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Marketing automation has become a vital tool for businesses of every size. It can help you gain and sustain a competitive advantage. Speed up sales results. Plus, enable you to engage more contacts with personalized messages sent at the right time. So you can build good relationships.Yet not each marketing automation system is the same. In fact, very few have all the essential tools in one package of services. If so, that can cause you to integrate system parts from third parties that can cost you time and money, especially when things go wrong down the road.That is why it’s vital to first know what a full all-in-one marketing automation system is all about.Marketing automation is a server-based software that integrates different technologies.4 Automation Technologies Most Vital for Marketing CampaignsFirst, it includes a CRM that allows you to collect, store and use information about your contacts. To be able to segment your contacts by custom fields and tags, behavior – such as opening emails and clicking on links, plus purchases.Second, it includes an automated messaging system for emails, text, postcards and tasks. This allows you to send each message to contacts based on when they opted in, a date, behavior, purchase and more.Third, it has eCommerce functionality. It integrates order pages with a form and payment gateway for one-click purchases. Plus it can allow you to integrate with a shopping cart if you prefer. Most of all, it can automate processes based on successful or failed transactions, subscriptions, trial periods, payment plans, coupons and more.Fourth, it must have a campaign builder that enables you to take each contact on a personalized journey with measurable results. This allows you to create multiple campaigns for opt-in, sales, upsell, downsell and retention.A marketing automation system such as one by Ontraport can provide additional features. These include marketing tracking to help you see which ads, landing pages and emails are generating the most cost-effective results. Affiliate marketing and membership site to help you boost the number of customers and sales. Landing page and form builder to enable you to design professional looking sites in minutes. And a lead router and scoring system to help you and your sales team follow up leads and convert them into customers.Three key benefits of a marketing automation system are that you can customize it for your business. You can have multiple marketing campaigns at the same time that operate 24/7. Plus you can automate processes specific to contacts along their journey. But there are also marketing automation mistakes you can make along the way.Marketing Automation Mistake #1: Sending eMails to Contacts Who Did NOT Opt-in
Marketing automation involves permission based emails. That means you send emails to contacts who give you permission to send them information. You can get permission when each contact opt-in to your system. However, importing a list or manually adding contacts to your marketing automation system is a violation of SPAM rules. If you do this you can compromise the delivery of emails even to those whom give you permission.Marketing Automation Mistake #2: Not Maintaining a Database of Active Contacts
Even after you get a contact to opt-in, you must keep them active. That means, you must continually send them emails with relevant content to engage with at least once per week. Otherwise, they may forget you and not open the few emails you send. Over time, they can become less engaged, diminishing email delivery of your entire database. A re-engagement campaign is an effective method to get non-engaged contacts to interact with your emails again. You get these contacts to tell you if they’d like to remain on your list or opt-out. So you can maintain a consistent and clean contact database.Marketing Automation Mistake #3: Focusing on the Wrong Metrics
Marketing automation allows you to measure the results of your campaigns. This includes opt-ins, sales conversion, email open and click link rates, landing page visits, sales, ROI and more.However, focusing on the wrong metrics can cause you to misinterpret the true results. For example, you may have two campaigns where one has much higher open rates and lower click rates. Yet when you calculate click to open rates you can see an entirely different result. Before starting each campaign, it is vital to know the metric you seek to focus on to determine success.Marketing Automation Mistake #4: Not Split Testing Campaigns
All campaigns differ by the type and number of contacts, content and more. Split testing campaigns is the key to finding what works right. But the key to split testing is to test just one variable at a time. Such as a headline, price, offer, design or target audience. The campaign that wins is the new control. Then you can test other campaigns against the control.Marketing Automation Mistake #5: Not Having a Certified Consultant on Your Team
Marketing automation is both an art and a science. It requires a mix of technology know-how with direct response marketing expertise. Plus an objective mindset that is not biased toward the company or product. These are why it is best to have an independent consultant certified in the use of the marketing automation software on your team. To develop the strategy and build a custom automation system for your business. Plus, to train your team on using the system.

Senior management in every industry is well-known for setting-up our best skilled workers for failure. It is as if we are specifically trying to sabotage our own companies by reducing the workforce skill level and using poor management to try to fix it. A fancy new title and a raise does not a manger make. A top-notch management selection process and training program is the only road to ensure future success.Leaders Make Great Managers:The best worker does not make the best manager, the natural-born leader does. Though scholars continue to argue the finer details, it is widely accepted that “leaders are born and managers are made.” Leaders are followed. The directives of Managers are carried out. The Leader is the person spreading news from the grapevine, teaching trade tricks, and from whom co-workers seek advice. At breaks, the Leader can be found telling “there I was” stories with an attentive audience and organizing the weekend fishing trip or bar bash. The Manager is the person given that title by executives to be in charge of people, projects, and money.In theory, anyone can be taught to manage well. Managers can be taught efficiency, organization, project flow, and even to earn the respect of those they manage. Managers, as the theory goes, cannot be taught how to lead. Though it is possible that the best worker is also a natural leader, this is rarely the case. Instead of looking to the firm’s best workers to serve in open management roles, consider promoting and training the natural leader. Management selection processes should begin pre-hire with an eye on identifying potential leaders. These employees should then be observed in their current role for signs of leadership and future advancement.Tiered Management Structures:Think large when developing the structure of management. All large companies were once small. So, instead of waiting until the company is large and then having to revamp the entire reporting chain; develop the structure at the outset. It is better to have a structure with unfilled positions, or those not currently needed in the smaller organization, then it is to remodel the entire structure at a later date to adapt it to the growing firm.In some industries, the lowest level of management is the Shift Manager, Department Director, or Section Chief. In construction, we refer to this position as Foreman, Job Supervisor, or Superintendent. Each firm must chose these titles carefully and the reporting hierarchy with which they are associated. For the purposes of this article, let’s assume that the person who manages workers directly is called the Department Manager (DM). The Department Manager keeps the work flowing, assigns tasks, coordinates with other departments, ensures items are in-stock, and briefs the client, all while still working alongside their subordinates to facilitate the day’s activities. Department Managers report to the person who manages a number of departments, a position that is primarily office and paperwork intensive, usually called the General Manager (GM). GMs, in turn, report to a member of the Executive Staff, usually the Chief Operating Officer (COO).It is not uncommon to further break up the management levels of DM and GM into subcategories. For example, the DM category could be sub-divided into: Junior Department Manager, Department Manager, and Senior Department Manager. A Junior DM may be the term used to describe a new entry into the management ranks who works under the direction of a DM or Senior DM. A DM would be an experienced manger with a bigger workforce and larger job assignments. Finally, a Senior DM would have the most experience at assisting with employee training, x-large projects, and those jobs requiring specialized skills or in dealing with detail-oriented clients. The Senior DM would likely run the largest or most complex department. The GM ranks could be similarly divided.It is also wise to have pre-management positions that introduce potential entrants to the ranks without the accompanying official responsibilities. Thus, an Assistant Department Manager would serve as a normal crew member most of the time; but would be available to take over a portion of the project as needed by the DM. Additionally, they will fill-in as acting DM when the DM is on vacation or off work for personal reasons.Management Training is Essential:The most successful restaurant-chain in world history, McDonald’s, is the brunt of many jokes. They are, however, so successful because they are experts. Not only are they experts at “flipping burgers,” their world-renowned Hamburger University is a benchmark for educating management trainees on operation procedures, customer service, cleanliness, and business development. Similarly, Disney, United Parcel Service (UPS), Dell, and many others have been recognized as best-in-class for management and/or customer service training.Unfortunately, many other industries have the opposite distinction. They are recognized as the industry that provides no management training or has the worst customer service. Digging deeper will usually find that these industries promote their best hopefuls with a new title and a pay bump, only to throw them to wolves by telling them to go run the workplace. Throwing a fellow in the Mississippi River to teach them to swim may have been accepted in Tom Sawyer’s day, but is a procedure doomed to fail with management trainees. At the very least, each level of management should be given initial training followed by annual re-occurring training that delves deeper and broader as employees move up through the ranks.The best place to start is with the job description. What skills/tools will make the new manager improve company profitability and enhance reputation? Focus on key business areas:
Customer Service
Communicating Professionally
Reoccurring Duties
Completing Paperwork
Management & Team Building
Organization & Time Management
Technical Skill Enhancement
Role in Company’s Profitability
Official Employee Interaction
Merit Shop Responsibilities
Next, find outside vendors of one to two-day seminar-style courses and add self-study activities (books, books-on-tape, videos, webinars, etc.) that specialize in training new or advancing managers. Those activities that are specific to your company (completing a Job Report, corporate marketing soft-skills, or parts scheduling, for example) should be taught in-house by the DM team or executive staff.Skills can be taught in week or multi-week long training intensive courses where a trainee focuses only on management training until completed. Or, conversely, management trainees can complete classroom training intermixed with field-work over an extended period of time (say, six months for management training).Whatever your company’s approach, it must incorporate four overarching themes to profit and succeed in the new economy:
Develop a management structure for where you want your firm to be, not where it is.
Hire even entry-level technicians (apprentices) with potential management in mind.
Constantly analyze the workforce to identify leaders for future management positions.
Train, train, and re-train.