Have you ever found yourself looking for an easy way to add a list of related posts to your WordPress pages? If so, this plugin will solve some of that headache for you.

This page is dedicated to the usage of the WordPress plugin: Add Posts to Pages

See how our Custom WordPress Design and Development Services can help you!

In any WordPress page (or post), add the following into your content editor where you want posts to appear:

    You can use the following shortcode attributes (e.g: category=”books”) to control which posts show up and other settings.

    category (string)(category-slug)
    Show posts from a certain category.  Use the slug of that category.  You can find the slug when editing a category.
    Example: business-blogging
    edit wordpress category
    Find the category slug and use that in the add_posts shortcode to show posts from a certain category
    tag (string)(tag-slug)
    Show posts from a certain tag.  Use the slug of that tag.  You can find the slug when editing a tag.
    Example: adwords-updates
    edit wordpress tag
    Find the tag slug and use that in the add_posts shortcode to show posts from a certain tag
    show (numeric)
    The number of posts to show.
    Default: 5
    h (numeric)
    The HTML heading to use for the post title.
    Default: 2 (which produces an h2)
    img (true or false)
    Whether or not to show the post thumbnail (feature image).
    Default: false (don’t show the thumbnail, only show the post title)
    size (numeric)
    The size of both height & width of the thumbnail image.  Only needs a number, do NOT put “px” at the end.
    Default: 64 (pixels)
    full (true or false)
    Whether or not to show the entire post.
    Default: false (only shows title, not entire post)
    If you want the ENTIRE post to show, please do NOT also set the readmore parameter (below)
    readmore (string)
    The text you want linked as your “read more” text.
    Default: false (does not show the “read more” link and instead shows entire post)
    You MUST use the “read more” breakpoint in your posts for this to work! … If you do NOT use it correctly, the ENTIRE post will show!!!
    If you set readmore to anything, the img and h parameters are ignored and the post will show content up to the “read more” breakpoint.

    Show the 2 posts from the “Website Development” category:

    When you visit the “WordPress Development” page, the 2 posts on the top are the same as the 2 bullet points that the plugin pulled.

    Show the latest 3 posts from the “WordPress Plugins” tag:

    When you visit the “WordPress Plugins” page, the 4 posts on the top are the same as the 3 bullet points that the plugin pulled.

    Example of “read more” shortcode:

      3MM#25: How to Use Algorithms to Scale the Impact of Your Marketing with Brendan Kane

      Welcome back to 3-Minute Marketing, where we get the world's foremost marketing leaders & innovators to tell us their juiciest secrets to marketing success.

      Today, I'm chatting with Brendan Kane, Founder & Managing Partner at Hook Point. Brendan's a fascinating guy & his "Hook Point" methodology has been the secret weapon behind names & brands like MTV, Taylor Swift, Yahoo & Mindvalley.

      Brendan's specialty is helping brands harness the power of organic social to drive virality, build brands & generate revenue at a remarkable scale. Brendan tells me that 99% of marketers do this wrong... but the 1% that understand how the algorithms work are winning BIG with organic content.

      My question for Brendan is:

      "How can marketers harness the algorithms to get more reach & impact?"

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      This video is the exclusive, "extended cut" video.

      Show Notes:

      • The purpose of the algorithms is NOT to get you to pay for reach... their one & only goal is to keep people on the platform (so they can serve you more ads.)
      • There are 2 principles to master to benefit from the algorithms.
      • Principle #1: Stop the scroll. The first signal to the algorithm is, "will this content the retain attention of users?"
      • Principle #2: Hold the user's attention as long as possible, AKA dwell time. (Hint: Key to this is a powerful story that can retain the user's focus.)
      • Case Study: A 7 second difference in user retention (28 vs. 21 seconds) resulted in an 18X increase in views on Tik Tok.
      • Create content for what the platform you're posting on weights most heavily. Focus on content quality over length.
      • The traditional "content calendar" model of designing content is flawed because it minimizes the impact of data on creative, is not opportunistic or agile, is completely reactive and is reliant on luck or external factors.
      • Instead, start with research to identify the topics & formats that will drive results. Then base your creative hypothesis & iterate based on that research.
      • Build one piece of content at a time, then learn & iterate vs. trying to plan all your content in advance.
      • Want to get good at a platform? Become an avid user & student of that platform.
      • If you want to target a niche with your organic content, still make the content accessible for a general audience so you don't get buried by the algorithms (example: Ryan Serhant)
      Click here for the full post

      Management in the Time of Covid (A not-so-magical-realism tale)

      When the pandemic hit we all had to make some pretty drastic changes. Those of us who were lucky enough to work in advertising or marketing-related industries were able to fold up our computers, head home, and continue to work in our short pants. However, now that those days fade behind us, and certainly aren’t over yet, the face of work has been dramatically altered. No less so for the life of those in a creative department.

      In the past, our team would sit down over a cup of coffee and collaborate. Or grab a whiteboard and jot down ideas together. We’d grab a conference room and hash out thoughts about an upcoming campaign, debate the value of a user interface, or simply spend some time thinking… together. So how did that all change?

      First, let me say how impressed I was that our teams at WebMechanix immediately and seamlessly transitioned to remote work. It made sense. Even in an office where you might be able to see someone across the cubes, employees still used Slack to communicate. This was a combination of digital native behavior and keeping the noise of an open office to a minimum. (Especially when you’re working side by side with the developers).

      Our communication stream stayed consistent. But there were hurdles. And being the head of a department, it was up to me (and my marketing peers) to keep our teams efficient, engaged, and encouraged. So here are some things I’ve learned in the past 18 months on managing a creative group from a distance.

      1. Stay in Touch

      Management in a time of covid

      We’re in the business of communicating, so it makes sense to communicate with each other. A healthy dose of morning meetings could have felt overwhelming, but we used our time to quickly run through projects, ask for help if need be, and make sure everyone knew what was coming.

      We also had regular “happy hours” agency-wide at the end of the week. Literally, an hour or so for all of us to get together (when we were in the office, we actually ate LUNCH together. We’re weird like that.) We’d see each other’s faces, share a laugh over whatever potable we’d brought, and continue to bond across departments, which contributed to our overall morale.

      Additionally, we had specific department meetings to show ongoing work and 1:1s with team members to make sure morale was high. it wasn’t, we would allow time for our team members to work it out. The pressure of the job can exacerbate the fear of what’s going on, so giving them lots of space is very important.

      2. Be Empathetic

      Empathy in management

      As a manager and leader, you’ve always got to listen. Sometimes that’s translated as body language, facial expressions, or tone. While it’s near impossible to understand tone over chat (thus, the invention of the emoji… a topic for another day), being on a call can keep you attuned to those signals.

      For some, the stress of staying cooped up in that little home office or apartment all day can be grinding. And there are moments when the raw nerves of it all can translate into curtness. Be mindful of that. Put yourself in the place of your employee. How often do you love “chatting it up” with the boss? Different people have different communication styles, so it’s important to understand that.

      There is an exercise that was introduced to me and I’ve incorporated it with my team a few times. It’s called Start/Stop/Continue. Without your input, and wholly anonymously, your team creates a list of things you should stop doing, start doing, and continue doing. Sometimes, the feedback you get can be painful. But as a leader it’s important to listen to what your team perceives are issues, so you can correct them. More importantly, you may learn a little about yourself and it can help you grow (I’m now working on my listening skills and trying to suppress my “sidetracking” skills).

      All in all, it’s just important that you listen to your team and take appropriate action, tempered by a little kindness.

      3. Trust Your Team

      Trust your team

      One of the “panics” from managers when an entire workforce went remote was, “OMG, how will I know what they are doing?” It’s a lot easier for me as a group creative director to answer that question, because my team produces tangible deliverables against a scheduled deadline. Watching the progress of the work or knowing your team members’ skill levels helps manage that flow. But maybe you work with less tangible products. If that’s the case, how do you alleviate that worry?

      If you’re a manager, you know that hiring the best possible talent is how you get the business to succeed. And if you hired your team, you surely thought that about your team members when you hired them. Let them do their jobs. This bears repeating… they know what they are doing and you hired them to do it, so let them. Being overly concerned with productivity, knowing they may be struggling with things already mentioned above puts you at risk of being the cause of your team’s failure.

      Trusting your managers is paramount to having a great working relationship. Knowing they will do what they say and are transparent enough to say what they are doing. Give your employees the trust you want them to have in you. I had no doubt that our team would continue to be productive and was unsurprised when our productivity went up.

      4. Be Consistent

      Consistency in leadership

      If you had a successful management style when you were all in the office, then you should be mindful of changing it up when you go remote (unless of course, you were a monster, then we have other things to discuss). Your team may be remote, but they’re still a team. Are you giving them time to interact with each other? Are you still overseeing work and providing feedback? You have to be the good leader you were, despite not being face to face.

      The word “consistent” also implies steadiness and fairness. You still need to be the guiding light of your department or team. Were you the last person out of the office when you were there? Then make sure you check in with your team at the end of the day remotely. Did you provide a regular time to evaluate work or progress? Make sure that’s on the weekly/bi-weekly/whatever schedule you had before.

      5. Be Flexible

      Flexibility in managing a team

      I realize it sounds odd to follow “be consistent” with “be flexible.” but as things change, you should be open to it.

      Things do change. Things HAVE changed. Some employees, with a taste of working remotely, may never want to return to the office. If you have a business that requires employees to be on-site, then this information isn’t for you. But if you have the opportunity of remote employment, consider the possibilities:

      • A remote workforce means you can pull talent from anywhere in the country (or world)
      • A wider footprint for your company means greater opportunities
      • Remote employees help keep down the costs of office space and all the issues that come with it
      • And you may be a dog-friendly office, but now you can be a dog, cat, hamster, snake, hermit crab-friendly business.

      As we evolve digitally, so will the ways we work. Be ready to evolve. Businesses that adapt are businesses that survive (just ask Netflix and Amazon about that). So too, leaders that can adapt to change will always go further in their careers and manage happier teams.

      Go forth. Be kind. Listen. Trust. And most of all, remember: we’ll all get through this.

      Click here for the full post

      3MM#24: How Marketers Can Use Intent Data To Drive More Pipeline with Auseh Britt of Terminus

      Welcome back to 3-Minute Marketing, where we talk with & explore the minds of some of the world's leading growth marketers & condense their knowledge into snackable micro-segments.

      Today, I catch up with Auseh Britt, who's currently VP of Growth Marketing at Terminus. Prior to Terminus, Auseh's had a successful career leading growth initiatives at brands like Bloomberg Industry Group, Business.com & Logi Analytics.

      My question for Auseh is, "What should marketers do tactically with intent data to successfully drive pipeline? What are the keys you're seeing success with at Terminus?"

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      This video is the exclusive, "extended cut" video.

      Show Notes:

      • Intent data is useful to find right-fit accounts that are in an active buying cycle. You can also glean where those accounts are in the buying cycle so you can tailor your messaging to them.
      • Terminus uses both first-party & third-party data signals to glean insights about account intent.
      • First-party data = data that your company owns. Examples are website visits & campaign responses (e.g. attended your webinar on a specific topic)
      • Third-party data = data found across the web, aggregated by other providers. Terminus uses Bombora to find what keywords & topics their accounts are searching. They also use G2 data to find what categories & competitors their key accounts are researching.
      • Terminus segments its account-based marketing (ABM) into prioritized tiers. For their smaller "strategic segment" of their top-tier global & multinational accounts, they one-to-one bespoke campaigns. For the larger SMB segment, Terminus runs more of a "one-to-many" approach.
      • If your ABM list is in the 1,000s, you're probably doing it wrong. Focus your ABM on the best fit accounts in your target addressable market.
      • Three full time people at Terminus are focused on account-based marketing. One supports the one-to-one "big bet" strategic accounts, the second does more the programmatic "one-to-many" SMB marketing.
      • The third ABM marketer on Auseh's team supports customer retention & expansion marketing. This is a huge gap that many companies miss when building their ABM / go-to-market strategy!
      • The strategic account marketer works closely with the AEs to provide feedback & guidance on how they're messaging to & marketing to their 20 key accounts.
      • For the SMB segment, marketing will provide "air cover" & write an outreach sequence that Terminus's sales teams can utilize, along with the basic building blocks of the positioning & content offer.
      • Terminus uses HighSpot to house sales enablement assets like decks that BDRs can access.
      • ABM metrics you should evaluate include account engagement (e.g. companies visited the website in the last 30 days), opportunities generated, Closed Won pipeline & deal velocity/win rate of open opps.
      • For pipeline acceleration, Terminus hooks up to CRM to automatically switch up ad tactics based on the company's opportunity stage.
      • For net new logos, Terminus shoots for 60% engagement rates & a 10% opportunity creation rate.
      • Another good target account list to add to the mix is a "win back" list of Closed Lost deals.
      • Terminus uses multi-touch attribution to weigh the different touchpoints in the lead-to-sale journey.


      - [Chris Mechanic] Hello, everybody. Welcome to another episode of Three Minute Marketing. I'm your man, Chris Mechanic. Three Minute Marketing is all about talking with and exploring the minds of some of the world's leading growth marketers, and then condensing that into small, micro, snackable, little segments. We're really excited today to have Miss Auseh Britt on the show with us. Auseh, I've known actually for a long time in real life, but she's now VP marketing at Terminus, who we all are very familiar with, I'm sure. Prior to this, she has a long and celebrated career in B2B SaaS, as well as Bloomberg Industry Group and Business.com. So I'll say welcome to the show. We're super excited to have you.

      - [Auseh Britt] Thanks Chris. Happy to be here.

      - [Chris Mechanic] Yeah and I'm particularly excited about

      - today's episode because you were just like, "Oh yeah, sure. I'll just talk about how we're, how we're doing at Terminus." Which I think is, you know, an excellent approach. I'm very curious to hear that. And I do have a question for you if you're ready.

      - [Auseh Britt] Yeah, go ahead. Shoot.

      - [Chris Mechanic] So the question I've got for you today

      - is, you know,

      - intent data is all the rage, among B2B marketers of course. And so, I wanted to talk a little kind of tactically. So like, what should marketers do tactically, to best use intent data and to, to successfully drive pipeline, and you know, what are some of the keys to success that you're seeing at Terminus?

      - [Auseh Britt] Yeah, so intent data, I think is critical to any kind of successful marketing program and campaign. And it's used a lot in account-based marketing campaigns. Because you can find accounts that are great fits, but you also need to know, are they showing intent? Are they in the buying cycle right now? And if so, where are they in the buying cycle? Because then you can tailor your messaging and your offers and your content to kind of fit where they are. So at Terminus, we, for our own internal marketing programs, we use both first party data and third party intent data to kind of make sure that we know, you know, who we're targeting and what we're saying to them to drive those conversions. So in terms of first party data, we use information like website visits also, how are they interacting with our campaign? And in terms of campaign responses, if they go to a webinar or a virtual event or something like that on a specific topic. So, we can kind of take that information to know these are people who are actually engaging with our brand and our content. So that's the first party signals. And then the third party signals are, is the data that's, you know, across the web. And we use third party platforms and partners like Bombora, where you can pick specific keywords and topics that you want to track that are closely aligned to your product. So we use Bombora for that third-party intent signals. And then we also use a lot of G2 data and, you know, there's other companies like TrustRadius who also have those in signals that we can find out what categories people are interested in, what competitors they may be looking at. And we marry all that information together to make sure that we're hitting people up at the right time, like I said, with the right messaging and the right content.

      - [Chris Mechanic] That's absolutely brilliant. I have a random question for you. We've got one minute left, but in terms of ABM campaigns, like, what's a good number of target accounts in your position? Like are you targeting thousands of accounts? Hundreds or dozens? Do you have different segments set up for like different types of prospects? It sounds really complicated.

      - [Auseh Britt] We do. We have different types of segments and different types of numbers. And it also depends on the types of companies you're going after. So for like our strategic segment, we run more bespoke one-to-one type of campaigns for those, because these are large global multinational companies that are going to have multiple business units. They're going to have large buying committees. So it may only be a handful of accounts, but you need to go broad in them and deep. So they, you know, take a lot more resources. And then if you're looking more on your SMB mid-market size, then we can carry even, you know, we'll target even more accounts. But it's definitely not getting up to the thousands, I think that kind of goes against a little bit about the ABM side.

      - [Chris Mechanic] I love it. I love it. I have a lot more questions. Guys, Auseh, and I are going to continue talking intent data and ABM. There should be a link to a separate video in the show notes or somewhere around here. But I love that. I love the idea, know who's in market, get your first party data game in order and then hydrate. I've heard that hydrate those records with that third party data.

      - [Auseh Britt] Interesting, yeah.

      - [Chris Mechanic] So I'd like to get into more detail with you if you have the time, I'd appreciate it. If you guys like this, if you enjoyed it, please give us a thumbs up or a, like, I'll say we appreciate your time. Look forward to talking with you more right now. Tell the audience how they can learn more about you or Terminus.

      - [Auseh Britt] Yeah, sure. You can find me on LinkedIn. Auseh Britt and, and check out Terminus, terminus.com. We are a multi-channel engagement platform for ABM.

      - [Chris Mechanic] Well, that was interesting. And it does sound complex on the topic of ABM, but so you have these basically strategic accounts or tier one accounts that you do pretty much manually with a human. And then how many other layers do you have?

      - [Auseh Britt] Yeah,

      - [Chris Mechanic] Is it just one other layer?

      - [Auseh Britt] So we have, so the way my team is kind of split up, I actually have three full-time people that do account-based marketing. We have the one person Tyler, who's focused on strategic accounts and those account executives have like, five big bet accounts each that they're focused on for like the second half of the year. So he works with them on really going after those like big bets and doing more one-to-one, one to few type of like marketing programs and campaigns. And then I have someone else who is focused on new logo acquisition, but more for our entity, like our SMB and like growth segments. And so that is a little bit more programmatic and, you know, like a one to many type of ABM campaigns. And then the third person just focuses on customer expansion. So I think that's,

      - [Chris Mechanic] I see.

      - [Auseh Britt] That's an area that some companies, I think don't take full advantage of, that kind of, you need to have products to upsell and cross-sell. Of course, it depends on like what your offering is. But a lot of companies, I think, focus so much on new business, that there's usually a really big opportunity for customer expansion. And so we brought somebody on just to do ABM to kind of figure out what's that white space? What else could we be cross selling to them? And working closely with account managers to put together ABM campaigns focused on expansion.

      - [Chris Mechanic] I couldn't agree with that more. I think, I think far too few people put enough effort into like, marketing toward their own customers. And I actually heard that, it was given to me as advice from, you know, a long time marketing exec. CMO type, and he's like, "Look, I've worked with a lot of agencies before and they do a poor job of keeping you up to date in terms of what their latest and greatest stuff is." You know, like most agencies change and innovate and do new stuff over time. But you know, if a tree falls in the forest and you're not telling anybody about it, then,

      - [Auseh Britt] Yeah, and they may be going out and getting those services elsewhere without knowing that you're offering it and what a shame that would be right? So it's like, you already have the relationship. Yeah. You have to be, I think, constantly marketing to your customers.

      - [Chris Mechanic] And there's other, like inherent values of just having those conversations. Like you could get referrals, you could get five star reviews, you could get ideas for, you know, other things that they would buy or that they are, that they are in market for. You can talk to them about other vendors that they're using and maybe have some partnership element to it. But either way, I am curious, back to the ABM topic. So what I heard basically was you have, you know, some individuals that are just focused, spend their whole day on these five strategic accounts, and then you have other individuals with larger lists. Do you tend to, like, script and provide all the content and all the messaging for the individual reps that they just kind of pick and choose from their library of stuff? Or are they coming up with angles and coming up with copy themselves on the fly?

      - [Auseh Britt] Yeah. So for the strategic ABM, it's actually, it's more than five accounts cause that's per AE. So Tyler's probably working on more like 20 accounts at any given time. And he is just very close to kind of understanding like their progress, he meets with those AEs weekly. So he does give them, angles and stuff to do. But because our product is pretty robust that you can't be as I think, as scripted because the AE should also be doing their job. And they're going after someone like, like Sony, which is one of, someone we're working with right now. Like they have to really understand what the needs are and what they're looking for. And so the AEs that are working those larger accounts need to be able to kind of, position the product to their paying points.

      - [Chris Mechanic] Yup, so they're mostly custom writing their own messages.

      - [Auseh Britt] For the most part, yeah. And he'll help, he'll definitely will help and he'll review. And he also tells them, don't make it, don't send the same email to 10 people, you know? Like do take the time to make it more relevant to them. Then when you get down to like the smaller companies and more on the programmatic side, then those, it just gets harder. Like you can't write, you know, individual emails for all those people.

      - [Chris Mechanic] Right.

      - [Auseh Britt] So we do more air cover, programmatic stuff for them. We write outreach sequences and things like that that they can modify. But at least we have, you know, the basic building blocks of the positioning and the value prop and then the content offer. And then they can, kind of massage it as they need it.

      - [Chris Mechanic] That's smart. And this is a very micro and detailed question, but, where do they go to pull that stuff? Like, does that all live in a HubSpot playbook or in a market like, or do they use Google drive? Like if I'm that, that AE or that BDR, like, who am I, where am I going to get this content and assembled email?

      - [Auseh Britt] Yeah, we have a tool called HighSpot. Have you ever heard of Highspot? It's kind of like an enablement. Our, we have a whole enablement team that does sales enablement. So they kind of manage our HubSpot tool, but, marketing will create a lot of, you know, our first call deck or our day in the life decks and all these kinds of things, our competitive analysis and stuff. And we, but everything is housed in Highspot. So that's the tool that they, that we try to push everyone towards, like to go look for things that will have the latest information. And then we just also just use outreach for any kind of like, more, for followups. Like if it's kind of a customer, I mean, a sales nurture stream that we create for them to use for very specific campaigns though, like they're going after someone for a specific reason.

      - [Chris Mechanic] And Highspot is just H I G H S P O t.com?

      - [Auseh Britt] Yup.

      - [Chris Mechanic] Cool. Nice. Well, that's really interesting and useful. I'm curious. So you're kind of here, overseeing this like massive amount of activity. What do you, what metrics do you look at for the most part in ABM?

      - [Auseh Britt] For ABM? So we have different types of campaigns. So we have new logo acquisition, we have pipeline acceleration and we have customer expansion. So for new logo acquisition, I mean, at the end, we're trying to drive revenue. So like for all of the, it's about driving, you know, pipeline and close one revenue. But for like, we also look at other metrics, like, account engagement. So that's really big, especially for new logo acquisition. These are new customers that we've identified that we're going after and we need to engage them first. So we set metrics of, you know, have they visited the website in the last 30 days? Are we driving them there? Have they responded to any of our campaigns, like a webinar or an event or content asset download? We're trying to drive account engagement,

      - [Chris Mechanic] So you look at that at the company level basically,

      - [Auseh Britt] At the company not the contact level. Right.

      - [Chris Mechanic] Okay.

      - [Auseh Britt] And then opportunities, opportunities generated, pipeline, closed one revenue. And then for pipeline acceleration, those are already open opportunities. So for those, we're looking at deal velocity and like win rate. So we want to make sure we're impacting that.

      - [Chris Mechanic] And those are prospects that are enrolled in a sequence or in a campaign during the sales process to help close the deal faster?

      - [Auseh Britt] Yeah. So those are open opportunities that we try to do different. We're trying to engage, keep them engaged and give them more like case studies and testimonials and, and continue to prove our value because we already know there's an opportunity there, that the AEs working, we just want, we need to convince them why we're the best one and why they need to kind of have that urgency to buy us now. So.

      - [Chris Mechanic] So it sort of swings alongside the AE throughout the sales process?

      - [Auseh Britt] It does. It does.

      - [Chris Mechanic] Interesting. That's new. I've never heard of that. I've heard of, certainly new logo and customer expansion, but the idea of acceleration campaigns is interesting. Is there any criteria for when they are enrolled into that or is it just like as soon as a deal is created, they're automatically enrolled and then unenrolled when closed, when they close?

      - [Auseh Britt] Yeah, so for pipeline acceleration campaigns, the nice thing is with our Terminus platform, because it's hooked into your CRM, which ours is Salesforce, that we move, we set up ad tactics, which are targeted display ads, that are based on the different opportunity stages that account is in. So, it gets started when it's in our first stage, which is a suspect stage. And then, it goes to discovery and then evaluation. And then, I think proposal and planning and the negotiation. But because it's hooked up to our CRM, as that account moves in Salesforce, it automatically moves from ad tactic to ad tactic in Terminus. So,

      - [Chris Mechanic] That's brilliant.

      - [Auseh Britt] then we change the ads they're seeing based on where they are in the sales cycle.

      - [Chris Mechanic] Brilliant. So ad tactics as a term is Terminus lingo. I love that. Now, out of curiosity, cause what I'm currently obsessed with with is algorithm training. Basically like helping LinkedIn or helping, you know, Google better identify prospects. And one way to do that is by firing back down funnel signals. So, you know, anytime a client has Salesforce, I'm excited because you can, it links in easily with Google or Facebook or LinkedIn. So when, when that deal gets added to pipe, you know, the ad gets attribution and it will also ping back to the platform to say, hey, find me more of those. Does Terminus, send those signals? Like is Terminus integrated with Google ads and LinkedIn ads, for instance? Which I bet you, it probably is.

      - [Auseh Britt] Yeah, well LinkedIn. We have a partnership with LinkedIn, so, I know, we have full access to all the LinkedIn ad types and you serve them based on your account set up in Terminus. So you all, you manage it like from one place, you add your account list of say a hundred accounts and you can run your target display stuff through Terminus, but then, you can also run everything that LinkedIn has to offer to those same accounts through it. But does it ping back and say, look for more accounts like this? No, cause we already have our set of accounts that we're going after, versus it being per net new.

      - [Chris Mechanic] That makes sense. That makes sense.

      - [Auseh Britt] Yeah. That's more on demand. More of, I would think of like an inbound demand gen.

      - [Chris Mechanic] Yup. I'm actually really interested to see what LinkedIn does, because Facebook and Google are like, well ahead of LinkedIn in terms of machine learning. And I totally hear you and you're totally right in terms of like, it doesn't really apply to any ABM cause you have this defined field of play. But LinkedIn is currently the, you know, the dumbest of all the algorithms, but you can see them like making moves toward that. So I'm interested to see how that starts working in terms of net new or in terms of acquisition and prospecting campaigns. Very cool. Well, this has been awesome and enlightening. I am curious, cause we have a couple more minutes here, so if you, let's say that you have a thousand accounts that you're targeting, what do you consider to be a good engagement rate? Like do you expect to have half of those being engaged at anytime? 75%? 25%?

      - [Auseh Britt] Yeah. At least 50%. If it's net new, you know, logos, we tried to go more towards like that 60% engagement.

      - [Chris Mechanic] And then so of those thousand accounts, like, if you can close or if you can get into pipeline, you know or actually have some kind of deal created with like, like I guess what's your target? Like do you aim to have 10% engaged in a deal or 20%?

      - [Auseh Britt] Yeah. I mean we, I mean 10% opportunity creation.

      - [Chris Mechanic] That'd be good?

      - [Auseh Britt] Yeah.

      - [Chris Mechanic] Sounds pretty good.

      - [Auseh Britt] We don't always get fair. Yeah. And then it's different too. I mean that's net new, so we'll also do close loss. So it all depends on who you're targeting. Like who's in your target list. So these are just, accounts that have never engaged with you that are high fit. You know, you set lower thresholds versus accounts that were say, close loss a year ago. So those close loss opportunities we already know there are some awareness, they took a look at you before, whatever reason they didn't go with you. I would expect a higher, you know, engagement and a higher opportunity creation from it because, you're not starting from scratch. You're building on a relationship you've already had.

      - [Chris Mechanic] So you kind of can have goals and targets by the different campaign types.

      - [Auseh Britt] Yeah. And we do that every time we set a new campaign, but, but they're generally in the same range. Like, we're not going to all of a sudden go from 10% to 80% opportunity creation goal, you know, it's usually like within a range, but some will be higher than others.

      - [Chris Mechanic] Now are there different attribution models for the different campaigns? Like for instance, with the, you know, the new logo, is it first touch only? Or last touch doesn't count?

      - [Auseh Britt] No, I mean for us, we do multi touch, we'd look at everything across the board. Yeah. Because my experience with first, like first touch and last touch is, some channels just get heavily weighted, on it. So, if you do first touch, for me, rarely is like an email channel, you know, emails a lot of nurturing cause oftentimes they don't get into your database, until they came from somewhere else. Right? You converted them through an event, you converted them through paid search, you converted something. But email still has an impact.

      - [Chris Mechanic] A hundred percent.

      - [Auseh Britt] Yeah, cause you're, continuously having that communication. You're inviting them to more stuff. You're sharing your content, you know? So, it's critical, but it's often not the first touch.

      - [Chris Mechanic] Hundred percent. So you guys use like a fractional model where you, give fractional credit to each of the different touches?

      - [Auseh Britt] Yeah.

      - [Chris Mechanic] Interesting. Do you use a tool for that? Or is that all just within sales force campaigns?.

      - [Auseh Britt] Our tool! So within the Terminus platform.

      - [Chris Mechanic] Oh, there's attribution?

      - [Auseh Britt] Yeah, well we bought BrightFunnel, Do you know BrightFunnel?

      - [Chris Mechanic] I do know BrightFunnel. Yeah. I didn't even realize that. Man, you guys are making moves.

      - [Auseh Britt] That was a few years ago. So that was probably like, that was before Sixter. So we do have that.

      - [Chris Mechanic] Well, I'm going to have to check out Terminus again, because I, last time, last time I jumped in, I don't think it was as cool as it sounds right now.

      - [Auseh Britt] It's grown a lot.

      - [Chris Mechanic] You, obviously are very busy. You've got a lot of people and various campaigns live, probably right now. So I'm going to let you go, but I really really appreciate the time here today. I think it was an excellent episode.

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