forget to count any automated campaigns that are running. If someone is in the middle of a drip campaign that sends daily updates for 7 days, it’s good practice to keep them off the mailing list until they’ve completed it to avoid mailing them too heavily.

Quality not Quantity

Create segments for your VIP contacts. These can be contacts that interact with your emails the most often, attend the most webinars, or have purchased the most. Special campaigns can be sent to these lists to nurture the relationship. These rewards don’t have to be discounts but they can be. Rewards can be first look at new releases, asking their opinion on a new product offering, or insider content.Bonus points if your email software offers lead scoring. Those scores are an easy way to segment your most die-hard customers.

Reward Your Most Engaged Contacts

Long gone are the days of “Hey [FNAME]!” as an effective way to get opens and clicks. Personalizing data fields is still a tactic smart marketers keep in their toolkit, but personalization has evolved.Besides first name and birthday, marketing teams are using location, behavioral, demographic data to personalize the customer journey. Retail sites thrive off of this type of marketing. As consumers, we’re all familiar with the experience of viewing something at our favorite retailer only to receive an email a day later with the item and others similar to it in our inboxes.

Use Data to Personalize the Customer Journey

Often, marketing channels get treated as disconnected tools when they are all tools meant to work together to build business. Use email as another tool to leverage promotion of social media events or Lives. Social media and other channels can also be used to grow your email list. Your social media followers are not necessarily your email subscribers. Grab them in both places so they’re less likely to miss a message.

Coordinate Cross-Channel Campaigns

If you’ve ever had to send a “Oops, sorry about our last email…” subject line, then you know the pain of missing something before hitting send. The best way to combat send button anxiety is to have an email pre-send checklist handy every time before you hit “send.”

Use an Email Presend Checklist

Put these helpful tips for email send best practices to use for your agency or business and get results in your email marketing campaigns.

Ultimate Guide to Email Send Best Practices - SharpSpring

Email marketing frequency requires a delicate balance, as your audience will quickly unsubscribe if they don’t find your emails valuable. Striking the right cadence is crucial to email marketing success. Read on to learn email marketing frequency best practices and how to optimize your email calendar.

Email Marketing Frequency Best Practices

Email marketing has some impressive statistics, such as the famous ROI of $44 for every dollar spent. Also, the majority of consumers across generational lines consider email the most personal marketing channel. Clearly, there’s a lot of potential to connect with your audience.Considering these benefits, many digital marketers assume more is better when it comes to email marketing. And indeed, according to the Digital Marketing Association’s 2020 report (PDF), brands send an average of 26.8 emails per week, including automated emails and segmented campaigns.

A Dollar Of Email Spending Gives Back 44 Dollars

A higher email frequency doesn’t necessarily lead to higher unsubscribe rates, even though multiple studies have shown that “too many emails” is consistently the #1 reason for unsubscribes. Some people take that as further proof that more = better. However, keep in mind that unsubscribing takes time. And with today’s email clients, it’s usually easier to simply delete emails than unsubscribe. As a marketer, your frequency shouldn’t be based on open rates — or even on low unsubscribe rates.

More Isn't Better

To determine your ideal email marketing frequency, you must consider how many and what <a href="https://staging-sharpspringcom.kinsta.cloud/email/5-types-of-emails-to-improve-customer-retention-in-2021/">types of emails</a> your audience is receiving. Consumers are much more likely to open transactional emails than marketing ones. Other automated emails, such as Happy Birthday messages and abandoned cart reminders, add to the volume. And if you send your list both “blasts” and targeted campaigns, you could easily take up a lot of inbox space.

Types Of Email

Targeted campaigns perform much better than email blasts, because they resonate with subscribers’ interests. Indeed, segmented emails for B2C industries, especially retail, can boost sales when the frequency is increased. That dovetails with DMA’s finding that <a href="https://dma.org.uk/uploads/misc/marketer-email-tracker-2020.pdf">65% of consumers prefer emails with discounts and special offers</a>.It’s still important to <a href="https://fabrikbrands.com/email-marketing-frequency-how-often-should-you-send-marketing-emails/">consider diminishing returns from higher email frequency</a>. As the volume grows, fewer recipients will open your emails, and those who do become less likely to click.

No Blasting Of Emails

Pros: Stay top-of-mind and give your audience more opportunities to interact with your brand. Ideal for retailers, content creators, and other businesses that capitalize on impulse consumption.Cons: Greater risk of brand fatigue or annoying your audience. Can be challenging to constantly develop fresh content for all segments.

High Frequency Of Emails

Pros: Send highly customized and creative content that may be of greater value to your audience. Easier to manage. Great for service-based businesses that need to build trust with their audience.Cons: Lower recognizability can cause recipients to unsubscribe or mark as spam. (Brand recognition is the #1 reason consumers open a marketing email.) Smaller inbox presence compared to other brands.

A Low Frequency Of Emails

Too many email marketers consider a consumer’s opt-in as a green light to send any and all promotional content. That’s a costly mistake. While “too many emails” is usually the top reason for unsubscribes, “irrelevant information” is a close second.If you’ve obtained your list from a lead magnet, such as a free e-book, your emails should follow from that content

Reference Your Email

The way to create a balance is to segment your list, then deliver content at the frequency it makes sense for each segment. Those who give their email in exchange for a discount probably won’t want daily promotional emails, while leads you generate from high-value freebies may prefer weekly content that continues to provide value to them.

Striking The Right Balance

consumers usually don’t know the legal details of CAN-SPAM, GDPR, and other regulations. They don’t care if your emails aren’t technically spam because they opted in. As far as they’re concerned, any unwanted email is spam. If they don’t recognize your brand name (a risk of low email frequency), they may mark it as spam. However, they may also regard excessive emails as spam — even if they know they subscribed to the list.

The Law Of The Land

Taken together, your frequency, mix of types, and timing of emails compose your email marketing cadence. The right cadence will keep your brand recognizable, provide value to your recipients, and prevent the dreaded unsubscribe — or worse, the spam report. And of course, it will support your <a href="https://staging-sharpspringcom.kinsta.cloud/blog/5-tips-for-effective-email-marketing-campaigns/">email marketing campaign’s goals</a>.

Planning Your Email Marketing Cadence

keep an eye on your <a href="https://staging-sharpspringcom.kinsta.cloud/email-marketing/tips-on-email-marketing-terms-trends-for-2021/">metrics</a>. Look at how your open rate and clickthrough rates vary over the month. If your metrics decline after the first couple of campaigns, you’re probably sending too many emails. If they improve, your audience is getting more engaged and you may be able to send more emails…until the point that responses decline.

Click And Read Data

There’s no magic number for email marketing frequency. The optimal number of emails varies by brand, audience segment, and each campaign itself. Your best strategy is to lead with research and great content. Know your target audience and what they want to see.Then, use email marketing automation to optimize your campaign’s timing and ensure that the right leads receive emails that resonate with them. Test and tweak until you’ve hit your stride.

Wrapping Up

Get everything you need to know about best practices for email marketing frequency and tactics for campaign success.

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Ultimate Guide to Email Marketing Frequency - SharpSpring

A company you bought something from months ago sends you an email with three immortal words: “we miss you”.These messages feel icky because the sentiment is belated and insincere. Deep down we know that the business doesn’t really miss us. The business doesn’t know our sparkling personality or understand our unique contribution to the community – the business just misses our money.

We Miss You!

﻿A retention campaign that paints a commercial relationship as a personal one will always be awkward at best and at worst will create ill will. Here are three better ways to create retention campaigns that feel genuine and actually work:<ul><li>Focus on how your product helps</li><li>Identify and solve the problems that caused churn</li><li>Proactively monitor usage and value</li></ul>

A Better Retention Campaign

The mistake at the heart of the “we miss you” message is that it represents the customer’s relationship to the business as personal, not commercial. Personal relationships are based on who we are, and we want them to persist through thick and thin. But commercial relationships are different.To <a href="https://www.intercom.com/blog/customer-engagement/">re-engage customers effectively</a>, you need to remind the customer of what it is that got them there in the first place. Instead of guilting them into returning simply because they bought from you once, remind them of the benefits that your business can provide.

Focus on how your product helps

Many experiences can cause churn: inability to find the right product, <a href="https://www.intercom.com/blog/product-tours-first-use-onboarding/">struggles to get set up</a>, a poor service experience, or changing business needs. A retention campaign that specifically <a href="https://www.intercom.com/blog/churn-retention-and-reengaging-customers/">addresses the issue that caused churn</a> and provides a simple next step stands a high chance of success, as it speaks to the root cause of the churn.<ul><li>The first step is analyzing customer actions to identify common causes of churn. </li><li>Secondly, design a campaign to specifically address the cause of churn.</li></ul>

Identify and solve the problems that caused churn

Customers generally stop using (or cease to repurchase) products when they don’t get enough value out of your product to justify the price, not out of forgetfulness or disloyalty. To identify customers who might not be getting enough value (and so are candidates to churn), look for the ones who aren’t using the functionality that they’re paying for.The trick to doing this well is <a href="https://www.intercom.com/blog/understanding-your-aha-moments-and-putting-them-to-work/">measuring behaviour that corresponds to a customer getting value</a>. For consumer products, the value will be tied to usage. But ensure you set a threshold that avoids counting logins or app opens alone.

Proactively monitor and manage value

Understanding why each customer is buying your product and then measuring whether they’re taking the actions that would enable them to achieve that result enable you to deliver specific and personalized interventions. If your company has an account management team, this scorecard can form the basis for high-impact business reviews with customers.

The Bottomline

How often do you get an email from some company you once used with the words “we miss you”? Here are 3 better approaches to user retention.

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Product & Design

Don’t tell me you miss me: 3 better approaches to user retention

Think about your e-communication like cholesterol, meaning that there are two kinds of conversational tones: positive and negative.
<ul>
<li>Positive-toned communication: phrases such as “This is great,” “I really like . . . ‚” and “Thank you,” through greetings (“Dear so-and-so”) and closings (“Best wishes”), and also in emojis such as smiley faces etc.</li>
<li>Negative-toned communication: negations and other phrases like “I don’t think . . .” and “This is a problem” and the even harsher “I am not happy with . . ..”</li>
</ul>
It is the ratio of positive to negative that is really important for our e-communication.

Conversational Tones

According to researchers, three types of engagement can be measured via your words: emotional engagement, social engagement, and task engagement. 
Let’s face it: relationship building is more difficult over email than face-to-face. One key to building a relationship via e-communication is to be engaged.

The Types Of Engagement

As a second step in analyzing your own email communication, count all your pronouns—e.g., “I,” “me,” “you,” “us,” “our,” “we,” etc. Personal pronouns reflect attention to people rather than to objects or concepts.
The more personal pronouns are present, the more people are paying attention to people—themselves as well as others. First-person pronouns are interesting.

You And I

Using a lot of “I, me, mine” words can reflect a neurotic or ruminative self-focus, in natural conversation it often takes the form of hedging (e.g., “I think this might work”). But it also can reflect dominance.
According to researchers, the ideal rank order of personal-pronoun use in negotiation is first: “you,” second: “we,” third: “I,” and fourth: “they.” Your total number of pronouns is a reflection of your social engagement. Also, circle all the verbs (action words) in your email (“work,” “talk,” “meet,” “align,” etc.). These reflect task engagement.

I, Me, Myself

Examine at least three exchanges between you and another person, using these three indexes. Are you engaged? Is the other person engaged? On what dimensions: emotional, social, task?
<ul>
<li>First, do not begin messages with anything negative. Why? This creates a general gloomy tone and negativity in the other person such that everything that follows will be interpreted as negative. So begin with the positive.</li>
<li>Second, aim for at least a two-to-one ratio in your positive–negative messaging.</li>
</ul>

The Task

People behave differently when they are not face-to-face. They are more negative and, often, more presumptuous, conveying the impression that they are entitled and not easy to work with. This is a problem because excessive pride or hubris harms our ability to locate the sweet spot in any kind of negotiation. If we are unwittingly conveying negative impressions in non-face-to-face interactions, we need a wake-up call!
Excessive pride may blind us to finding sweet spots. People quickly develop impressions of our personalities on the basis of very limited information.

Putting Pride Aside

A few practical tips and tricks to help you go get what you deserve.

teamwork

Teamwork

communication

Communication

moneyandinvestments

Money & Investments

personaldevelopment

Personal Development

Ask for a Raise

This excerpt from Negotiating the Sweet Spot: The Art of Leaving Nothing on the Table offers three tips for writing emails that engage and persuade.

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Reading & Writing

How to Negotiate via Email

A good agreement is wise and efficient and improves the relationship of both parties. The agreement should satisfy the parties' interests and should be fair and lasting.

Reaching good agreements

Positional bargaining. Negotiations often take the form of positional bargaining, where each party opens with their position on the issue. Then parties bargain from their opening positions to agree on one of the positions.  It is inefficient and often neglects the parties’ interests. It tends to harm the parties' relationship. Principled negotiation provides a better way to reach good agreements. The process of principled negotiation consists of four principles:<ol><li>Separate the people from the problem</li><li>Focus on interests, not positions</li><li>Generate options</li><li>Use objective criteria</li></ol>

Negotiation can take two forms

People tend to become attached to the position they take on an issue. They will see any response to those issues as a personal attack. Separating people from the issue allows parties to address the issue without harming their relationship. 
There are three basic types of people problems:
<ul>
<li>Perception. Most conflicts arise because of different interpretations of the facts. Both parties need to understand the other's viewpoint.</li>
<li>Emotion. Parties should tolerate emotions and not react to them.</li>
<li>Communication. Parties should listen attentively and summarise to confirm their understanding.</li>
</ul>

Separate the people from the problem

You decide upon a position, but your interests caused you to decide.Defining a problem based on your position will mean one party will "lose". But when a problem is defined on the parties underlying interests, it is often possible to find a solution that satisfies both parties. <ul><li>Identify both parties' interests regarding the issue. Ask why they hold the position and why they don't hold another position. </li><li>Then discuss and explain interests clearly while remaining open to other proposals and positions.</li></ul>

Focus on interests, not positions

There are four obstacles to creating options:
<ol>
<li>Parties may decide prematurely on an option and fail to consider alternatives.</li>
<li>Parties may want to narrow their options to find one answer.</li>
<li>The parties may assume one side should win and the other lose.</li>
<li>A party may decide the other side should find a solution.</li>
</ol>
Techniques to overcome these obstacles.
<ul>
<li>Separate the invention process from the evaluation stage.</li>
<li>Brainstorm wild and creative proposals.</li>
<li>After a variety of proposals, the groups can turn to evaluation.</li>
<li>The parties can refine and improve the proposals.</li>
</ul>

Generate creative options

When interests are directly opposed, the parties should use objective criteria to find a solution.Develop objective criteria that are legitimate and practical. Objectivity can be tested by asking both sides if they would agree to be bound by those standards. How to negotiate with objective criteria:<ul><li>Each issue should be framed as a search for objective criteria.</li><li>Ask for the reasoning behind a position.</li><li>Agree on principles first.</li><li>Reason and be willing to reconsider when there is reason to.</li><li>Don't give in to pressure or threats.</li></ul>

Use objective criteria

The weaker party can be protected against a poor agreement by developing a BATNA - the Best Alternative to a Negotiated Agreement.
The reason you negotiate is to produce something better than what you can obtain without negotiating. Without a BATNA, you will negotiate blindly. The party with the best BATNA is the more powerful party in the negotiation. 
Develop your BATNA:
<ul>
<li>Create a list of actions you will take if no agreement is reached.</li>
<li>Improve some of the most promising ideas and change them into practical alternatives.</li>
<li>Select the one alternative that seems best.</li>
</ul>

When the other party is more powerful

The other party may refuse to budge from their position, make personal attacks, and seek only to maximize their own gains. How to deal with opponents stuck in positional bargaining:<ul><li>One side can continue using the principled approach. This is often contagious.</li><li>The principled party should use "negotiation jujitsu" by refusing to respond to positional bargaining. When they assert their position, ask for reasons behind that position. If they attack your ideas, take it as constructive criticism. </li><li>When the other party remains stuck in positional bargaining, a third party should be brought in.</li></ul>

When the other party won’t use principled negotiation

Sometimes parties will use tricks to gain an advantage.
<ul>
<li>Parties may engage in deliberate deception about facts, their authority, or their intentions. Protect against this by seeking verification.</li>
<li>Psychological warfare. If the tricky party use a stressful environment, the principles should identify the problematic element and suggest a fair change. Personal attacks should be identified. Ignore threats or apply principled negotiations on the use of threats.</li>
<li>Positional pressure tactics where negotiations are structured so that only one side can make concessions. Treat it as proposals.</li>
</ul>

When the other party uses dirty tricks

A seminal book on negotiating strategy and tactics. It has step-by-step instructions for reaching agreements that benefit both parties.

The key text on problem-solving negotiation-updated and revised Getting to Yes has helped millions of people learn a better way to negotiate. One of the primary business texts of the modern era, it is based on the work of the Harvard Negotiation Project, a group that deals with all levels of negotiation and conflict resolution. Getting to Yes offers a proven, step-by-step strategy for coming to mutually acceptable agreements in every sort of conflict. Thoroughly updated and revised, it offers readers a straight- forward, universally applicable method for negotiating personal and professional disputes without getting angry-or getting taken.

Understand yourself and those around you.

psychology

Psychology

problemsolving

Problem Solving

The key text on problem-solving negotiation-updated and revised Getting to Yes has helped millions of people learn a better way to negotiate. One of the primary business texts of the modern era, it is based on the work of the Harvard Negotiation Project, a group that deals with all levels of negotiation and conflict resolution. Getting to Yes offers a proven, step-by-step strategy for coming to mutually acceptable agreements in every sort of conflict. Thoroughly updated and revised, it offers readers a straight- forward, universally applicable method for negotiating personal and professional disputes without getting angry-or getting taken.

Roger Fisher

William L. Ury

Bruce Patton

Getting to Yes

In face-to-face communications, there are three ways to complete the communication circle:<ol><li>Inquiry: You ask a question.</li><li>Responding with an answer.</li><li>Acknowledgement by saying 'thank you' or by nodding your head.</li></ol>We do something similar with texting. Someone sends a text, the other person responds and then the first sender responds with a reaction button or by sending an emoji.But emails can go back-and-forth for fear of seeming rude or unresponsive.

Different forms of completing a communication circle

There is no need to keep an email thread going on and on. It's about completing the communication circle.<ul><li>When someone answers your question, you can respond by thanking them. But nothing further is required.</li><li>You can stop responding if the person doesn't need to be thanked.</li></ul>

Know when the communication circle is closed

The need for further responses depends on the situation and your audience.<ul><li>When someone emails about moving the time of a meeting, they need confirmation that you received and read the email. </li><li>Cultural differences might inform when you stop responding.</li><li>Power differences. The CEO may end the email circle quickly, while the clerk may take longer.</li></ul>

Consider the specifics of the exchange

If you're included in an email thread with many other recipients, you don't need to reply to everyone. You can only respond to the sender unless the group needs to know your response. It is reasonable to have a sidebar conversation with only those who need to be included.

Using the reply-all button

When Can You Stop Responding To An Email Exchange?

Find 100+ Facts about Marketing & Sales - Curated from inspiring sources like Books, Podcasts & Articles - Genuine Insights from like-minded Users like You!

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Steal Like an Artist

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Read like a Pro.

Tribes

Ultimate Guide to Email Send Best Practices - SharpSpring

Ultimate Guide to Email Marketing Frequency - SharpSpring

Don’t tell me you miss me: 3 better approaches to user retention

How to Negotiate via Email

Getting to Yes

When Can You Stop Responding To An Email Exchange?

Need a Favor? Research Suggests It’s Best to Ask In Person.

This Is Marketing

Steal Like an Artist

It's time to Read like a Pro.

It's time to
Read like a Pro.