Social prospecting helps you identify potential customers outside your established audience using social platforms.
Social media should be an integral part of your marketing strategy — we know it helps build brand reputation, gather market intelligence, discover customer problems, and influence purchasing decisions. But your lead generation efforts should also include the use of social platforms. It’s a practice called social prospecting that can be highly effective in identifying new prospects.
You’ll use your existing social handles to identify and pursue potential customers that may be interested in your business but that don’t yet know about it. HubSpot describes social prospecting: “It’s about scouring the social web, identifying potential prospects, and engaging them through content to get them to your site and move them through your funnel.”
Why does it work?
Think about the size of your established audience. Now think about the total number of active users on social media: As of the fourth quarter of 2015, Facebook had 1.59 billion active monthly users, Twitter averaged at 305 million, LinkedIn had 414 million, Google+ had 111 million, and Pinterest had more than 100 million. Those enormous numbers equal enormous potential for your business.
If you already have a social media presence, that’s step one. It gets a little more complicated from there.
Fronetics has developed a free social prospecting workbook to learn how to use social listening to generate new leads for your business. We’ve identified the quickest way to find potential customers on Twitter, Facebook, LinkedIn, Pinterest, and Google+. Every worksheet includes:
Short preparatory work to make the actual prospecting easy
Visual instructions on how and where to find prospects
You may be spending an enormous amount of time and money as part of a content marketing effort, but, if no one is reading what you’re producing, you’re definitely not achieving your ROI. Consider the following points, and ask yourself if any could be negatively impacting your readership.
Here are the top 10 reasons no one is reading your content.
10. You don’t have a strategy.
Only 11% of companies without a documented content marketing strategy find their efforts to be successful, compared to 60% of companies with a strategy in place. And that number rises to 86% when the company designates someone to lead the strategy. Having a clear vision for your content and a plan for executing that vision is crucial to earning an audience.
Seventy-seven percent of today’s buyers use Google to research information about products. Search engine optimization (SEO) means writing copy for your digital assets so they will be prioritized by Google in web queries related to your business or products. Three of four people will click on the top five search results. So the further you move from those top five results, the less likely someone is to find, much less read, your content. If your content isn’t SEO-friendly, readers may not even have the chance to see what you’re writing because it is so far down in their search results.
8. You are using the wrong channels.
If a tree falls in the woods and nobody is around to hear it, did the tree fall after all? Stop publishing in the empty woods. Who is the target audience for your content, and where are they active? Evaluate your audience (or lack thereof) in each of the channels where you publish, and see if something is amiss. This will vary greatly by business. You can access personalized information on your followers’ social media habits through analytic programs like Google Analytics and sites like Tweriod.
Also to consider: on lightning-fast platforms like Twitter, a miscalculation of timing could be to blame. (See The Best Time to Post on Social Media.)
7. You’re not publishing often enough.
Inconsistent content is one of the primary reasons readers become disengaged with a particular publisher. Even publishing one more blog post a week can significantly boost your readership. Try a little experiment for a few months by playing with the number of times per week you publish — say, three times per week one month, four times the next, and five the next. You’ll find the sweet spot where you get the most engagement but can also handle the production schedule.
The next reasons have to do with the substance of the content itself.
6. You’re publishing a sales pitch instead of content.
Imagine you’re looking to buy a car. Researching different options online, Site A, run by Dealership A, offers expert opinions about various makes and models, while Site B talks about how Dealership B offers top-notch customer service and a no-nonsense negotiation policy. You’d probably never come across Site B in the first place because the content is irrelevant (and trite… and annoying), whereas Site A has exactly what you’re looking for.
Content marketing is your opportunity to provide valuable, expert information to people who are seeking it out. Associating your brand with that sort of expertise attracts customers — not to mention, helps them find you via organic search in the first place. No one wants to read your sales pitch over and over again, and they won’t.
5. You are not telling the truth.
I am talking about two different definitions of truth here.
For one, are you being honest? Today’s consumers can smell b.s. from a mile away, largely because the Internet forgets nothing and forgives nothing. The prevalence of user-review sites and platforms like social media means customers will always have an outlet to share their experiences, both good and bad. If your business does not provide what you promise, people will be upset and take to these forums to complain about it. Trust and transparency are two key assets in earning (and keeping) readership.
Secondly, are you being true to who you are as a business? A recent Harvard Business Review article defines successful marketers as mission-focused, not consumer-focused. Don’t produce content based on what you think your customers want to hear. The beauty of content marketing is that when you put your business mission out into the universe through content, people who are seeking that information find you. In other words, build it, and they will come.
4. You’re not offering anything of value.
DigitalTonto says, “The first step towards engagement is creating value beyond the basic transaction of payment for a product or service.” This is the essence of content marketing: a related offer of value in the form of expertise, entertainment, etc. For example, L’Oreal Paris provides free makeup tutorials on its YouTube channel, Destination Beauty, and, Apple offers free classes, product demonstrations, and tech support from the Genius Bar for product users.
The question to ask is, what is your value to your customers? Can you offer expert advice on a particular topic through a blog? Is there something about your products or your people that would make for entertaining or informative videos? Do you have access to top-of-their-field specialists that could lead a webinar series? Find whatever it is that is unique to your company, and leverage that in your content marketing to attract readers.
Because there is so much content out there, today’s consumers can afford to be partial to publishers who provide information in a way that is pleasing to them. They also have shorter attention spans than goldfish. That means things like format, length, accessibility, and voice can majorly impact whether people read your content or not. Also, be mindful that different platforms should offer different experiences based on reader expectations (e.g., Instagram isn’t the place for lots of text).
The one certain constant in marketing is that things will always change. What works for you one year will certainly be irrelevant the next. Content marketing won’t allow you to rest on your laurels, either. You should stay on top of your analytics to monitor what kind of content is successful in the present moment, and you should tweak how you’re doing things as people, technology, and events change. Keep testing new ideas to see how they are received, and get rid of old standbys that no longer pull their weight.
While this seems obvious, it’s worth repeating. If the quality of your content is bad, no one will read it, regardless of what value it offers. The same goes for if you find yourself saying, “it works,” or “it’s fine!” If there are 27 million options, who would choose “fine?”
Do an honest evaluation of your content, or have a neutral outside party do so for you. Is it original, substantial, and well-written? Make sure that your content is edited, and that it is free from grammatical errors, spelling mistakes, and awkward phrasing. And remember that you get what you pay for. Professional writers can be expensive, but there’s a reason for that — theirs is a specialized craft, and very few people can do it well. If you want people to read your content, you should make sure that it’s worth reading.
Here’s how marketers can launch a B2B social media program that grows business.
A recent Harvard Business Review article discloses that a number of B2B CEOs still believe social media isn’t right for them, that it’s a tool for the B2C segment. In reality, many B2B marketers successfully leverage social media to engage potential customers, gather market intelligence, build brand awareness and reputation, discover and intercept customer problems, and influence purchasing decisions before sales calls are ever made.
In short, if you are not in the B2B social media game, you are missing out on enormous business opportunities.
Getting started with social media can seem like an intimidating task, especially if your C-suite is skeptical of the benefits. Here are six steps to launching a B2B social media program that will grow your business to its full potential.
Only 11% of companies without a documented content marketing strategy find their efforts to be successful, compared to 60% of companies with a strategy in place. And that number rises to 86% when the company designates someone to lead the strategy. Working with an experienced marketing consulting firm, like Fronetics, you can develop an inbound marketing strategy that aligns with your business objectives. And whether someone on your team heads up execution or you outsource that responsibility, the leader should continually monitor analytics and tweak the strategy accordingly. Which brings us to…
3) Determine which analytics to track.
In the B2B world, it’s not about shares, likes, or impressions, though those numbers speak to your brand exposure. (Read more about so-called “vanity metrics” here.) Leads generated, conversion rates, sales, and ROI are going to be the things you’ll want to track. If you have a good, flexible strategy in place, these metrics will help you adjust your efforts to ensure you’re achieving your business objectives.
5) Decide which channels are right for your business.
Who are you trying to reach, and what are you trying to tell them? These are good questions to ask when trying to determine which platforms will comprise your social media program. There’s a wealth of information out there about which channels are used by whom and when. You’ll also want to choose channels that you’ll be able to maintain regularly and which play to your strengths. As an obvious example, if you don’t have the capability to make videos, YouTube probably isn’t for you. Remember, you’ll likely want to work through several different channels to reach a maximum number of potential customers.
Following your competitors is a great way to stay up to date on what they’re doing, especially if you don’t have a ton of time or money for competitive research. And when I say “follow,” I don’t mean “copy or imitate.” I mean subscribe to their blogs, engage with them on social media, and like and share their content that you find meaningful for your audience. This way, you become part of the industry conversation happening online, and you know exactly what your potential customers are seeing from (and how they’re reacting to) your competitors.
An Internet search can yield thousands of results when a B2B buyer goes to research a specific product or service. What’s more, the buyer can access online sources reviewing and comparing different suppliers’ products, streamline purchasing through self-service shopping portals, and access digital training and support tools without ever talking to another human. Essentially, “buyers can take over many steps of buying that salespeople once cherished as their source of value,” says a Harvard Business Review article.
But this doesn’t eliminate the need for salespeople in B2B sales completely. Rather, the authors suggest that today’s sellers must develop new competencies that better serve customers with more access to information.
How B2B sales are changing
Information technology and digital channels create buyers at various levels of self-sufficiency. While some are able to gather all of the intel needed to make a purchasing decision, some are more overwhelmed than before and need help sifting through all the available information. Most buyers fall somewhere between the two ends of the spectrum. Additionally, customers can be at different levels at different times and for different products.
Therefore, salespeople need to be able to recognize where customers fall on the self-sufficiency scale and match their selling approach to the customers’ needs.
Salespeople must also be competent in various technologies that help manage customer information and outreach. CRM systems, analytics, and various infrastructures are just a few examples of digital tools sales teams have at their disposal.
New platforms like social media and email also supplant the need for traditional face-to-face selling but require an all-together different skill set. Video conferencing, podcasts, and webinars — these are also tools that sellers can use to accommodate buyer preferences and level of knowledge, should the seller be fluent in these technologies.
And with so many options to adapt to customers at various levels of self-sufficiency, salespeople must be able to coordinate communications across multiple channels. “Salespeople need competencies as orchestrators who can ensure an effective and efficient connection,” the authors suggest.
Salesforces, too, must adapt to the information age in terms of structure, training, compensation, and more.
How has your business adapted to B2B selling in the information age?
A new digital marketing program helped one firm reinvent itself after traditional methods proved ineffective.
A prominent marketing firm was experiencing an all-too-familiar predicament: They had a great product that, for some reason, was not selling. They had been following their traditional marketing regimen; however, something about the purchasing landscape seemed to have shifted, and in a way that rendered their methods ineffective.
Then, a new content marketing program changed everything in just a few months. For the better.
The firm’s business was real estate marketing, and their great product, a community of new homes in a highly desirable location. Real estate, like so many other sectors, has experienced a major shift in buyer behavior in just the last two decades, with the majority of research being conducted online. The firm realized that a digital marketing strategy, unlike traditional print ads, could better reach a wider audience of potential homebuyers.
In less than 90 days after implementing the new content marketing program, sales increased by nearly 40%. Within the year, social reach grew by 325%, web traffic by 250%, and sales by 300%.
As companies “tiptoe” back to the United States from overseas, the “Made in USA” label should grow more common. However, ambiguous rules are costing some manufacturers hundreds of thousands of dollars in penalties and legal fees. So what’s the problem? The coveted “Made in USA” does not always mean the same thing to companies as to the Federal Trade Commission.
Although most cases stem from California, where every single component must be sourced domestically to earn the right to be advertised as American-made, the ambiguity of FTC’s rules is likely to bring more lawsuits nationwide. FTC rules state the “Made in USA” label can only go on goods that are “all or virtually all” made in the United States. But how should companies interpret “virtually?”
The latest to be slapped with a list of reprimands by the FTC is none other than Walmart, which recently was asked to not only remove “Made in USA” logos from all product listings, but also the country-of-origin information from all product specifications (unless required by law) and U.S.-origin claims that appear in product descriptions or titles. Walmart is also required to clear advertisement copy submitted by suppliers of any USA-origin claims.
A giant like Walmart can certainly handle adjustments to its Investing in America Jobs Program — redesigned logos will now disclose the percentage of U.S. content in the product — and transparency is obviously fundamentally important in sourcing and product advertisements. But the fact still remains: Companies can only guess what qualifies as U.S.-made. As reported by Supply Chain Digest, some have taken it upon themselves to include 70 percent of domestically made components before making any “Made in USA” claims.
The dysfunction is perhaps best illustrated by the case of Lifetime Products, whose basketball hoops ended up in the spotlight last fall when two consumer lawsuits claimed they were falsely labeled. Although the hoops are, to quote the Wall Street Journal, “made of parts that are almost entirely cut, shaped, painted and assembled” at the company’s sprawling Utah factory, some bolts and the net were imported from China. The costs were staggering, with the legal fees alone adding up to $535,000, and the plaintiff’s attorney’s receiving $485,000.
Sourcing every single component domestically is no easy feat, especially for companies that just returned production from overseas and want to capitalize on the move with the “Made in USA” label. After so many years of outsourcing, it will take time to rebuild the U.S. supplier base as well as upgrading aging manufacturing equipment to meet today’s demand for speed and agility.
Lasko Products Inc., a family-owned company based in West Chester, Pa., is one example of a producer that can no longer find domestic suppliers of small electric motors. The company’s electric fans are sold at Walmart, which has discovered the effort to buy more U.S.-made products has proved particularly difficult when it comes to electrical devices.
Let’s hope the FTC can at least clarify the rules.
What do you think is a reasonable definition of “Made in USA?”
