Archives - February, 2012

29 Feb 12

LOS ANGELES, Feb. 29, 2012 /PRNewswire/ — Internet marketing is a growth industry; unfortunately, it is an industry dominated by too many companies that offer only cookie-cutter, one-size-fits-all approaches for their clients. There is a serious dearth of creativity and originality within this industry, but one Internet marketing company is taking great strides to change all that. At Cyberset, a full-service Internet marketing company in Los Angeles, President and CEO Shahab Saba has assembled a diverse team of talented professionals under one roof, creating a one-stop shopping destination for all the Internet marketing services that a business could possibly need. Their track record speaks for itself. With a long list of satisfied clients who have seen their businesses climb to the top rankings on major search engines like Google, Yahoo!, and Bing, this imaginative Internet marketing company has managed to consistently deliver results that exceed even the loftiest expectations.

Cyberset has enjoyed a meteoric rise above its competition primarily because of its visionary leadership. When Mr. Saba first opened the doors to Cyberset a decade ago, he was committed to offering clients a custom tailored approach to boosting their online profiles. Refusing to ever cut corners, he and his team carefully analyze every client’s needs and aspirations before comprising an Internet marketing strategy perfectly suited to the task. From search engine optimization (SEO) to local Internet marketing, mobile marking, e-mail marketing, pay per click advertising, and so much more, Cyberset’s bag of tricks encompasses a wide range of essential Internet marketing services. The diversity of their Internet marketing services is impressive in and of itself, but the deliberative way that they bring those services to bear on behalf of their clients is what truly sets them apart from the competition.

Another quality that distinguishes Cyberset from the rest of the industry is their willingness and capacity to continually adapt. As Mr. Saba eloquently puts it, “Technology changes, the online landscape changes, our clients’ business priorities change. And all the while, Cyberset maintains its position at the leading edge of Internet marketing services because we never stand still, and we never stop looking for ways to improve.” That dynamism is rare in the world of Internet marketing, but here’s hoping more companies start to follow Cyberset’s example.

If you would like to learn more about the various Internet marketing services available at Cyberset, contact them at 818-883-7277 or visit online at

SOURCE Cyberset Corp.

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29 Feb 12

You don’t have to look very far to notice that there are a lot of car companies trying to get in the social game — you can see plenty examples in this year’s Super Bowl ads.

It wasn’t always this way for Ford. In 2009, they recruited Scott Monty to be their head of social media. Since then, he’s come up with innovative strategies to blend social into all of Ford’s marketing campaigns.

“Social media is not a standalone,” Monty said. “It’s not a rubber stamp you put on after having done everything else. It’s absolutely important to be integrated into the thinking early on as you’re putting your strategies, programs and tactics together.”

In this episode of Behind the Brand, Monty speaks to Brian Elliot about the company’s biggest success stories in bringing all their marketing elements together. When Ford began planning how to unveil the 2011 Ford Explorer, they decided they wanted to centralize the announcement around the brand’s Facebook Page.

“Not only did we want to reinvent the vehicle, we wanted to reinvent the way we told the story,” Monty said.

Watch the whole interview with Scott Monty above to learn about the innovations behind Ford’s social media strategy, and how he’s helped raise the brand’s engagement level, then tell us what you think in the comments.

Behind the Brand is hosted by Bryan Elliott. Stay tuned to Mashable every Wednesday for new episodes.

More Recent Episodes of Behind the Brand:

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29 Feb 12

Need help devising a truly kick-ass digital marketing strategy? Looking for an expert to help give you an extra edge? Maybe you should just ask the nearest trial lawyer. Because the Institute for Legal Reform would like you to know that, man, do trial lawyers ever know their shit when it comes to digital marketing.

The Institute would also, by the way, like you to know that it thinks digital-savvy trial lawyers are pretty much out of control — but I’m jumping ahead of myself here.

Just in time for our Digital Issue, the ILR gave Ad Age an advance look at its latest report titled “The Plaintiffs’ Bar Goes Digital: An Analysis of the Digital Marketing Efforts of Plaintiffs’ Attorneys Litigation Firms,” which functions as both a sober analysis and a none-too-subtle political tract.

The ILR, you see, was launched by the powerful, conservative-leaning U.S. Chamber of Commerce in 1998 specifically to “neutralize plaintiff trial lawyers’ excessive influence over the legal and political systems.” The trial lawyers’ defense, of course, is that when they win headline-making multimillion-dollar lawsuits against corporate wrong-doers, particularly in cases related to product safety, they’re championing the little guy and protecting consumers everywhere. The ILR’s counterargument: Such suits are often frivolous, unduly burden businesses and mostly just line the pockets of lawyers, thanks to the breathtaking legal fees typically involved.

But if you can set aside the subtext of political warfare, “The Plaintiffs’ Bar Goes Digital” is an eye-opener no matter where you stand on tort reform. Prepared for the ILR by Arlington, Va.-based social-media agency New Media Strategies, the study asserts that trial law firms are “devoting millions of dollars to the creation and maintenance of websites, Facebook pages, Twitter handles, blogs and YouTube channels. A conservative estimate finds that in a given 12-month period, these firms will spend more than $50 million on Google-keyword advertising alone.”

More than 800 trial-attorney firms, according to NMS, actively spend on Google keyword advertising, with at least 25 such firms spending more than $100,000 annually with Google. And terms that are hot-button issues in the personal-injury legal realm — such as “mesothelioma” (a rare asbestos-related cancer) — are minting money for Google at up to $80 a click.

If you’ve ever been anywhere near daytime or late-night TV, you already know that personal-injury lawyers are big TV-marketing spenders. So it’s no surprise, then, that personal-injury law firms are big digital spenders too.

Word cloud representing recent volume of online discussion of key terms that are hot in personal-injury law.


But the ILR has a larger point to make: It maintains that the interconnected websites and social-media campaigns sponsored by the plaintiffs’ bar can be rather … questionable. It deconstructs the methods some firms use in the “the online trawl for clients,” including the creation of sites that are little more than web-surfer flytraps designed to capture the personal contact information of potential clients.

“Plaintiffs’ firms,” the report asserts, “are creative in their approach to attracting (and keeping) clients. One approach has been to move into niche practices that may not have even existed a few decades ago and then optimize a web presence to target those seeking resources, support and additional information.”

Some people who go online are “counsel-seekers” — they’ve got a legal issue and they just want to find the right lawyer — but plenty of others are just “information-seekers.” And so the digital strategy of the trial lawyers cited in the study is increasingly about converting information-seekers into hopping mad, ready-to-sue prospects.

“Firms will often create separate online presences to capture both counsel-seekers and information-seekers,” the ILR points out, and thanks to savvy SEO, seemingly independent sites for information-seekers can turn up at the top of Google search results. “These websites are positioned as patient support groups, medical resources, official government sites and even advocacy organizations. They often have official-sounding domain extensions such as .org and .us. While usually (though not always) disclosed in fine print that the sites are part of a marketing communication by a law firm, the content and visual aspect of the sites appear to be purely informational.”

The ILR calls shenanigans on a whole range of such information-seeker sites related to not only mesothelioma and other specific ailments like silicosis (a respiratory disease), but the Whistleblower Protection Act, the 9/11 Health Care Bill and even the niche legal practice of going after cruise-ship operators for sexual assaults that occur on their vessels.

The report asserts that “the failure to clearly disclose management of sponsored social media profiles and websites deserves a closer look as they may be in violation of not only standards set by the Word of Mouth Marketing Association (WOMMA), but also the standards of the Federal Trade Commission (FTC).”

“The Plaintiffs’ Bar Goes Digital,” in order words, is both a deep dive into the incredibly effective digital strategies of some high-powered marketers, and a cautionary tale.

It’s also a curious call to action for the ILR, in that its parent organization, the U.S. Chamber of Commerce, usually disdains big government. (It’s sponsored attack ads against ObamaCare.) But when it comes to plaintiffs’ law and sketchy digital-marketing practices, the ILR suggests that the long arm of the law should be … even longer.

Caveat emptor to consumers using the internet to seek out legal advice. And to digital marketers of all stripes: Watch your back.

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29 Feb 12

Amanda Maksymiw

An Assessment for Influencer Marketing

While the majority of my time is spent experimenting with different social media and influencer marketing strategies for OpenView, I am always looking for ways to help our marketers within our portfolio companies and other startups execute their jobs smarter and more efficiently.  In my blog for this week, I’d like to get some discussion going about assessing the progress of your influencer marketing program. (Note:  OpenView Labs released a free eBook to help you get started with influencer marketing.  Visit the Labs site to get your copy).

Here are my thoughts on how to assess your influencer program:


What are your goals for influencer marketing?

Image provided by: rawich /

What criteria will you use to measure your success?

  • Increases in brand awareness
  • Frequency of mentions
  • Inbound links
  • SEO ranking
  • Web traffic
  • Feedback from customers
  • Sales lead quantity/quality
  • Direct sales
  • Other

Review of Existing Activities:

Has your company engaged in any influencer marketing or PR strategies before?

Were the activities managed internally or externally?

Identification/Prioritization of Influencers:

Has your company conducted primary research by speaking to customers and/or prospects to identify influencers?

Has your company conducted secondary research by either searching online or using an influencer identification tool?

Have you identified your influencer personas?

What criteria will you use to prioritize your influencer database?

  • Number of followers
  • Relevancy score
  • Online scores (like Klout)
  • Blog traffic
  • Other


What type of resource are you prepared to dedicate to your influencer program?

  • Full time employee
  • Part time employee

What type of budget will you set for your program?

Will you use a system to track your progress against the program?


What content marketing tactics does your company employ:

  • Article marketing
  • Blogs
  • Case studies
  • Data-driven content (reports, assessments, etc)
  • eBooks
  • Newsletters
  • Microsites
  • Social media
  • Videos
  • Podcasts
  • Print
  • Mobile content
  • Events (online and/or offline)

How does your company share its content?

  • Facebook
  • LinkedIn
  • YouTube
  • Twitter
  • Google +
  • Other

Over time I’d like to get this in a nicer format that marketers can actually use to gauge their progress, but before I get there I need help from you. So please tell me what you think!  What am I missing?  What needs to be elaborated?  Sound off below!

Read more posts on OpenView Venture Partners »

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28 Feb 12

If you are a deliverability specialist or work for an ISP, I suggest that you stop reading right now because what follows is going to make your head hurt, your blood boil, and will probably result in a new facial tic. If you do decide to read on, don’t hold me responsible, as I warned you. For those still with me, let’s get on with reinventing email marketing — again!

One of the great stories in the Bible is that of Saul’s conversion following his encounter with Jesus on the road to Damascus. Much like Saul’s (or Paul, as he later became) journey from zealot for one cause to a proponent for the exact opposite one, I recently had a similar conversion experience (albeit not remotely of the same importance).

To what do I refer? The suppression of “inactives” in your email marketing database. We all know the arguments in support of doing so:

  • Your deliverability numbers will improve
  • Open, click, and click-to-open rates will improve (well of course they will if you stop sending to people who don’t open your email!)
  • Your opt-outs will decline
  • Your reputation will improve with ISPs

For years, I have encouraged clients to develop reactivation campaigns to re-engage inactives. For those email addresses that didn’t respond to attempts to reactivate, I advised clients to suppress them or even to purge them from their database. I preached the benefits listed above with a firm conviction that it was in the best interest of my clients.

Then one day, on the road to Stamford (hey, I live in Connecticut not Syria), it hit me. While suppression of inactives in your email campaigns will achieve the four goals listed above, it will also have a serious consequence for you: Your email campaigns will produce less ROI for your company!

Faithful readers of this column may remember that I’ve skirted around the edges of this idea in several columns while discussing the importance of subject lines and a marketer’s ability to attribute offline revenue to email campaigns. On the road to Stamford, my thinking went even further. The reason your ROI will go down is because each email that lands in an inbox is an opportunity for a brand impression.

“Impression” is a new phrase for email marketers. In the wonderful world of advertising, the term is used as a synonym for view, as in an “ad view.” Online publishers offer and advertisers buy advertising measured in terms of ad views or impressions. This is where cost per thousands (CPM) comes into play. When a brand advertiser buys many types of media, it is done on a CPM basis, meaning the brand is paying for the number of people who will have the opportunity to be exposed to its marketing message. The fact is, some marketers just paid a huge CPM for the generally disappointing ads presented during this year’s Super Bowl.

One of the reasons you see so many ads by particular marketers is so that their brand achieves “top-of-mind awareness” with you, the consumer. This is a goal for both companies selling things we buy often (e.g., toothpaste) and things we only buy rarely (e.g., insurance). Email marketers are also used to CPMs as a basis of cost, though in this case it is the number of emails pushed to consumers, as opposed to the number of consumer eyeballs that may be on the web page or watching that TV show.

OK, clever reader. By now you may be thinking, “But hey, paid search is charged on a cost-per-click! Why isn’t email?” Well for one thing, it costs money to broadcast that email (think hardware and software). In addition, we all, on some level, realize that not every email delivered may be noted by that recipient — and a noted email that remains unopened is still an impression. And impressions are good things, driving the world of brand advertising. Thus, I’ve converted to a new perspective: If we believe that an ad impression in other channels is a proper and legitimate marketing objective, why should we think any differently about email?

If you suppress the inactives in your list, you are missing an opportunity to deliver an ad impression. That — as I’ve written about in previous columns — may lead to a conversion in another channel or at a later date or both. You’ll miss the person who routinely gets an FTD email and never opens. But he goes to FTD’s site whenever he needs to send flowers because the unopened emails have kept FTD top-of-mind. And you’ll miss that person who routinely gets an InterContinental Hotels email and never opens. But when she is booking her summer trip, stays at an InterContinental. Because InterContinental is top-of-mind!

Thought about another way, suppressing inactives is no different in result than an opt-out. Other than the fact that it is you — the marketer — who is opting the customer out. So sure, you’ll probably reap some of the benefits discussed earlier, but it is going to cost you money — both in the near term and in the long term.

I should note that my conversion didn’t change my opinion regarding the value of reactivation campaigns, which I still think are very important. Many of your inactives are truly inactive, not even noticing your emails landing in their inbox. Since you don’t know who is who, you’ve got to focus reactivation efforts at your entire inactive base.

So how has my conversion reinvented how I approach email marketing for my clients? You’ll have to wait until next month to read that! In the meantime, let the flaming begin, because I suspect the vast majority of you will not be in agreement with me.

Christopher Marriott is VP of agency services at StrongMail.

On Twitter? Follow iMedia Connection at @iMediaTweet.

Email marketing blue puzzle” image via Shutterstock



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28 Feb 12

In response to online marketing’s ongoing shift from desktop to mobile
searches for products and services, YELLOW7 (OTCQB:YLLC) has launched an
entire division dedicated to high-end development for mobile marketing,
applications, and games for business-to-consumer and
business-to-business companies nationwide. The division creates mobile
marketing platforms that engage consumers to interact with a brand via
mobile coupons, ads and messaging, as well as branded applications that
encourage consumer interaction with a brand in the form of games and
promotional incentives.

“In just a few short years we’ve seen mobile app offerings grow from a
handful of basic applications on the iPhone to thousands of
user-specific and consumer-friendly apps for iPads and all types of
smartphones that put a company’s brand directly into the hand of its
target market,” states Jason Burgess, CEO of YELLOW7. In fact, at the
recent 2011 WWDC conference, Apple acknowledged that iTunes alone has
225 million accounts. All of the accounts have credit cards attached and
ready for spending, indicating consumers’ demand and spend on mobile
media is significant, and here to stay.

, a frontrunner in tracking mobile marketing trends, recently
reported that, at the current rate of growth, mobile Internet usage
should surpass Internet use on desktop computers by 2014. Further, half
of Twitter’s 165 million users and one-third of Facebook’s subscribers
access the social media platforms with their mobile phones. If social
media marketing statistics are any indication of the importance of a
brand’s presence in the mobile space, it’s also vital to note that the
highly-sought demographic of women aged 35 to 54 is the most active
group in social media.

YELLOW7’s recent projects for mobile marketing include apps for an
automotive dealer and a personal injury law firm. Depending on the
proximity of the individual searching for these services, the
geolocation capabilities of the user’s mobile device aids in displaying
these companies’ information at the time of the consumer’s web browsing.
“Besides showcasing a company’s brand and services, the interaction that
a mobile app provides also serves in gathering market intelligence from
your target audience,” says Burgess. “This is the next critical step for
a company’s marketing strategy.”


YELLOW7 is a Rapidly Evolving Internet Media Company operating multiple
technology marketplaces created based on market demand and profit
potential. YELLOW7, Inc. competes alongside companies like HomeAway AWAY,
IAC/InterActiveCorp IACI,
Groupon, Inc. GRPN,
and LinkedIn Corp. LNKD.

YELLOW7, Inc. (OTCQB:YLLC) brings over thirteen years of innovation and
creativity to the online industry, having developed memorable media and
technologies for brand leaders such as Travelocity, GameStop, TIGI and
more. The company’s multiple divisions help their clients take full
advantage of customized, effective and online technologies. YELLOW7 has
garnered national recognition by publications such as Inc. Magazine, The
New York Times, and USA Today. For more information visit our website at
For investment information and filings visit

Safe Harbor Statement under the Private Securities Litigation Reform Act
of 1995: This news release contains forward-looking information within
the meaning of Section 27A of the Securities Act of 1933, as amended,
and Section 21E of the Securities Exchange Act of 1934, as amended,
including statements that include the words “believes,” “expects,”
“anticipate” or similar expressions. Such forward-looking statements
involve known and unknown risks, uncertainties and other factors that
may cause the actual results, performance or achievements of the company
to differ materially from those expressed or implied by such
forward-looking statements. In addition, description of anyone’s past
success, either financial or strategic, is no guarantee of future
success. This news release speaks as of the date first set forth above
and the company assumes no responsibility to update the information
included herein for events occurring after the date hereof.


Jason Burgess, 972-731-6720

Copyright (2012) Business Wire.
All Rights Reserved.

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28 Feb 12

Clarke Corp.
, a leading provider of marketing services to financial
institutions, is pleased to announce that Senior Marketing Strategist
Stephen Nikitas will speak at the 19th Annual Credit Union
National Association (CUNA) Marketing and Business Development Council
Conference on March 9, 2012.

“There are several easy, cost-effective actions that financial
institutions can take to strengthen their balance sheet and grow their
loan portfolios as they navigate recent changes in the economy and
regulatory environment”

Nikitas will deliver a Thought Leader session on the topic of member
engagement and retention, discussing 10 actions credit unions can take
immediately to strengthen relationships with members.

“There are several easy, cost-effective actions that financial
institutions can take to strengthen their balance sheet and grow their
loan portfolios as they navigate recent changes in the economy and
regulatory environment,” Nikitas said.

The marketing and strategy expert has more than 30 years of experience
in strategic planning, marketing, public relations and executive
speechwriting. He has been a senior executive at financial institutions
in New York, California and Massachusetts, developing and implementing
sales and marketing programs that have resulted in significant growth in
loans, deposits and accounts.

For Harland Clarke, Nikitas provides consultative services to banks and
credit unions, helping them craft marketing and retail strategies and
campaigns to take advantage of existing market and financial conditions
in order to grow targeted portfolios.

“We are pleased to have Steve Nikitas represent Harland Clarke at our
annual CUNA Marketing Business Development Conference. His years of
professional insight, unique perspective and expertise are sure to
inform and inspire attendees,” said Michelle Hunter, Conference Chair,
CUNA Councils. “Participants are certain to walk away with practical
strategies to help grow their credit union.”

The CUNA Marketing and Business Development Council conference, which
will be held March 7–10 in New Orleans, is for credit union marketing
and business development professionals.

to learn more about Harland Clarke Marketing Services.

About Harland Clarke Corp.

Harland Clarke Corp. (
is a leading provider of best-in-class, integrated payment solutions,
marketing services and security solutions. It serves clients in multiple
industries, including financial services, retail, healthcare, insurance,
and telecommunications, and ranging in size from major corporate brands
and trade groups to micro-businesses and individual consumers. Harland
Clarke’s comprehensive suite of integrated marketing solutions is based
on customer life cycle marketing and includes database marketing, email
marketing, advanced analytics, campaign management, strategic services,
and creative development. Harland Clarke delivers integrated marketing
campaigns focused on acquisition, onboarding, engagement, retention, and
cross-selling, utilizing extensive print, phone and email channels for
campaign execution. Within its payment solutions business, Harland
Clarke provides needed products and services to nearly 11,000 banks,
credit unions and major investment firms. Headquartered in San Antonio,
Texas, Harland Clarke employs more than 4,500 people nationwide and
operates manufacturing and contact center facilities in multiple states
and communities. Harland Clarke is a wholly owned subsidiary of Harland
Clarke Holdings Corp., which also owns Harland Financial Solutions and

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28 Feb 12

Mobile World Congress: Nokia is set to roll out “chapter two” of its turnaround strategy, which will shift focus from brand marketing to more of a focus on the individual features of its latest smartphones.

The next stage of Nokia’s new strategic direction will centre around “co-creation”, with consumers being invited to collaborate with the company’s marketing, and taking inspiration from some of its popular campaigns in emerging markets to create more buzz around the brand.

The Finnish mobile manufacturer overhauled its marketing strategy to become more youthful last October to coincide with the launch of its first Windows Phone series, Lumia, in an attempt to reclaim its position at the top of the smartphone market.

At Mobile World Congress in Barcelona yesterday (27 February) the company unveiled two new Lumia devices: The 610 to appeal to a low-end customer base and the more premium 910.

Steve Overman, Nokia’s vice president for marketing creation told Marketing Week at the event: “In October the world saw a renewed Nokia and everyone experienced the buzz and energy from an invigorated brand. Our chapter two is about introducing the rest of the Lumia family to the world and telling people more about [the handsets’] similarities and differences.”

Much of the next iteration of Nokia’s global marketing strategy will centre around inviting consumers to share content they have made or experienced via their smartphones, which could potentially feature in upcoming campaigns. To illustrate this move, all the imagery on Nokia’s Mobile World Congress stand was crowdsourced from its consumers.

Overman said: “I insist that we co-create as much as we possibly can with our marketing so it’s not just Nokia the company talking at people, it’s Nokia engaging with consumers to share how their devices are enabling them to have amazing experiences.”

Nokia is also “reversing the innovation flow” when it comes to marketing and will be rolling out successful campaigns that originally emerged from its developing markets to Western territories, rather than the more traditional opposite approach.

This means campaigns such as “Qwerty”, which launched in Mexico and Indonesia to promote the launch of its Asha range, could be rolled out in the UK. The campaign saw consumers suggest challenges for brand ambassador “Qwerty Man” to carry out, the best of which were videoed and published on social media and in short TV spots.

Overman says the campaign led to Nokia’s NPS (Net Promoter Score) increasing to its highest ever level in the regions.

Nokia will also be looking to replicate the success of its sponsored DeadMau5 light projection show at London’s Millbank Tower in November, Overman adds, as it looks to create moments people will want to share. The video of the event has been watched more than 3 million times on YouTube.

In its last quarter Nokia’s revenues dropped 21% to €10bn, despite selling “well over” 1 million Lumia devices in the period. However, the company has yet to launch theLumia series in the key North American market, which it will be re-entering later this year.

For all or Mobile World Congress 2012 coverage, click here

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    27 Feb 12

    CAMBRIDGE, Mass., Feb. 27, 2012 /PRNewswire/ — HubSpot, Inc. published its annual 2012 State of Inbound Marketing report.  Data is based on a January 2012 survey of 972 professionals familiar with their business’ marketing strategy.  Professionals include marketers, business owners, entrepreneurs, and executives at companies of various sizes.  The report has been released annually since 2009.


    Some key findings of the 2012 report include:

    • Inbound leads cost 61% less per lead than outbound leads. TweetThis!
    • 57% of companies with a blog have acquired a customer from their blog. TweetThis!
    • 92% of companies who blog multiple times per day have acquired a customer from their blog. TweetThis!
    • 70% of marketers indicate that they blog at least weekly. TweetThis!
    • 65% of B2B companies report that they have acquired a customer through LinkedIn. TweetThis!
    • 81% of businesses reported their company blog is useful to critical for their business. TweetThis!

    “With this report in it’s fourth consecutive year, and the marketing industry in the middle of huge transformation, we see some really interesting growth from 2009 to 2012,” said Mike Volpe, CMO of the all-in-one marketing software provider. “The average company spent 9% of its marketing budget on blogs and social media in 2009. That’s jumped to 21% this year,” he continued.

    Mike and Inbound Marketer Melissa Miller will hold a webinar on Thursday, March 1 to discuss the findings in the report.  To sign up for the webinar and download the report, visit

    About HubSpot
    HubSpot, Inc. offers an all-in-one marketing software platform that has helped more than 6,000 companies in 43 countries increase the number of visitors to their websites and convert more of those visitors to leads and customers. Applications in the software platform include website management, blogging, search engine optimization, lead management, marketing analytics, email marketing, landing pages, and social media monitoring. HubSpot is also the developer of the popular marketing analysis tool,, which grades the marketing efforts of over 250,000 companies a month. HubSpot, Inc. was founded in 2006 and is based in Cambridge, Massachusetts. Find them at  

    SOURCE HubSpot, Inc.


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    27 Feb 12

    By Ashley Lau

    Feb 27 (Reuters) – LPL Financial LLC, the largest U.S.
    independent broker-dealer by total revenue, has hired a former
    Merrill Lynch director to lead its brand and marketing strategy,
    the firm said on Monday.

    Joan Khoury, a more than 25-year industry veteran, joined
    LPL on Monday as a managing director and the firm’s new chief
    marketing officer, based in San Diego. She reports to LPL’s
    chief financial officer, Robert Moore.

    “One of the aspects that really drew me to LPL is the fact
    that there is a flexible business model, where advisers can
    select the business model that fits their practice,” Khoury said
    in an interview, referring to the option of joining the firm as
    a direct adviser or running an independent practice.

    Khoury, a fully licensed adviser herself, has managed
    marketing for a variety of wealth management and banking

    She was most recently a senior vice president of strategic
    marketing at Merrill Lynch, the brokerage unit owned by Bank of
    America Corp . At Merrill, Khoury oversaw a 90-person
    team in support of the firm’s wealth management business. She
    will oversee a similarly sized team at LPL.

    She was also previously global head of marketing for
    Wachovia’s Evergreen Investments and for Bank of New York Mellon
    Corp .

    LPL Financial, a wholly owned subsidiary of LPL Investment
    Holdings Inc , has about 12,800 financial advisers in
    its network. The firm has its primary offices in Boston;
    Charlotte, North Carolina; and San Diego.

    LPL has added at least eight new advisers since the start of
    the new year, based on moves tracked by Reuters. Those advisers
    managed about $200 million in client assets at their previous

    “LPL seems to be growing pretty well,” said New York-based
    financial services recruiter Rich Schwarzkopf, who said he has
    seen a lot of interest in the firm’s independent division. “They
    continue to gobble up the smaller independent broker-dealers
    too,” he said.

    In a separate move, LPL also said on Friday it hired former
    Morgan Stanley Smith Barney manager Mimi Bock to become
    executive vice president of the firm’s Independent Advisor
    Services, overseeing 4,500 financial adviser branch offices
    across the United States. Morgan Stanley Smith Barney is owned
    by Morgan Stanley and Citigroup Inc .

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