What is a digital asset?
A digital asset is simply any “tool” or platform that “populates” a relevant audience for us, or allows that audience to contact us through it, or engage in or engage in any interaction with our products, services, or content. This can be, of course, a website, an application, a social media profile, a discussion group we play or play a major role, a blog, an active newsletter, a watched video, a popular article or guide, an application embedded on other platforms, and more. A digital asset can serve as a sort of “branch” that allows customers to reach us and create interaction.
As such, a digital asset can be the target of an advertising campaign or alternatively serve as a conduit for directing traffic to our site or application.
The distribution of assets in the digital space is a strategic move that enables us to ‘network’ ourselves and set additional points as part of our plan to reach more relevant audiences and create more marketing results.
“Processor”: Our ability to ‘record’ and analyze everything that happens on the network.
A central part of everything covered in this book is the wealth of capabilities, tools, and possibilities that the online world provides to us to record, monitor, measure, critique and analyze every component of our marketing activity, large and small. The conclusions we reach, at any given moment, guide our actions. This can be seen as the main lifeline of the digital marketing activity. Without it, one of the great advantages of the online world almost disappeared.
The data monitoring and processing capabilities are carried out in countless systems and tools, from the browser (which collects and saves cookies, identifies the address from which they surfed us, the device type, etc.) through the popular systems provided by Facebook or Google and many other systems that we can use. The world’s best-known system that measures activity within our sites is Google Analytics, which no self-respecting marketer does not use to understand how to move on, according to their recommendations. On this system and others we will talk later and will dedicate a whole chapter to this, but at the moment we will only note that the ‘processing’ activity is the basis for countless start-ups and technological initiatives that seek to streamline marketing operations and their results, whether automatically or without human intervention, , At least deliberate. One of the terms you can hear is RTB (Real Time Bidding), which means,
The “processor” is a term that we chose to tag through these enormous capabilities to review and understand the data, and thus decide what to strengthen, what not to do again, and what to try to examine, for example, numbers show us that it may work.
What does the CPU tell us?
Since users create, consume, and share information (from knowledge or not) more than ever before, we can also know their background (demographic, behavioral, contextual and that relates to us or our product) (With reservations, since the route is not always “marked” all along) and the actions and reactions they make in relation to the messages or the tools we make available to them. So, we ‘record’ where they came from, what the path was, what they were delayed, what they felt the need to share, when they decided to purchase, whether they came back and even remembered us. Then we try to understand how all these things happened, in response to what and under what conditions (here, it is a bit more difficult to isolate the causes of any result we identify).
We mentioned the CPU before our outline model to make it clear that it stands at the center of everything. Everything we do will relate to the processor and the insults that we derive from it, will be carried out, measured, re-prepared, again executed and again measured. The “CPU” tells us if our assumptions were effective and teaches us things we did not take into account.
However, it is important to note that the “processor”, although central to any activity, is not everything. It can be viewed as a tool for measuring and understanding more deeply our activity, users’ behavior, behavior and preferences – but not as an ultimate predictor of everything we need to do. We shall expand on this further later.
Now, let’s review the six components. We grouped them into one infographic, but we will detail each one separately (click to enlarge):
In order to sharpen the importance of this component, which basically underlies any marketing action, from the establishment of our website, the design of the marketing creative, the branding, the reasons for preferring us to the competitors, and more – we first understand what a value proposition is and why it is necessary for every business venture.
First, it is important to understand that no matter how special or effective our product or service is, when we come to market it we will have to work hard, to make the effort and convince the target audience to prefer it over others. For the consumer, who seeks a response to the need – the basic functional solution we offer is also available to our competitors , whether we are a school (the solution: a bachelor’s degree in accounting), a task application (solution: time management) ).
In such a situation, we have two choices for that matter. One is to declare that our product is better, cheaper, in operation, than other materials, etc. – and hope that the consumer, who skeptically refers to every marketing proposal, with a large part of them skipping – will believe us. Even if he believed, it would happen the first time. The second time, if we did not keep the promise and did not meet his expectations, our marketing efforts would not bear the same fruit.
Our second choice is to offer a unique value proposition that our competitors do not offer, and that it is sufficiently heavy to make the customer favor us, perhaps even a product he has become accustomed to. A value proposition that has a certain advantage in one of the product’s features is not. We have to strive for an offer that will only be ours, that we can sustain it, and that it will be difficult or impossible for our competitors to make the same promise, at least in the early stages.
The value proposition is based on what we call ” cracking “: a unique DNA definition for our product or service, which takes the “generic” functional solution and submits it in another packaging, performs it differently, or solves it differently. For example, Waze introduced the solution called “navigation app” in a different way: a social navigation app that updates LIVE by people like you and not just by mapping sources.