As we have already mentioned, Lazy Loading can contribute positively to a site’s SEO, however, Google has left some clues about what it likes and what it doesn’t about this practice.

First of all, if you implement lazy loading you have to adapt it in a way that Google can recognize it, otherwise you run the risk of the content not being crawlable in searches.

To help Google crawlers recognize lazy-loading images, you can use the Google Search Console under the “ Fetch as Google ” option to determine whether or not your site’s content is visible to Google.

There are also documents such as this one , which show some recommendations for developers regarding this aspect.

How to know if you need Lazy Loading?

If you’ve come this far and you still shop don’t know whether or not this strategy is necessary for you, don’t worry! Here we mention some of the signs that show or not you need it.

• Speed ​​of your site : using tools like PageSpeed ​​Insights or GTmetrix you can recognize if you have problems loading your website.
• Optimization : Poor compression — from Gzip, JavaScript, CSS, or HTML — also indicates that you need lazy loading.
• Redirects : If your website has many redirects , this causes problems and negative consequences for the performance of your site.
• Defer images off-screen – There are diagnostic tools that recommend deferring images, which is clear evidence that your site needs Lazy Loading.

You’ve reached the end!

Lazy Loading is a tool that, if used tools for benchmarking in digital marketing correctly, can generate great results for a Content Marketing strategy and, of course, for delivering a truly pleasant and fluid user experience.

Implementing the advice in this post is a highly recommended action to start providing greater agility to your site and turn it into a resource that generates opportunities for you or your business.

Need to learn more about WordPress and everything it has to offer? Download our free guide and become an expert!

It’s time to present a framework to simplify the creation of your company’s strategic storytelling and learn how to combine all the models. Of course, you can use one of the models presented above. However, we found it effective to combine and integrate the most significant elements of the models we have seen so far.

Before continuing, you can watch previous episodes if you want.

• The first episode (Intro to Storytelling) is here .
• The second episode (Campbell, Vogler and the classic Hero’s Journey) is here .
• The third episode (Strategic Storytelling – the meeting point of business and stories) is here .

The principles and elements you’ll see come from Miller’s “hero’s journey” model (Storynomics), and have been heavily influenced by Andy Raskin’s work. The framework includes three stages, which must be completed to build the full narrative.

Stage 1 – Strategic storytelling objectives

Defining your storytelling objective is angola latest email list the first step in our framework. You will need to define:

• The target audience . This is your audience. Although it would be ideal to have a storytelling for each audience, you can target several, as we will see in the next episode.
• The needs of the public . It is the problem and the pain of the buyer. It is the hidden problem that cries out for a solution.
• Audience actions (goals) – This is the end result. The action you want your audience to take. If you’re telling a story to a B2B audience, you might want the buyer to contact you, request a demo, attend a new meeting, or sign a contract. If you’re telling a story to a B2C audience, you might want the buyer to purchase an over-the-counter item or shop at your online store.

Stage 2 – Story Elements

Preparing the story topic requires taking three major steps:

• discover core values;
• define the hero and the mentor;
• define the change vs. the problem.

Discovering the core values

Core values ​​are linked to the target audience needs outlined in stage 1. The story should be in line with the brand’s core values. The story scenarios may not be related to the product being sold, as long as the core value aligns with the brand promise. For example, Redbull’s value is to energize sports lovers (which is Redbull’s brand promise); extreme sports stories share the same brand value.

Change vs. the problem

You shouldn’t start your storytelling with “the problem.” When you state that your potential customers have a problem, you often run the risk of putting them on the defensive. Plus, your audience may not know the problem or may feel uncomfortable admitting that they have it.

Instead, opt for change . When you highlight a change, you get potential customers to open up about how that change affects them, how it scares them, and where they see opportunities. Most importantly, you grab their attention.

The hero and the mentor

Your company is not the protagonist of the story. The customer is. The hero is the potential customer. So, never start any storytelling session, sales email or presentation, by talking about your brand, your product, your headquarters location, your investors, your customers or anything about yourself. You are the mentor, and your job is to guide the hero to the final reward.

Stage 3 – Designing the story

The story design is a simplified summary of the different frameworks presented in the previous episode, although this model was especially inspired by Andy Raskin’s work. We considered the following means of presenting the story:

• a sales or strategy package;
• an interactive experience;
• an email/LinkedIn post;
• your web pages.