inbound marketing: hubspot

cz

INBOUND MARKETING

sector: SERVICES (B2B) | company: HUBSPOT

JAKUB RŮŽIČKA [email protected] linkedin.com/in/littleROSE

http://www.linkedin.com/in/littlerose

Jakub Růžička [email protected]

Page | 1

CONTENT

(I.) INBOUND MARKETING & HUBSPOT BACKGROUND

THE FOUNDATIONS OF INBOUND MARKETING .................................................................................... 2

CONTENT MARKETING & INBOUND MARKETING ................................................................................. 2

INBOUND MARKETING TECHNIQUES .................................................................................................... 3

THE LONG TAIL ...................................................................................................................................... 7

HOW TO MAKE MONEY USING FREE CONTENT ................................................................................... 8

HUBSPOT‘S EMPLOYMENT OF INBOUND MARKETING & MARKETING TOOLS .................................. 13

INBOUND MARKETING RESEARCH BY HUBSPOT ................................................................................ 15

(II.) INBOUND MARKETING & HUBSPOT COMMENTS

INBOUND MARKETING (GENERAL) DISCUSSION & LIMITATIONS ....................................................... 16

COMMENTS ON HUBSPOT .................................................................................................................. 16

LITERATURE ........................................................................................................................................ 22


Page | 2

(I.) INBOUND MARKETING & HUBSPOT BACKGROUND1

THE FOUNDATIONS OF INBOUND MARKETING HubSpot founders, Halligan and Shah, coined the term ‘inbound marketing‘ in 2006. [08] Inbound

marketing is based on the assuptions of ‘integrated marketing‘, as opposed to ‘traditional marketing‘. The

differences are shown in the table below, based on Schultz [01]:

The focus on customer satisfaction by the means of selective communication and long-lasting relationship

directly stimulates data collecting and analysis. [01] Such data-driven mutual (supply & demand)

facilitation of closing a deal is a subject of a popular book by Seth Godin, ‘Permission Marketing‘ [02]

(‘permission marketing‘ is analogous to ‘inbound marketing‘), which is compared to the traditional

‘interruption marketing’ [02]:

CONTENT MARKETING & INBOUND MARKETING Both, content marketing and inbound marketing, are about seeking for recognition by proving your

expertise. However, there are some minor differences in their definitions. The definitions below are based

on Sheridan [07]:

1 This text contains excerpts from a draft (/working paper) of the authors dissertation at the Charles University in Prague ‘HOW TO CREATE SELF-ENGAGED E-DU(ɔ): (Not only) Electronic and Online Copyleft (Lifelong) Education in the Age of Information, Availability, and Accessibility & Collaboration, Self-Engagement, and Flexibility.‘ [00]

TRADITIONAL MARKETING

•company/product/service-based

•mass communication(reach as many people as possible)

•one-way monologue focused on sale

•offensive (repetitive persuasion)

INTEGRATED MARKETING

•customer-based

•selective communication(reach those who care)

•two-way dialogue focused on lasting relationship with customers

•defensive (specific information on request)

INTERRUPTION MARKETING

•interruption

•one-to-many

•reactive

•return on investment

•public promises

•attention request

•directors

PERMISSION MARKETING

•engagement

•many-to-many

•participatory

•return on influence

•intimate conversations

•attention to given

•connectors


Page | 3

According to Handley [09], creating content as a cornerstone of your marketing can [09]:

Especially on social media, creating an engagement is crucial. Kerpen [10] argues that creating true

dialogue between you and your customers results in [10]:

INBOUND MARKETING TECHNIQUES In their 2010 ‘Inbound Marketing‘ book [08] Halligan & Shah sum up the basic principles of applying

‘inbound‘ to a business [08]:

INBOUND MARKETING

•The process of attracting customers toyou vs the 'traditional' method ofinterruption (aka 'outbound marketing').Instead of using mediums like radio,print, TV, direct mailers, etc. — youcreate content and strategies, throughthe use of blogs and social media, toattract qualified leads to your websiteand business.

CONTENT MARKETING

•Very similar to inbound marketing, butyou use informational blog posts, videos,etc. to teach consumers, thus earning thetrust of search engines (SEO) andcustomers, resulting in more businessand sales.

attract customers

educate your buyers about a

purchase they are considering

overcome resistance or

address objections

etablish your credibility, trust, and authority in

your industry

tell your storybuild buzz via

social networks

build a base of fans and inspire

customers to love you

inspire impulse buys

authenticity &highlighting brand

core values

building communities

around trust &loyalty

customers solving customer service

issues


Page | 4

As Halligan & Shah [08] argue: ‘Magnetic or pull marketing is very effective today because prospects are

better educated. When they want information, they go to Google first and look for relevant content.‘

Therefore the techniques of the pull marketing are [08]:

Inbound marketers are creating useful content, while trying to specialize – to become a leader in a

particular field. Measurement and the word-of-mouth effect are integral to such marketing strategy. The

point of inbound is letting your prospects find you when they are looking for the products or services you

sell. Your website should be the destination for online searches, while all your communication channels

serve as a knowledge resource that people trust (helpful content). While ‘outbound‘ marketing success

might be highly dependent on your marketing campaign budget, inbound marketing should rather be

based on ‘hacking‘ – using keywords, creating, optimizing, promoting, converting & analyzing. [08]

BASIC

•shift to inbound thinking

•website as a marketing hub

•creating strategy

•tracking progress

GETTING FOUND BY PROSPECTS

•creating remarkable content

•getting found in the blogosphere

•getting found in Google

•getting found in social media

CONVERTING CUSTOMERS

•converting visitors into leads

•converting prospects into leads

•converting leads into customers

MAKING BETTER DECISIONS

•making better marketing decisions

•picking and measuring your people

•picking and measuring a PR agency

•watching your competition

•commitment, patience &learning

SEO(Search Engine Optimization)

social media blogging websites

video podcasthost of other

content generating devices


Page | 5


Page | 6

Create

OptimizePromote

STRA

NG

ERS

ATTRACT blog keywordssocial media

VISITO

RS

CONVERT formscalls-to-action

landing pages

LEAD

S

CLOSE e-mails signals workflows

CU

STOM

ERS

DELIGHT eventssocial inbox

smart content

PR

OM

OTER

S

Convert &

Analyse


Page | 7

THE LONG TAIL Inbound marketing is closely related to online business environment, as the need of communicating your

message to a specific audience needs means for targeting niche markets. Chris Anderson’s2 concept of

‘Long Tail’ [13] explains that even though consumers buy mainstream products, there is a real demand for

niche products that are not available in brick-and-mortar stores (e.g. due to limited storage capacity).

These products can be found online only. The lesson is that the quantity of (small) niche markets is very

high and nowadays we do have means to meet such broad/individual demand.

The ‘Market of Multitudes’ concept means that even though we still do like mainstream products (the

traditional mainstream/hit/retail stores will not disappear), they are not so economically powerful as they

used to be. Everything in the world becomes available to everyone. Millions of items may sell only a few

copies at a value that could be higher than the ‘hits’ - those few items that sell millions each3. Such strategy

is becoming more cost-effective as the cost of reaching niche markets is falling down (by the means of

ICT). Therefore it flatters the demand curve – less popular products are gaining higher importance. ‘What

2 Chris Anderson is not the originator of the term, but its popularizer. 3 For example, more than a quarter of Amazon’s (world's largest online retailer) book sales come from outside its top 100,000 titles. As Anderson states: ‘Estimating Amazon’s Long Tail gave me both an analytical framework on which to build the theory and the confidence to know that it could be done.’ [66] Other examples include Google AdWords (online targeted advertising service) or eBay (online auction).


Page | 8

the Long Tail offers, however, is the encouragement to not be dominated by the 80/20 Rule. Even if 20

percent of the products account for 80 percent of the revenue, that’s no reason not to carry the other 80

percent of the products. In Long Tail markets, where the carrying costs of inventory are low, the incentive

is there to carry everything, regardless of the volume of its sales.’ [13]

Thus, the key Long Tail characteristics are:

HOW TO MAKE MONEY USING FREE CONTENT Chris Anderson [03] says that free is becoming a business strategy. And in future, it might be essential for

any company to survive. ‘The obvious reason most products are not free is because their production costs

are not zero – it costs money to make things and that cost must be met. Digital markets are an exception

to the rule. For almost all digital products, the marginal cost of reproduction is zero. Therefore, sooner or

later, it is almost inevitable producers in the digital realm will find themselves competing against products

which are free. Accepting this fact, the smart thing to do is to try and figure out how to use a zero price

point profitably yourself and get there first.’ [04] [03]

‘Economists have known for hundreds of years one fact: ‘In a competitive marketplace, price always falls

to the marginal cost.’ This was of academic interest only until everyone joined hands to build the world’s

first truly competitive marketplace – the Internet. In this, the most competitive marketplace the world

has ever seen, free is not just an option. Rather, free is the inevitable endpoint which is generated by the

forces of economic gravity. You will be far better off acknowledging this reality and becoming one of the

first in your industry to figure out how to build a business model based around free that still makes you

money. This will take creative thinking and ongoing experimentation to get right but by being an early-

mover in finding ways to exploit free, you can position yourself advantageously. That head start just may

be enough to give you a sustainable competitive advantage. Above all, swap scarcity thinking for

abundance thinking – because sooner or later, that’s where every industry is heading.’ says Anderson.

[04] [03]

SCARCITY

ABUNDANCE

You have to get permission rules anything goes 'We know what's best' social model ‘You know what’s best’ Business model profit plat figure it out as we go Top-down decision process bottom-up Command and control management out of control

the ability to offer more products by providers / producers / prosumers

'make everything available'

the ability to find and buy more products by

consumers / prosumers

'help me find it'

the mutually beneficial ability of meeting the

demand of niche markets


Page | 9

Anderson introduces four basic business models of free [03] [04]:

Flickr4

Today, there are at least fifty different advertising models which people are using to generate revenue

from online businesses. Some of the options which are already in use [03] [04]:

4 Flickr (stylized as flickr and pronounced ‘flicker’) is an image hosting and video hosting website, and web services suite that was created by Ludicorp in 2004 and acquired by Yahoo! in 2005. In addition to being a popular website for users to share and embed personal photographs, and effectively an online community, the service is widely used by photo researchers and by bloggers to host images that they embed in blogs and social media. [Wikipedia]

•The producer gives the consumer product 1 for free in the hope this will then entice the consumer to subsequently purchase product 2.

EXAMPLE: a supermarket offers one item for sale at below cost in the hope while you’re in the store, you will be enticed to purchase something else which generates a profitEXAMPLE: a cell phone company might lose money on its per minute charges (something consumers are highly sensitive about) in order to make money by charging voice mail fees.

DIRECT CROSS-

SUBSIDIES

•The producer provides product 1 free-of-charge to consumers. Advertisers pay to be included in product 1 in the hope they will be able to sell product 3 to the consumer.

EXAMPLE: advertisers buy advertising from the publisher (product 2) so they can then sell what they have to offer to the consumers who read the magazines or watch the TV shows

THREE-PARTY

MARKETS

•A free version (product 1) is made available to anyone who wants it in the hope some users will then choose to upgrade to the paid premium version (product 2) which has more features.

EXAMPLE: Flickr1 and Flickr Pro which is available for $25 a yearEXAMPLE: nightclubs which admit women for free so they can then charge the men an admission fee

FREEMIUM

•In some markets, no money changes hands at all. People gift or give things to each other without any ulterior motives or expectation of future payment whatsoever. In order to become well known rather than because they are being paid.

EXAMPLE: Every time you search on Google, you’re helping the company improve its ad-targeting algorithms, creating information that can be usefulEXAMPLE: reputation, attention, expression, fun, good karma, satisfaction, self-interestetc.EXAMPLE: artists giving away their music online as a way of marketing concerts, merchandise, licensing, and other paid fareEXAMPLE: unintentional/passive giving

NON-MONETARY MARKETS


Page | 10

Note, that the ‘free business models’ are somewhat similar to those that exist in the open source

community. Weber [05] outlines a number of possible business models for open source software - in

accordance with Frank Hecker’s and Robert Young’s ‘Under the Radar’ [06]:

•advertisers only pay a fee whenever a viewer purchases something and becomes a paying customer

COST PER TRANSACTION

•advertisers pay for the name and e-mail addresses of people who have expressed interest in somethingLEAD GENERATION

•advertisers pay a fixed sum to be associated with a Web site offering some contentSITE SPONSORSHIP

•advertisers pay to be listed ahead of others

PAY FOR PROMINENT PLACEMENT IN SEARCH

RESULTS

•advertisers pay to have their brand or goods included in a video clip or an online gamePRODUCT PLACEMENT

•access to content like online games or for a wide variety of other specialized information for a specified periodSUBSCRIPTIONS

•to move from the free version of something to the full version with better features

PRODUCT UPGRADE CHARGES

•people pay for unlock codes which allow them to upgrade their online personas in games or other online simulations

SELLING VIRTUAL ITEMS

•e.g. Webkinz2: kids get an ordinary stuffed animal with a special code which allows them to go online and play with a digital version of their toy

SELLING ITEMS WITH MATCHING ONLINE VIRTUAL VERSIONS


Page | 11

Webkinz5

As Anderson [03] argues, the economist’s objection of hidden/opportunity costs is valid. However, we

can’t directly (we actually can indirectly) measure the impact – therefore they are perceived as free. As

Anderson puts it [03]:

5 ‘Webkinz’ are toy stuffed animals that have a playable online counterpart in ‘Webkinz World’. [Wikipedia]

•package and distribute open source software on convenient media, and offer a set of technical support and customization services to users

SUPPORT SELLERS

•give away open source software as a way of generating demand and seeding a larger market for a linked commercial product

LOSS LEADERS

•a company would first sell its software under traditional commercial terms and then, at some point later in the product life cycle, release the code as open source

•that point would be reached when the benefits of an open source development process are believed to outweigh the proprietary licensing revenues

•the open source product would then function as a loss leader for the next-generation commercial product.

'SELL IT, FREE IT' MODEL

•selling physical accessories that make it easier to use open source softwareACCESSORIZING

•distribute and support open source software primarily to generate traffic to other revenue-generating services

SERVICE ENABLERS

•the company owns the brand, not the source code, by retaining exclusive rights to its product trademark

•if someone else wants to make a software product from the open source code, they can do so but they cannot label the new product with the 'brand name' (unless the branding company sells the right to do so, for example, by franchising)

•the question of why customers would pay for a branded open source product is essentially the same question as why people pay for branded commodities in any part of the economy

•the brand has a perceived value that often reflects some 'real' value (perhaps the branded product undergoes additional testing, perhaps the customer has increased confidence that the branding company will be around a few years later, or perhaps the brand is part of the 'experience' that the customer is willing to pay for in buying a product)

BRANDING


Page | 12

In the same consideration, we are not able to measure whether the revenues of a pop star would by

higher or lower without music piracy – lower revenues from a record’s sales, vs. higher revenues from

higher audience reach (revenues from concerts, merchandize, limited editions etc.). On the other hand,

we can say that the value of music sharing (or any other virtual content) is zero. The fact is that virtual

piracy can (usually) provide us with content in its original quality - as opposed to physical goods or human-

made action (e.g. providing a service). Therefore, as a result of the ongoing increases in processing,

storage and bandwidth, information distributed via the digital network move in two directions [04]:

The ‘young generation’ might not appreciate the values of the ‘old generation’ because these are in

abundance. So they/we, naturally, search for scarcity values: free coffee at work vs. a coffee in a café

" What cannot be directly measured in economic systems is hand-waved away into acategory called ‘externalities‘ (for example, when you buy a pair of shoes you are notcharged for the environmental impact of the carbon released in their manufacture - that’scalled a ‘negative externality,‘ which we’ll discuss at length below). A lot of the costs in thatfree lunch fall under the category of externalities - technically there, but immaterial to you.

To demonstrate, let’s try to follow the money as you pay for reading a Wikipedia entry. TheWikipedia Foundation, which pays for the servers and bandwidth that Wikipedia runs on, is anonprofit supported by donors, both corporate and individual. Assuming you are not one ofthose individual donors (and only a minute fraction of Wikipedia’s users are), perhaps youare a customer of one of Wikipedia’s corporate donors, such as Sun Microsystems. In thatcase, you may be paying a tiny fraction of a cent more for Sun servers than you wouldotherwise, to pad Sun’s profit margin enough that it can make a charitable donation. Not aSun customer? Well, Google is a Wikipedia donor, too. Perhaps you once paid for a Googlead that was a zillionth of a cent more expensive than it otherwise would have been hadGoogle not made the donation. Not an advertiser? Well, then maybe you bought a productfrom one of Google’s advertisers, and that product was a gazillionth of a cent moreexpensive because of this chain of events.

At this point we’re talking about fractions of a cent that are like an atom in that penny. Inother words, although you can probably argue that you are ultimately paying for thatWikipedia entry, it is only true in the sense that the flutter of a butterfly wing in China couldinfluence your weather next week. Technically, there may be a connection, but it is too small

to measure, and so we don’t bother. " [03]

INFORMATION

CUSTOMIZED INFORMATION

specific and tailored to your requirements

will go up in marginal cost

COMMODITY INFORMATION

everybody gets the same version

will go down in marginal cost


Page | 13

across the street (possibly better-tasting & better-experience); free information on Wikipedia vs. premium

information in the New York Times; free user account letting you use an application once a day vs. an

unlimited premium account; and so on. [03]

The existence of ‘free riders’ also does not seem to be a problem if we consider: 1) the cost of the

virtual/online resource being consumed is not high enough to care about; 2) the effect of the Internet’s

scale; 3) ‘passive’ and ‘free riding’ does not mean ‘without any effect’ (e.g. increased readership results in

increased visibility). [03]

On the other hand, ‘free may be the best price (reach the audience), but it can’t be the only one (covering

expenses & having the means to provide high-quality content)’. [04] ‘Moreover, no discussion of free can

avoid ‘The Tragedy of the Commons6.’ If we don’t have to pay for things, we tend to consume them to

excess.’ [03]

HUBSPOT‘S EMPLOYMENT OF INBOUND MARKETING & MARKETING TOOLS Naturally, HubSpot is not concerned just with the theoretical concept of ‘inbound‘ & teaching it, but it’s

especially a practitioner of inbound marketing. The table below summarizes HubSpot’s inbound marketing

strategy, as perceived by the author of this text:

6 In economics, the tragedy of the commons is the depletion of a shared resource by individuals, acting independently and rationally according to each one's self-interest, despite their understanding that depleting the common resource is contrary to the group's long-term best interests. [Wikipedia] ‘The classic tragedy of the commons example (which biologist Garrett Hardin used in a 1968 article) is sheep grazing on the commonly owned village green. Since sheep owners don’t have to pay for the land, they are not incentivized to preserve it. Indeed, it is even worse: Since they know that others are similarly able to waste the resource, they may choose to gain a bigger share of the benefit by wasting it faster, grazing more of their sheep, more of the time, until quickly the green is brown. This is the consequence of what economists call ‘uncompensated negative externalities.’ When things are actually scarce (limited) but we price them as if they were abundant (essentially unlimited), bad things can happen.’ [03]


Page | 14

BEING RELEVANT TO NICHE AUDIENCE (ONLINE MARKETERS)

•including website (by using user accounts)PERSONALIZED (ON-DEMAND)

CONTENT

PROVING EXPERTISE & EDUCATING AUDIENCE (BY PULL MARKETING)

•study materials for free (see below)

•providing download button access in return to user data collection

•analysing data to provide more individualised content, which is assumed to result in a higher probability of conversion/purchase

CONTENT MARKETING

•teaching inbound using ebooks, videos, webinars, research & case studies

•HubSpot Academy

•conferencesFREE EDUCATIONAL CONTENT

CLOSE RELATIONS WITH TARGET AUDIENCE

•personalised e-mails providing free content and follow-up e-mailsE-MAIL MARKETING

SOCIAL MEDIA

INCREASING TRUST

•explaining in detail business methods HubSpot employs

•blog

OPENNESS & FRANKNESS ABOUT INTERNAL CORPORATE

PROCESSES

•customer testimonials

•awardsENDORSEMENTS

•e-mail / blogging / landing pages / calls-to-action / SEO / signals / social media / lead management / marketing automation / marketing analytics

OFFERING/SELLING SOLUTIONS/SOFTWARE

HUBSPOT ITSELF IS USING

•& providing free tools such as twitter/website/marketing graderFREE SOFTWARE TRIALS


Page | 15

INBOUND MARKETING RESEARCH BY HUBSPOT Anually, HubSpot conducts a research among inbound marketing practitioners, which are helpful in

discussing inbound marketing benefits, as well as challenges, assumptions & limitations. ‘The State of

Inbound Marketing‘ 2009 report [11] is based on a survey issued by HubSpot in late 2008 (which makes it

the very first of its kind). The survey was completed by 167 professionals involved or familiar with their

business’ marketing strategy. These professionals included marketers, business owners, entrepreneurs,

executives and salespeople in businesses of all sizes. 71% of these professionals worked in business-to-

business companies and approximately one-quarter of those surveyed worked in the business or

professional services sector. The State of Inbound Marketing offers readers three key findings7 [11]:

If we compare the 2009 results with the current 2013 results, the key challenges in adopting inbound

marketing become obvious [12]:

7 Please note that (naturally) the findings might be subject to various biases, as HubSpot itself is a creator, a promoter and a practitioner of inbound marketing.

•Respondents that spent more than 50% of their marketing budget on inboundmarketing consistently reported a lower cost-per-sales lead than those that spent50% or more on outbound marketing. In fact, inbound marketing-dominatedorganizations experience a 61% lower cost-per-lead than outbound marketing-dominated organizations.

•Businesses are responding by allocating a greater portion of their budget toinbound marketing. Currently, 37% of business’ lead-generation budget isdedicated to inbound marketing, whereas 30% is dedicated to outboundmarketing efforts. We expect this gap to widen significantly over time.

Inbound marketing channels deliver a dramatically lower cost-per-sales lead

than outbound channels.

•Blogs are frequently cited as the most useful type of social media marketing, with75% of those familiar with their business’ blogging efforts saying they are ‘useful,’‘important,’ or ‘critical’ to their business. MySpace finished last in terms ofimportance of those that use the service for business purposes.

Blogs lead other social media categories in terms of importance

to business.

•Realizing that inbound marketing techniques ‘level the playing field’ with thebigger budgets of larger competitors, small businesses are spending a 180%greater portion of their budgets on blogging/social media and 36% greater portionof their budgets on search engine optimization than businesses with 50 employeesor more.

Small businesses are most aggressively

allocating lead generation budgets to blogging, social media

and search engine optimization.


Page | 16

(II.) INBOUND MARKETING & HUBSPOT COMMENTS

INBOUND MARKETING (GENERAL) DISCUSSION & LIMITATIONS

COMMENTS ON HUBSPOT

The biggest challenge is to convince the board to shift from traditional advertising to digital

and online marketing.

One-quarter of marketers report that their top challenge in 2013 is proving the ROI of their inbound marketing efforts. As we will see in the next chapter, the lack of

reliable metrics for reporting ROI is a major obstacle for marketers.

Only 18% of the marketers are focused on creating quality

content.

is inbound for services only?

free riders vs paying customers

(wide reach needed)

sustainability of the business model

business growth(the long tail of marketing vs. 'mainstream')

data collection &analysis

do also customers need to change? (free riding only)

490 global traffic rank in the early December 2013 (up 272 vs. the previous

3 months) [14]

Both, ‘HubSpot’ & ‘inbound‘ search terms are growing in numbers since 2007

(HubSpot was founded in mid 2006). The interest seems to be highest in the US,

Ireland, India, Canada, United Kingdom, Spain, Germany, Austria & Netherlands (i.e. expanding to other markets beyond

U.S.). [15]


Page | 17


Page | 18

regarding social media, HubSpot’s Facebook [16] & Twitter [17] fan/follower base is growing, increasing their potential

reach

& it's imporant to say that HubSpot‘s revenues seem to grow as well [18]


Page | 19

HubSpot’s e-mails address (potential) customers by their

name and/or by the company they work

for

HubSpot sends personalized (based

on the data you provide them) e-

books on a regular basis

the feeling that the company actually cares about you

HubSpot promotes its concept of ‘inbound’ as the next (& latest) stage in the development of marketing,

positioning itself as a ‘revolutionist’

HubSpot’s e-mails, e-books, conferences etc. are

‘signed’ by their employees

HubSpot sends its e-books to non-payers as well (in exchange for a couple of survey questions), which results in higher reach & general awareness about

‘inbound marketing‘ &communicating leadership

in the category

the company raises &promotes their employees as experts in the field and is positioning itself as the leader in online marketing (creating a knowledge gap of ‘inbound‘ & filling it with

its services)

• HubSpot’s CRM database doesn’t seem to 'grow with the customer'. Itcould be improved by distinguishing between less & more experiencedcustomers (not sending ‘for dummies‘ e-books all the time).

What I don't like

HubSpot has its own software

profits go to them

they invest it in new products development


Page | 20

HubSpot as online full-service & extending product

portfolio – the list of services available at [19]

smaller specialized competitors

HubSpot‘s own ‘inbound‘ sector/category (specialize

in it & extend it)

becoming a ‘generic trademark‘ (regarding its blend with the ‘integrated marketing‘ general trend)

PUSH marketing‘calls to action‘

PULL (content) marketing no matter whether you buy

or not + their ownmarketing research to recognize the needs &

worries of online marketers


Page | 21

INBOUND IN THE CZECH REPUBLIC ISSUES

the necessity of having a solid strategic plan

(/business model) when sharing free content (e.g. 'freemium') seems to be

frequently omitted

...as well as the necessity of knowing what to measure &

in which way your online (/social media) content pays

off

the necessity of sharing (useful) content relevant to a particular business with a relevant call to action in it


Page | 22

LITERATURE [00] RŮŽIČKA, Jakub. HOW TO CREATE SELF-ENGAGED E-DU(ɔ): (Not only) Electronic and Online Copyleft

(Lifelong) Education in the Age of Information, Availability, and Accessibility & Collaboration, Self-

Engagement, and Flexibility. [Dissertation, Unpublished]. Charles University in Prague, Faculty of Social

Sciences, Institute of Sociological Studies. Sociology Department. Supervisor: Mgr. Ing. Jiří Remr Ph.D.,

MBA.

[01] SCHULTZ, Don E, Stanley I. TANNENBAUM and Robert F. LAUTERBORN. Integrated Marketing

Communications. Lincolnwood, Illinois, USA: NTC Business Books, 1993, 218p. 2nd, illustrated. ISBN

0844233633; 9780844233635.

[02] GODIN, Seth. Permission Marketing: Turning Strangers into Friends and Friends into Customers.

2012 edition. London, UK: Simon & Schuster, 1999, 256p. ISBN 1471105776; 9781471105777.

[03] ANDERSON, Chris. Free: The Future of a Radical Price. 1st ed. New York: Hyperion, 2009, 288p. ISBN

14-013-2290-5; 9781401322908.

[04] Summaries.com. FREE: The Future of a Radical Price. Chris Anderson. Hamilton, New Zealand:

BusinessNews Publishing Ltd., 2009.

[05] WEBER, Steve. The Success of Open Source. Cambridge, MA: Harvard University Press, 2004, 320 p.

illustrated. ISBN 0-674-01292-5; 9780674012929.

[06] YOUNG, Robert; ROHM, Wendy Goldman. Under the Radar: How Red Hat Changed the Software

Business and Took Microsoft by Surprise. Scottsdale, Arizona: Coriolis, 1999. 197p. ISBN 15-761-0506-7.

[07] SHERIDAN, Marcus. Inbound and Content Marketing Made Easy. The Sales Lion, 2012, 384p.

[08] HALLIGAN, Brian and Dharmesh SHAH. Inbound marketing: Get found using Google, social media,

and blogs. Hoboken, New Jersey, USA: Wiley, 2010, 256 s. ISBN 0470499311; 978-0470499313.

[09] HANDLEY, Ann. CONTENT RULES: HOW TO CREATE KILLER BLOGS, PODCASTS, VIDEOS, EBOOKS,

WEBINARS (AND MORE) THAT ENGAGE CUSTOMERS AND IGNITE YOUR BUSINESS. 2012, Hoboken, N.J:

Wiley. ISBN 0470948728; 9780470948729.

[10] KERPEN, Dave. 2011. LIKEABLE SOCIAL MEDIA: HOW TO DELIGHT YOUR CUSTOMERS, CREATE AN

IRRESISTIBLE BRAND, AND BE GENERALLY AMAZING ON FACEBOOK (AND OTHER SOCIAL NETWORKS).

New York: McGraw-Hill. ISBN 00-717-6950-1; 9780071769501.

[11] HUBSPOT. The State of Inbound Marketing [online]. Cambridge, Massachusetts, USA: HubSpot,

2009 [Retrieved 2013-10-20]. http://bit.ly/GWkLat

[12] HUBSPOT. 2013 State of Inbound Marketing [online]. Cambridge, Massachusetts, USA: HubSpot,

2013 [Retrieved 2013-10-20]. http://www.stateofinboundmarketing.com/

[13] ANDERSON, Chris. The Long Tail: Why the Future of Business is Selling Less of More. Hyperion

Books, 2008, 288 p. Revised and Updated Edition (revised, illustrated). ISBN 1401309666;

9781401309664.


Page | 23

[14] HubSpot.com. Alexa [online]. Alexa Internet, Inc., 2013 [Retrieved 2013-12-03].

http://bit.ly/18euK5i

[15] Inbound Marketing & HubSpot. Google Trends [online]. Google, Inc, 2013 [Retrieved 2013-12-03].

http://bit.ly/1bdkIBC

[16] HubSpot Facebook Page Statistics. SocialBakers [online]. 2013 [Retrieved 2014-1-03].

http://bit.ly/187PwWp

[17] HubSpot Twitter Statistics. SocialBakers [online]. 2013 [Retrieved 2014-01-03].

http://bit.ly/1cWB1Cl

[18] ALSPACH, Kyle. HubSpot ups revenue 82% to $53M in 2012, eyes 1-2 acquisitions this year. Boston

Business Journal [online]. 2013 [Retrieved 2013-12-03]. http://bit.ly/19ePPK8

[19] Pricing. HubSpot [online]. HubSpot, Inc, 2013 [Retrieved 2013-12-03]. http://bit.ly/18q3sLU