How To Create A Seamless Facebook Profile And Cover Photo

Ford on Facebook

Ford on Facebook with matching cover photo and profile image.

A matching Facebook cover photo and profile picture looks professional and exciting.  Look at the Ford one here – see the large image becomes the background behind the smaller logo picture?  Cute!

You can do so many things with it such as making your Facebook followers laugh or just to make your profile look professional. But how do you line up the two images and make it work? Read on.

How to line up Facebook cover photo with a profile picture

1. Screenshot your Facebook profile page: The first step is to take a screenshot of your profile page for size reference. Paste this screenshot into  PowerPoint or a similar programme where you can CROP the screenshot. We’ll be using our client, Rowperfect, as an example:

Screenshot of Rowperfect Facebook page

Screenshot of the Rowperfect Facebook page

2. Crop your chosen picture into two images: now that you have your profile screenshot and have pasted it into  PowerPoint you can begin cropping your desired image. Detailed instructions follow this image…follow steps 1-4 frame by frame below.cropping

  • FRAME 1: mark your cover photo and your profile photo. The blue rectangle we’ve created represents the cover photo size area and the red square represents the profile picture. Remember to paste the screenshot exactly as it is and do not re-size it, even though it is larger than the PowerPoint work area.
  • FRAME 2: import the image you want as your combined profile picture and cover photo. Then re-size it so it is as big as the blue and red rectangle combined. Line it up as you wish.
  • FRAME 3: duplicate your now re-sized imported image, place it in the same location as its original and crop your imported image and its duplicate to be the size of the blue rectangle and red square respectively.
  • FRAME 4: now you have your two images, save the big one as COVER PHOTO and the smaller square one as PROFILE PICTURE.

3. Place them on your Facebook profile page: now you have your two images you can place the PROFILE PICTURE image on your Facebook profile picture and use the COVER PHOTO image as your Facebook profile cover. If all is done correctly your Facebook profile cover photo and profile picture will now line up together and look flash, just like the Rowperfect Facebook page!

Screenshot of Rowperfect Facebook page

Be creative: more interesting ideas

Here are a few ideas we found that might spark some inspiration for you… speech bubbles, a cartoon bird house, multiple images overlaid or a camera icon.  Be creative.


Facebook profile picture ideas and improvements

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What Does A Client Brief Look Like?

Thanks to Dawn who wrote in asking “What does a client brief look like?” 

Let us help you out.

What to do when hiring an agency

If you sub-contract your marketing to an agency or to freelancers, you want to be sure that you pay for and get good quality work.

A lot of the quality of output is due to high quality input.  By that I mean, briefing documents.  If you can explain clearly what you want, how you want it done and timeframes, you are far more likely to get high quality work back.

We use Upwork and People Per Hour to find freelancers and expert sub-contractors.


Ask the freelancer to write back

For briefing we always give a lot of detail and we also ask the freelancer to write back with answers to our questions.

We choose these carefully in order to show us that THEY have read the brief.

  • Please tell me what access permissions you need before you start the job

And we also ask them open questions whose answers tell us if they understand the scope, how they would approach the job and allow us to assess how good their English is.

  • Estimate how long the job will take
  • Tell me what problems you anticipate

Below is a template document which we use when we receive instructions to do some marketing for our clients. You can download it from the link.

Each sub-heading is self explanatory – as a client you should fill in each section as clearly as possible and then send it out to the agency or agencies you want to work with asking them to send you price quotations.

Alternatively, you write longhand what you want and the agency will fill in the gaps in the document.  Then you should approve it before instructing the work.

DOWNLOAD Master Client Planning Brief Template

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How Online Fantasy Sports Companies Market Their Platforms?

Online fantasy sports are experiencing huge growth and are even rivaling online betting platforms. For those who don’t know, online fantasy sports platforms allow users to create fantasy sports teams and join competitions to potentially win cash prizes.

For example, users can create their own NBA basketball lineup packed full of stars such as LeBron James, Stephen Curry and Kyrie Irving, and then enter a league against other players to see how their teams match up. As the real life result roll in, scores are calculated based on your team selection, and your league standing is based on this score.

Due to the huge boost in popularity of online fantasy sports, their marketing techniques have had to improve and diversify. Popular platforms such as DraftKings, FanDuel, and PlayOn have to compete with each other and try to bring in customers through clever marketing. DraftKings is currently on top, with reporting that 50.6% of all players currently use the app.

Social media are playing a huge role in fantasy sports marketing. Both FanDuel and DraftKings have a huge following on Twitter, for example (FanDuel – 212k followers, DraftKings – 244k followers), and use this network to post game highlights and interact with customers.

If you scroll through DraftKings’ Twitter feed, you can see it posting videos of MLB games and clips, uploading player profiles of top sporting personalities such as Cristiano Ronaldo, and even cheat sheets to help its user base improve their fantasy teams.

FanDuel alternatively regularly post WNBA highlights, show awesome MLB home runs, and also funny sports bloopers and memes. All of this gives content to its users and helps get them excited about the world of sport, as well as encourage interaction with their respective fantasy sports platforms.

Affiliate marketing is also hugely important for online fantasy sports platforms. Both DraftKings and FanDuel operate an affiliate program through which customers can gain commissions. In essence, a customer promotes the fantasy sports platform by using a special hyperlink. If someone clicks on this hyperlink and registers an account, the customer gains a small fee.

This is a clever form of marketing. The fantasy sports platform doesn’t really have to do anything and it benefits from increased exposure and more customers; all it has to give in return is a small percentage fee.

These are just two examples of fantasy sports marketing and there are many more. It is clear that marketing plays an important role in the promotion of fantasy sports and that it allows platforms such as DraftKings and FanDuel to gain a competitive edge in this ever increasing market.

The infographic below offers further insight into the world of fantasy sports:




The Justice of Price Premiums

by Blair Enns host of Pricing Creativity, a workshop on 26th October 2018

Image may contain: 1 person, text


How much does a logo cost?

Your answer probably begins with the words, “That depends…” and it does, but have you spent much time thinking about what it really depends on?

The difference between a $10k logo and a $100k logo is not the amount of time it takes to design it or even in the quality of the creative. The difference is $90k worth of reassurance – confidence on the client’s part that you won’t screw this up and that the business goals will be met. “Nobody ever got fired for buying IBM,” was the refrain from the 1970’s that justified the computer company’s premium pricing, to which I like to add, “or Landor.”

In 1971, Phil Knight paid design student Carolyn Davidson $35 (about $200 today) to create the global icon that is the Nike swoosh.* In 2009 PepsiCo very publicly paid design firm Arnell five thousand times more ($1 million) for what was seen as a “tweak” to their iconic Pepsi logo.

What would cause one company to pay five thousand times more than another for roughly the same thing? Did one client get ripped off? Did a designer? The answer is nobody got ripped off; all parties benefited because implied in the prices were a fair trade of risks and rewards.

Two Definitions of Premium

In marketing parlance, a premium is an amount paid above an ordinary or benchmark price. In the insurance world, a premium is an amount paid for the policy to insure against risk. They are the same thing. If you properly understand this and just one more pricing concept, I think you can easily apply them to your own pricing strategy to increase profit in your firm almost immediately.

Paying More to Insure Against Risk

There are many types of risks in hiring your firm that a client might gladly pay a premium to insure against. The largest is the financial risk tied to poor performance or the answer to the questions “how do I know you’re going to get this right?” and “what is this going to cost me if you get it wrong?”

The same Arnell that PepsiCo hired to tweak their flagship brand in 2009 was also asked to redesign the packaging for Tropicana Pure Premium orange juice at about the same time. The redesign triggered an estimated drop in sales of more than 20%, which by many reports exceeded $135 million, in the two months before the old packaging was restored and the disaster corrected.

That’s a big number. The irony is that the Tropicana failure shows how a $1 million fee is nominal in relation to the potential impact a logo might have on certain brands. For a brand like Pepsi, with annual sales of around $10 billion, that’s a $2 billion a year mistake. Gulp.

What kind of premium do you think Arnell or any other firm could have commanded had they somehow been able to guarantee just that Pepsi sales wouldn’t decline? How much more could have been commanded from any firm that could guarantee an increase of just 2%?

You might view guaranteed value as an ideal that you could never really achieve. Regardless, my point is it represents the highest end of the pricing spectrum, and you can move closer to it by thinking about the risks you might take away from your clients. What kind of premium could you command if your clients saw an engagement with you as a sure thing? How much closer could you get to that “sure thing” status, in the client’s mind, if you bundled up some additional services, deliverables, and promises?

Clients Should Be Allowed to Choose Their Risk Level

The second pricing concept I’d like to explore here is that your clients should be able to choose the risks they’d like to mitigate and therefore the premiums they want to purchase.

I once had an auto mechanic who used to routinely decide for me that I could squeeze a few more miles out of a battery, a starter or some other component that was worrying me, so when I picked the vehicle up, the part wasn’t replaced. He was proud of the money he had saved me. He didn’t see how grossly unfair it was to impose his own risk-premium preference on me (save the money, Blair, and take the risk) when I would have gladly paid the premium (the incremental cost of replacing a part before it absolutely had to be replaced) to mitigate the risks of breaking down and the weight of worry while I drive. He saved me money and increased my worry when I had wanted the opposite.

Do you ever do this to your clients?

I believe such a mistake is the norm in a knowledge-based business. (I’ll confess that I’ve made this mistake for more than a decade, forcing one-size-fits-all solutions with the same premiums on clients with vastly different risk profiles.) The lesson is that your guess at the risks your new or prospective client wants to take is probably wrong. You should price your engagements with this assumption of your own ignorance built in. This implies the need to offer choices.

If you don’t believe that you should offer risk-premium choices to your clients, consider this: they already have them in the form of your competition. You win and lose business, often, not solely because of price or projected performance, but because you didn’t offer the risk-premium trade-off the client wanted. Why don’t you let the client make that trade-off within the options you offer rather than forcing them to solicit options from other firms?

Two More Principles in Support of Options

Of the many principles in the complex and fascinating field of price theory, two, in particular, speak to the power of offering options. The first is the core economic principle that all value is subjective – it is in the eye of the beholder, the buyer.

The second is the psychological principle that humans cannot subjectively perceive absolute values, only contrasts. Taken together these two principles mean that people cannot accurately assign monetary value to something, they can only discern whether one thing is more valuable than another. When a buyer is endeavoring to measure value, therefore, he has to make a comparison. By implication, any seller that can control or at least affect the items being compared can impact the buyer’s perception of value. Dramatically. By orders of magnitude, even.

When you neglect to provide options, the client goes in search of something against which to compare your offering and its price point. It might be past experience, similar services from other firms or a host of other comparison points. By offering options, you move the question from “how do I know this is good value?” to “which of these is the better value?” The latter question is the one the brain is equipped to answer; the one you should be enabling your client to answer. (If the enormity of this point hasn’t hit you, you had better read these three paragraphs again.)

The Capacity-Guaranteed Value Spectrum

I’ve already introduced guaranteed value as the lowest risk and therefore highest price solution you might offer. At the nearer end of the spectrum, the highest risk and therefore lowest price offering you have is capacity or time.

“For X budget, we will sell you Y number of hours.” Implied in this type of pricing is that the client takes all the risk, like a traveler declining accident coverage or snow tires at the car rental counter. If you choose to sell time at all, it should be clear that you’ll do your best but the risk is the client’s.

Sticking with the car rental example, a proposition of guaranteed value at the highest end of the pricing spectrum would focus on the client’s desired outcome and have little to do with the mechanism of getting there. It might sound like the rental agent proposing, “Forget about the type of car or the options – leave that to me. For $5,000 I promise you will arrive at your destination on time, unharmed, in comfort and in no way inconvenienced.”

There are times when the seller can make such blanket guarantees and others when he cannot. Equally, there are times when the customer sees such premiums as priceless and times when he sees no value in them. Every situation is different and hourly rates or even standard packaged pricing doesn’t acknowledge those differences.

Premium Bundles for Risk Profiles

In between the extremes of capacity and guaranteed value are all kinds of options from which you might ask the client to choose, just like the rental company. “The GPS will mitigate against you getting lost. The accident coverage will protect you against insurance claims. The snow tires should help with your safety concerns, and if you’re really concerned about safety, perhaps you’re interested in upgrading to the SUV? The choice is yours, mister customer – what risks do you want to take on and what do you want me to make go away?”

Such premiums allow your market to self-segment based on their risk profile. There is an infinite number of services, deliverables, and promises that you might package up into premium bundles to help your clients insure against the various risks in hiring your firm. Visit the website of any software as a service (SaaS) company and you will see they all understand the power of bundling such premiums.

Profit From Time is Just the Baseline

When you build your firm around selling capacity, the convention is that a 65% firm-wide utilisation rate should yield a profit margin of around 20%. If you choose to sell capacity at all, however, this profit margin target should serve merely as the starting point before any premiums are purchased. Car rental companies make very little on the basic rental and their counter employees make close to minimum wage. Both the company and the employee make the real money on the premiums their customers gladly pay for increased peace of mind.

How much more money could you make if you offered your clients a few options to increase their own peace of mind?

*Years later, after the risk of hiring a design student had long paid off, Knight reportedly gifted to Davidson a diamond ring with the Nike logo on it and shares of Nike stock said to be worth six figures.

Start your pricing creativity training on October 26th by joining Blair at a Pricing Creativity Workshop.  And get your tickets before August to get our early bird pricing!