Author: Roni Dagan

It’s not easy letting go of Segasec, a cybersecurity startup acquired by Mimecast after only two and a half years of existence. I’m thrilled for the founders, Elad and Gad, but for me it’s mixed feelings – it’s time to say goodbye.

For the past year, I served as Segasec’s VP marketing in a part-time position, a service we at Forabilis provide to startups. There are only few startups I can handle in this position. The level of involvement and responsibility it requires makes me very picky about where I choose to place my effort. Putting my face on a startup’s website as VP marketing makes it about me rather than about a service my agency provides. It is totally personal.

The funny thing is that if I do my job well enough, I can count on being replaced – either by a full-time, in-house VP marketing, or by an acquiring company with its own marketing leadership. Which is what happened in the case of Segasec. And while this is the business model that we created and it’s working well – it is still making me sad. Because for me it’s all about the people, the personal connections, and the cool things I get to do and learn. Earning the stripes of “it ended with an exit” is just a bonus.

It’s been a short and sweet ride. Here’s a bit of what I learned while leading marketing in a cybersecurity startup that had a fast exit:

• It’s a play of “from nothing to something” – it needs to be good enough, not perfect. Marketing has a certain pace, even when it moves fast. As a marketing leader, you are constantly going to be pushed and sometimes compared to the competition, expected to perform as well as they are. You can’t, because they’ve been around for eight years and you’re around for a year, and you’re small. So focus on creating and executing as much as possible, even if the results are not perfect. Get something out and then optimize.
• Marketing leaders must get close to the product, because no one will do product marketing aside from you at the beginning. It will be painful. There will be endless revisions for each collateral, hours spent with the product people (in my case Elad Schulman, the CEO). And at the beginning, no one can do it but the marketing leader. Bringing in a writer is a waste of time at this point – save it for later.
• To be fully accountable, marketing leaders must own the marketing budget. I owned the marketing plan and the marketing budget. It may sound obvious, but it doesn’t always work like this, and founders have a hard time letting go – even after approving the overall marketing budget. The result is that marketing needs budget approval on every activity that requires a spend. The fact that I could build a plan that ties different channels and campaigns, and move the budget around without constantly seeking approval, made me think broader, be more strategic, and more accountable for the results.
• Startups don’t really need a full time VP Marketing in the first two years. At the beginning, startups need fractions of different marketing skills. The first hire should be not a VP marketing but a full-stack marketing manager (and if you’re lucky enough you get someone amazing as Orly Bar-Lev).
• Marketing’s top priority in the beginning is to provide sales with what they need in order to sell. It’s that simple, and in marketing we don’t like hearing it. Because as marketers we think about our goals in a different way, and there is a tendency to spread across too many different efforts. Sales need tools, and marketing should provide them before attending to other tasks.
• The “Aha!” moment. Marketing can be very generic, there’s a playbook and it can be followed and be somewhat successful. For marketing to be both exciting and effective, you need to crack the code of the specific product and company. I felt we cracked it at Segasec when we learned how to utilize the product to generate data we can use for marketing, which turned into valuable content marketing and press opportunities. Having only one year, we only scratched the surface of what can be done with it.
• “Not enough leads”. Really, are there ever enough? Never. There’s so much to write about this constant complaint from sales, but I am going to try to be quick about it: Marketing can create “workarounds” to bring leads fast, just to take the pressure off. But the chance that these “fast leads” are ready to buy is close to zero, and warming them takes time. The ways to bring qualified leads that are ready to buy before there’s a fully-running marketing machine is either through direct sales outreach, or through conferences’ sponsorships and speaking opportunities. This may sound a bit depressing, but there is really no magic way to do this. We have only started seeing marketing leads become qualified and move down the funnel in the last month or so, after about 4-5 months of lead nurture. How I wish I had 6 more months to really be able to optimize the lead nurture process.
• Differentiation is tough, especially in cybersecurity, and as a result, the messaging suffers. So much competition, so many products. Everyone sounds just about the same. Once sales got in front of a potential customer, it was easy to show value. But what works well in a sales pitch, doesn’t necessarily translate into a marketing message. And while our messaging did change and improve, I must say that I feel we were far from done. My plan was to do a serious branding process this coming year to really make a leap in the messaging.

There is so much more to think about, such as – what’s the right timing to start marketing (hint: as soon as possible, no need to wait until there’s a working product), when is the right time to bring PR into the mix, what’s the role of social media in the cybersecurity space and when do you decide to pay the big bucks for Gartner.

There were so many things that were on the marketing plan for 2020 that I never did before – and was looking forward to experiment with Segasec in the coming year. I am really grateful for all that I learned this past year, and the trust of Segasec founders, Elad and Gad, for letting me hop in and join their awesome ride. I am sure this is not the last time we share a journey. Farewell, Segasec!

2019 was quite a year at Forabilis. We loved it. We have amazing clients that we did some pretty nice stuff for. We’ve grown together, and as cheesy as it may sound, it’s true. The work we do is so completely entwined with that of our clients, so the lessons are learned together. We look forward to 2020, to up our game and deliver more wins for our clients but before that… 

Six marketing stories from our work in 2019, the things that made us proud and our clients successful.

Using Product Data for Content Marketing

Marketing and Press Around A Product Pivot and Round A

Creating Winning Product Experience in Conferences

Achieving Thought Leadership through Content and Social Media

Strategizing a Business Pivot

The Event That Never Happened

1. How to Use Data for Content Marketing and Press Exposure

Segasec, recently acquired by Mimecast, is a cybersecurity startup with a platform that protects organizations from phishing attacks that target their end-customers. One of their unique capabilities is to perform quadrillions of scans in order to detect suspicious activities all over the web.

Our first task was to ‘educate’ Segasec that their ability to produce focused data on specific niches/industries is a marketing goldmine. Once we achieved that and got their agreement to setup dedicated monitoring for us, we were in business.

We decided to focus on industries Segasec were targeting as potential customers. The most high-awareness one, and the one with the most potential for wide exposure, was online retail. 

We wanted to gather data on phishing attacks around specific crucial dates for online shopping, like Mother’s day, Prime Day, Black Friday and so on. Together with Segasec’s analysts team, we set up dedicated monitoring around these dates for mega-retailers like Amazon, Best-Buy, Walmart and Target.

The results were incredible, marketing-wise. We had concrete data in our hands that showed major spikes in phishing attacks right before and during those dates. This was a solid validation of Segasec’s true value to eCommerce brands and the online press loved it. We’ve got tons of press and quotes from leading industry publications, like this one, that significantly increased awareness of Segasec.

2. The Story of an Amazing Product Pivot and Round A

We’ve been working with 3DSignals, a startup that helps manufacturers digitalize their machines to become an industry 4.0 “factory of the future” for over two years now. 3DSignals is unique for us in the sense that it operates in the ‘real world’ – yes, there are still companies that do that! It’s a special pleasure for us to be involved with physical machines, with actual moving parts, closing the loop from the original industrial revolution to industry 4.0.  

As their marketing arm, we helped them pivot and fine tune their offering and messaging to better answer the needs identified in the market. 

In the past year 3DSignals raised over $20M, a truly remarkable fit for any startup. We coordinated the global press around the A round and quickly prepared a new website to accommodate both the product pivot and 3DSignals’ new, stronger status as a well-funded company.

As they continued to grow, 3DSignals hired an in-house VP Marketing, Danya Golan, a move we cheered and welcomed. It was definitely the right move – and when it happens, we know we did a good job. We continue to act as the marketing arm of 3DSignals, running their day-to-day operation hands-on.   

3. How to Create a Winning Product Experience During Conferences

If you’re not familiar with Outgage, well, you should be. Any B2B company looking to up their ABM game can benefit from Outgage’s singular service – harnessing measurable direct mail for lead generation. Confused? Read on.

Outgage lets you send branded gifts to prospects. One really fun feature allows you to lock the gift, with an actual lock that can only be unlocked online. For example, a cookie jar with a lock on it, opened by entering your email online – now that’s lead gen like no other.

We had the pleasure of taking Outgage on their very first conference, a big deal for a young – and promising – company. Considering that this was a MarTech conference, and marketers are the hardest nut to crack, the stakes were high. We planned and executed the entire package, from pre-communication campaign, to onsite visual and collateral strategy, a speaking opportunity, and post-event email.

But that was not enough for us. In order to make the biggest impact, we devised an on-premise campaign simulating a direct one. We wanted the marketers attending the conference to get a feel in the flesh of the Outgage experience.

The engagement metrics were off the chart. Outgage ‘went home’ with a fat list of leads and sales opportunities, leaving after them a distinct scent of the new-kids-on-the-block of direct mail marketing. 

4. Combining Unique Content Creation & Social Media Focus to Achieve Thought Leadership

Take a deep breath, because this next client’s product scope can be quite overwhelming. Ex Libris develops creative solutions for higher education institutes that increase library productivity, maximize the impact of research activities, enhance teaching and learning, and drive student mobile engagement. They have a long history and strong presence in the library sphere, and we were brought in as they moved into a new and unexplored market of research in higher education. 

The first step of our work was an entire positioning and messaging process for a comprehensive suite of products dedicated to high-ed research. The target audience of the research and discovery tools are not the researchers themselves, but the research offices in universities.

We crafted the messaging and updated the website accordingly to reflect this new product positioning. This was done in 2018, and in 2019 we rolled up our sleeves and implemented it.    

We knew we wanted to make a splash, to make Ex Libris an authority in the convoluted space of high-ed research. So when Ex Libris commissioned a BIG study (when in Rome…) covering more than 300 researchers in the U.S., UK and Australia, we helped manage the process and produce a report on the findings. Around that we created a whole lot of content to be utilized in a massive marketing campaign. 

Another interesting realization we had during the planning of this campaign was to focus entirely on Twitter in the social media realm. The common thinking with social media is to spread your reach to as many channels as possible. But after a close examination of high-ed research on social media we’ve concluded that the most effective one is Twitter, so why waste your ammo on a battles already lost? Focusing our social energy exclusively on Twitter paid off big time. It created a substantial following for ExLibris and combined with the results of the study, is rapidly turning into a true thought leader in their target market.

5. How Strategic Positioning Can Lead to a Major Business Pivot 

With PerfAction we had our first entry to the medical device field; that’s already exciting, venturing into uncharted waters.

PerfAction is an established company with a high end device, the Enerjet 2.0, of treatment modalities for aesthetics and dermatological applications. What was needed was a renewed strategic planning, to devise from scratch their go-to-market. 

We always start our strategic planning with the market, not with the product. By analyzing the market we are able to recognize the need and according to that, how we’re going to introduce the product. The same principles that worked for us so well in the high-tech and software markets proved to be as efficient in the medical device market as well.

With PerfAction we realized they were casting their net too wide. Their Enerjet 2.0 device was positioned as ‘one for all’ solution, a position that is very hard to push in specialized fields as medical device. Together with the PerfAction team we focused their position to one specific niche, scar treatment. This new product position allowed us to construct a lean and focused marketing strategy.

Learning an entirely new field, and needing to strategize and act forcefully in it, was a great experience for us; we would like to thank Dafna Katz for being a valuable source of knowledge for us in this process. As we are known for our expertise in the high-tech / software field, it was important for us to prove – to ourselves mostly – that we are capable of applying our experience and skill-set in other industries as well. And once we’ve ‘opened’ a new market, we are now looking to expand further in the medical device market and utilize our new-gained knowledge and understanding for the benefit of other companies.    

6. The Event That Never Happened

We’ll sign off with an anecdote, a funny-little-tale about how things don’t always work the you planned. The saying goes that the TLV high tech bubble is practically unaffected. Well, we learned better. For this tale we’ll introduce innogy Innovation Hub in Israel, the innovation arm of innogy, a leading European energy company. 

innogy Innovation Hub in Israel invests and accelerates startups in a few areas, with a focus on Proptech & Contech, Cyber Ventures, and an overarching arm of Energy of the Future. 

So here we were, planning and executing innogy Innovation Hub major event of the year, bringing together VCs, selected global partners, and a lineup of startups. We’ve orchestrated the entire production of the event, down to space setup and catering. More than 250 attendees registered for the event, including some Europeans that flew in especially.

And then, on the day of the event, just before 8am, a single missile was fired from the Gaza Strip to Tel Aviv and the Home Front Command issued a total lockdown on the greater Tel Aviv area; schools and workplaces were ordered to shut down, citizens were instructed to stay in their homes.

It could have been a great event and for us, it will always be. But we were taught a once-in-a-life-time lesson – that outside the marketing bubble there’s an actual world that keeps spinning on its axis, and no value proposition will stop it. And hey, isn’t that a great lesson to learn on a Tuesday morning?

“The rebranding Itch”

It usually happens before a significant company milestone or event – an important conference, a new product launch, a merger. It’s called “the rebranding itch”. Someone, usually an executive, scratches his or her head and decides it’s time for rebranding. We know it because it is at this point that we at Forabilis usually get the call. When we dig a bit deeper to try and understand the need for rebranding, we usually find that something isn’t working out – something bigger than the logo or the tagline – it usually has to do with challenges related to business objectives which tie directly to the company’s go-to-market strategy.

Rebranding as a painkiller

So, why do highly intelligent, talented, often experienced executives ask for new branding at this stage? It’s a bit like insisting on getting your teeth cleaned while what you should really get is root canal.

And there lies the answer. Going deeper, searching for misalignment, finding true answers to what should be done to fix it, what we call “repositioning” – that’s just as painful as root canal, maybe even more. It is much easier to go for the painkiller – the rebranding. If you go for the painkiller, you’ll soon find yourself fighting over colors, fonts, tagline, and the right words to package your product or service. Question is, would that save you from yet another visit to the doctor just a few months down the line?

Wait, so is branding not important?

Hey, we’re in marketing. Of course, we love branding and believe it’s important! We love it because it’s the fun part that comes after the root canal, assuming you survived. But here’s the thing about branding: It’s about telling your story. At the beginning of the branding process, you’ll be asked to tell your story in your own words, so that the branding agency or consultant you hired for the job can package it creatively, tightly, in a precise manner. And, if you were lucky to hire someone good, you’ll be asked all the right questions: Who are your competitors? What are your differentiators? Etc.

But what if you get your story wrong? That’s when it gets tricky. Because your branding consultant will rarely know to tell you so – the underlying foundation of the branding process assumes you have the right answers – they just need to be packaged by a branding pro.

For brand positioning, doubt is a necessity

When the challenge runs deeper – examples may be low product sales, marketing and sales misalignment, low customer retention, or event market trends which make your product irrelevant – that’s when we at Forabilis come in for the root canal. It’s not always a popular role, it’s hard to be the people that doubt your answers. Because you may think that all you need is branding. We may think differently. We may not accept your answers as is. We may search for answers in different places. This is a long, highly demanding process. It’s not for everyone. The outcome is a brand positioning document, which is the foundation for a plan and other activities such as branding. Branding works best when it comes after positioning. Otherwise, it holds little value, and the same problem will continue to haunt you.

How do you know if you should do branding or start with positioning?

Ask yourself the following questions:

• Am I sure of what I need? If you’re not sure, usually this means you probably need positioning.
• Why do I need rebranding?
  • Does the current brand speak my product or service language?
  • Am I expecting any major changes to my product or service offering?
  • Am I planning to go to new markets?
  • Is my company under merger, acquisition or reconstruction?

If the answer for one of the above is “Yes” – you probably need positioning

• Do you really know how to answer the following questions, and is there a consensus among team members and company stakeholders on the answers?
  • What is it that you offer?
  • What is your promise to your customers? (no, it is not the same question)
  • What is your market or markets?
  • Who are your customers, users and buyers? What are their pains and needs?
  • What are your clear differentiators? (being better is not a good answer)
  • Why would your customers buy from you?

If you are not sure about the answer to one of the above, or there are disagreements among team members and company stakeholders – you probably need positioning.

If you’re good with the answers, then good luck with your branding process. We look forward to seeing your new logo.

Trade shows and conferences season is right around the corner. Summer is the time for decision making and quickly start with the very rigorous process of preparing everything that you need to ensure this substantial investment in time and budget materializes into real results. Here are a few things to keep in mind while planning for your presence at a trade show:

1. Which one? choose wisely

In every industry there are many relevant conferences and trade shows, with one or two that are the biggest, and then all the rest. While it would make sense to choose the most prominent one in your field, there might be a few reasons why you should reconsider. The first reason is price. The biggest trade shows are the most expensive ones, not only because renting a booth space is more expensive. Yes, that would also be true. But it’s more than that: It’s about how much you would need to invest in order to to raise the awareness to your product or offering above the noise. So if this is your first time, experiment with a smaller trade show first. Check to see where your competitors are exhibiting, and where they started exhibiting a few years ago. Go for a more niche target audience than a general audience. What you learn on a smaller scale, you can take with you to your next trade show, and over time go bigger.

2. Define your goals before you start the planning process

What would you like to achieve? Is it awareness, leads, trial users, or sales?
Put hard target numbers for your goals. These numbers will help you plan accordingly for your budget, resources needed, and marketing tactics. For example, if your main goal is to present your product to 20 decision makers in your chosen industry, you may need to target them before the conference, which requires an additional budget and dedicated resources for over a month prior to the actual event.

3. Cross-company planning process: A must for a trade show success

This is an outcome of the previous rule. Since a trade show integrates marketing and sales goals, it is not only the marketing team’s planing process. The objectives should be defined by the marketing and sales team leaders, and sometimes – for smaller organizations – involve the CEO.

4. Trade shows planning: The three-legged stool

Your trade show success will not be based on a brochure, a pull-up banner, or a demo. These are all deliverables and tactics that can help you, but they are only outputs of your plan. Think about your trade show as a three-legged stool: Pre-conference activities, in-conference activities, and post-conference activities. Essentially, your trade show is a campaign with three parts, each leading to the next in support of your goals. One will not be successful without the other.

5. The basics: Your pre-conference activities

How you plan your pre-conference activities can very much determine your success in the conference. There are the basics, of course, like letting your customers and prospects know that you are going to be exhibiting, but you can do much more. You can use social media to reach trade show participants way before the event. The Twitter hashtag makes it relatively easy to find people who are attending. Some conferences and trade shows have their own internal networking tools that you can use. You can also do online advertising to target the audience that might attend. Think about what you would like to achieve if you engage with the trade show conference participants beforehand: would you like to direct them to your booth? Would you like to schedule sales meetings? Or maybe you would just like to get their email addresses? Your marketing tactics should be carefully planned to meet your goals.

Note that pre-conference activities should start at least a month before the conference. Your marketing team is going to be deeply engaged with planning and delivery for at least six weeks before pre-conference activities. For small companies or startups, this is a burden, since all other marketing activities will take a hit for quite some time. Plan accordingly.

6. Your in-conference activities: It’s more than about the booth sweepstake

There used to be days when giving away an iPad in a sweepstake is all you needed to do to drive people to your booth. Those days are gone. Consider Dreamforce, one of the biggest tech conferences in the world. Over 100,000 attendees and over 400 exhibitors. Giving away cars is not even enough to drive engagement and booth attendance. If you have a small booth and a small budget, what do you do? For one thing, you should treat the booth as only one touch point – an important one, but definitely not the only one. Your on-the-ground team should do lots of work outside the booth. Your sales team should have the tools they need to engage – whether a demo, a good elevator speech, or a giveaway (consider something useful, not your typical tchotchke).
Take careful consideration of the venue’s limitations and use it for your own advantage. For example, if it’s an extremely big conference, your playground expands way beyond the conference floor and the expo hall. The hotels, bars, and public areas surrounding the conference are also your domain.
Each trade show and conference has a certain flavor – character, if you will. Some are just big parties. Others are more formal. Play the game accordingly, and invest time in figuring out the right creative hook that would fit that specific character.

7. Your post-conference activities: Don’t leave the planning for the last minute

The follow-up is where it’s all coming together. And just when you thought you’re done with all the work, the heavy lifting has only just started. This is where most companies fail – the ability to take the momentum created on the trade show floor and  carry it forward and up the sales funnel. This, again should be planned ahead. There are different lead nurture and sales processes that should follow, depending on the pre-defined goals of the trade show. For lead capturing, a well-orchestrated lead nurture should follow a few days after. Sales should follow individual leads with very specific messaging. If pilot users were obtained during the conference, ensure you have the customer success processes in place to support them.
Because everyone comes back exhausted both from the travel as well as from the adrenaline rush of a trade show, it is important to not leave the planning of this phase for after the conference.

Do you have any other tips to add? Have you seen any specific successful campaigns for conferences and trade shows? You are invited to share them with us.

In 2013, marketers sent over 838 billion emails, according to Forrester Research . However, the average click-through rate for B2B marketing emails in Q2 2013 was 1.7%. Emails are the most common form of content marketing. In the typical lead nurture process, emails play a crucial role. Because we send so many of them, we sometimes tend to overlook their impact on our overall marketing success. It’s worth taking into account the following 5 tips when planning or rethinking your email marketing.

1. The basic, “Safe” lead nurture email structure

If you are new to email marketing and lead nurture, consider, at least for the beginning, to stick to the following email structure –
Start with a personal greetings and the reason why the receiver is getting this email. Add 2-3 sentences explaining the importance of the content or your offer, with added benefits in no more than 4 bullet points. Then finish with the call-to-action, explained again, in a different way. Sign your email with a real name and title.
Make sure you have hyperlinks to the CTA in every paragraph.

2. The subject line is as important as your email content

The subject line is going to determine your open rate, and therefore the success of your email. Make sure it doesn’t include anything that is too salesy – avoid “free offer!” and such. No one will open your email, and it will appear as spam. Write quality subject lines that relate to your customers, and explain the benefit of your offer.

3. Minimal design is better than overly designed emails

Ideally, you’ll be able to test different types of design, so over time you will learn what works better for your audience. But for the beginning, I would recommend going for the minimal approach. Banners and overly designed emails are sometimes a turn off, and imply a hard sell. A CTA button is good to have, but you should also experiment with simple, plain text emails. They imply a personal approach.

4. Be relevant: Use current events for content your audience can relate to

Here’s a quick content tip for you: Use what’s happening now to support your case and have your audience relate to your content. It can be industry-related news, or general news and events that anyone can relate to. For example, if your audience is in education, acknowledge if it’s the beginning of the school year. If you are writing about a social media product, acknowledge the latest company acquisition in the industry. Of course, it all needs to relate to what you’re trying to say.

5. Use the right content for the right lead stage

Not all leads are the same. Make sure you have the right content marketing to refer to in your emails. For cold leads than need education, have articles and white papers ready. For warmer leads, higher in the funnel but not ready to buy yet, have customer success stories and relevant blog posts. For sales-ready leads, have product sheets, brochures, and other sales enablement tools.

Remember, the emails are just the beginning. They are by far the most accessible, and easy to deliver marketing tactic. But you need to make sure you use them wisely. If you have any email content tips you are ready to share, we’ll be thrilled to use them and share them.

This is a summary of a presentation from a talk Natan and I gave to startups at a Grant Thornton event last week.

This presentation focuses on the crucial point in every startup’s journey where the goal is to validate product-market fit. This is an essential part of every start-up’s Go-To-Market strategy, and without completing this process a startup cannot scale. Product-market fit is defined as a point in a start-up life when there’s a product that is at least sell-able, and ideally a “must have” for its market.

 

 

 

According to the Content marketing Institute, 61% of B2B marketers rate Webinars as the most effective content marketing tactic. Webinars not only position you as a thought leader, they are also highly effective for generating new leads as well as a playing part in your lead nurture funnel.
But Webinars are not easy to do. Or should I say, not easy to do well. The first time is the hardest, when on top of developing the content, you face the hurdles of the Webinar setup, prepping your host, and setting up the Webinar promotion and invitations process. Here are a few tips that can make your Webinar successful –

1. Strategy first: answer the hard questions before you start on content development

– Is your Webinar purely educational or do you actively plan to promote your product?
– Is your Webinar free or paid? (if it is of high educational value, you can consider a paid Webinar – you will get less attendees)
– Is it a series or a one-time Webinar?
– What would you consider a success? What are your goals?

2. Build the database

If content is king, then the email database is queen. If you don’t have the email database to drive to Webinar registration, consider “riding” other email subscriber lists through partners or relevant newsletters.

3. Keep your content focus as narrow and as targeted as possible

It’s better to dive deeper into content that matters to your specific target audience then to go broad. People attend Webinar that provide high value on a specific topic, and that matters to their industry – content that they can’t easily find when skimming the internet. Ensure your speakers are prepared to go deep – check their presentation well in advance, and rehearse with them.

4. Create a Webinar promotion plan

Your Webinar’s promotion should be planned well ahead. For your database, prepare a series of emails. You might want to create a few different variations, depending on different target audiences. Don’t forget to prepare the Webinar follow up emails, including a leave-behind, if you plan to send one.

5. Create an on-demand recorded version of your Webinar

The beauty of a Webinar is that you can reuse it over and over again, if you have a recorded version. You can post it on your website, or you can use it to create another specific online event, that requires registration and possibly involved a live opening.

There is much more we can about Webinars – from establishing the right metrics, to presentation tips. If you have any questions, please contact us.