Catégorie : Marketing de Contenu

The remarkable shift to a hybrid office (in-office environment and distant) is transforming the recreation – pushing staff members to be responsible for their possess workplace technological know-how. 

So, does this spell the conclude of organisational know-how refresh packages as we know it? 

That’s a single of the primary inquiries a pick out group of business assumed leaders debated at an iTnews executive roundtable lunch, sponsored by CHG-Meridian, which was referred to as ‘Rethinking the ‘tech refresh cycle’ – is it useless or alive?’ 

With common technological innovation refresh applications incurring a great number of operational and economic expenses – even hidden costs – and wreaking havoc owing to undisputed small business disruption, all attendees agreed flexible, less difficult and much more personalised procedures are desired in purchase to enrich the staff expertise in today’s modern-day workplace, and handle the new methods of performing each right now and into the foreseeable future. 

What is much more, quite a few at the desk agreed IT leaders and choice-makers want to rethink the cyclical tech refresh method – potentially even undertake a ‘Continuous Tech Renewal Model’ – in buy to gain the ‘war for talent’ and deal with fashionable workplace developments. 

Without a doubt, it’s a well timed discussion offered that lots of staff throughout Australia and New Zealand are now adapting to a extra everlasting distant workplace product that relies upon on trustworthy, up-to-date technological innovation. 

This also has implications for how out of date technological know-how is upgraded, with a shift towards staff currently being accountable for handling their own technological know-how refresh, main to the conclude of organisational technology refresh programs, claimed roundtable attendee, CHG-Meridian head of IT, Asia Pacific, Kirk Downey, and creator of the whitepaper, ‘Is the know-how refresh lifeless?’ 

Surely, the way men and women expect to get the job done has altered, which is putting strain on enterprises to update their personalisation methods, Downey stated. Enterprises that give men and women the agency to steer their have digital encounters will be the to start with to recognize what their new needs and desires are, and the very best way to improve personnel knowledge in the modern day workplace, he said. 

Superior however, persons now be expecting their workplace know-how to complete at an optimum amount and seamlessly empower them to work from dwelling. Indeed, the shift to distant operate has also shifted the way workforce watch and interact with their own and office systems. 

Decommissioning on the ‘trendy list’ 

Like Downey, Telstra’s director of electronic and IT alternatives, Karen Hughes, reported there is an improved sense of urgency to meet the desires of a technologically savvy and geographically dispersed workforce, and she also stated how the telco giant experienced presently embarked on addressing the new techniques of functioning – and swiftly preparing for the significant shift in direction of a hybrid office (in-office environment and distant) and ‘workforce of the future’ for rather some time. 

“All our roles are versatile, and have been for a several yrs, and will proceed to be,” Hughes said. But similarly noteworthy – and particularly enjoyable for an IT leader – is the simple fact that “decommissioning is now on the stylish record,” she described. 

“Telstra is in a significant transformation – coming toward the conclusion of it – and we’re wanting to improve how we run IT. We’ve already started out to modify that, so the refresh piece is fascinating. 

“For the to start with time in our company heritage, decommissioning is on the stylish listing. It’s enjoyable and higher-profile. So, we’re really now conversing overtly about decommissioning – and it is a CIO-amount subject matter.” 

In truth, quite a few at the desk agreed that tech leaders really should no for a longer time believe of organisational engineering refresh courses as a tech refresh situation, but somewhat 1 of ‘continual renewal.’

“Rather than just refresh, it’s renewal, for the reason that it’s continuous – and it is specific,” Downey proposed. “So, you take that source chain complexity of distributing everywhere from 1,000 to 33,000 close points, for illustration, and break it down to an unique – virtually at a client amount – which then simplifies things.” 

Without a doubt, this approach of empowerment is flying in the deal with of custom, attendees agreed. “Empowerment of people today just clashes with the about administration of distributing logistics and distributing desktops,” Downey defined. 

Dissecting the concern even more, HP Managing Director, Australia and New Zealand, Mike Boyle, claimed the tech refresh cycle also needs to be regarded in a lot better detail – especially in conditions of forecast and hindsight. 

Like Hughes, Boyle agreed it’s been an fascinating – and retrospective – 12 to 18 months – not only in addressing and meeting the desires of the workforce of the future, but in dealing with the several impacts of Computer lifecycle refresh systems. 

In fact, an ‘employees ecosystem’ has emerged in excess of the previous 12 to 18 months – and organisations are now grappling with no matter whether the office environment is the home, the office environment, or one thing in between – which has main implications for the conventional know-how refresh plans. 

“From a offer chain administration viewpoint, we’re all wanting to see how organisations adapt to this hybrid model, how this impacts what the new worker IT experience need to be, and as a result, how employers and sellers should come with each other and fulfill that need.”

Boyle advised organisations have to have to glimpse previous 2021 supplied the provide shortages – and to make greater projections although pondering of how technological know-how can develop a much better staff practical experience in a hybrid environment.  

“It’s no key that need for tech has never ever been larger, and although which is optimistic, it’s also been a problem for industries around the globe. As a final result, we’re encouraging consumers to be considering past 2021 in phrases of the procurement,” Boyle informed attendees. 

“We want to imagine about ‘refresh’ with a longer time horizon or even a ongoing rolling natural environment. We’re observing a greater uptake on customers procuring much more ‘as a service’ to assist generate superior expertise and continuity for organisations.” 

New day, new pressures 

Without a doubt, offer chain problems are just some of the challenges influencing organisational tech refresh initiatives on the boil today. 

But there is numerous more, attendees unveiled, and anyone is afflicted as technologies refresh assignments exist in every organisation across all industries. 

For several IT teams, for example, refresh systems can be challenging to justify, hard to approach and regulate, and under no circumstances look to stop, stated CHG-Meridian’s Downey. 

What is extra, attendees agreed the tempo of technological innovation has produced it tricky for quite a few organisations to preserve up – and the continuous stream of financial investment that is necessary can hinder a company’s base line or capacity to keep aggressive. 

In reality, the fiscal and operational stress can be terrific, attendees spelled out, and this is compounded by the actuality that numerous corporations are geographically dispersed workplaces, which means IT groups can not physically substitute know-how at an employee’s desk – leaving the firm at the mercy of the employee’s capacity to self-provide. This, in transform, usually means IT groups can’t emphasis on better price, strategic business pursuits. 

Throw in innumerable logistical, threat and governance problems significant overhead expenses from ongoing undertaking administration costs (time expended on evaluation, scheduling, and applying the systems) hidden prices throughout the organization and the stress to obtain and keep the suitable expertise in order to acquire the ‘war for talent’ and keep competitive, and it’s crystal clear companies have lots of pain factors to look at.  

But there’s additional. Business enterprise disruption is still a further problem as the lion’s share of providers have huge volumes of belongings that need to be changed at the same time, attendees agreed, describing how professionals and staff members devote a great number of several hours on transition organizing. Not to mention, the administration and governance overhead of tech refresh initiatives is a sizeable and repetitive expense when the tech is upgraded each individual three to 4 yrs. 

In addition, the strategic imagining driving quite a few of these massive refresh tasks is nevertheless one more challenge, and many corporations are also left wondering no matter whether to sweat the assets, in accordance to Joe Perricone, COO of Swanson Health Asia Pacific, who reported this is nevertheless another hurdle in the tech refresh lifecycle equation. 

“For the not-for-gain, in distinct, perspiring the property until they are drained of all lifeform is no more time the way to go.”  

Like Perricone, Helen Ashton, head of know-how, Way of living Options, explained ‘sweating the assets’ is impractical and unproductive – but normally rampant in the not-for-gain planet. 

In truth, Ashton said the ‘tech refresh’ expression can often be deemed an alien expression for a standard not-for-gain – and these functions, on the full, typically wrestle to commit in technological know-how each a few a long time. 

“The notion is you have a laptop and you will preserve it permanently and eternally. There is this idea of truly perspiring your asset to that diploma, but it is not effective. It retains your persons back. It holds your business back again. It’s a hard strategy for a selection of executives, but we’re getting there.” 

At the exact same time, public and personal sector organisations are also grappling with the perpetual troubles of legacy techniques, and for functions at a single unique Federal Authorities entity, there’s also the extra thing to consider of how to function in a earth that has long gone distant. 

“We’re a very hefty campus-centered organisation. Quite standard and old college,” explained its CIO and electronic officer, explaining the international health pandemic has forced a radical rethink of working designs. 

“Can we actually do the job off campus? My team is going as a result of a really large headspace change. Do we require to truly have every thing physically on campus? We have never ever had to assume outside of the campus. Every little thing stays on our shore, stays inside our fence line.”  

Appropriate across the board, attendees reported issues are surfacing on the finance entrance as extra and more corporations are dealing with legacy units and how to transfer forward with their tech refresh packages in a modernised earth where by new systems are bridging the physical and digital worlds. 

“As we shift to the cloud, that entire financial dynamic improvements. We’re a Capex significant funded organisation, so shifting those people payloads indicates I have to locate a way to shift that economic design to an Opex design,” the spokesperson reported. 

Rethinking how IT manages the financials is critical, agreed Tod O’Dell, head of company technologies at News Corp, who reported all providers are obtaining to re-examine tactics about the tech refresh lifecycle, and controlling the financials is a significant part of it. 

“We all drop into the miscalculation of saying, ‘Can I have it for a different two decades, and then attempt to get that back again into our budget. But to get it back again on to the spending budget is challenging. So, how do we structure the finance styles heading forward?” 

Catering to a ‘user-centric’ world 

So, what’s the answer? Wellbeing Care Complaints Commission’s director, technological know-how and units transformation, Royce Michael Lee, claimed moving in the direction of a ‘user-centric’ solution – a additional personalised tech getting approach that moves absent from the a single-dimensions matches-all mantra is a probable remedy – and better displays today’s new methods of operating. 

“We have unique workforces with unique desires. The concept that the IT organisation would provide a one-sizing-suits all for most people was a bit of a misnomer and a error,” reported Lee, who has large knowledge as a electronic strategist and transformation leader and labored on a quantity of big-scale tech refresh assignments at companies like Qantas and other organisations. 

“Where I see this likely is we have carried out good operate on human-centred layout in terms of our clients, but it demands to be turned inward into our staff members and truly recognize the one of a kind requires and various factors of our workforce. How do they work very best, and what is the appropriate technologies reaction for them? 

“When you assume of various persons in distinctive cohorts, you instantly realise that the a single-dimensions matches-all method doesn’t go very considerably. If I experienced my way, I might constantly start out with that journey of the personnel. What is the worker knowledge? What do they need to have to do in their working day-to-working day job? What is their lifecycle via the organisation, and then match that to their wants?” 

Lee said it all arrives down to a mentality change. “It’s not about how I suit into get the job done, it’s more about how my different operate environments in good shape into me. I feel it’s a mentality modify into how you turn into extra user-centric, which is supporting the distinct matters they will need to do in operate and in daily life.” 

Like Lee, Information Corp’s O’Dell explained fostering staff empowerment and supplying bigger selection – specially on the technological know-how applications front – are wanted more broadly throughout industry. Organisations, and IT departments on the whole, also need to take into account relocating absent from a basic ‘command and control’ mentality that permeates the entire world of IT. 

“How can we adjust that dynamic to really give them the instruments they want – irrespective of whether it truly is a MacBook, an Iphone of an Android? Men and women want that working experience,” O’Dell stated, incorporating that organisations also have to have to deliver their staff members with the again-finish units to assistance the products, together with the money help buildings.

Providing staff members choice and the equipment they have to have is critical to amplify the personnel working experience, O’Dell discussed, and equally vital is proving the value and worthy of of IT, which is generally found as a expense centre. 

“IT is really great at spending dollars, but we’re really very poor at showing benefit. When we go from command and management, to BYOD, is the expense any various? It is nonetheless the very same cost. So, we need to have to get better at exhibiting the value we travel back again to the small business,” he explained, outlining IT groups will need to fight for the dollars – establish its well worth – and never get caught on the ‘saving money’ dialogue with management. 

“We have to have to be possessing this dialogue with management. How customers are working with the applications, rather than the ‘saving money’ mentality,” he explained, outlining the CIO can work with the CFO to be witnessed as a value driver. 

In fact, there is a notable craze away from BYOD (Convey Your Personal Product) to CYOD (Decide on Your Personal System), agreed Stephen Parker, CIO of Worldline Australia. 

“It’s not essentially whatsoever you want, but Decide on Your Very own Unit from a restricted catalogue that we’re ready to support. That’s something that we’re observing, but we also require to be mindful of protection issues,” Parker mentioned, conveying the new product addresses the adaptability expected in the new age of hybrid performing and the need to have for numerous devices. 

“It’s the workplace equivalent of the omni-channel. You can get started on a single system, and decide up on a further. It’s that seamlessness that staff members hope, and it generates productivity. It’s not the machine, but the device ecosystem that they decide on to use.” 

It all will come down to giving people today what they will need, Parker instructed. “Respect the year we reside in – it’s 2021. Your get the job done expertise must be a 2021 function encounter. For starters, the system is likely the critical component of the onboarding knowledge,” he reported, outlining instruments make a difference and field needs to regard the reality that technology is built-in into every single component of every day everyday living, and give a far more seamless hybrid place of work practical experience. 

At the identical time, producing the provide chain a lot more economical will not only enable streamline the tech refresh/renewal system, but will also move the sector to a a lot more -person-centric design,’ agreed Swanson Health’s Perricone. 

“It’s all about creating the offer chain extra economical, and how do we bring on associates to share the identical system? Generating the facts much more accessible. From an efficiency perspective, how simple is it to optimise what individuals are at present undertaking? The integration piece also desires to be regarded. What is provided as a assistance, and how can we gain some efficiencies of a shared infrastructure from the components and the communications viewpoint?” 

A far better way

Getting down to details, attendees also discussed the move away from cyclical know-how refresh courses and the need to transfer in direction of a constant technological know-how renewal model that drives increased course of action efficiencies and decreases charge, whereby the technology results in being portion of the price tag of employment and not a back again-workplace cost centre overhead. 

This new design, in specific, fulfills the requirements of the millennial workforce by allowing for workforce to equip themselves with the engineering they need to have and to handle their have technological know-how renewal. It can also enable a self-service method, therefore putting the energy again into the palms of the worker and maximizing the employee experience in the contemporary workplace, CHG-Meridian’s Downey described. 

But several attendees agreed the sector can not quickly escape the earlier – the regular tech refresh design has not changed in the previous 20 several years. What’s a lot more, organisation-led refresh initiatives typically however consist of 7 essential methods: evaluation preparing procurement design staging and deployment disposal and put up implementation help. 

But a more recent, less complicated way, however, can empower staff members to collaborate, accelerate and simplify the renewal of IT programs. In simple fact, on the internet applications are emerging that assist organisations in their transfer toward a continual technological innovation renewal. 

“Today, persons are adapting their doing work designs, their performance, to what they’ve acquired in their individual life,” Downey explained. “People want to be productive with their very own equipment – particularly the millennials. That’s the expectation. What tech do you use, how often do you switch it, and do I get a alternative?” 

In fact, organisations that want to stay aggressive – and appropriate – are recognising that technological innovation is more than just a device, but a weapon in the ‘war for talent.” As this kind of, they are empowering staff members with preference, maximizing their efficiency, and assembly the a lot of challenges (from finance, to logistical, to governance) head-on by reworking to a less difficult, a lot more personalised technological innovation renewal manner. 

By empowering workforce to find and take care of the engineering procurement approach, from close to conclusion, it allows staff to align their technological know-how with their personal needs to optimise productivity. 

Obviously, all attendees agreed a shift is desired on the tech refresh entrance – not only to retain rate with technological modify, keep on being agile and resilient these days and into the potential, but to tackle the deeply entrenched ‘new ways’ of performing, and enrich and empower the employee working experience. 

Guter Content kostet Geld. Schlechter Content kostet mehr. Investierst Du in die richtigen Inhalte, macht sich das mit mehr Traffic, besseren Rankings und gutem Markenimage bezahlt. Aber was braucht es überhaupt an Budget und was kostet ein guter Text wirklich?

Guter Content muss Deiner Zielgruppe schmecken – denn jeder hat andere Lieblingssorten.

Was kostet Content Marketing? Eine Antwort auf diese Frage lässt sich nicht verallgemeinern. Jedes Unternehmen ist einzigartig, jedes Produkt ist einzigartig und deshalb ist auch das Content Marketing immer einzigartig.

Leider denken viele: Wenn ich günstig ein paar Texte kaufe, mache ich ja Content Marketing – das reicht. Ein gutes Beispiel und der Ansporn für diesen Blogpost ist das folgende:

Diese Anfrage stammt aus einem großen deutschen Portal für Kleinaufträge.

1.500 bis 3.000 Euro Budget sollen es übrigens sein. Hätte der Texter für jede Unterseite eine Stunde Zeit, ist das ein Stundenlohn von 3-7 Euro – welche Qualität kann da zu erwarten sein? (Mal ganz davon abgesehen, dass unter diesen Umständen definitiv kein einzigartiger und zielgerichteter Content entstehen kann.)

Es kommt nicht darauf an, einfach Content Marketing zu machen, sondern gutes Content Marketing zu machen. Erst dann lohnen sich die Kosten. Und gutes Content Marketing ist viel mehr als „nur“ texten.

Die Content-Strategie gibt die Richtung an

Die Basis für gutes Content Marketing ist eine Content-Marketing-Strategie. Sie legt fest,

• wer Deinen Content lesen soll (Zielgruppe),
• welche Ziele Du mit Deinem Content Marketing erreichen willst (Zieldefinition),
• was Deine Wettbewerber machen und wie Du Dich von ihnen abhebst (Konkurrenzanalyse),
• was Du als Experte beantworten kannst (Selbstanalyse),
• welche Themen und Content-Formate sich am besten eignen (Themenfindung inkl. Keywordrecherche) und
• wie Du den Content an Deine Zielgruppe bringst (Platzierung & Distributionskanäle).

Eine ordentliche Strategie bedeutet also viel Arbeit. Je nach Umfang und Umständen kann das mehrere Stunden, Tage und sogar Monate dauern.

Hier zwei fiktive Beispiele: Die Content Strategie eines kleinen Online Shops für Seifen könnte in 2 Tagen zufriedenstellend ausgearbeitet sein und einige 1000 Euro kosten. Eine Content Strategie für den Tourismus in der Schweiz, die jegliche Reiseanbieter berücksichtigt, kann ein ganzes Jahr dauern und mehrere Millionen Euro Budget benötigen.

Wer die Strategie überspringt, um das Geld und die Zeit lieber gleich in die Contentproduktion zu stecken, der spart an der falschen Stelle! Es geht schließlich nicht darum, möglichst viele Nutzer anzusprechen, sondern die richtigen. Erreicht der Content weder Zielgruppe noch Ziele, ist das herausgeschmissenes Geld.

Hochwertiger Content erreicht Deine Zielgruppe

Der größte Zeit- und Kostenaufwand fließt meist in die Content-Erstellung. Wie teuer „ein“ Content ist, lässt sich pauschal nicht annähernd beziffern: Es kommt auf das Format, das Ziel und den Rechercheaufwand an.

Eine schlichte Infografik oder ein kurzer Produkttext kann in einigen Stunden erstellt sein, ein E-Book oder Video mehrere Monate dauern und eine multimediale Kampagne sogar mehrere Jahre.

Ein guter Text für 100 Euro – ist das wirklich möglich?

Das kommt ganz drauf an, ob der Texter seine Miete dann noch bezahlen kann beziehungsweise was der Text erreichen soll. Ein strategisch zielgerichteter Text mit mehreren 100 Wörtern kann aber meiner Meinung nach niemals nur 100 Euro kosten.

Was macht überhaupt einen guten Text aus?

• Ein guter Text erreicht die Zielgruppe.
• Ein guter Text spricht die Zielgruppe gekonnt an.
• Ein guter Text befriedigt die Erwartungen und Bedürfnisse der Zielgruppe.

Das heißt: Ein guter Text überzeugt Deine Zielgruppe – von Deiner Expertise, Deinem Produkt, Deiner Dienstleistung oder Deinem Unternehmen.

Darauf legt auch Google wert. Es geht nicht mehr um möglichst viele Keywords, sondern darum, mit neuem, individuellem Content („Unique Content“) der Zielgruppe alle Fragen zu beantworten. (Die Keywords müssen als Suchintention natürlich trotzdem berücksichtigt werden.)

Wie lange schreibt man an einem guten Text?

Ein erfolgsversprechender Text bedeutet nicht nur Schreiben. Es gehört auch ein Konzept (Keywordrecherche, Kernaussage, Zielgruppe, Distribution), das Lektorat, oft eine Bildrecherche und meist mindestens eine Korrekturschleife dazu. Das kostet Zeit und setzt auch eine gewisse Empathie beziehungsweise Erfahrung des Texters voraus. Wer sich das jahrelang angeeignet hat, der hat auch seinen Preis.

Wie lange ein Text dann braucht, hängt immer vom Ziel, der Recherchearbeit und der Zielgruppe ab. Kurze Artikel beanspruchen nicht immer automatisch weniger Zeit. Es kann sogar länger dauern, die Aussage in weniger Worten präzise auf den Punkt zu bringen. Es kommt eben auf die Qualität und nicht die Quantität an. Ein guter Text ist dann fertig, wenn er alle wichtigen Fragen beantwortet. Das kann fünf oder 30 Stunden dauern.

Produktbeschreibungen oder How-to-Artikel gehen meist schneller von der Hand als fachspezifische, redaktionelle Artikel. Ein qualitativ hochwertiger Text zur „Herkunft der Ananas“ ist vermutlich einfacher und schneller erstellt als einer zum „Versicherungsschutz für Demenzkranke“.

Egal, wie schnell Du tippst. Ein guter Text ist dann fertig, wenn er seine Ziele erreicht.

Was kostet ein guter Text?

Es gibt verschiedene Abrechnungsmodelle. Wird nach Wort (oder Zeichen, Zeile etc.) abgerechnet, zahlst Du nur für das, was Du auch bekommst. Die Preisspanne ist weit: Einige verlangen 1 Cent pro Wort, andere 30 Cent.

Aber: Mit Füllwörtern kann der Text unnötig in die Länge gezogen werden. Bei diesem Modell wird also eher Wert auf Quantität als Qualität gelegt. Das heißt nicht, dass jeder dieser Texte schlecht ist. Manchmal ist aber ein prägnanter Text besser, der Aufwand trotzdem größer – dann ist die Bezahlung nicht fair.

Gehen wir beispielhaft für einen qualitativ hochwertigen Text mit 1000 Wörtern von 10 Stunden Arbeit aus: Würde der Texter 8 Cent pro Wort verlangen, wäre das ein Stundenlohn von nur 8 Euro. Eine gute Qualität wäre so in der Praxis kaum möglich.

Seriöse Texter rechnen deshalb meist nach Stunden oder Tagessätzen ab. Oft wird auch ein Pauschalbetrag festgelegt. Denn ein Text ist dann fertig, wenn er die Bedürfnisse der Zielgruppe erreicht. Der ungefähre Umfang wird natürlich immer bestimmt. Laut dem Honorarleitfaden von iBusiness verlangen Agenturen für die Textproduktion im Schnitt etwa zwischen 60 und 140 Euro pro Stunde, Freelancer etwa zwischen 35 und 105 Euro.

Deine Texte spiegeln Dein Unternehmen und Deine Wertschätzung für die Kunden wider. Ein guter Text sorgt für mehr Traffic, bessere Rankings und ein gutes Markenimage. Ein Text, den niemand liest oder der Deine Zielgruppe nicht überzeugt, ist sinnlos investiertes Geld.

Was kosten Whitepapers, Infografiken und Videos?

Content Marketing kennt viele Formate. Auch wenn Texte aufgrund der einfacheren Produktion und guten SEO-Optimierungsmöglichkeit mit am beliebtesten sind.

• E-Books oder Whitepapers brauchen auch gute, umfangreiche Texte. Darüber hinaus muss das Budget für die Gestaltung und die Download-Landingpage eingeplant werden. Die vermittelte Expertise kann aber entscheidend für eine bessere Conversionrate sein.
• Infografiken verlangen genauso ein Konzept, eine inhaltliche Recherche und vor allem die passende Gestaltung. Sie sind dafür einprägsamer, können komplexe Zusammenhänge gut verdeutlichen und gehen mit am wahrscheinlichsten viral.
• Videos und Podcasts sind ein sehr beliebtes Content-Format. Wer sie nutzt, sollte das aber professionell machen: Ein Konzept ist Pflicht, die Aufnahmen sollten qualitativ hochwertig sein, die Inhalte relevant und die Plattform muss zur Zielgruppe passen.
• Interaktive Inhalte wie ein Quiz oder eine Map sind idealer ergänzender Content. Auch diese Inhalte brauchen ein Konzept und sind in der Erstellung oft aufwändiger. Mit diesen sechs kostenlosen Tools für interaktive Inhalte kannst Du sie einfach selbst umsetzen.

Je nach Umfang kann jedes dieser Content-Formate einige Stunden, einige Tage oder gar einige Monate dauern. Aufwand und Erfolgswahrscheinlichkeit sollten unbedingt ins Verhältnis gesetzt werden. Für den Anfang eignen sich meist kleine Projekte, die in einigen Stunden erstellt sind.

Nach dem iBusiness Honorarleitfaden verlangen Agenturen für die Grafikproduktion im Schnitt etwa zwischen 60 und 160 Euro, Freelancer etwa zwischen 40 und 110 Euro. Für die Videoproduktion liegt der Preis für Agenturen etwa zwischen 60 und 130 Euro, für Freelancer etwa zwischen 30 und 100 Euro.

Ein guter Grafikdesigner hat seinen Preis, weiß aber auch genau, was er tut.

Distribution & Co.: Die weiteren Kostenpunkte

Mit einer guten Strategie und guten Inhalten ist es noch nicht getan.

Distribution

Die Inhalte müssen Deine Zielgruppe auch erreichen. Die Distributionsstrategie sollte deshalb schon in der Content-Marketing-Strategie festgelegt und während der Inhaltserstellung beachtet werden. Nun kommen noch Kosten für die Verbreitung hinzu:

• Die Pflege in den eigenen Kanälen (Owned Media): Die Inhalte müssen SEO-freundlich veröffentlicht werden.
• Die Nutzung von bezahlten Kanälen (Paid Media): Hier müssen Zeitaufwand für z.B. das Social Media Team und das Budget für z.B. Facebook Ads eingeplant werden.
• Die Erarbeitung von „verdienten“ Kanälen (Earned Media): Das kann beispielsweise Zeitaufwand für gezieltes Influencer Marketing sein.

Beratung, Überarbeitung und Tools

Content-Beratung: Was bringt Dein Content Marketing überhaupt? Die Erfolge müssen stetig gemessen und die Strategie dahingehend optimiert werden. Hierfür sollte also Zeit eingeplant werden.

Content-Überarbeitung: Ältere Inhalte sollten regelmäßig überarbeitet werden. Vor allem Content, der schon vor der Strategie erstellt wurde, sollte sich an dieser orientierend optimiert werden. Das wird sinnvollerweise pauschal je Inhalt oder nach Stundensatz berechnet.

Tools: Softwarekosten, um Erfolge zu messen, Keywords zu recherchieren oder die Zielgruppe genauer kennen zu lernen, sind für erfolgreiches Content Marketing unerlässlich. Ist Dein Content Marketing komplett an eine Agentur ausgelagert, kümmert diese sich natürlich darum.

Nach einer Studie des Content Marketing Forums über „Content Marketing in der DACH-Region 2016“ macht Content Marketing übrigens im Schnitt 26 Prozent des Marketingbudgets aus. Die Budgetverteilung Content-Produktion zu Distribution zu Erfolgsmessung liegt bei 50 zu 40 zu 10. Erfolgreiche Unternehmen sehen zukünftig aber mehr Budget in Distribution und Erfolgsmessung.

Wann ist eine Content-Marketing-Agentur der richtige Ansprechpartner?

Reichen das interne Knowhow oder die Kapazitäten nicht aus, ist eine Content-Marketing-Agentur der richtige Ansprechpartner. Die Agentur liefert die Content-Marketing-Expertise und den Blick von außen, Dein Unternehmen kennt aber seine Kunden und Produkte am besten. Eine enge Zusammenarbeit ist deshalb sehr wichtig.

Die Abrechnung erfolgt meist pauschal oder nach Stunden. Stundenpreise können auf Basis des Honorarleitfadens meist zwischen etwa 50 und 150 Euro liegen.

Zwischen Dir und Deiner Content-Marketing-Agentur sollte auch die „Chemie“ stimmen.

Was macht eine gute Content-Marketing-Agentur aus?

Eine gute Agentur sollte ein Gespür für Deine Zielgruppe und Dein Unternehmen entwickeln. Sie sollte Wert auf einzigartigen Content legen, der, von fachlich kompetenten Autoren geschrieben, Deine User überzeugt. Auch ein Verständnis für SEO und Keywords sowie Social Media sind Voraussetzung.

Weil ihr eng zusammenarbeitet ist eine gute Kommunikation wichtig. Ein Hauptansprechpartner sollte immer für Dich erreichbar und Redaktionsplan, Feedback- und Korrekturschleifen geklärt sein. Als gute Agentur erfüllen wir natürlich alle diese Kriterien 😉

Diese Fragen solltest Du Deiner Content-Marketing-Agentur stellen:

• Welche Tools nutzt ihr? Content Marketing erfordert zwar Kreativität, aber auch Strategie. Ohne Tools lässt sich die Strategie nicht begründen und Erfolge nicht messen. Deine Agentur sollte Dir erklären können, welche Tools sie warum nutzen.
• Wie viele Stunden veranschlagt ihr pro Text? Was kostet ein Text? Wie rechnet ihr ab? Was hier sinnvoll ist, habe ich im Abschnitt oben schon erklärt.
• Könnt ihr mir einen Beispieltext schicken? Du siehst, worauf die Agentur wert legt, ob es Deinen Vorstellungen entspricht und Du den Preis angemessen findest.
• Wie steht ihr zu Keywords? Einem Keywordspamming haben seriöse Agenturen schon lange abgeschworen, die richtigen Keywords sind natürlich trotzdem wichtig.
• Was braucht ihr von mir? „Nichts“ bringt auch Deinem Content nichts. „Ein Briefing, die Content Strategie, ein Konzept, Deinen Input“ – ihr solltet auf jeden Fall zusammenarbeiten. Du weißt schließlich am besten, wer Deine Kunden sind.
• Woran messt ihr den Erfolg? „Wir messen den Erfolg nicht“ bringt Deinem Content-Marketing-Erfolg recht wenig. Am besten bekommst Du ein monatliches Reporting oder ihr evaluiert regelmäßig gemeinsam die Ergebnisse, um die Strategie stetig zu optimieren.
• Wie sieht es mit Bildern aus? Bilder in Webtexten sind wichtig. Eine gute Agentur liefert passende Bilder mit, sonst musst Du den Aufwand selbst auf Dich nehmen.

Fazit: Was kostet nun gutes Content Marketing?

Es kommt auf die ganz individuellen Ziele, die Zielgruppe, das Produkt und die Contentformate an. Mach Dir am besten zunächst klar, was Du mit Deinem Content Marketing erreichen willst und hole Dir dann verschiedene Angebote ein.

Steigst Du (natürlich nach der grundlegenden Content-Marketing-Strategie) beispielsweise mit 4 Texten pro Monat ein und rechnest mit etwa 12 Stunden für einen guten Text kannst du schon einiges erreichen. Das wären nur für die Produktion 48 Stunden pro Monat. Weitere 7 Stunden könnten für Planung, Strategieoptimierung und Distribution veranschlagt werden. Also insgesamt 55 Stunden pro Monat für Content Marketing.

Das ist natürlich nur ein Beispiel. Mit einem höheren Stundenaufwand können meist noch bessere Ergebnisse erzielt werden, aber auch mit weniger Stunden kann Content Marketing erfolgreich sein. Es hängt einfach immer von Thema und Zielgruppe ab: Komplexe Themen brauchen vermutlich mehr als 12 Stunden, Inspirationsartikel könnten auch mit weniger auskommen. Andere Formate wie ein Whitepaper oder Video können wesentlich mehr Zeitaufwand erfordern.

Mach Dir klar: Content Marketing ist eine Investition. Und Content Marketing braucht Zeit. Es kann sein, dass die Erfolge erst nach einigen Monaten sichtbar werden, dafür dann nachhaltig. Wenn wir Dich bei Deinem Content-Marketing-Erfolg unterstützen können, melde Dich gerne bei uns!

Bildquellen: © gettyimages/picalotta; © gettyimages/FilippoBacci; © gettyimages/manfeiyang; © gettyimages/ExperienceInteriors;

(This is the final post in a two-part series. You can see Part One here.)

The new question-of-the-week is:

What is the single most effective instructional strategy you have used to teach writing?

In Part One, Jenny Vo, Michele Morgan, and Joy Hamm shared wisdom gained from their teaching experience.

Today, Regie Routman, Luiza Mureseanu, and Jeremy Hyler “wrap up” the series.

‘Teaching Writers— Not Teaching Writing’

Regie Routman is an educational leader, mentor, coach, and teacher who is passionate about improving the literacy and learning lives of all learners. For full information on Regie’s many books, articles, podcasts, videos, and resources—and to contact her—go to www.regieroutman.org and @regieroutman on Twitter and Facebook:

Let’s first define what we mean by strategy. Typically, strategy refers to a method and/or intentional action that leads to a desired outcome. I suggest we amend that definition to: A strategy is a deliberate, thoughtful action that contributes to the learner’s positive mindset and competency regarding achieving a desired goal or task.

The latter definition makes the learner central and evolves from a lifetime of teaching and learning in underperforming schools. If we apply that definition, the single most effective strategy to successfully teach writing is: Focus on the writer first and the writing second.

In my most recent book, Literacy Essentials: Engagement, Excellence and Equity for All Learners, I deliberately titled the chapter on writing “Teaching Writers”—not “Teaching Writing.” That is because we teach learners; each one is a unique human being. If we want each learner to excel in what we are attempting to teach them, then authentically engaging with the learner—not just the piece of writing—must be highest priority. Here’s why.

Writing can be difficult, messy, unpredictable work—even under favorable circumstances. Because we start with a blank page or blank screen, we feel vulnerable. As writers, we have to conjure up on our own what to put in those blank spaces. It’s scary for many and requires a courageous, risk-taking spirit along with stamina and support. Then add in the social and emotional issues in these uncertain times when many of us—students, teachers, families—are feeling scared, lonely, and isolated. All of the aforementioned requires we strive to make personal and positive human connections front and center of all teaching and learning, regardless of where the teaching and learning are situated—whether it’s in person or at a distance.

As well, equity issues are now—as they have always been—paramount to expert teaching and joyful learning. Depending on how we teach, respond to, and assess writing, writing can be the vehicle to a learner’s success or an area where we do actual harm. Uppermost in our minds when we confer and interact with a writer must be the goal of leaving the writer intact and hopeful, that is, with a sense of self-worth and an “I can do it!” spirit that propels the learner forward with dignity and energy to do “the work.”

10 Actions and Attitudes That Focus on the Writer First—and Promote Excellent Writing

Holding high expectations, on the part of the writer and the teacher, is a necessity for the learner to be successful and fulfilled. However, any system, school, or teacher that fosters and/or condones inequitable access to expert teaching and first-rate resources—even unconsciously—shortchanges students, often permanently. First and foremost, focusing on the writer in ways that promote and encourage competence and confidence requires we create and sustain a personal and caring culture of sensitivity, opportunity, and possibility for every learner.

• Look for, acknowledge, and celebrate the writer’s strengths.

Regardless of age, the learners we teach need to know we see them as capable. That is, through expert and meaningful demonstrations, shared and guided experiences, and independent opportunities to “try and apply,” we “see,” name, and utilize each learner’s strengths and build upon them. Frankly, it’s difficult for a reluctant writer to fully engage and make a genuine effort to improve in writing or any subject matter without that emotional safety net of ongoing guidance, support, and reassurance.

• Choose language and actions carefully.

Monitor and silence your critical self. Maintain a mindset that beholds each student’s full potential. Honor the writer’s intentions and efforts. Facing a blank page can be daunting for many, especially our most vulnerable learners. We must make a deliberative effort to leave the writer “whole.” That is, any feedback or stance we take must give the writer the energy, will, and purpose to go on writing.

• Create a trusting, respectful culture.

An equitable culture includes a peaceful, organized, and safe environment. Avoid “gotcha” moments which deter students from taking risks, such as trying out something new that has not been modeled. Do provide sustained time for writing every day, including sufficient time for revising, redoing, and chances to do better. Students deserve second chances and grace, especially these days when life is so unpredictable for so many.

• Co-create writing criteria with students.

Knowing the writing expectations in advance—the criteria or traits often referred to as a rubric—can help ensure students’ success. Develop these criteria with students and be cautious not to treat required criteria as isolated skills. That is, view the writing as a whole piece. Rely on the rubric once a first draft is completed, primarily as a way to assess, including students’ self-assessment of their strengths, needs, and next steps. Otherwise, individual indicators/traits can easily become the focus of the writing, for example, when students are told to “work on” one “trait,” which can remove the writer from the writer’s intentions, meaning making, and the “whole” of the writing piece.

• Encourage an innovative spirit and more choice.

Is the writer courageous enough to reveal his true voice and thoughts? Why not encourage more topic choices along with original formats, ideas, and unique ways of thinking about the writing? With student input, consider, as well, audiences and purposes we may not have considered plus various and equitable ways to assess.

When conferring, when possible, have the student first read aloud his writing or the portion on which he wants feedback. On this first reading, try not to look at the paper, which may be messy and include obvious grammar and spelling issues. Think, focus, and listen: What is the writer trying to say; how can I best support those efforts? Seek to gently guide. Adopt a facilitator stance; encourage the writer to take the lead in the conferring conversation. Become a discerning listener. Listen for the writer’s voice.

• Honor and respect the writer’s intentions and efforts.

It’s so easy for us to take over and direct students on what to do or even do it for them. If necessary, sit on your hands to avoid writing on a student’s paper when conferring. When a teacher’s marks and remarks predominate on a page so they become the first thing we notice on a student’s writing, the writing no longer belongs to the student. Even with very young students, where we might have difficulty reading the invented spelling, ask the student if it’s OK to write a conventional spelling lightly in pencil.

It’s easier for the writer and the teacher to work on completing a piece—revising, editing, and publishing—if the piece is just a page or so. Poetry works well for that, so do book reviews, commercials, memoir snippets, news summaries, rap and song lyrics, about-the-author pieces to accompany a student’s writing, and much more.

Finally, focusing on the writer first means setting editing aside, for now. Even when you are demonstrating writing for your students, focus on the content. Do not stop to say, for example, “I’m putting an exclamation mark here because. . .” Just do it. Writing is hard work. Put all your energy in what you are clearly and succinctly trying to say to your readers and model that for students. I learned that lesson the hard way. When I first started writing books, I would request that my reader-responders remark solely on the content and ignore editing issues. Nevertheless, some readers felt compelled to bring my attention to every error in spelling, punctuation, and grammar. Those “correctness” notations and marks on the manuscript were so distracting, I became convinced that focusing separately on content and ideas is a necessity if we are truly to prioritize the writer before the writing.

Visual-Thinking Strategy

Luiza Mureseanu is an instructional resource teacher – K-12, for ESL/ELD programs, in Peel DSB, Ontario, with over 17 years of teaching middle and high school students in Canada and Romania:

One strategy that I find generally very effective and engaging for teaching writing is the visual-thinking strategy, used either in cooperative writing or individually. The benefit of VTS comes from the scaffolded supports that will take the learner step by step through the process of writing with the use of visual supports.

Students select from a collection of images and choose one they like for brainstorming ideas. In the case of cooperative writing, all students have to use the same picture to generate ideas, and they start writing collectively about what they see, adding ideas and sentences on each other’s work. Cooperative writing based on VTS is always an effective strategy to use with reluctant writers. Students find it easy to make a connection to the image and to describe what they see. In the process, they go beyond the picture to make inferences and build more content for writing.

The strategy provides a starting point for writing, a framework for paragraph writing, and it can be use for both prewriting and writing process. The VTS is an engaging, easy, and nonthreatening method to get students interested in showing their thinking and express their ideas in writing.

‘Being Vulnerable’

Jeremy Hyler is a middle school English and science teacher in Michigan. He has co-authored Create, Compose, Connect! Reading, Writing, and Learning with Digital Tools (Routledge/Eye on Education), From Texting to Teaching: Grammar Instruction in a Digital Age, as well as Ask, Explore, Write. Jeremy blogs at MiddleWeb. He can be found on Twitter @jeremybballer and at his website jeremyhyler40.com:

Being a teacher of writing opens the door for so many possibilities when it comes to instructional strategies. Year to year can be different depending on the group of students that is in front me. Furthermore, each hour can be just as different. It wasn’t until 2010 when I went through the summer institute for the National Writing Project, that I found a strategy that works year after year and with a multitude of students.

Since 2010, I have been a very active teacher-writer. I learned I cannot teach writing unless I am actually doing it myself. So, I take the step of being just as vulnerable as my students are when it comes to sharing writing. In the past, I have gone through the assignment I have given my students and did it myself but in front of my students so they could see the writing process I have gone through.

I want them to see and hear me think out loud. This means putting my writing on the projector and talking to the students as I go through my writing. I have done this with brainstorming, drafting, and revision/editing. By being vulnerable myself and talking through the different steps, my students are more willing to take a chance with their writing and can see that I struggle in certain areas of writing as well. After all, writing is not easy.

Being a published author also is a benefit, too. Throughout the times I have co-authored my books, I have not only shared how my co-author and I work together on a Google Document, but I have shown students where I have had complete chapters written and had to delete them and start over because it wasn’t the direction we wanted to go in with our writing. Furthermore, when I have been given proofs back, I have shown my students the revision and editing process my co-author and I have had to go through. Again, I want them to understand that writing is not easy, and sometimes two rough drafts are never enough.

My students are always amazed at the processes I have had to go through to be published. I tell them that writers need to be able to handle criticism and have the perseverance to get to the finish line. At the conclusion of every writing assignment, I always share a bit of wisdom that was shared with me. I tell them: “Your writing is never done, it is just due.”

Thanks to Regie, Luiza, and Jeremy for their contributions!

Please feel free to leave a comment with your reactions to the topic or directly to anything that has been said in this post.

Consider contributing a question to be answered in a future post. You can send one to me at lferlazzo@epe.org. When you send it in, let me know if I can use your real name if it’s selected or if you’d prefer remaining anonymous and have a pseudonym in mind.

You can also contact me on Twitter at @Larryferlazzo.

Education Week has published a collection of posts from this blog, along with new material, in an e-book form. It’s titled Classroom Management Q&As: Expert Strategies for Teaching.

Just a reminder; you can subscribe and receive updates from this blog via email (The RSS feed for this blog, and for all Ed Week articles, has been changed by the new redesign—new ones are not yet available). And if you missed any of the highlights from the first nine years of this blog, you can see a categorized list below.

I am also creating a Twitter list including all contributors to this column.

Strategic, managed retreat differs from past practice

To date, managed retreat projects have been largely incremental, minor adjustments implemented using a handful of policy tools, guided by a limited set of social values, and small scale in their contributions to climate change adaptation (15, 23, 33). For example, in the United States, voluntary home buyouts have helped ~45,000 families move out of flood-prone homes over the past 30 years; this represents a tiny fraction of the millions at risk and is fewer than the number of homes experiencing repeat flood damage and the number of new homes built in floodplains. Buyout programs often affect just a handful of households within a flood-prone community, while simultaneously raising equity concerns about who is offered buyouts and how they are treated in the process of relocating (19). Around the world, retreat programs frequently involve relatively few people, compared with the number of people at risk, and are disconnected from larger strategies for climate adaptation (17).

Although many retreat programs have reduced risk exposure and economic losses, their effects on broader individual and social goals are contested (7, 14, 21, 29). “Successful” retreat will be defined differently by diverse stakeholders and may change over time and across contexts (11, 13, 34). Nevertheless, the literature offers key areas for improvement, which we review in turn below: (i) proactively envisioning managed retreat as a feature of climate-driven transformations, (ii) engaging a diversity of approaches for strategic retreat, and (iii) coordinating across disciplinary and governance silos to connect societal priorities. We posit that these changes have not occurred because addressing them requires difficult systemic and structural adjustments and because retreat has not yet been adequately prioritized despite substantial efforts of some communities, practitioners, and researchers to overcome the barriers. Nevertheless, there are reasons to believe changes may yet occur.

Adaptation science for strategic, managed retreat

Research on managed retreat has not adequately answered numerous questions that are critical in reshaping how and why retreat is considered by practitioners and communities. We argue that greater progress can be made by reframing existing questions, by asking a broader set of questions, and by engaging with a range of connected disciplines. To demonstrate, we reframe two questions often asked about retreat and identify several unanswered questions that need greater attention.

Implications for adaptation now

Most climate adaptation to date has been small scale and short term, involving minor modifications to standard practices such as planting crops earlier in the season or building floodwalls to address storms (56). The level of ambition and innovation in adaptation falls substantially short of the challenges posed by current, much less future, climate risks (7, 56). Designing bold, innovative, and adequate adaptation strategies, including retreat and other transformational options, involves both motivating visions (i.e., future states that represent the goals and values of the people adapting) and pathways (i.e., series of steps that connect present actions with possible futures). Incorporating retreat into these visions and pathways will require widespread implementation of acknowledged best practices from adaptation science and innovations from other disciplines.

Adaptation visions

Adaptation science can tap bolder visions and pathways by implementing lessons learned from design-thinking and planning and by integrating insights from a range of social sciences and the arts. Methods such as scenario analysis and iterative, participatory deliberations geared toward decision-making under deep uncertainty (7, 19, 45, 57) are frequently used in adaptation, although not consistently in accordance with acknowledged best practices. For example, planning activities that consider how the future may unfold too often constrain the range of futures being considered or do not represent the values of the participants. Approaches from architecture, design, environmental engineering, anthropology, archaeology, climate fiction, futurism, and security assessments, which are increasingly considering climate change, can offer rigorous, structured ways to question assumptions, generate creative ideas, and explore opportunities in future visions or scenarios (Fig. 2) (58–62). Disciplines central to social change can help people trust and use climate science in envisioning the futures they want to pursue through adaptation. Artists visualize the consequences of climate change through installations, such as lights representing future tidemarks (60). Climate fiction imagines dystopian and utopian visions of the future and pathways leading to beneficial change (61). Divides drawn between science and the arts blur when scientists consider future social conditions (e.g., the shared socioeconomic pathways) and related narratives (62).

Creating visions of the future to guide adaptation should not be a top-down process. Effective processes can reduce political polarization, involve marginalized groups, address historic wrongs, situate local concerns within broader contexts, highlight interactions and interdependencies within and across systems, and collaboratively construct future visions (7, 33). Expanding the option set depends fundamentally on participant goals, and the process of eliciting and constructing these goals is inherently interactive. Listening across political differences or documenting a community’s reality and valued attributes through photos or videos, as well as future storylines, heritage discussions, and participatory mapping, can be (and in some cases is being) used to create space for conversations about losses and damages, justice, culture, and curative and adaptive approaches for the future (19, 45, 54). Dialogue in such interactions supports open-ended consideration of what is valued and how creative options could preserve relationships under change and support the collective good (13). Iterative consideration of goals is crucial because visions for the future evolve through time, including through the process of adaptation itself (53).

You have got the best startup app ideas and want to run a business around it, but are confused about choosing a web app or mobile app.

Is it the case with you too???

If you’re like most business visionaries, like when the seed for app development is planted in your thoughts, it feels practically difficult to contain your excitement. A surge of potential possibilities and plans begin streaming and you end up saying “this will be the big app.”

As technology for both mobile application and web application for startups have developed quickly, organizations fall into the dilemma of picking the right medium to achieve target users. There are circumstances in which organizations can develop either a web application or a mobile app for startups because of budget constraints.

In any case, most business people don’t have an idea about the difference between mobile and web application development. They are also clueless about what effect the business will have while choosing either of them. Thus, we are bringing a detailed app development guide for startups to help the entrepreneurs reach their goal.

Here are some facts about the app development for startups usage and conversion rates.

According to Insider Intelligence, the majority of mobile time is spent while connected to the internet. The US adults are estimated to spend more than 4 hours on average on the mobile internet, with 88% of that time within apps. The app percentage is forecasted to increase year over year.

Another study conducted by the TOP 30 PWAs report states that, the average conversion rate for progressive web apps was 36% higher than the one for native mobile apps.

The main reason behind this is due to a curious phenomenon called the “mobile revenue gap”, which is explained by Tom Karwatka, CEO at DivanteLTD,

Table of Contents

Definition of Web App Vs Mobile App

Choosing Web Apps vs Mobile Apps

How To Build A Mobile App For Startup?

Factors To Consider While Confused In Web Apps Vs Mobile Apps

Cost Of App Development for Startups

Wrapping Up

Moving on, let’s start by understanding the definition of mobile application and web application for startup.

Definition of Web App Vs Mobile App

What is a Mobile App?

We know what mobile apps are and have downloaded them as well. Here is a quick description. Any application that can run on a handheld or mobile phone (like a smartphone or tablet) with a function of offering support to its users is known as a mobile application.

What is a Web App?

Web Application is a self-supporting software that totally runs on the web browser. It is not required to download and install on computers of the end user. With the changing web application development, it can span over different pages or be limited to a single page.

Choosing Web Apps vs Mobile Apps

 Picking between web app vs mobile app for startup is typically a daunting task, especially when it is for startup. To start with, you can begin by comparing the benefits and limitations of both.

Let’s begin!

Benefits Of Web Apps

Discoverability

The greatest benefit you get with a web app vs mobile app for startup is the capacity for individuals to find content more effectively online. Basically, individuals don’t go onto the App Store or Google Play and search for things in a similar way they do on Google.

For example, you wouldn’t go to the App Store and search “pet stores close to me”.

As per reports, individuals roughly do 39.2 billion searches on Google each week.

Another report states that the App Store searches are around 500 million every week. This clearly states that applications are not intended to overwhelm everyday search inquiries, yet the insights are stunning.

Affordability

It is cheaper to develop apps for the web as compared to mobile apps. One explanation is that iOS and Android have distinctive native features and functionality requirements that best app developers for startups need to account for and test completely. Likewise, unique device types and screen sizes require more custom coding, which can be tedious, time consuming, and demands a more significant level of expertise.

So you must be thinking, how does this make web advancement more reasonable?

You should know that the attempt to design, program, and improve pages for mobile applications is more time consuming for a development team than web. While web apps usually have to account for desktop as well as mobile views, responsive website composition has become an industry standard with a lot of well-maintained resources, libraries, and answers accessible online to help with this.

Accessibility

With a web app startup development you get the prompt advantage of being accessible on any device. Like discoverability, the ability for individuals to have the option to discover and access your content on any device type associated with the internet is a big benefit.

Like mobile apps, web apps don’t need storage space or getting discovered for downloads. With good content people can easily find your website online, click on the link and they are in your website.

With recent information showing that most individuals don’t download new applications consistently, as a startup your smartest option is to put resources into a web application- something that individuals are more able to evaluate first or even find organically through an online search.

Avoid Developer Fees

Maybe nothing is more quarrelsome in the app development for startups industry than the famous 30% revenue cut that Apple and Google take on application deals, incorporating subscriptions and in-app purchases (IAPs).

Since Apple and Google’s fee structure is so extravagant and disputable, this is one of the main reasons that startups should be aware of what charges they can anticipate. In case you’re on a limited budget, considering to cover an extra 30% expense for revenue share charges can be daunting particularly in the event that you’re relying upon recurring income in a membership model.

As a developer your smartest option is to simply do what needs to be done and factor in an extra 30% expense or more into your pricing structure. Or for more suitable reasons, develop a web application and stay away from these charges!

Easy to Update

Did you see a typo error on one of your web application pages? If you see what do you do?

Not a big deal, you simply fix the error, push the changes live and visitors will see the correct spelling. In any case, with a mobile app, the updating cycle is more burdensome. To build a mobile app the process goes like this, first you’ll have to fix the typos and upload a build to App Store Connect or Google Play Console, then you have to test the alpha or beta versions completely, and  finally submit your update for survey.

Your application update will generally go live between 24-48 hours after your submission. Not horrible, but rather still a drawn out process as compared to a web application that will automatically update itself! Now it might be easy for you to figure out the benefits of web apps.

Disadvantages of Web Apps 

Does not work offline

• Web apps don’t work offline. But even though offline execution is supported with PWAs the execution is not promised all times (meaning it is very limited).

Slower than mobile apps

• Web applications function and work slower as compared to native desktop apps and mobile apps.

Less advanced in features

• May not be as discoverable as mobile apps as they are not listed in a specific database, such as the app store.

Quality and Security

• In this mobile and web application development guide, you will know that the quality and security is guaranteed in web apps, as it doesn’t need to be approved by the app store.

Benefits Of Mobile Apps

Personalization

Mobile applications consider end user’s preferences dependent on their concern and interests. The mobile app for startups suggests customized content built on preferences while websites can’t give personalized data like a mobile application. This is one significant advantages of mobile apps that makes it more easy to use.

Work Online and Offline

When we say numerous applications work in offline mode, then this implies that they work without connecting to the internet and can offer the necessary services to the users while websites need an internet connection to load and access data. It is one of the significant benefits of mobile apps over websites. 

Convenience

As indicated by research, users invest 18 times of their time in mobile applications than on websites based on mobile versions. They additionally perform more unique activities in them, that is, they change to pages, view point by point data, etc. Also the mobile app development for startups with Flutter is trending with the use of a single code base for multiple platforms.

Faster than web apps

Mobile applications are somewhat quicker than websites. These advantages of mobile apps lets users consistently prefer to utilize applications for any use as opposed to a website. As the applications store their information locally so it provides a somewhat quick information availability experience to the end-users.

Safe and secure

Mobile apps integrate with the device’s current security features to give better security to the clients. Within smartphones, safe access, sharing of information with a significant degree of security can be done.

Disadvantages of Mobile Apps

Support and Maintenance

• Regular bug fixes and updates are required in mobile applications. In mobile applications, users need to download and install new updates.
• In mobile websites the updates are executed automatically without requiring any user contribution.

Compatibility

• Everyone realizes that mobile applications are created from scratch, which makes the development process big and time consuming.
• Along with this, a couple of devices don’t support mobile applications on account of different platforms or various versions.

How To Build A Mobile App For Startup?

Successful mobile apps for startups are more expensive to create than web applications, and on the grounds that they are platform specific, launching an application across various platforms essentially implies beginning from scratch in place of design and development. Nonetheless, they are a lot quicker, and will in general be more advanced as far as features and functionalities are concerned.

Native mobile apps are developed and assembled utilizing specific dialects and Integrated Development Environments (IDE) depending upon the intended platform. Apple devices run on the iOS native operating system, so Apple applications are developed utilizing either Objective-C or Swift, and the Xcode IDE.

Native applications for Android are written in Java and are regularly fabricated utilizing the Android Studio or Eclipse IDE.

Apple and Google additionally provide their own development tools, interface components, and programming development packs (SDK) which engineers can use to build a mobile application.

How Web Apps Are Developed?

Web apps tend to be built using JavaScript, CSS and HTML5. Unlike mobile apps, there is no standard software development kit for building web apps. However, developers do have access to templates. Compared to mobile apps, web apps are usually quicker and easier to build — but they are much simpler in terms of features. If you’re interested in learning HTML, CSS and JavaScript, take a look at this free set of web development tutorials.

Web applications will in general be assembled utilizing JavaScript, CSS and HTML5. Not at all like portable applications, there is no standard programming advancement unit for building web applications. Notwithstanding, designers do approach formats. Contrasted with portable applications, web applications are generally speedier and simpler to assemble — however they are a lot less difficult as far as highlights. In case you’re keen on learning HTML, CSS and JavaScript, investigate this free arrangement of web improvement instructional exercises.

Factors To Consider While Confused In Web Apps Vs Mobile Apps

What does your market research uncover?

What you need to comprehend is that you are going to bring something new to the market. So generally, there will be risk implied in it. Individuals may like what you’re selling and they may not. So it is vital that you direct careful market research or surveys prior to making any big commitments or investments. What you require is to:

1. Ensure people need the solution that you’re providing.
2. Know the user’s behavior.

Do you need a phone’s native features?

By native features we mean mobile hardware features like camera, speaker, and mic. You should be in a position for your best startup app ideas that you could respond to these two inquiries:

• Will you store a device’s current location?
• Is it required to utilize a mobile’s features like camera, mic, and speakers?

Assuming the response is yes to both of these questions, then it is better to opt for a native mobile app for startups. Presently, developers can develop a web application which can utilize a mobile’s native features, yet they do not improve the solution, and instead make it messy and moderate. Besides, some smartphone platforms limit web apps from utilizing certain native features just like iOS does with geo-notifications.

Do you need to personalize the user experience?

Personalization is best done on native or hybrid mobile applications, as they permit you to introduce unique experiences and customized functions to specific users, instead of a wide, one size fits all experience for everybody.

For example, Spotify, adopts a profoundly customized strategy by giving users a unique content (in this case- it is Discover Weekly) and recommendations. This is a totally determined algorithm that is dependent on both the individual users’ behavior and accumulated information which permits Spotify to analyze and predict trends across its whole user base.

Personalization can likewise take advantage of hardware features, for example, area services. In 2015 Spotify broadly partnered together with the Nike+ Running application to produce playlists based on the users’ running speed.

Will users be motivated to download a mobile app?

While application downloads are rising in popularity around the world, there is some drop off while focusing on users in developed markets like the UK, USA, and Japan. Getting individuals to download a mobile application can be an obstacle, as it adds another grating point to the user journey.

There is a solid case to build a mobile app first when there is a reasonable advantage for downloading an application. For instance, ticketing applications are mainstream because they collect important data and functionality all in one place, providing a consistent user experience that is optimized for speed. This addresses a key pain point for users who might be in a hurry or want the convenience of having all their movement in one place.

If this quick need is less articulated, it could be worth considering a web application that provides instant access. This is particularly significant in case you’re providing data or content, as users are less inclined to hold on to download an application if their need is prompt.

Cost Of App Development for Startups

Building a full featured website or a mobile application ought to be viewed as three different budget lines.

As per the Clutch reports, the middle expense of building a full-featured mobile application is somewhere in the range of $37,913 and $171,450. This is the expense of building a mobile application for only one platform (either iOS or Android).

For mobile application MVP, the cost estimates would be near to $5,000-$15,000. That would be a basic application with just one and three core features and alluring minimal design.

The average web app startup development cost is between $10,000 to $150,000, again generally relying upon your product intricacy and the web app development company that you recruit.

You can reduce the numbers if you choose to outsource the development to a more affordable region (think Eastern Europe or Latin America), where average hourly rates are between $35 to $75, compared to the U.S. developers’ rates of $100-$200 per hour.

You can reduce the cost on the off chance that you decide to outsource the development to a more affordable price, for example Eastern Europe or Latin America, where normal hourly rates are between $35 to $75, as compared to startup app development company USA or web application development USA prices of developers ranging from $100-$200 per hour.

Building an all around streamlined mobile website will have a less cost than web app and mobile app cost, but you know the consequences right!

Wrapping Up

So this was all for the app development guide for startups. Hope you have gained something useful while reading it. If you are in doubt about what to choose, you can take help of an experienced web and mobile app development company like us to guide you through your journey.

Prateek Saxena

DIRECTOR & CO-FOUNDER

Word-of-mouth marketing is one of the most valuable forms of advertising. After all, why wouldn’t you want customers to rave about your business to friends and family?

Word-of-mouth referrals are great advertising for your brand and an enormous confidence booster for would-be buyers. From a potential buyer’s perspective, if your existing customers are happy enough with your company to recommend it, that speaks volumes about your business.

It’s not just about getting customers, though. When you secure buyers through word-of-mouth referrals, they are likely to spend more, it helps consumers make the buying decision, and above all, shoppers trust their friends when it comes to recommendations.

Ninety-two percent of customers say they’d buy based on the recommendations of their friends and family. Not only that, but more people are reading online reviews than ever before, according to BrightLocal.

That’s why you want to encourage your satisfied customers to promote your business by sharing their positive experiences.

However, getting those word-of-mouth referrals isn’t so easy. Here’s how to encourage customers to spread the word.

How to Convince Your Customers to Give You Word-of-Mouth Referrals

Ideally, word-of-mouth marketing achieves two goals: encourage your customers to make word-of-mouth referrals to friends and (ideally) pass on their friends and family member’s details so you can market to them directly.

The following tips help you with both these goals.

Provide the Best Experience Possible

You won’t gain word-of-mouth referrals if you provide a poor experience. Today, the customer experience is one of the most crucial parts of the sales process, especially when it comes to word-of-mouth recommendations and social sharing.

When you’re seeking continual growth, brand advocacy, and retention, the simplest strategy is to provide a stellar customer experience.

Deliver Quality Every Time

If you’ve spent even a few minutes online, you’ve likely seen negative reviews. There’s a good chance they’ve stopped you buying from a business, too.

When you’ve got dissatisfied customers, they don’t stop at telling their friends and family: they often go online and write a bad review. Even worse, they go on social media and detail their poor experience for an even wider audience to see.

Deliver quality every time and if your products and services are falling short, own the problem and fix it.

Just keep in mind that a few bad reviews won’t tank your business, just respond politely, and you’ll still reap the benefits of word-of-mouth marketing.

Start a Referral Program

Want a tried and tested way to get your regular shoppers to recommend others? Then start a referral program. Start by creating an appealing offer for your customers. Maybe a discount for each new person they refer, prizes for referring a certain amount of people, or a small commission.

A great example of this is the Morning Brew newsletter. It gives incentives like merchandise and monthly exclusive events and makes it easy for their existing readers to spread the word.

Subscribers to the newsletter click on the blue “click to share” button, and they’re taken to a referral link, an email invitation, and social media buttons for sharing.

Promote Engagement Through User-Generated Content

Gain attention and engagement with user-generated content. Of course, UGC advertising won’t always start organically, so give your customers a nudge by launching an official campaign.

Netflix, Starbucks, and Adobe are three companies doing this well. Whether it’s launching contests, creating branding advocates, or encouraging social shares, you’ll learn a lot from these brands and the methods they use.

Get Behind a Cause

Another way to get your customers to bring in word-of-mouth referrals is to get behind a cause. This could be something close to your company’s heart, a local non-profit, or a high-profile fundraising event.

Consumers are always keen to spread the word about a good cause, which means there’s an excellent chance they’ll pass it on to friends, family, co-workers.

How to Target Word-of-Mouth Referred Customers in Paid Ads

There’s organic word-of-mouth marketing, then there are amplified word-of-mouth referrals, where you launch paid online campaigns to maximize your marketing efforts. Below is a step-by-step guide on how to target referred customers with paid ads.

1. Choose an Ad Platform

You’re looking for a platform where your typical audience hangs out. For instance, if you’re targeting a younger audience, you might choose Instagram. TikTok is another option that is popular with the under-thirties. 

For older age groups, Facebook could be ideal. If it’s business-related, then LinkedIn is your obvious choice.

2. Set a Goal and Budget

Each social media platform offers paid advertising. For example, Twitter has its promoted and follower ads and there’s no minimum budget.

Before deciding on your campaign budget, be clear on your business goals. For instance, is it gaining newsletter subscribers? Or sign-ups for a free trial? Whichever goal you choose, make it measurable and trackable.

Also, think about your ideal ROI and the percentage of your digital marketing budget you’re willing to spend.

The ideal number is 15-25 percent of the business’s overall digital marketing budget, according to Web Strategies. To make this part easier, Web Strategies provides a free digital marketing budget calculator.

3. Offer an Incentive

Offer your prospects an incentive—and make sure to put some thought into it. You’re looking for something your prospect finds useful and helps you reach your business aims. For example, if you want newsletter subscribers, consider an e-book with hot tips or a cheat sheet related to your business or industry.

Cheat sheets and e-books work well because you can create them once and then automate their delivery. Another example is discount vouchers for sharing their thoughts. Be sure to make your discount time-sensitive to create a sense of urgency.

4. Write Your Ad

Next, write your ad. Your first step is ensuring you’re using the language that resonates with your audience. However, there are other factors to consider in your ads, such as:

• clearly communicating your offer
• keeping your social media copy consistent with your overall tone/brand voice
• using complementary imagery and graphics
• including targeted keywords
• using targeted ads to personalize them to your ideal audience

Don’t be afraid to get creative. As you’ll see in the word-of-mouth advertising examples below, creativity is a great way to get customers talking.

5. Track, Test, and Try Again

Finally, test and track your campaigns and evaluate the results. Specific areas to test include:

• CTAs (Call to Actions)
• colors
• content
• visuals

Remember evaluating and A/B testing are ongoing processes, so keep tracking and testing over time. If your ads aren’t delivering your desired results, then tweak as needed and try again.

Examples of Ad Campaigns for Word-of-Mouth Referrals

Media-savvy companies know what it takes to get people talking about their adverts and sharing them. Although the following ads are offline commercials, they use the same approach in their digital marketing and social media efforts.

Let’s look at a few of the best examples of word-of-mouth advertising.

Coca-Cola

Coca-Cola has done more than its fair share of word-of-mouth advertising campaigns, from personalized bottles to broader issues like social isolation. However, the brand took its advertising to a new level with its Coca-Cola bears reacting to a Super Bowl in real-time.

The result? Everyone loved it. They felt like they were part of the Superbowl and part of the conversation. Apart from drawing viewers in, what made the advert so effective was those happy viewers were quick to share it with their friends and keep the word-of-mouth referrals going.

The advert worked so well because it engaged viewers from the first look, and the novelty value made consumers keen to pass it on.

BrewDog

The UK-based company BrewDog isn’t just great at developing craft beers. They’re also pretty good at creating share-worthy campaigns. You know, the kind of ads that get customers talking—and sharing.

A while ago, BrewDog put together “the most honest advert you’re ever going to see.”

BrewDog went with the bare basics rather than spending a small fortune on glitzy campaigns, including an image of their product, loud music, and not much else. BrewDog then teamed its adverts with an equally bland billboard and bus campaign.

As BrewDog itself put it:

Other brands spend big here investing in massive narratives, intricate Game of Thrones-themed visuals and slick films.

So we didn’t.

Crucially though, BrewDog’s advert was shown in the ad breaks of TV shows or events that get vast audiences, like Game of Thrones and the FA Cup Football Tournament.

By defying convention BrewDog, got itself noticed, even without spending vast amounts of money on its advertising.

In addition, the company isn’t scared of mixing it up or of courting controversy. And as everyone knows, controversy gets us talking, especially in the days of social media.

Despite its varying approaches, one thing that remains consistent with BrewDog is its dedication to revolutionizing the craft beer industry. In other words, whichever angle BrewDog takes, it stays true to its values.

Cadbury

It’s no secret that word-of-mouth saved Cadbury from an uncertain future. After a salmonella outbreak left the company reeling, it came back with a strong marketing campaign.

It wasn’t your typical Cadbury’s advert, which may be why it worked so well in turning Cadbury’s reputation around.

The advert, which featured a chimpanzee playing drums along with Phil Collins’ “In the Air Tonight” got everyone talking.

Then there was the big question people are still asking today: is it really Phil Collins in the chimpanzee outfit? (The answer’s “no,” by the way.)

Aside from making Coca-Cola, BrewDog, and Cadbury all have something else in common. They all use the same level of creativity in their social media campaigns, engaging users and inspiring them to share content.

What can you learn from these brands? Daring to be different, changing styles, and being novel enough to get people talking gets customers sharing is something every business can do.

How to Track the Success of Word-of-Mouth Paid Ad Campaigns

Word-of-Mouth Referrals FAQs

Word-of-Mouth Referrals Conclusion

Word-of-mouth referrals are an effective method for attracting and retaining customers. When people are spreading the word about your business, whether through reviews, referrals, or UGC, they’re doing your marketing and getting the word out to a wider audience.

Consumers trust their friends’ judgments more than anything else. That’s why word-of-mouth referrals are crucial to grow your brand.

While you could take the organic approach, you can also use accelerated word-of-mouth campaigns to gain customers’ attention and target them directly.

Whichever approach you take, remember tracking your metrics is vital for measuring the effectiveness of your campaigns.

Do you use word-of-mouth marketing? Which tactics do you use?

Warum ein Backup für Cloud-basierte Anwendungen unerlässlich ist SaaS-Anwendungen verlustfrei sichern

Rund ein Viertel der Unternehmen hält Daten in der Cloud noch immer für sicher und wiederherstellbar. Ohne eine Backup-und-Restoration-Lösung kommen SaaS-Anwendungen jedoch nicht aus. Worauf es bei der Strategie und den verschiedenen Anforderungen der einzelnen Anwendungen ankommt.

Die Nutzung von SaaS-Anwendungen ist im vergangenen Jahr noch einmal deutlich gestiegen. Allein Microsoft 365 (M365) wurde im Jahr 2020 laut Statista von über einer Million Unternehmen weltweit genutzt, Microsoft Groups hat rund 96 Millionen Nutzer*innen hinzugewonnen. Neben dem gebotenen Komfort birgt Cloud-basierte Program jedoch auch die Gefahr von Datenverlusten. Geschäftsdaten, die zuvor On-Premises gespeichert waren, wurden mit dem Wechsel zur Cloud dem jeweiligen Computer software-Unternehmen, wie etwa Microsoft, anvertraut. Dabei ging jedes vierte Unternehmen in 2019 noch von der Prämisse aus: „Was in der Cloud liegt, ist sicher und wiederherstellbar“, so eine Studie zu Knowledge Security und Cloud Methods der Organization Tactic Group. Eine KPMG-Studie aus dem Jahr 2020 zeigt: Knapp einem Viertel (23 Prozent) der Cloud-nutzenden Unternehmen fehlen Sicherheitskonzepte für alle oder einzelne Cloud-Szenarien. Damit riskieren Unternehmen bei der Nutzung von für den Geschäftsbetrieb relevanten Anwendungen ohne Backup-Konzept schlimmstenfalls einen erheblichen Datenverlust und Betriebsausfall.

Trügerische Sicherheit

Nicht allen IT-Skilled*innen scheint klar, wo die Verantwortlichkeiten liegen und wie viel Kontrolle sie über die Cloud-Daten haben. Das Prinzip der „geteilten Verantwortung“ ist zentral für das Verständnis der Zusammenhänge und des Handlungsbedarfs in Sachen Datensicherheit. Ein Beispiel verdeutlicht das: Microsoft verantwortet laut SLA die Infrastruktur und sorgt for every Georedundanz für die Verfügbarkeit und Nutzbarkeit der Plattform. Microsoft garantiert jedoch weder bestimmte Recovery Issue Targets noch die dauerhafte Wiederherstellbarkeit von Daten. Sowohl Datenhoheit als auch Datenkontrolle obliegen dem Anwenderunternehmen. Es ist also selbst für den Schutz und die Verwaltung der eigenen Daten verantwortlich und muss dafür sorgen, dass die Daten verfügbar, zugänglich, sicher und wiederherstellbar sind.

Die automatische Synchronisierung zwischen Cloud und Endgerät kann dabei zur Falle werden, denn sie löst ein Überschreiben der Daten auf allen synchronisierten Geräten aus. Das gilt auch für fehlerhafte Daten, eine Löschung oder mit Malware infizierte Dateien. Anwendungsinterne Wiederherstellungen sind sehr begrenzt möglich. Am Beispiel Microsoft verdeutlicht: Aus dem Papierkorb können aktiv gelöschte Dateien innerhalb von 30 Tagen zurückgeholt werden, Postfächer und Gruppen sind für 14 Tage abrufbar. Beschädigte Dateien repliziert Microsoft automatisch kurzfristig, um Redundanzen zu vermeiden. Darüber hinaus stellt Microsoft keine Wiederherstellbarkeit sicher.

Löschen und Überschreiben sind jedoch nicht die einzigen Risiken. Verlässt ein*e Mitarbeiter*in das Unternehmen und der Account wird deaktiviert, hält Microsoft das inaktive Benutzerkonto und alle dazugehörigen Daten nur für 90 Tage vor. Nach dieser Frist kann das Unternehmen sie nicht wiederherstellen. Ist die Datenhaltung vom Datenmanagement nicht vollständig und konsequent geregelt, können Lücken in den Aufbewahrungsrichtlinien entstehen. Das sogenannte Litigation-Keep-Attribute von Microsoft friert aktuell verfügbare Daten zwar dauerhaft ein und schützt sie vor Löschung, aber nur bis zu einem Datenvolumen von 100 GB. Das bietet keinen zuverlässigen Schutz bezüglich rechtlicher Sanktionen und Compliance-Verstößen, etwa gegen die DSGVO.

Die Wahl der Backup-und-Restoration-Lösung

Verschiedene Cloud-Anwendungen haben verschiedene Anforderungen und Voraussetzungen. Die Wahl der Backup-und-Recovery-Lösung sollte darauf eingehen. Grundsätzlich gilt: Sie sollte gewährleisten, dass IT-Administratoren die Daten jederzeit sicher und wiederherstellbar speichern können. Sie muss dabei einfach zu konfigurieren sowie absolut verlässlich im Tagesgeschäft sein.

Wichtige Kriterien für eine gute Lösung sind:

• Vollständige Wiederherstellung der Daten nach einem Vorfall, zum Beispiel versehentliche Löschung, Ransomware-Befall, Cyberattacke oder interne Sabotage, ist schnell und einfach möglich.

• Anwender können bei der Lösung flexible Aufbewahrungsregeln und individuelle Archivierungszeiträume abbilden.

• Eine Suchfunktion für E-Discovery-Aufgaben muss auch Backup-Daten einschließen.

• Die gesicherten Daten sollten auf lokalen Storage-Medien liegen, um IT-Verantwortlichen direkten Zugriff auf die gesicherten SaaS-Daten zu geben.

Effiziente Backup-Strategie

Die Frequenz von Backups hängt von individuellen Anforderungen im Unternehmen ab. Verwaltet ein Unternehmen große Mengen kritischer Daten, benötigt es Backups täglich oder sogar im Stundentakt. Jedes Mal vollständige Sicherungen durchzuführen, würde sehr viel Zeit, Bandbreite und Speicherplatz benötigen. Inkrementelle Backups sind deshalb auch für SaaS-Anwendungen unerlässlich. Nach einem initialen, vollständigen Backup werden inkrementell nur die Daten kopiert, die sich seit der letzten Sicherung geändert haben. Das erhöht die Backup-Geschwindigkeit deutlich und schont gleichzeitig Speicherplatz und das lokale Netzwerk. Eine umfassende Backup-Lösung schützt die gesamten physischen, virtuellen und Cloud-Infrastrukturen.

Granulare Wiederherstellung

Versatile Level-in-Time-Wiederherstellung bedeutet, dass Objekte eines gewünschten Zeitpunkts wiederhergestellt werden können, ohne dabei eine Entire-Scale-Recovery initiieren zu müssen. Dies kann am ursprünglichen oder auch an einem neu zu bestimmenden Speicherort durchgeführt werden. Dafür muss die Backup-Lösung eine ausreichende Menge an Recovery Points erstellen können. Mitunter gelten außerdem je nach gesetzlichen Anforderungen verschiedene Zeiträume für die Datenhaltung.

Erweiterte Suche spart Zeit

Es kann sehr zeitaufwendig sein, die verlorenen Objekte im Backup wiederzufinden. Müssen für den Geschäftsbetrieb unverzichtbare Daten wiederhergestellt werden, sind Schnelligkeit und Effizienz aber besonders wichtig. Eine gute Backup-Lösung sollte es ermöglichen, nach einzelnen E-Mails und OneDrive-Dateien sowie SharePoint-Bibliotheken und Pay attention zu suchen und diese auch wieder herzustellen.

Ressourcenschonung

Ebenfalls sehr zeitaufwendig ist eine manuelle Durchführung von Backups. Ein automatisierter Sicherungsplan spart Zeit und stellt die Durchführung sicher. Der Überblick auf vergangene, aktuelle und zukünftige Sicherungen hilft dabei, Überschneidungen und Netzwerküberlastungen zu vermeiden. Das Backup-Retention-Schema, etwa nach dem Grandfather-Father-Son-Prinzip, lässt die Recovery-Punkte täglich, wöchentlich, monatlich und jährlich rotieren.

Eine versatile Lösung, die je nach Geschäftsanforderungen und Datenvolumen skaliert und auf sich mit der Zeit verändernde Tough- und Software-Grundlagen angepasst werden kann, bietet auch die Möglichkeit, den Kostenfaktor zu beeinflussen und im Vergleich zu einer starren Lösung erheblich zu senken.

Klassifizierungs-, Backup- und Restoration-Prozesse

Wie gehen IT-Verantwortliche vor, um für die mittel- und langfristige Wiederherstellbarkeit der Daten zu sorgen? Drei Prozesse sind wichtig: Datenklassifizierung, Backup und Restoration.

Datenklassifizierung

Damit die Backup-und-Restoration-Lösung die relevanten Daten erfassen kann, muss die Klassifizierung der Daten für eine geordnete Datenstruktur und effektives Datenmanagement sorgen. Zum einen muss definiert werden, welche Daten für den Betriebsablauf unverzichtbar sind. Zum anderen kann eine Kategorisierung der Daten in die vier Klassen helfen, den Compliance- und DSGVO-konformen Umgang und die Autorisierungen für den Datenzugriff zu erleichtern.

3-2-1: Backup!

Die 3-2-1-Regel gilt nach wie vor als die Faustformel für Backups schlechthin. Die Kombination aus physischen Backups vor Ort und (Multi-)Cloud-Backup-Lösungen von Drittanbietern ist sinnvoll. Unterschiede in den Lösungen finden sich vor allem in der Geschwindigkeit der Wiederherstellung, in der Speicherkapazität und im Preis.

Recovery

Die Art der Sicherung und der zu sichernden Datenklassen bestimmen Recovery Time Aim (RTO) und Recovery Level Goal (RPO) von der einzelnen Datei bis zur ganzen Bibliothek. Je schneller die lückenlose Wiederherstellung, umso geringer die Folgekosten von Datenverlusten, desto sicherer die Enterprise Continuity. Die Lösung von Nakivo beispielsweise kann die RTO im Schnitt halbieren.

Backup und Recovery am Beispiel Microsoft 365

In den M365-Anwendungen OneDrive, Trade und SharePoint liegen die meisten zu sichernden Daten. Jede Anwendung hat ihre eigenen Anforderungen:

OneDrive ist der individuelle Cloud-Speicher für jede*n M365-Nutzer*in, der in Microsofts Cloud-Paket enthalten ist. Einzelne Dateien und Ordner werden for every Duplikat gesichert, ganze Anwendungen oder das Betriebssystem jedoch nicht. Die meisten Verluste entstehen durch Nutzerverhalten: Die Synchronisierung zwischen Cloud und Festplatte überträgt deren Fehler in beide Richtungen. Ein Backup sollte deshalb die gesamte Dateistruktur übernehmen.

Trade ist die Groupware- und Mail-Server-Software package für die Ablage und Verwaltung von E-Mails, Kalender und Aufgaben, die sowohl über die Cloud als auch On-Premises genutzt werden kann. Vor allem für die Trade-Daten ausgeschiedener Mitarbeiter*innen ist ein Backup unerlässlich.

SharePoint dient als Material Administration Program und als Dateiverwaltung für die group- und unternehmensweite Zusammenarbeit. Daten, die über Microsoft Teams geteilt werden, werden über das SharePoint-Backup gesichert, Konversationen hingegen über die Exchange-Sicherung. Entsprechend wichtig ist ein feingranulares Backup der Daten, von einzelnen Terminen bis hin zu ganzen SharePoint-Seiten, abgestimmt auf die Rollen und Rechte von Mitarbeiter*innen.

IT-Administratoren sollten Sicherheits- und Wiederherstellungsszenarien eines Systems also auf Herz und Nieren testen. Macht eine Lösung mit einer überall zugänglichen Benutzeroberfläche die Verwaltung der Backup-und-Restoration-Prozesse einfach und flexibel möglich, ist es für die Verantwortlichen umso einfacher, sie im Alltag zu integrieren und im Ernstfall schnell reagieren zu können.

Sergei Serdyuk.

Über den Autor

Sergei Serdyuk hat NAKIVO 2012 mitgegründet. Seit 2018 verantwortet er als Vice President of Merchandise Management das gesamte Produktportfolio des Computer software-Unternehmens. Er ist seit über 15 Jahren in der IT-Branche tätig und verfügt über umfangreiche Erfahrungen in den Bereichen Software package-Projektmanagement, Produktmanagement, Virtualisierung, Cloud und Datenschutz. Mit der Mission, die ultimative Datenschutzlösung zu entwickeln, liegt Sergei Serdyuks Leidenschaft darin, kundenorientierte Produkte zu entwickeln, mit denen Menschen Zeit, Geld und Aufwand sparen können. Neben dem Produktmanagement ist Sergei Serdyuk auch für das Marketing und den Kundensupport von NAKIVO tätig.

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