BadArticle Article Rewriter

BadArticle Article Rewriter (www.BadArticle.com) is a unique article rewriter which allows you to create two or more of the same article but with different synonyms and sentence structures. This helps your SEO go up dramatically as you can therefore have hundreds of “different” articles on the same topic which all have the same keywords. It is a brilliantly original idea and can save you hundreds of dollars paying people to rewrite your articles. It also means you can write using the same adjective all the time and the program will change it for you into intriguing words. Without spending any money, you could have tons of freshly exclusive content for people to read on your website!

We decided to try this cool program out and found it is as top notch as paying someone to rewrite it! It is a very easy tool to use and we think that this idea will be the way forward.

So, how does this new program work? Well, there are three different levels of rewriting, depending how different you want your article to be and the computer changes the synonyms and sentences to make new content (i.e. simple becomes plain).

Bad Rewrite

This only changes the most changeable synonyms. This means that your article will still be very legible and mistakes made by the computer aren't common.

Worse Rewrite

This changes most synonyms and therefore your article. It is very hard to tell the articles originated from one article. The database for this is huge, so don't worry about too many of just one word. This however, is slightly more illegible than just replacing the easiest to substitute.

Worst Rewrite

This completely replaces sentences but keeps your keywords. Sometimes this means the sentence turns out illegible, but it is usually a safe and quick way to get new content. (You may want to check it first for 100% accuracy)

Well, now you know how it works and how you can create tons of articles quickly and easily, or just spice up an existing article! We tested it with great results, as you can clearly see by the sample underneath.

So, here's the first sentence of this article rewritten:

“BadArticle Article Rewriter is an exceptional article rewriter which permits you to create two or more of the identical article but with varied synonyms and sentence arrangements.”

Although grammatically the sentence is not 100% correct, it still contains all the keywords and therefore boosts your SEO. In addition, if you wanted the new article to have top grammar, it will only take a second in Microsoft Word that integrated in the rewrite tool.

Personally, we decided that this is a very useful tool for bulk rewriting and content creation, but still found that we needed to correct some small errors. Therefore, for the versions of the future, maybe there will be a simple grammar checker just like in Microsoft Word.

Our final verdict on this program: Overuse it. It's the only free version of an article rewriter which we know of, plus it rewrites in less than 10 seconds! Why pay for hundreds of people's time when you have this powerful resource right in front of your very eyes!

Build Your Digital Command Canter Part 1

The popularity of Star Trek is based, in part, upon our fascination with advanced technology. We're excited when Captain Picardorders his crew to take The Enterprise to another galaxy with the simple command "Make it so." In the distant future, it seems, we'll be able to entertain our merest whim by pushing a button or by telling a computer what we want done. Powerful machines will do the rest.

To succeed at digital marketing, you need to build your own version of The Starship Enterprise. You need to develop a digital command center in your company to communicate on a day-by-day basis with your customers and prospects. Unlike a traditional marketing department — often far removed from direct contact with customers — a digital marketing department must be hardwired to Customers. E-mail messages, for example, must be read and replied to Within hours, if not minutes, and your Web site content may need to be updated and changed daily. In addition, your customer database should be constantly churning with new information uploaded from your salespeople, your customer service representatives, and your customers.

Integration in the Digital Economy

To gather, store, process, and distribute digital information, you need to integrate your company into the digital economy. In the next three to five years, you will need the following capabilities in your company.

• Every computer is connected over a network using highspeed cable. This network includes an internal e-mail system that allows for the sending and receiving of Internet e-mail messages.
• Everyone involved in your company — employees, customers, and suppliers — are able to communicate by e-mail with everyone else in your company. As bandwidth becomes greater, you can upgrade your e-mail capability to include video-mail and live video-conferencing.
• Employees and contract workers are able to work at home, or at satellite offices, as easily as if they were in the office. Note: In the digital world, you may not have an office; your entire operation may run over a central server that electronically connects your organization.
• Your internal computer network is connected directly to the Internet over high-speed telephone or cable lines. This means every computer on your network is connected to the Internet at all times. In fact, it means your computer network is actually part of the Internet.
• You have security measures in place which restrict access to private corporate information on your network. One solution is to set up an Internet fire wall.
• Your marketing presentations, internal communications, and training courses exist in a multimedia format which combines text, graphics, sound, and video. You have software that allows for the easy development of multimedia content.
• You have one or many different types of online servers running on your network. This includes one or more Web servers, a BBS network server, and online database servers. Each of these servers are available to selected people within your organization over an Intranet, or outside your organization by way of the Internet.
• As an alternative to internal online servers, you can lease space with service bureaus. For example, you can rent space on a Web site that is halfway around the world. You can update its content as if the server was in your office. You may use a service bureau to set up and run your online BBS system. Remember, you don't need to buy expensive digital equipment in order to use it — you can rent it as well.
• Your customers access information about your business using a variety of digital communications tools including the telephone, fax, e-mail, the World Wide Web, interactive kiosks, and CD-ROM, and perhaps also through some sort of virtual reality (VR) device. Ideally, your customers are able to purchase your products and services electronically.
• You have an extensive database on all your customers and prospects. This database is relational in structure. All your digital communications and your digital marketing promotions are aimed at increasing the size, quality, and complexity of this database.
• All your computer systems are compatible. In the computer industry, this is known as "Open Systems Architecture." This means all your corporate information is accessible, no matter what type of computer is used. As well, your information should be accessible through all digital devices, not just computer-related ones.
• Your employees are fully fluent in the ways of basic digital technology. Everyone in your organization knows how to use the three major types of software programs: word processing, spreadsheet, and database. They are comfortable creating _and viewing multimedia content. They understand the basic concepts of the Internet, and can find the information they need on it.

In order to succeed at digital marketing over the long term, you need to set up this type of infrastructure within your company. However, man didn't get to the moon in one day. So take it one step at a time. Here's an explanation of how to take the first steps:

E-NEWSLETTERS - DEFINING AND REFINING Part 10

3. Some content in e-mail, full content on web site (multiple pages). This is similar to approach (1), but here the e-mail newsletter is longer since it contains a short extract from each article. Typically a more >> option link will be available to take the user through to the web site. This makes it easier for the reader to decide whether the content is relevant to them. This is a common approach; Figure 5.14 is an example.

4. Some content in e-mail, full content on web site (single pages). This is similar to option (2), but again has the advantage that an idea of the relevance of the content is given in the e-mail, and also it is easier to find other content from the same newsletter on the web site.

5. All content in e-mail. This approach is being used by Freepint (www.freepint.com) at the time of writing. A lot of detailed content about web searching is provided in two detailed text e-mails, sent each month. Here, a clickthrough is not required to the site at all(although some longer articles may require this). It is typically used by professional or technical plain-text newsletters. This approach is arguably the best method of communicating information to the recipient. However, for the marketer, calls-to-action encouraging further participation are more difficult to achieve from the newsletter than from the web site.

This decision is difficult, since the preference on length varies according to the individual. For many, including this author, part of the power of e-mail newsletters is to be able to get a rapid briefing on developments about a particular topic. If you have to clickthrough to a web site and then understand the structure of the web site, as is the case with the What's New in Marketing web site (www.wnim.com), this slows down the experience.

A related question is, should we archive? For a B2B newsletter, the question is perhaps not should we archive, but how? Archiving a B2B newsletter, provided it has quality content, provides an excellent resource for your customers. They will return to the resource as they face particular issues. As mentioned above, this can also assist in generating new subscribers, since specialist articles indexed by search engines will gain new visitors who may look to tap into your expertise. For a B2C newsletter, the issue is not that clear cut. If the e-newsletter is providing news or interesting content, then similar arguments apply — it is a resource that will encourage repeat visits and can also, via search engines, act as an acquisitions tool. For B2C newsletters from an e-tail site it is inappropriate to archive the content, since product information and offers will quickly date.

When an archive is content-rich, which is typically the case with a media or news site, the utility for the user can be improved by developing 'related article' features. ClickZ (www.clickz.com) has a good related-articles feature. This lists items related to the current article according to which category they fall into, or according to similarity in key words in title or body.

Decision 18 — how do we gain subscribers?

There are two aspects to gaining subscribers: first, there are various sources where e-mail addresses can be collected; secondly, there is selling the benefits of the newsletter so that potential subscribers are happy to give up their e-mail address. You may want to refer back to Chapter 4, where approaches to gain customer e-mail addresses were covered in more detail. This explains maximizing our use of online and offline touchpoints with our audiences to explain the proposition, and offer the opportunity to opt-in without building too many barriers.

On the web site, we need to ask these three questions to maximize sign-up:

1. Is our opt-in given enough prominence? Is it on the home page? Is it 'above the fold'? Is there enough screen real-estate devoted to it? Is our archive and proposition indexed by search engines? Is it prominent throughout the site?

2. Is our proposition clear? Does the messaging say more than 'opt-in to our e-newsletter'? Does the sign-up page highlight the benefits? Are the benefits for different audiences clearly described? Is the quality of content demonstrated through an archive or example newsletter?

3. Can we overcome barriers to subscription? Reassure potential subscribers that you will not be overloading them with e-mail. Show how the newsletter will be relevant and targeted. Reassure them that details will not be passtd on to third parties by using those six magic words: 'we will not share your information'.

E-NEWSLETTERS - DEFINING AND REFINING Part 11

For a great example from IBM of how to explain the proposition, see https://isource.ibm.com/ world.

Finally, remember to try to capture the primary e-mail address. The Doubleclick Sixth Annual Consumer E-mail Survey (Doubleclick, 2005) showed that almost half of all consumers reported maintaining at least three e-mail accounts, an increase from 2004. Nearly 95 per cent considered one of their e-mail addresses to be a 'primary' account, while 72 per cent used a single address specifically for making purchases. This shows the importance of gaining the primary e-mail address for opt-in, particularly of an e-newsletter. To help with this, make sure you explain the proposition in detail and give examples of previous e-newsletters. If the frequency is relatively low, this may also help with obtaining the primary e-mail address.

Decision 19 — tracking and assessing satisfaction

Once we have implemented all the decisions we have reviewed above, how do we decide how well our e-newsletter is working?

If you are relaunching, you will be able to baseline against the previous incarnation of your e-newsletter.

As well as looking at opens and clicks for individual e-newsletters, as explained in Decision 2, it is also worthwhile considering what the overall levels of open rates and click rates are over a longer period — such as a quarter or a year. The e-newsletter will not be doing its job if the majority of recipients aren't interacting with it, so it may be necessary to use offline communications as a supplement for those not involved with it.

You will probably have been tracking the following in each time period, whether a month or a quarter:

• new subscribers — number of opt-ins in the period
• unsubscribes — number of opt-outs in the period

• bounces — hard bounces where the address is invalid should be removed from the list, with a process setup for contacting the subscriber if he or she is a high-value customer

• subscriber change — this is calculated by subtracting the unsubscribes and the bounces from the new subscribers in the time period

• percentage unique click rate - it is useful to know the unique number of individuals who click through, as this gives us a better estimate of our total active audience size; each person may potentially click on several links, but the unique click through rate just records each person who has clicked

• percentage individual content click rate - tracking clickthroughs of individual content links, such as news, articles and offers, shows the most powerful content; it may also be useful to group total clicks from related content, such as news, ads and offers

• percentage outcomes - depending on the type of e-mail, conversion to particular actions

such as sales or subscriptions, or clickthrough to offers, can be monitored

• percentage referrals - perhaps using 'recommend a friend' forms.

While many e-mail broadcast tools will track these variables, it is essential to view how they vary through time as a time-series graph.

What in particular should you watch out for on the time-series? I would say the trends of the key measures, such as open rate, unique click rate and outcomes.

The open rate tells you how effective the subject line is in encouraging opening. If this is low one month relative to other months, there may be a problem with how the e-newsletter is themed, or with the offer or timing.

The unique click rate gives you an overall idea of the value of the content of the newsletter - how many subscribers are actively clicking through.

Outcomes will vary for different types of e-newsletters, but you will want to achieve consistently high numbers of outcomes.

Unsubscribes should be tracked, but are not a reliable indicator of interest. The Quris (2003) survey of US e-mail subscribers showed that 92 per cent of consumers said that they 'just delete e-mails myself by hand without reading them' when they get e-mails that don't interest them. Open rate and unique click rate therefore provide a more reliable method of tracking interest in your e-newsletter.

Assessing response by audience characteristics

It is also useful to assess open and click rates by audience characteristics. That way you may find that, for example, the e-newsletter (or some type of feature) works better for communicating with, for example, the older or younger audience, or a particular type of decision-maker.

E-NEWSLETTERS - DEFINING AND REFINING Part 9

Decision 15 — marketing communications integration

There is a tendency to plan our e-mail newsletters with blinkers on. If this happens, we lose opportunities to leverage the strengths of different media for different purposes. Here are some ideas on how to avoid this:

• Use the e-newsletter to preview future offers and product developments before other media. Highlight unique web offers — this will be an incentive for audiences to open the e-newsletter.
• Use the e-newsletters to reinvigorate recent or current campaigns or promotions that were first highlighted in other media.
• Use the e-newsletter to give more detail than the offline newsletter or house magazine provides — refer visitors to the online version and reduce the size and cost of the offline communication. Alternatively, put the whole magazine online, as with http:// www.easyjetinflight.com.
• Rather than referring the media or other audiences to press releases or a media centre, refer them first to an e-newsletter item. This will give them a more complete picture of what the company stands for, and your current news.

Decision 16 — e-mail integration

Alongside the e-mail newsletter, there will be many other e-mail communications from an organization. This leads to decisions about what is the best way to break major news such as a product launch or upgrade.

I have seen newsletters where a major initiative such as a product launch or an event invitation becomes lost in all the other news items. Many newsletter templates could be improved by avoiding the newsletter being a list of items with similar weightings. This danger can be reduced through themed subject lines, or an e-mail newsletter design that gives precedence to certain items and is not too long. However, the danger of diluting the message still occurs. In the case of the product launch, it is best to use a separate e-mail to give this message. The opt-in form should give this option, so that the e-mail received is in keeping with the subscriber's expectations.

Decision 17 — web-site integration

One of the benefits of e-newsletters, compared with their paper-based equivalents, is the ability to deliver a large amount of valuable information at a low cost. Of course, this is a double-edged sword. Too much information will make the e-newsletter unwieldy, and your message will not get across or the recipients will not be able to locate the information relevant to them. So when you want to convey a lot of information, as is the case with many newsletters, you have to decide on the split of content between the e-mail newsletter and the web site, where more detailed content may be hosted.

To simplify an example, let's say this newsletter contains just three different content areas, or three different articles. The options are:

1. Minimal content in e-mail, full content on web site in multiple pages. Here, the e-newsletter contains the links and a very short summary of the article, linking through to the full article on the web site. This has the benefit that the newsletter can be scanned very rapidly by the recipient for articles of interest. However, there is no indication of the quality or relevance of the content, which is possible with approaches (3) to (5). It also less easy for the other articles to be read than in the next option, (2).

2. Minimal content in e-mail, full content on web site in a single page. As in the previous case, the e-mail has limited information, but on clicking through to the web site a single page newsletter is presented that contains all the articles. This has the benefit that the interested reader can rapidly find the information in all articles.

Communication with Clients

One of the first political stumbling blocks we encountered with our wire- frames in project A was their use in client discussions. Our aim in initial client meetings was to arrive at agreement about how the site would work in terms of navigation, and the kinds of content for each page such as photos, text, tables and so on. However, because of the apparently realistic content and dynamic behaviour, the client tended to focus on small details of content rather than broad views of the navigational and content structure - the very aspects on which we wanted feedback. For example, we put fictional prices with their products, and used fictional attributes to illustrate how real attributes would be displayed. While this approach saves time in developing prototypes, as real values do not have to be researched, the client latched on to these specific parts of the prototype asking questions such as "do we really sell them at that price" and "I didn't realize that product came in that colour". Constantly explaining the rough nature of the prototype meant that we concentrated on small details rather than discussing the overall nature of the proposed web-site.

In terms of our dimensions we would suggest that at this early stage of our ideas the prototype was too high in fidelity for the target audience (the clients). In retrospect, it would have been better to use rougher prototypes at this stage with the client, e.g. paper prototypes, or clickable paper-looking prototypes using a computer to show the navigational flow.

In Project B the wireframe worked relatively well as a communication tool with the client. It made it relatively easy to explain and discuss ideas of information structure and functionality with the client as the wire frame made it very concrete. The problem with the wireframe in Project B was that theclient thought the wire frame was close to the final site but for us it was not. This led to problems when communicated to the external graphic design agency (see Communicating with Graphic Designers). We had different interpretations of the fidelity of the wireframe which led to political tensions.

The Politics of Rural Net: One Web-Site, Many Owners

Rural Net is a pan-European project (partly funded by the European Union) which involved participants from rural regions in four countries. Web-sites were produced for each of the four regions and although not identical, the original aim was that they should share some commonality in approach, delivery and use of technology. With the passage of time and the imperative of local needs this requirement gradually became less significant.

The focus on the use of web technologies in rural areas was to improve the social and economic well being of local residents and businesses. The principal application areas were:

• support for small and medium sized business;
• local and public services;
• 
• lifelong learning;
• community networking and information.

The idea was that the Rural Net web-site should give the local community seamless access to various types of information offered by regional content providers, who in this case consisted of the local council, the Enterprise Board, the tourist board and police force. The aim of the content providers was to use the Web to provide a better service to the public.

Each region was committed to installing a number of regional access terminals to allow the public to use the site, for example, libraries, tourist information and enterprise board offices. This decision ensured that a high percentage of people accessing the site would be naive users, whose experience of using web technology was limited.

Rural Net had a range of parties involved in its production:

• A technical lead, a small software house responsible for day-to-day development of the site.
• The regional content providers, who were also in essence the clients.
• Industrial sponsors, two large IT services companies who provided practical consultancy as their contribution to the project.

The author's involvement with Rural Net came about as part of this industrial sponsorship. In addition to usability consultancy, the industrial sponsors provided project management and development skills. There were a number of key themes that were considered important in the planning of the web-site, these were:

1. The integration of information, both at a technical level (Integrate these two databases") and an organizational level ("get these two organizations to work together for the good of the local area").
2. Personalization: users could register on the site. Registered members would have the ability to request specific types of news, to save search results and to bookmark links. It was anticipated that this feature would be particularly useful at the regional access points where a number of different users would use the same machine.
3. The use of a map style interface to present geographical information to the user.

The nature of the project and its funding meant that there was a wide range of people involved, whose interests and goals did not always match. The technical lead (a small software company) and a research group at a local university were both reliant on funding from the project. They regarded it primarily as a research opportunity. The content providers wanted a site that supported the local community and local businesses, they were keen to have a practical easy to use site which would have a life beyond EU funding.