by Fronetics | Apr 8, 2014 | Blog, Content Marketing, Logistics, Marketing, Social Media, Strategy, Supply Chain
Content is king. By creating and distributing valuable and relevant content in a strategic and consistent manner you will be able to create demand for your products and services and will be able to drive profitable customer action. That being said, while content is king, content doesn’t go far (actually it goes nowhere) without distribution. Wise words by BuzzFeed’s Jonathan Perelman: “Content is king, but distribution is queen and she wears the pants.”
For content to be successful for your business you need to do more than create content – you need to distribute content. Moreover, the content needs to be delivered consistently over time, at the right time, and in the right place.
For your company this means taking the time to identify the distribution channels that are the right fit for your company, your content, and your goals. It also means taking the time to learn how to distribute content via these channels effectively.
For example:
- LinkedIn and Twitter are good candidates for letting people know about the white paper your company just released, whereas Pinterest is probably not a good white paper distribution channel.
- Levering your 140 characters for Twitter is key, but taking those same 140 characters to LinkedIn or Facebook will likely result in you falling flat.
- Distributing your content multiple times a day via Twitter is essential given the short lifespan of a Tweet; however, distributing content multiple times a day via email will not be well received.
Content will help you move the needle. Content will drive profitable customer action. However, your content, no matter how valuable it is, will not be seen and therefore will not be effective if you do not have a solid content distribution strategy. If you want results, remember who wears the pants.
This post was first published on DC Velocity.
by Jennifer Hart Yim | Sep 25, 2019 | Blog, Leadership, Strategy, Supply Chain, Talent
New research shows Gen X business leaders are being promoted slower than their millennial and boomer counterparts. This Gen X talent looking to jump ship.
This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
Much attention has been given to millennial employees over the years –what attracts them, what causes them to stay in a role, how to manage them differently than other generations of employees. It was a hot topic of discussion at the recent SCMA National Conference. At the same time, more baby boomers are beginning to retire. These two generations represent the back and front end of the Supply Chain industry’s talent pipeline, and they’ve been the industry’s focus. But of course, the demographic picture is broader and more nuanced than just these two generations.
Last week, we wrote an article about the importance of the emerging Generation Z – people born between 1997 or so and the 2010s – to companies seeking to win the war for Supply Chain talent. Hopefully, it helped fill in the generational picture even further.
Now a recent, very interesting article in Harvard Business Review has us wondering – are Gen X employees being forgotten by the industry? If so, what’s the impact on their careers, as well as organizations who employ them – the companies who stand to lose if dissatisfied Gen X’ers begin to jump ship?
At the risk of explaining the obvious, Gen X’ers are generally defined as being born between the mid-1960s and early 1980s – after baby boomers, but before millennials. They also came of age with a reputation for being “unambitious” – a reputation that’s just as outdated as some of the most famous slacker movies (classic though those movies may be).
As we said with our article about Gen Z, these generational distinctions are a bit fraught. Career motivations are different for every person. They’re too complex to paint everyone with the same brush. But when you can marshal enough data, you can start to learn some interesting high-level things about the hopes, dreams, and discontents of a particular demographic. In 2018, HBR worked with EY and The Conference Board to collect and analyze data from some 25,000 business leaders. Those surveyed were from all over the business landscape, but there’s data here that will be useful for Supply Chain organizations looking in the mirror.
Some of the results related to Gen X in the workplace were very interesting, in particular:
- The majority of Gen X leaders (66%) had either not been promoted in the past 5 years, or had only been promoted once.
- Baby Boomer and Millennial leaders were more likely to receive promotions (58% and 52% respectively). This is unsurprising for the boomer generation, but it is surprising that a generation younger than Gen X seems to be getting promoted more. It suggests Gen X employees are being “skipped” compared to their counterparts.
- The data found that Gen X employees are promoted typically 20%-30% slower than millennials are.
- Generally speaking, Gen X managers have more direct reports than millennial managers at the same level, indicating a higher workload.
This is the situation on the ground for Gen X talent and leaders. But how are they responding to this lack of advancement?
Gen X employees tend to be more loyal to their current employers, with 37% contemplating leaving their current role compared to 42% for millennials. They came of age before the 2008 financial crisis, in a time before the rise of the gig economy, which might account for their willingness to spend longer in a role.
But companies shouldn’t mistake this loyalty for complacency: according to the data, only 58% of Gen X employees feel that their careers are advancing at a good rate, which is significantly lower than the 65% of millennials who feel the same way. Almost one in five Gen X leaders surveyed reported an increased desire to leave their current role (18%).
Many organizations are beginning to reckon with the retirement of the baby boomer generation. They’re trying to attract and retain millennial talent by improving opportunities for career growth. Maybe they should also be doing more to nurture Gen X talent, to avoid losing that all-important middle group within the talent landscape.
As Stephanie Neal, the HBR writer puts it, a significant number of Gen X’ers might be reaching a “breaking point in” their careers. But she identified some key strategies for companies to avoid neglecting Gen X talent:
- Invest not only in continuing education for employees, but personalize it. Most Gen X employees have developed a broad base of skills, but individual needs and desires vary. Organizations should tailor their talent development to each person. Stay interviews, which we’ve written about recently, are a good strategy to better understand what motivates each individual in your organization.
- Give Gen X leaders opportunity for mentorship, and not just within the organization. We also recently wrote about the power of mentorship in a Supply Chain career, so we were happy to see HBR highlight the importance of mentorship as well. According to the research, a majority of Gen X leaders craved mentorship outside their organizations, which is enabled by things like industry conferences and professional groups. Investment in these opportunities not only helps with retaining Gen X leaders, it also offers chances to expand your supplier network or find new business.
- Hire and promote based on data, rather than gut feelings. Hiring managers often work hard to try to eliminate unconscious bias from the hiring process, but ageism often goes under the radar. Applying stereotypes to a certain cohort introduces bias that harms your process and leads to dissatisfaction. Neal uses the example of assuming that a millennial would be better at a digital marketing role than a Gen X employee. Decisions based on data such as assessments and quantifiable achievements will always be more successful than those based on stereotypes.
It’s a good start, but maybe this is issue deserves an even closer look. If we may add another tip: avoid stereotypes. Data surveying the preferences and mindsets of a large group of people can be instructive, but don’t assume that every Gen X employee is wired the same way.
What do you think? Are there any specific talent retention strategies for individuals in the Gen X cohort? Are you of this generation, and if so, how do you feel about your career prospects? We’d love to hear from you.
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by Fronetics | Sep 4, 2019 | Blog, Content Marketing, Marketing, Strategy
The biggest challenges for B2B marketing, according to a recent report? Finding leads that convert and engaging the right target audience.
Highlights:
- Measuring social media ROI is a challenge for 58% of respondents, and 39% report that proving ROI is the biggest hurdle to securing C-suite buy-in.
- Only 23% of brands have a dedicated social media team.
- 60% of marketers report content marketing is their most valuable technique for lead nurturing.
Chief Marketer’s 2019 B2B Marketing Outlook report is out, and it’s full of revealing statistics for B2B marketers industry-wide. The survey studied 209 B2B marketers in more than 20 verticals, getting a bird’s eye view of biggest challenges and trends in B2B marketing.
Here are the top 10 stats you need to be aware of.
10 B2B marketing stats from Chief Marketer’s 2019 report
1) For 58% of respondents, measuring ROI is the top challenge surrounding social media marketing.
Measuring social media ROI is notoriously difficult, though certainly not impossible. For well over half of the survey respondents, it proved the greatest challenge when it comes to social media.
65% of respondents reported engagement as one of their biggest social media challenge, while 45% cited the challenge of having enough content. Adequate bandwidth to respond to social followers and post frequently and inadequate social budget (24% each) were lower on the list of social concerns.
2) Only 23% of brands have a dedicated social media team.
We’ve written before about how social media management is a herculean task that falls all-to-often to an overworked marketing team. Chief Marketing’s survey found that, for a vast majority of B2B brands (75%), their marketing team is in charge of maintaining social media presence.
Even as social media is becoming increasingly effective at ushering leads through the sales funnel, only 23% of brands surveyed have invested in a dedicated social media team, while 15% are outsourcing their social media management.
3) Articles/blog posts and reviews/customer testimonials are tied as the two most effective types of content for moving prospects through the sales funnel.
45% of respondents reported that articles and blog posts, as well as reviews and customer testimonials, are the most effective content types for moving prospects through the sales funnel.
Following closely behind, 32% reported whitepapers and 31% reported video as most effective. Partner content, at 26%, came next, while social media is gaining efficacy, coming in at 22%.
Respondents reported that for all content types, the visual aspects were key. For Informa Engage, for example, more visual content is performing well, says Tricia Syed, Vice President for Marketing Strategy and Execution. “In some markets, traditional whitepapers and webinars are still hugely popular, but we’re getting more visual with e-books [to illustrate] data.”
4) 39% of survey respondents reported being unable to prove ROI to C-suite as the biggest obstacle for getting approval for marketing expenditures.
Just as proving social media ROI is a poses a challenge for B2B marketing, proving overall content marketing ROI to win C-suite buy-in can be equally daunting. 39% reported it as the biggest hurdle to getting marketing expenditures approved.
46% of respondents cited the challenge of budgets that are focused elsewhere, while 33% reported that executives still don’t understand the need for marketing expenditures.
5) For 60% of respondents, content marketing is the most valuable technique for lead nurturing.
Content marketing is reported by 60% of marketers as their most valuable technique for lead nurturing. Email marketing led the pack at 62%, while in-person marketing took a close third place at 57%. When it comes to lead nurturing for B2B marketing, social media was relatively low on the list, reported by only 20% of respondents as their most valuable technique.
6) Only 22% of respondents have an in-house editorial team dedicated to content creation.
While content marketing is overwhelmingly reported by marketers as being a highly effective technique for generating, nurturing, and converting leads, relatively few brands have chosen to invest in a dedicated in-house editorial team for content creation. Instead, a whopping 80% of marketers are charged with creating their own content.
“That’s a surprising disconnect,” says James Furbush, B2B marketing manager of Lord Hobo Brewing. “I’m not surprised marketing teams are creating content, but if you’re going to be that focused on content marketing, having an editorial team is an important investment.”
Perhaps even more surprisingly, only 23% of respondents are taking advantage of the opportunity to outsource content creation, an excellent alternative for companies who are unable to afford a dedicated in-house team.
7) 42% say that their organizations will increase martech budgets in 2019.
Martech, or the fusion of marketing and technology, is taking over B2B marketing. 42% of survey respondents reported that their martech budgets will be increasing in 2019, while 40% said that existing martech budgets will remain the same. Only 4% reported that they anticipate a decrease in martech budget.
When asked what types of martech they plan on investing in, 45% of respondents pointed to marketing automation, 43% to video, 40% to email, 38% to customer experience, and 37% to social media management.
Interestingly, despite all the discussion surrounding AI, only 9% of businesses surveyed report that they are considering investing in these technologies.
8) When it comes to generating new leads, 55% reported that finding leads that convert is their biggest challenge.
More than half of survey respondents pointed to the challenge of finding leads that ultimately convert as the greatest obstacle to generating new leads. 57% reported that their biggest challenge is getting targeted prospects to engage with their brands.
What’s interesting about these numbers is that, while marketers are reporting these issues as lead-generation obstacles, they are simultaneously pointing to content marketing as their most effective tool for lead nurturing and conversion.
9) For 44% of respondents, email is a top source of B2B leads.
When it comes to which channels are the largest sources of B2B leads, email leads the pack, with 44% of respondents putting it first. Online searches came in at a close second at 43%, and live events came in at 41%.
A respectable 36% of respondents cited content marketing as a top source of B2B leads, while 22% pointed to social media.
Knowing where leads are coming from is only part of the picture. Perhaps unsurprisingly, the channel that produced the leads with the highest ROI was email for just under half (49%) of survey respondents.
10) 56% say cost of conversion is the metric that matters most in marketing attribution.
When asked which metrics matter most in marketing attribution, cost of conversion topped the list at 56%, followed closely by amount of time to convert at 53%. Other important metrics included channel (34%), first click (29%), and last click (22%).
“At the end of the day, the most important takeaway when setting up campaign attribution is to think about your goal,” said one respondent. “Start with the end in mind, reverse engineer your marketing campaign, and set up ‘mile markers’ along the way to track trends in your prospects’ digital footprints.”
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by Fronetics | Jul 24, 2019 | Blog, Leadership, Logistics, Supply Chain
Corporate social responsibility is no longer optional; it’s expected. Here are five trends that today’s business leaders need to be aware of.
Highlights:
- 75% of millennials expect their employers to take a stand on social issues.
- In a polarized political climate, successful corporate social responsibility requires authenticity and open dialogue.
- Companies are increasingly measuring the results of corporate social responsibility campaigns, ensuring that they align with business objectives.
Corporate social responsibility in increasingly becoming a buzzword — and a consumer expectation. Businesses are facing external and internal pressures to act in socially responsible ways, tackling issues related to sustainability, social advocacy, and more. And, corporate leaders, in response, are increasingly paying attention.
A recent study by Glassdoor found that 75% of employees between the ages of 18 and 24 expect employers to take a stand on social issues ranging from immigration and equal rights to climate change. Not only that, 84% of U.S. workers of all ages believe that companies have an important role to play in proposed legislation, regulation, and executive orders.
In 2019, donating to charities is no longer enough. Writing for Forbes, Community Health Charities President and CEO Thomas Bognanno points out that today, “corporate leaders are aligning social impact and employee engagement with business objectives.” Companies are evaluating the effects of corporate social responsibility to ensure that these efforts “demonstrate real value to the company.”
Staying abreast of trends, expectations, and issues related to corporate social responsibility is a must for today’s business leaders.
5 corporate social responsibility trends leaders should know about
1) Authenticity
Let’s start with one that’s likely here to stay. Social media has rapidly accelerated the expectation that companies should be both authentic and transparent in their digital marketing. It’s had a similar effect when it comes to corporate social responsibility.
Companies are learning to actively promote authentic social engagement, whether through encouraging internal dialogue among employees or company leaders’ sharing personal messages related to important issues. From Dan Schulman of PayPal standing up against North Carolina’s so-called “bathroom bill” to Chick-fil-A’s Dan Cathy voicing his opposition to gay marriage, corporate leaders across the political spectrum are increasingly speaking out authentically.
As Bognanno points out, however, “Aligning a corporate brand with social issues can backfire if it’s not done thoughtfully and with authenticity, so be sure to understand your brand, measure stakeholder interest, and align with issues that resonate.”
2) Dialogue
In times of deep political and social division, companies and corporate leaders are increasingly recognizing their role in fostering dialogue. In fact, one expert predicts that dialogue is replacing taking a stand when it comes to corporate social responsibility in 2019.
“Faced with the prospect of a divided government in Washington, a looming presidential election in 2020, and the fact that some companies are seeking more federal oversight of their work in areas like data security, businesses will tone down their public advocacy in favor of more dialogue on the issues,” writes leadership strategy expert Timothy J. McClimon.
Whether increased dialogue comes at the expense of advocacy or goes hand-in-hand with it, the fact is that it’s a trend to watch. Companies like Campbell’s are stepping up their efforts to engage employees in social dialogue, using platforms like Workplace by Facebook. Externally, Campbell’s UnCanned by Campbell’s campaign has promoted open conversations on “real food,” GMOs, MSG, BPA, and more.
3) Educational opportunities
Workplaces are arguably far more complex environments than they were a few decades ago. The #metoo movement, for example, has thrown glaring light on issues of sexism and sexual harassment, and companies are tackling them not only with policy, but through education to enact real and lasting changes to corporate culture.
Whether it’s internal training classes, peer-to-peer dialogues, or formal executive education classes in corporate social responsibility at programs like Harvard and Wharton, companies are encouraging personnel to educate themselves on the complex issues we face in the modern workplace.
4) Preventing or mitigating disasters
Disaster relief has been considered a primary corporate social responsibility for generations. American Express, for example, has made disaster relief grants dating back to 1872. However, as natural disasters become more and more frequent globally, companies are looking at new approaches to tackling this issue.
While companies are expected to continue their relief efforts for natural disaster victims, there’s a trend toward increasing proactivity. This means helping communities build up resiliency, as well as taking a tough look at business practices that may be leading to or worsening natural disasters.
“While most natural disasters cannot be prevented from occurring, the impact on people can be mitigated or even largely eliminated through better urban and rural planning, and more restrictions on building and development,” writes McClimon. Companies are increasingly seeing these efforts as a key aspect of their corporate social responsibility.
5) Measuring results
Corporate social responsibility is increasingly being viewed not as a nicety, but as an aspect of doing business – and that means it needs to be measured, evaluated, and adjusted accordingly. Benefits of corporate social responsibility range from increased employee satisfaction to increased creativity, and companies are looking to quantify results.
Recent campaigns from Nike and Gillette have demonstrated that a strong stand on important and controversial issues can have varying consequences for a company’s bottom line. In its essence, corporate responsibility is about serving global interests without regard for gain, but companies are increasingly recognizing that for advocacy to be effective, it needs to align with business interests.
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by Fronetics | Jul 16, 2019 | Blog, Content Marketing, Current Events, Logistics, Marketing, Supply Chain
With the ubiquity of mobile phones and the ease of SMS messaging, text-based marketing holds plenty of potential for supply chain marketers.
Highlights:
- Many of marketers’ hesitations about text-based marketing are based on misconceptions.
- Research shows that text outperforms email in open and click-through rates.
- Currently, there’s a competition vacuum as business have been slow to adopt this channel.
Text-based marketing presents something of a quandary for supply chain businesses. Many marketers are understandably reluctant to make use of this communication channel, fearing the possibility that it will be perceived as intrusive and cause leads to turn away.
But, in fact, many of the fears about text-based marketing are actually misperceptions. As Ardath Albee, CEO of Marketing Interactions, Inc. puts it, “When done strategically, respectfully, and in a contextually relevant way, the profitable benefits of SMS marketing easily supersede the most common pitfalls of this unique channel.”
Here are some common misconceptions about text-based marketing.
4 popular misconceptions about text-based marketing
1) SMS marketing means sending out unsolicited text messages.
Most of us have gotten them: the text from a random number — perhaps advertising health insurance, warning of a compromised bank account, or congratulating you on winning a gift card. This kind of spam is what many marketers think of when they hear “text-based marketing.” No legitimate business wants to be associated with this sort of tactic.
You may be surprised to learn that legitimate text-based marketing doesn’t work this way at all. According to Justin Mastrangelo, founder of JA.TXT text message marketing software platform, “Not only is sending unauthorized text messages terribly ineffective, it’s illegal and could lead to lawsuits and penalties.” Instead, your contacts will need to opt in to receive text messages, so they will be expecting them.
2) I need my own shortcode.
Many small and mid-sized businesses shy away from text-based marketing based on the hassle and expense of obtaining their own shortcode. While it’s true that for large brands, obtaining their own shortcodes can be worthwhile, most moderately sized businesses don’t actually need a shortcode of their own.
Most SMS marketing providers furnish their clients with their shared shortcodes, meaning that your business would likely not need to spend the time or money to obtain and set up a shortcode.
3) Text-based marketing doesn’t engage leads.
When many of us think of text-based marketing, we imagine it to be a one-way street, with businesses seeking to grow a massive list of numbers and blasting them with texts. Because we all have experience with SMS spam, we naturally assume that texts from businesses will be ignored.
But the reality is that since prospects need to opt in to receive texts from your business, they are quite likely to engage with them, as texts are immediate and easy to react to. Businesses “often overlook the two-way capabilities of SMS,” says Mastrangelo. “Many organizations have captured email addresses, ZIP codes, survey responses, product numbers, and more through text message.”
4) My audience doesn’t want texts from my business.
Because text-based marketing inherently feels more intimate and immediate than other forms of digital marketing, marketers are often leery of taking the leap, believing that prospects will just be annoyed to receive texts.
But, as it turns out, text-based marketing is not unlike other forms of digital marketing: your audience absolutely wants to receive it, on one condition – you need to be providing value.
7 reasons to consider text-based marketing
Now that we’ve cleared up some of the most widespread misperceptions about text-based marketing, here are six reasons why we think you should consider it.
1) Your audience prefers it.
You’ll probably be surprised to learn that recent research shows that 85% of mobile device users prefer a text from businesses over phone calls or emails.
2) Texting is what people do most on their phones.
While email and social media marketing generally capture most of the buzz, users actually spend more time texting than doing anything else on their mobile devices.
3) Get ahead of the competition.
Since B2B businesses have generally been hesitant to integrate text-based marketing, there’s currently a competition vacuum.
4) It works throughout the buyer’s journey.
As with email marketing, text-based marketing can be effective at every stage of the buyer’s journey, and the highly personal nature of the medium fosters better relationships and customer experience.
5) SMS marketing is interactive.
Text-based marketing is actually an excellent way to promote engagement, since users opt in to initiate it, and responding to and interacting with texts is extremely easy.
6) It’s an ideal precursor to chatbots.
We’ve written a lot about chatbots, and how they can be a great tool for the supply chain. Text-based marketing is the perfect testing ground to see how your content will fare with chatbot marketing.
7) Text-based marketing outperforms email.
You read that right. By two of the most important metrics, open and click-through rates, text-based marketing actually outperforms email. While email has an average open rate of 22% and a click-through rate of 6%, texts have a whopping 97% open rate and a 36% click-through rate.
The bottom line: give text-based marketing a try
Digital marketing is a many-headed hydra, with new channels opening up all the time, like text-based marketing. This channel holds tremendous untapped potential for businesses, thanks to the immediacy of the medium, the ubiquity of mobile devices, and the high engagement rate. Savvy marketers will jump on text-based marketing now and get ahead of the competition.
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