How to promote the Apple Watch band website online

The primary objective of promoting an Apple Watch band website is to get visitors, so they can test out your product or service. The more people who are aware of your company, the greater the likelihood that they will give you money in exchange for your goods and services. You should also promote your site to gain backlinks and build good faith with search engines.


Promotional strategies to use when marketing a site


Different effective promotional strategies can be used when marketing an Apple Watch band website like cxsband online:

Paying for ads on social media and Google: By creating compelling advertisements and paying for ad space, you can get your site in front of a whole new audience and increase your brand awareness.

promote the Apple Watch band website online

Submission to directories: Directories such as Google+ and Yahoo! offer free promotion in the form of a backlink. Submitting your site to them is an effective way to increase your website’s rankings on search engines.

Guest blogging: This technique involves creating high-quality content and submitting it to a popular website. When they post your article, you receive a backlink from their site to yours, which helps boost traffic to your site.

Building links: The more inbound links you have pointing towards your site, the higher you will rank on search results. This is commonly referred to as building backlinks.

Post on forums: A quality post on a forum will lead to exposure for you and your website. It is important to be transparent, provide useful content and maintain a professional tone while conducting business through forums.

Social media marketing: Popular social media sites like Facebook, Twitter and Instagram are great places to advertise your site. These mediums allow you to reach large audiences of prospective customers at little cost. Social media is an excellent tool for promoting your site because it allows you to interact with potential customers directly. You can promote your brand, advertise sales and obtain feedback from users.

Hashtags are a great way to get more engagement on social media sites. By tagging photos and status updates with certain hashtags, users can discover content that might be relevant to them.

Make sure to keep up with social media regularly to promote engagement and stay in the loop of what users want.

Blogging: Setting up a blog on the website will give you more places to promote content. It also helps improve search engine rankings.

Email marketing: Email lists tend to be more responsive than social media followings, so it’s a great way of getting your message out there. Make sure to include links in your email that allow visitors to easily navigate to the site

Content marketing: Content marketing is creating and sharing content that your consumers want to see. By keeping your consumers in the loop and giving them interesting, relevant information about your product or service, you can increase brand awareness and loyalty.

Outreach marketing: This strategy involves reaching out to bloggers or reporters who have written articles about what you are selling. You can contact them directly with a pitch for your product, which they might publish if it is relevant to their audience.

Google My Business: Google My Business helps you build a mobile-friendly online presence for your business, including your address and information. This is especially important in local marketing.

promote the Apple Watch band website online

Search engine optimization

Search Engine Optimization (SEO), is the process of improving your website’s visibility in search engine results. It is a long-term strategy that requires patience and dedication, but if you have an effective SEO campaign up and running, it can be very beneficial …

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Tips for Optimizing Men’s Bomber Jacket Website

E-commerce is a flourishing business since it does not require you to have an actual shop or physical product. This allows for increased freedom and reduced costs compared to traditional business models. One of the most popular types of e-commerce is online clothing stores.


A men’s bomber jacket website can be easily set up and maintained without any previous experience and with relatively low costs involved. There are a few things that need to be considered when setting up a website for selling men’s bomber jackets online.


Here are some tips for optimizing your Men’s Bomber Jacket website to help it rank higher in search results.

Tips for Optimizing

Use a Professional-Looking Site Design


When you have a site that is well designed it reflects professionalism. You want to make sure your website is easy to navigate and the content loads properly so there are no broken links or images. Sometimes Google can take things like this as a sign of not taking time to ensure your user experience would be a positive one. This will reflect poorly on your rankings.


Optimize Your Website for Mobile Devices


A great number of people in the world own a smartphone or tablet. So you might consider optimizing your website for these devices so they can easily access your information as well. A good way to do this is by using a plugin on WordPress, and choosing the “Tablet” and “Smartphone” options on it so that your site shrinks and adjusts according to whatever device they are on.


Optimize the Website Speed


If your site takes too long to load, people will leave and look for another site with similar content that is easier to access. There might not even be an issue with how quickly the information loads when they click on your link, but it can take even longer for their computer/browser cache to process the information it needs. This is very common on certain browsers, usually, ones that are “add-ons” or one’s with lots of plugins installed.


Include a Newsletter Signup and Contact Form


This allows visitors to subscribe to receive emails from you with promotions, new arrivals, and other information they might find interesting. Make sure your contact info is available on each page. Put this information in an obvious place so that people know how to reach you if they have any questions about your website, products, or policies.


Create Categories for Each Product


Your website should have categories that cover all of your products. For example, the Men’s Bomber Jackets category. This way people browsing through the pages can find what they are looking for more easily instead of scrolling through a list of items or keywords trying to find what they need.


Add a Blog Section to the Website and Write Quality Content


If you want to get more exposure, it’s time to start creating content regularly. A good place to do this would be by using a “blog” section on your website. If your content provides something useful or entertaining for others, they’re usually much more willing to share it with their following. If you write your content specifically targeted towards Men’s Bomber Jacket, there is a chance you will rank higher than the competitor with less relevant keywords, but not as good quality content.


Use High-Quality Photos on Your Website


Having good photos is extremely important because it helps people see what they are buying online instead of just reading some text about the product. Make sure you hire an expert to …

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The Loss of Source Interlink’s Distribution and 12 Titles, and Trying to Find a Lesson in All This

Source Interlink had a doozy of a week last week, and that is not said lightly. In fact, it’s said with a very heavy heart. The scale of its news about its “absorption” of 12 of its super-niche print titles into what could be called “parent” brands (e.g., Custom Classic Trucks being absorbed by Classic Trucks)—plus the news of its distribution business shutting down, affecting some 6,000 employees (as reported by Keith J. Kelly of the New York Post), made last week a hard one to stomach for the industry.


We are losing some great magazines, and more importantly thousands of our own are going to be standing in the unemployment line.

Is there a lesson in this? Without knowing the full situation inside Source Interlink (regarding its magazine publishing business, and the wholesale business aside), it’s hard to say. And this is also hard for me to say, but it’s almost surprising that such niche titles survived this long.

Enthusiast titles have been among those that have often fared better than most, through the economic recession that left virtually no business untouched, through changing consumer content-consumption habits, through skyrocketing postal rates, and so on. Enthusiast brands are the ones that often have the most engaged audiences, and strong advertising, as marketers thrived on reaching very targeted audiences. The magazines and digital brands that support niche/enthusiast publications/brands speak directly to their audiences’ interests, creating engaged, loyal communities.

The challenge arises, in my opinion, when enthusiast brands break out into sub-brands. It’s a precarious line to walk, as you risk fragmenting your audience to too great a degree. When you see the list of titles being closed by Source Interlink, they all fall into this category. Look at the Hot Rod-related brands Source Interlink was publishing: Popular Hot Rodding (now closing), Hot Rod, Rod & Custom (now closing), Street Rodder (somehow staying afloat), High Performance Pontiac (now closing).

Maybe there was a time—in the heyday of magazine publishing—when such super-niche titles could be supported by (and even thrive on) the surplus of advertising that fattened the media market (in some cases leading to an oversight of excessive spending). But in the past decade, with print advertising declining, among the gazillion other challenges, these super-niche brands likely ended up draining advertising from their broader-scope “parent” titles or vice versa.

This is really somewhat of a theory on my part, but one that seems quite likely to be the case. Especially considering most of the titles affected are in the automotive sector, which we all know wasn’t left untouched by the recession (again, to say the least).

Regardless, it’s a sad day in publishing history and one whose impact (particularly regarding Source’s distribution business shutting down) will continue to send shock waves across all facets of the industry in the weeks and months to come, as publishers, other wholesalers and retailers strive to pick up the pieces.

My heart goes out to all those affected. And I am once again reminded of one of my favorite sayings of all time (which if you’re one of the (two?) people who have followed me over the years, you will likely know I resort to this often): “These are the times that try men’s souls” by Thomas Paine. Paine didn’t have the media industry in mind when he said this, but it seems, once again, appropriate as we continue to take beatings and continue to stand back up, as individuals and as a whole.

The newsstand situation is going to be one that is harder to recover from, and likely it will be more of a …

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Why Does the Publishing Industry Seem Set on Destroying Itself?

Publishing Industry

The Time Inc. cover ads lead to sweeping, negative generalizations about our own industry. Why?

A couple issues have stirred the publishing-industry pot in the past week: The one I want to address here is regarding the Verizon Wireless cover ad on Time magazine (and on Sports Illustrated’s new issue), and the controversy over selling ads on magazine covers.

I am compelled to respond and try to add some dimension to some statements that, to me, seemed overly harsh and far too suggestive that all media falls into one big (ugly and conspiratorial) pot. A pot that people from our own industry seem all-too-ready to piss in.

Bob Garfield wrote an article for MediaPost in which he addressed the controversy developing over the cover ad on Time magazine, and frankly, it not only got my goat, but it also perplexed me. Here’s an excerpt:

“This [controversy] over a Verizon ad smaller than a matchstick, below the address label, where scarcely a human soul will ever notice it. One wonders what value it even offers the advertiser. One wonders something else, too:

Who cares?

Yes, true — having broken a longstanding taboo, Time Inc. will no doubt in due course expand the ad hole, first to a page-width ribbon and eventually to….well, let’s say the next Time Person of the Year may well be the “Can you hear me now?” guy. And the move is a categorical violation of the American Society of Magazine Editors’ proscription against cover advertising. As ASME CEO Sid Holt said recently, when Scholastic broke the same rule: “It’s unfortunate because it has the potential to tell readers and advertisers that editorial is for sale.”

Hahahahaha. Holt didn’t mean to say it this way, but he inadvertently confessed everything: In much of the magazine world, editorial has always been for sale – just don’t tell the readers. They’d be upset if they knew. ASME’s injunction has really just been a matter of appearances.”

Who cares? I do. And I’m betting a boatload of others in the industry care, or they wouldn’t be talking about it to such a great extent. And I’m pretty sure ASME hasn’t spent time and resources developing best practices for the industry as some sort of clever facade.

Publishing Industry

Garfield goes on to use native advertising as a case in point of editorial being for sale. But native advertising is more the modern-day equivalent of an advertorial in a print publication—it’s not the same as a cover ad, and guidelines and policies are quickly being developed to protect the readers from confusion over what is an ad and what isn’t. Native advertising, like advertorials, needs to be clearly labeled. Period. Confusing the readers is the first step to losing their trust.

Yes, of course some publications and digital media brands will push this to the farthest limits, to the extent that you can’t tell editorial from advertising. That is in bad form and another area for serious concern and industry guidelines. The FCC has even gotten involved.

Perhaps it’s my background as an editor, and my significant number of editor friends and colleagues whom I admire, but his statement—“In much of the magazine world, editorial has always been for sale – just don’t tell the readers.”—made my heart sink. And editors worldwide are likely foaming at the mouth.

At least he said “much of the magazine world” (not all of it). And yes, publications do exist out there where editorial is for sale. Many of those have long since died over the years. It’s always been a short-term strategy to get the fast buck. …

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Publishing’s Phoenix: U.S. News & World Report Emerges With a New Set of Wings, Part II

U.S. News & World Report was one of those magazines that had always just been there—packed into the stack of mail in the mailbox, on the coffee table at the doctor’s office, at the newsstand, being read on the train on the way home from work. The day in Fall 2010 when the venerable magazine announced it would cease publication (a process that was a year or two in the making) was a tough one to stomach. Publishing was in trouble. And it wasn’t just newsweeklies and newspapers. We were all in this boat together, and we watched as one of our industry’s flagships went down. (Or so we thought.)

Even the U.S. News and World Report staff—from top to bottom—may have thought it was the end. About half of the 150-person staff was let go. “For those of us who have been with the brand, you know six, seven, eight years ago, those were challenging times,” says Kerry Dyer, U.S. News & World Report’s publisher. “When U.S. News was down in ad pages, it was the beginning of the talk that was going on about whether U.S. News could survive. There was also talk about print surviving. That, I can tell you, was challenging. If you’ve lived on both sides of it, you know the feeling, and we certainly at U.S. News know that feeling, and we’re not looking back.”

But it wasn’t the end. It wasn’t a death. It was the beginning of a rebirth—one that is not only inspiring in its positive outcome, but also packed with lessons for us all, in free and paid content, in building digital audiences and successful products, in brand expansion, revenue diversification, e-commerce, lead-generation and more. Here is the story of U.S. News & World Report’s resurgence, as told through a two-part interview—Part I with U.S. News Editor Brian Kelly, and Part II with Publisher Kerry Dyer, shown here.


Part II: Interview with Kerry Dyer, Publisher, U.S. News & World Report

mediaShepherd: What is the brand’s largest source of revenue?

Kerry Dyer: Right now it would be display advertising—single source [online].

mS: What is its fastest-growing?

Dyer: That’s a good question. It’s all growing pretty fast. We don’t disclose specific figures either on growth or percentages, but display advertising is among the fastest-growing; licensing; as well as lead generation. All three of our main revenue streams are growing at a very healthy and very consistent rate.

mS: What are you finding that marketers are looking for today from U.S. News? Have things changed in recent years?

Dyer: Well, there’s been a lot of talk in the press and the media/advertising press of a changing consumer, and changing advertising needs and wants, but having been in the business for about 30 years, over half here at U.S. News and the other half at a large ad agency in New York—Young and Rubicam—honestly, I don’t see a lot changing.

In the end, marketers are still looking for finding the right audience at the right time and the right place that will engage with their messaging, and to find a need and a want for the right service. Fundamentally, that is the essence of advertising, and it really hasn’t changed all that much in my estimation.

mS: U.S. News moved into e-commerce with entities such as the Best Cars site, where U.S. News gets revenue when people buy cars through the site. Is this something new?

Dyer: It’s realtively new in the scheme of existence of U.S. News. We’re 80 years old. The U.S. News Best Cars site is about 5 years old, …

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Are Your Editorial Practices Ethical? 7 Issues to Watch

Monitoring editorial ethics activity can assume Wild West proportions at times, and this was especially true last year. Several incidents made an impression strong enough to suggest needed revision in the American Society of Business Publications (ASBPE) ethics code.

So it’s not surprising that 2013’s code review became a six-month flurry of intense discussion that saw the addition of several new sections and revised wording of existing advisories. Of the dozens of changes actually made, seven clearly stood out as involving issues having impact on business-to-business editors this year:

1. Increased marketing involvement.
2. Attempts to undermine front cover integrity.
3. Added push for ad formats closely simulating regular editorial content.
4. Slipshod fact-checking policies.
5. Sales pitches guaranteeing editorial involvement in sponsored content creation.
6. Need for development of tailored ethics policies.
7. Review of existing practice covering requests to “un-publish” archived content.

Here is a brief background on why code revisions were necessary and what actions have been taken as a result.

Are Your Editorial Practices Ethical

1. Church/State Positions Have Relaxed

When I assumed the ethics chair post three years ago, I immediately noticed a stern ethics code revision advising that editors refrain from any involvement in marketing activity. At the B2B publishing company where I spent 21 years prior to launching a consulting firm, management policy encouraged editors to occasionally wear marketing hats. Contrary to popular views that some still hold today, such involvement did not undermine integrity. And marketing strategy clearly improved thanks to editorial input.

Today, in some cases often by mandate, some editors have assumed “content director” roles that include supervision of sponsored content. And in many other cases, editors not in such positions still provide marketing strategy input. Even so, my committee felt it was still necessary to draw a line in terms of how big a hat an editor could wear. To that end, here is a newly added excerpt from the ethics code section addressing the editor’s role in sponsored content or supplements:

“A senior-level editor may work with sales personnel to ensure that no conflict exists between the advertiser-sponsored content and editorial content. Thus, the editor may suggest topics for the sponsor, but the publisher or the sales staff should be the ones to communicate these suggestions to the sponsor. (In other words, the editor should not directly communicate with the advertiser.)

“A publication’s editorial staff should not write, edit, design or lay out special advertising sections or supplements. This role should be handled by a freelancer hired by the sales staff or publisher or a separate non-editorial department.”

2. Preserve Front Cover Integrity

For some reason, ASBPE’s previous ethics code had not taken a position on front cover integrity. Meanwhile, there were several cases where the committee was asked to comment—by publication editors or the industry press—on efforts to deviate from acceptable practice for purposes of commercial gain.

In one annoying case, we were told that an inexperienced publisher new to the job made an immediate attempt to treat front covers as sponsored positions. For me, the last straw in a series of snafus was a publisher whose ad pitch guaranteed blurbs using standard editorial format to promote sponsored sections inside the issue. Our response was this advisory:

“Regarding a publication’s front cover, in print or its online home page: Because cover or home-page advertising may raise concerns about the publication’s credibility, such advertising must be approached carefully.

“‘False covers’ designed to resemble genuine editorial format should not be used, nor should teaser blurbs that refer to advertiser-sponsored sections or supplements.

“A full-page cover ad that includes a magazine’s logo, whether a false …

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What Consumer Publishers Can Learn From B-to-B

Consumer Publishers

As digital and data become coveted Holy Grails of the publishing industry, consumer media brands are pushing forward fervently. However, I continue to be amazed at how many consumer publications aren’t implementing some of the most basic strategies for lead-generation and basic cross-chanel publishing tactics. It struck me that business-to-business publishers are well ahead of many consumer publishers (there are exceptions, of course) in a variety of areas. Here are a few places where consumer publishers can learn from b-to-b:

Consumer Publishers

1. The E-newsletter. Many consumer brands don’t have e-newsletters. Yet e-newsletters have been a staple of b-to-b publishing since the mid to late ’90s. It shocks me that more consumer brands aren’t compiling email addresses or are just starting to do so. (I’ve worked with several publishers who simply don’t have email lists big enough to send out a newsletter and/or charge for advertising in it, as the database with email subscribers pales in comparison to the print circulation.)

And it shocks me even more that they don’t know what e-enewsletters can achieve or even what content to include. (This could be an entire blog post in itself, and may be the next one I write.)

B-to-b publishers know that e-newsletters are effective ways to engage with audiences on a more frequent basis in between print issues, and to “push” content out to remain top of mind. Newsletters also are effective tools for cross-promoting other forms of content—print magazines, books, conferences/events, webinars, apps, etc.—and the website, of course.

And, by not having e-newsletters, consumer publishers are leaving money sitting on the table—they can be significant traffic-drivers and revenue-generators in their own right. Imagine the engagement some audiences have with consumer brands, and the power relevant newsletters hold for both the publishers and their marketing partners.

2. Cross-promotion. B-to-b publishers have been masters of cross-platform promotion for years. They long ago discovered the value in engaging their audiences at multiple touch points. Print publications featured house ads for e-newsletters, website features, webinars, and any other related platforms. Print magazine tables of contents featured Web-exclusives, directing print readers to the related websites. And, websites promoted print subscriptions, newsletter sign ups, lead-generation efforts for data-acquisition, and more.

As websites have taken on their own roles in publishing organizations, they have become less of print-promotions … but that doesn’t mean they shouldn’t still serve to help push print subscriptions! I know of at least a handful of major consumer brands that don’t push print subscriptions from their websites at all. Seriously. You have to dig around to find out that a print publication even exists. Why?

All of your products that serve under a brand should work to promote each other—all the time. Websites drawing millions of visitors a month could convert at the very least thousands of non-paying web visitors to paying print subscribers. For many publishers, their websites still are the primary source of new subscriptions. The Web is a tool for discovery, and its where many discover your brand for the first time. Why wouldn’t you try to get them to sign up for any and all means to receive your content?

3. Data. Consumer brands, and companies, such as Meredith, have come a long way in acquiring and using data about their audiences. Still, lead-generation and profile-building (with everything from geographic to demographic and professional information) have been the practice of the b-to-b world for much longer than the consumer world. Consumer brands could do well to investigate what some b-to-b publishers are doing to incentivize their audiences to share valuable information about themselves.

The Myth: That’s Not My Market

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10 Questions With … Troy Young, President, Hearst Magazines Digital Media

If ever there were a daunting position out there, it just might be the one Troy Young holds. Young is the president of Hearst Magazines Digital Media—and as such, he directs the digital strategy of one of the largest magazine publishing companies in the world. With digital strategy being what many see as the path to the future, one could say the very future of the company rests on his shoulders.

Of course Young isn’t operating alone, but he has a hefty responsibility and extremely significant role in shaping the company’s digital progress. He oversees the digital content, technology, operations, product and business development strategies for the magazine division’s 26 online brands—including Cosmopolitan, Elle, Elle Decor, Esquire, Good Housekeeping, Marie Claire and Seventeen, as well as several digital-only sites, such as In addition to being responsible for a bucketful of major brands, all of these brands’ together draw 60 million unique visitors and 640 million page views monthly, which makes Young’s imperative that much more grandiose.

Young’s background is a mixture of roles from various sides of the publishing arena. He was formerly president of digital publishing company Say Media—perhaps best known for its women’s lifestyle brand xoJane, now with 6 million monthly visitors, according to Say Media’s website—where he grew the company to $100 million in revenue, as his bio states.

Before that, he was the “chief experience officer” of the Omnicom digital agency Organic, “advising on strategy and creating award-winning work for clients including American Express, Virgin Mobile, Sirius XM, Chrysler and Bank of America” (also per his bio).Cosmo_Screen Shot

His background seems to have culminated in this relatively new position at Hearst Magazines Digital Media—which he took on about a year ago and where his efforts focus on engaging consumers with content and advertising, and mapping a way forward through the era of the mobile screen. His M.O. is upping the publishing game from months to moments, a phrase he apparently uses quite frequently.

mediaShepherd caught up with Young to talk about the opportunities that lie ahead for Hearst Magazines Digital Media and other media brands, what’s new and exciting at the digital pinnacle of Hearst Tower, what keeps him awake at night, and more.

mediaShepherd: What is Hearst Magazines Digital Media’s fastest-growing revenue segment?

Troy Young: By category, fashion and beauty.

mS: What is its largest revenue segment?

TY: I don’t know off the top of my head. Across the company, it’s probably fashion and beauty as well. Cars is big, too.

By type of advertising, probably big integrated deals and content marketing.

mS: What is the biggest challenge Hearst Magazines Digital Media is facing right now?

TY: I would say the biggest challenge is creating … the right culture to support a vital digital business—and that is one that integrates product thinking, technology, content and advertising into one cohesive group. That’s been our focus to make that happen since I arrived. It is about recruiting wonderful, creative technologists and building on all the success the company had before I arrived. It’s about creating a new generation of content creators that thrive on minute-by-minute publishing—[who] are “of the Internet.”

It’s about building an advertising competency that understands how to live in this new world of native. But to me it’s a cultural thing. It’s all about talent.

mS: From what I understand, Hearst separates out its print properties from its digital properties from a business perspective. Why is this?

TY: You know, I get asked that question a lot. I think that what you want to do is set up your your business and your …

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