Top Click Referrals, a modern referral-based platform that is providing people countrywide with a sustainable path to earning reputable income simply from online referrals, this week officially launched its comprehensive platform and accompanying blueprint for every person intent on earning money from simple referral clicks.
Born from a passion for capitalizing on the income potential with the rise of the Internet and online shopping today, Top Click Referrals provides people with a way to monetize referral marketing right from the comfort of home.
“Many people don’t realize they can establish a lucrative income from simply having a referral network setup online. Once that is all set, they can earn cash in their sleep — literally. It’s a smart way to capitalize on marketing funnels that businesses around the country utilize today.”
“Many people don’t realize they can establish a lucrative income from simply having a referral network setup online,” said Lisa Martin, Entrepreneur of Top Click Referrals. “Once that is all set, they can earn cash in their sleep — literally. It’s a smart way to capitalize on marketing funnels that businesses around the country utilize today.”
With Top Click Referrals, anyone who signs up will receive a completely working website designed just for them and their business goals. Additionally, they will be provided with an easy, step-by-step blueprint that explains affiliate marketing and how to be successful with it. Lastly, to ensure all clients are maximizing their profit potential, Top Click Referrals provides professional training, live telephone support, and marketing tools throughout the entire process.
“We’re here to provide the support, education, and information anyone could need to earn an executive level income right from the comfort of their home,” said Martin. “It’s an easy way to gain control of personal finances again today. Spread the word on the official opening of our new platform, and head on over today to inquire about our referral blueprint and support services.”
There’s a continuing digital disconnect in corporate marketing departments—and a widening digital divide as well. Many companies have refocused their marketing functions on a digital or an omnichannel approach. But too many appear to be spending more on digital without building up the capabilities that produce bang for the digital buck. Advertisers ascribe high importance to such capabilities as digital- content development and to fast-rising digital channels such as mobile advertising.
The current situation presents both sides of the digital-marketing partnership with questions about how they should work together going forward. Advertisers, in particular, need to build up their digital capabilities in order to improve their own performance and guide their agencies’ work effectively.
Spending on digital channels continues to rise. Global spending on digital advertising is $250 billion. Digital channels now represent a third of all advertising spending worldwide; this year, they will overtake TV, driven by the strong growth of social media and video. Advertisers are buying more digital services from agencies: digital’s share of agency revenue passed 60%. And agencies are responding to the demand. US agency employment reached its highest point since the dot-com bubble of the late 1990s—almost 300,000 people.
Digital and mobile channels and advanced marketing techniques, such as digital targeting and data analytics, are reshaping consumers’ purchase pathway for companies in all industries, from travel and hospitality to consumer products and retail to financial services. Different channels increasingly require different content, and the more advanced marketers are using technology to actively shape consumers’ cross-channel experience of their brands and products.
The risk for many advertisers is that they keep falling further behind, since digital technologies and the complexity of their application are advancing at dizzying speed. While many companies are struggling to develop digital content and employ social media, digital marketing is already moving toward new capabilities. The most significant may be personalization, marketing to individual consumers at scale.
It’s particularly surprising that advertisers and agencies continue to give themselves low scores on testing, since testing, learning, and adjusting the campaign approach or design are among the most powerful capabilities enabled by digital technologies. The ability to see what is working and what is not, and to experiment almost in real time with adjustments and improvements, is essential to using digital channels effectively. This is especially true in fast-growing channels that are also evolving at a rapid pace, such as mobile web and apps, in which both advertisers and agencies—perhaps not surprisingly—also score poorly.
While a good number of agencies and some advertisers report that they understand the role of video in the consumer journey, they are still mostly putting existing TV assets online and not investing in the digital capabilities that make online video a more effective medium than TV. Too few companies, for example, create more than one video per campaign, tailor their video creatively to fit consumers’ use of different devices and digital platforms, or make use of such tools as hotspots and sequential retargeting to keep consumers engaged with their brands. In other words, marketers are still using new and advanced tools in old-fashioned ways.
Advertisers and agencies that are behind the curve may not be aware of how much they lag or why. But whatever the reasons for a company’s failure to make progress, lack of talent, in particular, hurts its ability to plan, execute, measure, and improve digital campaigns. As a result, many companies either mount subpar campaigns or rely on the support of their agencies to plan the work, do the work, and measure the results. So far, it appears that many are following the second course—outsourcing campaign development and execution, just as they have long outsourced creative development and media buying.
Those that outsource pay a big price—in more than just agency fees and commissions. Digital campaigns are different from their offline equivalents. They are continually modified and adjusted in real time based on real-time results. Marketers that are not actively involved in the test-learn-adapt process lose touch with both their campaigns and their digital consumers. They don’t know whether their strategies are being faithfully executed or how their budgets are being spent. They are hard-pressed to explain how or why success—or failure—occurred. And perhaps most critically, they don’t learn how to access and use the plethora of digital data that campaigns generate—the data that makes more advanced techniques, such as personalized outreach, possible.
Advertisers face another skills-related challenge. Unless they improve their performance and their learning and development, the digital divide is set to widen. These companies will find it increasingly difficult to attract technical talent as they compete for skills not only with agencies but, more significantly, with digital natives, tech startups, and other organizations. Since talent attracts talent, it will become harder and harder for advertisers that lack technical skills to fill the void.
All of this spells opportunity for agencies, with the caveat that they need to raise their own game as well. That agencies gave their capabilities a higher rating than advertisers do makes sense. Agencies do have an opportunity to increase billings by compensating for their clients’ weaknesses, but to add the most value, they need to improve their own skills in several key areas, starting with mobile and video. These channels are critical now, and their importance will only increase in importance. Testing is another area of weakness. The ability to test and adjust creative content and campaign formats and methods is one of the biggest advantages that digital technologies provide marketers. Yet both advertisers and agencies give themselves poor grades in how they test content, creative materials, targeting options, and offline content (such as TV commercials on YouTube).
The bigger opportunity for agencies lies in building long-term partnerships with their clients. These partnerships should be based on the development of joint skills enabling the design and execution of digital campaigns that can further continuing consumer relationships and engagement both online and offline. Such campaigns are the ultimate promise of digital marketing, but so far they are more the exception than the rule.
Agencies believe they are good at developing digital-content strategies that tailor content to key moments in the consumer journey and at translating marketing objectives into a set of actionable metrics.
Agencies have the lead in digital-marketing skills and capabilities. Smart agency heads will resist the temptation to use this advantage to maximize near-term agency revenues by taking over more and more of their clients’ campaign work. Instead, they will field multiskilled teams that work with clients to design and execute orchestrated campaigns that achieve measurable results, and in this way, build long-term digital-marketing partnerships that work.