2. Jakub Růžička
jameslittlerose@gmail.com
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
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3. Jakub Růžička
jameslittlerose@gmail.com
(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]:
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)
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]:
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
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]
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4. Jakub Růžička
jameslittlerose@gmail.com
INBOUND MARKETING
CONTENT MARKETING
•The process of attracting customers to
you vs the 'traditional' method of
interruption (aka 'outbound marketing').
Instead of using mediums like radio,
print, TV, direct mailers, etc. — you
create content and strategies, through
the use of blogs and social media, to
attract qualified leads to your website
and business.
•Very similar to inbound marketing, but
you use informational blog posts, videos,
etc. to teach consumers, thus earning the
trust of search engines (SEO) and
customers, resulting in more business
and sales.
According to Handley [09], creating content as a cornerstone of your marketing can [09]:
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 story
build buzz via
social networks
build a base of
fans and inspire
customers to love
you
inspire impulse
buys
Especially on social media, creating an engagement is crucial. Kerpen [10] argues that creating true
dialogue between you and your customers results in [10]:
authenticity &
highlighting brand
core values
building
communities
around trust &
loyalty
customers solving
customer service
issues
INBOUND MARKETING TECHNIQUES
In their 2010 ‘Inbound Marketing‘ book [08] Halligan & Shah sum up the basic principles of applying
‘inbound‘ to a business [08]:
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5. Jakub Růžička
jameslittlerose@gmail.com
GETTING FOUND
BY PROSPECTS
BASIC
•shift to inbound
thinking
•website as a
marketing hub
•creating strategy
•tracking progress
•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
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]:
SEO
(Search Engine
Optimization)
social media
video
blogging
podcast
websites
host of other
content generating
devices
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]
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8. Jakub Růžička
jameslittlerose@gmail.com
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.
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).
3
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9. Jakub Růžička
jameslittlerose@gmail.com
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:
the ability to offer more
products by providers /
producers / prosumers
the ability to find and buy
more products by
consumers / prosumers
'make everything available'
'help me find it'
the mutually beneficial
ability of meeting the
demand of niche markets
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 earlymover 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
You have to get permission
'We know what's best'
Business model
Top-down
Command and control
ABUNDANCE
rules
social model
profit plat
decision process
management
anything goes
‘You know what’s best’
figure it out as we go
bottom-up
out of control
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10. Jakub Růžička
jameslittlerose@gmail.com
Anderson introduces four basic business models of free [03] [04]:
•The producer gives the consumer product 1 for free in the hope this will then entice the
consumer to subsequently purchase product 2.
DIRECT
CROSSSUBSIDIES
THREEPARTY
MARKETS
FREEMIUM
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 profit
EXAMPLE: 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.
•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
•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 year
EXAMPLE: nightclubs which admit women for free so they can then charge the men an
admission fee
•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.
NONMONETARY
MARKETS
EXAMPLE: Every time you search on Google, you’re helping the company improve its adtargeting algorithms, creating information that can be useful
EXAMPLE: reputation, attention, expression, fun, good karma, satisfaction, self-interest
etc.
EXAMPLE: artists giving away their music online as a way of marketing concerts,
merchandise, licensing, and other paid fare
EXAMPLE: unintentional/passive giving
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]
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11. Jakub Růžička
jameslittlerose@gmail.com
COST PER
TRANSACTION
•advertisers only pay a fee whenever a viewer purchases something and
becomes a paying customer
LEAD GENERATION
•advertisers pay for the name and e-mail addresses of people who have
expressed interest in something
SITE SPONSORSHIP
•advertisers pay a fixed sum to be associated with a Web site offering some
content
PAY FOR PROMINENT
PLACEMENT IN SEARCH
RESULTS
•advertisers pay to be listed ahead of others
PRODUCT PLACEMENT
•advertisers pay to have their brand or goods included in a video clip or an
online game
SUBSCRIPTIONS
PRODUCT UPGRADE
CHARGES
SELLING VIRTUAL
ITEMS
SELLING ITEMS WITH
MATCHING ONLINE
VIRTUAL VERSIONS
•access to content like online games or for a wide variety of other specialized
information for a specified period
•to move from the free version of something to the full version with better
features
•people pay for unlock codes which allow them to upgrade their online
personas in games or other online simulations
•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
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]:
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12. Jakub Růžička
jameslittlerose@gmail.com
SUPPORT
SELLERS
•package and distribute open source software on convenient media, and offer a set of
technical support and customization services to users
LOSS LEADERS
•give away open source software as a way of generating demand and seeding a larger
market for a linked commercial product
'SELL IT, FREE IT'
MODEL
•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.
ACCESSORIZING
•selling physical accessories that make it easier to use open source software
SERVICE
ENABLERS
BRANDING
•distribute and support open source software primarily to generate traffic to other
revenue-generating services
•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)
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]
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13. Jakub Růžička
jameslittlerose@gmail.com
"
What cannot be directly measured in economic systems is hand-waved away into a
category called ‘externalities‘ (for example, when you buy a pair of shoes you are not
charged for the environmental impact of the carbon released in their manufacture - that’s
called a ‘negative externality,‘ which we’ll discuss at length below). A lot of the costs in that
free 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. The
Wikipedia Foundation, which pays for the servers and bandwidth that Wikipedia runs on, is a
nonprofit supported by donors, both corporate and individual. Assuming you are not one of
those individual donors (and only a minute fraction of Wikipedia’s users are), perhaps you
are a customer of one of Wikipedia’s corporate donors, such as Sun Microsystems. In that
case, you may be paying a tiny fraction of a cent more for Sun servers than you would
otherwise, to pad Sun’s profit margin enough that it can make a charitable donation. Not a
Sun customer? Well, Google is a Wikipedia donor, too. Perhaps you once paid for a Google
ad that was a zillionth of a cent more expensive than it otherwise would have been had
Google not made the donation. Not an advertiser? Well, then maybe you bought a product
from one of Google’s advertisers, and that product was a gazillionth of a cent more
expensive 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. In
other words, although you can probably argue that you are ultimately paying for that
Wikipedia entry, it is only true in the sense that the flutter of a butterfly wing in China could
influence your weather next week. Technically, there may be a connection, but it is too small
to measure, and so we don’t bother. " [03]
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 humanmade 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]:
CUSTOMIZED INFORMATION
specific and tailored to your
requirements
will go up in marginal cost
INFORMATION
COMMODITY INFORMATION
everybody gets the same version
will go down in marginal cost
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
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14. Jakub Růžička
jameslittlerose@gmail.com
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]
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15. Jakub Růžička
jameslittlerose@gmail.com
BEING RELEVANT TO NICHE AUDIENCE (ONLINE MARKETERS)
PERSONALIZED (ON-DEMAND) •including website (by using user accounts)
CONTENT
PROVING EXPERTISE & EDUCATING AUDIENCE (BY PULL MARKETING)
CONTENT 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
•teaching inbound using ebooks, videos, webinars, research & case studies
FREE EDUCATIONAL CONTENT •HubSpot Academy
•conferences
CLOSE RELATIONS WITH TARGET AUDIENCE
E-MAIL MARKETING
•personalised e-mails providing free content and follow-up e-mails
SOCIAL MEDIA
INCREASING TRUST
OPENNESS & FRANKNESS
•explaining in detail business methods HubSpot employs
ABOUT INTERNAL CORPORATE •blog
PROCESSES
ENDORSEMENTS
OFFERING/SELLING
SOLUTIONS/SOFTWARE
HUBSPOT ITSELF IS USING
FREE SOFTWARE TRIALS
•customer testimonials
•awards
•e-mail / blogging / landing pages / calls-to-action / SEO / signals / social media / lead management /
marketing automation / marketing analytics
•& providing free tools such as twitter/website/marketing grader
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16. Jakub Růžička
jameslittlerose@gmail.com
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-tobusiness 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]:
Inbound marketing
channels deliver a
dramatically lower
cost-per-sales lead
than outbound
channels.
•Respondents that spent more than 50% of their marketing budget on inbound
marketing consistently reported a lower cost-per-sales lead than those that spent
50% or more on outbound marketing. In fact, inbound marketing-dominated
organizations experience a 61% lower cost-per-lead than outbound marketingdominated organizations.
•Businesses are responding by allocating a greater portion of their budget to
inbound marketing. Currently, 37% of business’ lead-generation budget is
dedicated to inbound marketing, whereas 30% is dedicated to outbound
marketing efforts. We expect this gap to widen significantly over time.
Blogs lead other social
media categories in
terms of importance
to business.
•Blogs are frequently cited as the most useful type of social media marketing, with
75% of those familiar with their business’ blogging efforts saying they are ‘useful,’
‘important,’ or ‘critical’ to their business. MySpace finished last in terms of
importance of those that use the service for business purposes.
Small businesses are
most aggressively
allocating lead
generation budgets to
blogging, social media
and search engine
optimization.
•Realizing that inbound marketing techniques ‘level the playing field’ with the
bigger budgets of larger competitors, small businesses are spending a 180%
greater portion of their budgets on blogging/social media and 36% greater portion
of their budgets on search engine optimization than businesses with 50 employees
or more.
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.
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17. Jakub Růžička
jameslittlerose@gmail.com
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.
(II.) INBOUND MARKETING & HUBSPOT COMMENTS
INBOUND MARKETING (GENERAL) DISCUSSION & LIMITATIONS
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)
COMMENTS ON HUBSPOT
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]
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19. Jakub Růžička
jameslittlerose@gmail.com
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]
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20. Jakub Růžička
jameslittlerose@gmail.com
HubSpot’s e-mails
address (potential)
customers by their
name and/or by the
company they work
for
HubSpot promotes its
concept of ‘inbound’ as the
next (& latest) stage in the
development of marketing,
positioning itself as a
‘revolutionist’
What I
don't
like
HubSpot sends
personalized (based
on the data you
provide them) ebooks on a regular
basis
HubSpot’s e-mails, e-books,
conferences etc. are
‘signed’ by their employees
the feeling that the
company actually
cares about you
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'. It
could be improved by distinguishing between less & more experienced
customers (not sending ‘for dummies‘ e-books all the time).
HubSpot has its
own software
profits go to
them
they invest it in
new products
development
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21. Jakub Růžička
jameslittlerose@gmail.com
HubSpot as online fullservice & 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 own
marketing research to
recognize the needs &
worries of online marketers
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22. Jakub Růžička
jameslittlerose@gmail.com
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
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23. Jakub Růžička
jameslittlerose@gmail.com
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, SelfEngagement, 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.
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