Tag Archive for: Interview

Instagram rocks influencer marketing (report)

In the last weeks, influencer marketing has become the rising star among marketing tactics. This is not surprising as ad blocking makes the life for marketeers and their brand campaigns more and more difficult. The team at Hashoff, a micro-influencer platform, just recently published their latest annual report on influencer marketing which gives some interesting insights in an evolving marketing discipline (by channel like Instagram, Facebook, YouTube, Twitter, Snapchat, Pinterest and Vine).

From the 300 influencers that Hashoff interviewed, 99% stated that Instagram was their place to go to in order to connect with communities and brands. Furthermore, 56% of a very much engaged community spends more than four hours per day on social media. Over 20% spend almost an entire working day with seven hours on social sites.

There are already 12% of influencers that indicated that influencer marketing is their business profession. The rest of the influencers have a proper full- or part-time job next to their influencer “business”, with over a quarter of the influencers being students. Surviving as an influencer seems to be a hard business and the report suggests the impression that all influencer business is short-term and (spontaneous) campaign-based marketing activities.

It is interesting to see how much time influencers put in the quality of their content. Over one-quarter of the influencers of the report invest up to three hours for their content from idea to production, and some even up to five hours per piece (10.5%). Half of the respondents spend 10 to 60 minutes on their content pieces.

Content marketing – 90% generates no engagement (Report)

When it comes to social selling, many companies and brand believe that content marketing is the secret sauce. But content marketing is not a lead engine when not controlled, qualified and distributed properly. A recent report by Beckon states that the average amount of image and video content from brands created and posted tripled since 2015. But not for the good.

The report finds that 90% of consumer engagement like Likes, shares and comments was generated by only 5% of that branded content. “In other words, 19 of 20 pieces of content pieces get little to no engagement,” it concludes. Considering all the buzz around content marketing that we could hear at digital events like dmexco, these numbers are quite interesting. And the doubtful success some companies pretend to have with it raises the question if marketers are not trying to sell too much with content marketing as Mike Templeman suggests in his latest article on Entrepreneur.

Beckon also shows that the volume of content from some brands is incredibly high. The data service company tracked 29,000 and 50,000 individual pieces of content by each one brand. It becomes clear that companies are wasting content and obviously do not know how to make most out of it. The data of the insights for the report was collected from companies like Coca-Cola Co., Gap, Microsoft, HP, Reebok, and others that Beckon is working with.

Beckon_Report

Beckon CEO Jennifer Zeszut states in an interview that some brands seem to have the primary key performance indicator (KPI) on content to generate more of it. Obviously the study proves that case with the numbers.

The reports claims that the value of paid versus owned media seems to be unbalanced which seems to be a proper explanation considering how social networks are changing today and becoming more of paid media platforms. Furthermore, the report finds that there is just a 7% increase among its clients in paid or so-called “working” media. Compared to that nonworking spending of their clients increased by 50% year over year, it shows how uncontrolled the budgets are spend in content production.

And despite the fact that programmatic is not everybody darling, the Beckon findings showcase that digital media bought programmatically by their clients generates twice the return on investment of other digital buys. However, just about half of measured digital spending was bought programmatically.

Spot On!
But the question is why this content is not triggering engagement. According to Beckon, often the lack of quality control at companies is a challenge. Many content teams simply overlook the content process by delivering guidelines and checking the produced quantity of content. However, they lack on proper content delivery and distribution. Content marketing is nice tactic but you need to know how to leverage social selling properly with the right strategic KPI set. Then content marketing gives you the right business impact.

Source title picture: https://pixabay.com/de/schüler-eingabe-tastatur-text-frau-849825/

Study: Many executives cannot stop working in spare time

Last year’s CNBC study examined that C-level execs were more mobile than their senior counterparts in middle management. This year’s CNBC’s Mobile Elite survey -based on more than 600 online interviews across Europe, Asia and North America – shows that the usage and impact of mobile devices amongst business executives is higher than ever. Six in ten executives admitted they are still busy checking their mobile devices when its weekend time and the stock-market is closed.

Managers are even more busy consuming news during the mornings. For those vendors seeking to address the European business decision maker the weekday evening is said to be the right time to get in touch, according to the study. Obviously, many managers have more time during their weekend leisures to digest articles and information. Almost every second executive (48%) reads ‘in-depth articles’ and 38% has a close look at business profiles.

In that field, LinkedIn has achieved the number one position in Europe as a ‘useful business and recruitment tool’ (59%) with the highest scores for the ‘respected brand’ (64%). However, Facebook is also under the top-performers as a ‚useful marketing tool’ among Europe’s Business Elite. In Europe Twitter scores highest European executives for ‘use for both work & leisure’ (55%) increasing from 32% in 2013.

TV and tablets are moving more and more together in terms of business impact and parallel screen usage for decision-makers: 80% of US executives stated they were watching TV while using their tablet. Europe is with 71% and Asia with 70% behind the US results. Still, 56% of global executives use their mobile device as a direct result of watching TV.

Their predominant reaction after watching TV content is…
– Web browsing for products or services (69%)
– Purchasing products, stocks or shares (55%)
– Responding to advertising (42%).

“An ongoing trend where work life and private life is bleeding into one another“, thinks Professor of Organisational Behaviour, Cass Business School London, Andre Spencer.

Spot On!
Not surprisingly, business executives are massively using their mobiles and second screens. The more business turns international the more “global business environments work on a 24/7 basis”, thinks Spencer. Staying in touch is possible and needs to be done the more people are engaged in being on the road. The work-life balance gets challenged when organizations are increasingly expecting their top executives to be online and working.

CNBC Mobile Elite Study 2014

Email Evolution or Revolution – From Goethe to IBM Verse

Eyes wide open, the two IBM gentlemen look at me. They sit up right. Professional. Spot On. You can feel their enthusiasm, their expectations are high. Both are social collaboration leaders at IBM, evangelizing on the #newwaytowork. That’s how the software technology company hashtags their latest journey to the revolution of the email as they call the launch of their new inbox communication software “IBM Verse”. You can tell how excited the two managers in front of me are to talk about the IBM success story. The launch seemed to have gone well so far.

On my opening question both face each other, not sure who shall answer. They are professionals in communication, they are prepared. “The term Verse is historic for communication and conversation”, replies Dr. Peter Schuett, Leader Social Business Strategy at IBM. “In times of Goethe, when carriers brought people hand-written letters, all the communication that went to and fro was written in verse.” The answer surprised me as IBM’s development sounds like a trip in the past.

It is not. For the first time, IBM has taken a new development approach. They made their customers think about the new software solution by inviting customer to their labs, by rethinking email, and by thinking design and customer experience first, based on real customer feedback, input and inspiration. Not the cheapest way to innovate. The product development cost 100 Mio. US Dollars according to them. It has got to be effective from a customer perspective.

IBM_Verse_People

For a long time, IBM has been a forerunner in terms of modern workplace technology. Their “Outside the Inbox” evangelist Luis Suarez has already been preaching for a business world with less emails. We all know the reasons why he was addressing this. People get approximately 127 emails a day. This means emails kills 28% of our daily work-time, and thus of our daily productivity.

With IBM Verse the software technology company wants to shift productivity. Creating a more effective business culture is the aim. From Ed Brill’s perspective, he is IBM’s social business transformation specialist, email should function as a transmitter. Email today should be serving notes like a private letter what Goethe used to do in hand-written form: delivering private information.

“Email is the service forever. But it needs to be a personal service.” Dr. Peter Schuett, IBM.

Focussing on the new software solution, I brought up the question in which way this is a revolution to email communication. Ed Brill emphasizes that IBM did not want to reinvent the email. IBM wished for a better email. However, IBM wanted to create a new intersection of email, calendar, social media and analytics. That’s what they have done with IBM Verse.

When I showed a bit of my disappointment around the new solution’s capabilities in terms of being an aggregation platform for direct messaging and functionality as an inbox management system in general, Ed Brill rearranges my expectations in bringing the metaphor on suits which might all look different in design but are in a sense all alike from the amount of innovation in style and structure. And by the way, the power users of enterprise email are still personal assistants.

IBM_Verse_Analytics
True, sometimes people forget where they stand in the evolution of modern communication. With their “People” and “Analytics” functionality, the modern way of a more personalized communication approach seems to get in that social direction in the future. At least, when we compare IBM Verse and Facebook from a superficial point of view. With IBM Verse people also move into the centre of the communication universe which is meant to map the efficiency form content to people. IBM Verse “People” learns to show the users dynamically who is important to their communication, by hour, meeting and topic of conversation. Obviously, users can also change that and arrange it according to their premises. The world of communication gets filtered more and more.

Spot On!
IBM Verse is definitely a big evolution step in email communication. Still, they could have made it a bit more of a revolution in delivering a multi-messaging and communication management platform in my eyes which integrates direct communication via Facebook, Twitter and others.

Brill agrees that when CEOs wanted to spread the word around some company, product or people changes in the company, IBM was about to use email for that communication. Today, via IBM Connections -the internal use of their own company community platform- gets 7 Mio. accesses a month, and the CEO messages will reach (and achieve more feedback) more people via internal social messaging than via email in the past.

Nevertheless, the two gentlemen did not want to commit to a statement whether IBM Verse and IBM Connections might become one platform in the future. But the approach to one collaborative workplace platform, serves the option to have fewer apps in the future. But hey, there is hope: “Rome was not build in one day!” summarizes Schuett in the quick Snapshot video interview in the end of our interview, and smiles.

Catch Up! Essential Skills of Modern Marketers (Infographic)

If you are a great marketer, you always want to be ahead of the curve with your marketing team. But what talent ingredients does it need today to be among the leading experts of modern marketing? eMarketer has just come up with their latest “Skills of the Modern Marketer” report.

In this report we get to know the skills that senior marketers have to achieve or to be coached for in order to manage their teams correct supported by the latest trends. And it becomes clear that it is not only about knowing the right marketing tactics and trends, we also have to shape our personality with empathy, adaptability and collaboration skills. And furthermore, it has become a challenge to understand the latest marketing technologies and how they can foster the ROI of your business.

The following infographic summarizes the report and the findings, based on interviews and a survey with senior level marketers.

eMarketer Essential Skills Modern Marketer Infographic

Report sales software: What buyers have, and expect to get.

Buyers like cloud solutions and are looking for automation software supporting their sales efforts. These are the main findings of a recent report based on interviews with 385 prospective buyers of new sales force automation software conducted by Software Advice. Two-third of all respondents (67%) stated they are interested in sales automation software solutions for the first time. Those sales leaders with a deployment preference trying to find a new solution these days were prefer a cloud-based solution (96%). Just 4% were evaluating on-premises solutions.

Interesting to see that still one out of four managers (25%) still use spreadsheets or email clients (21%) to handle their sales activities (tracking leads and managing contacts). Furthermore, a big portion do not have a real system in place (22%); these guys still use pen and paper. Those buyers who have got a system in place use commercial customer relationship management (CRM) software (17%), work with industry-specific solutions (8%), or developed their software in-house (3%).

Software Advice 2014 SFA Status Quo

Almost two out of three prospective buyers (62%) argued their top reasons to buy sales force automation (SFA) with improving organizational output and increasing efficiency. Many managers in enterprises (33%) and also in small companies (22%) are dissatisfied with their current sales management solution.

Software Advice 2014 SFA Evaluating Reasons

The top requested features that managers are looking for are contact management features in their new sales software (93%). Almost two from three respondents (65%) claimed they need a note-taking feature, so they can keep track of interactions between clients and their sales force. More than every second manager (54%) wants lead management features to be included at every stage of the sales process. Only every forth manager asked for sales reporting and forecasting as an expected feature. Larger companies are a bit ahead in that development as 56% of those expect that functionality for their business, says the report.

Software Advice 2014 SFA Requested Features

Report: How to be more successful with the right blogging tactics

The questions we usually get from marketers are quite similar: What makes a good blog post? When is the best time to publish? How do questions in headlines perform? And so on. A recent report by TrackMaven analyzed 1.16 million posts from 4,618 blogs and 1.9 million social shares of those blog posts. The results were published in their Colossal Content Marketing Report. The analyzed content included blog posts from various publishers, like content marketers, individual bloggers, and media companies.

The report shows that Tuesday and Wednesday performed as the most popular days for publishing posts. Of the analyzed blog posts 87% were published during Monday and Friday (9 AM to 6 PM ET with a peak at 11 AM-12 PM). This does not say though that weekends don`t perform well. 13% of blog posts published on weekends got more social shares per post on average. Although just 6.3% of posts were published on Saturdays, these still received 18% of the total social shares.

TrackMaven 2014 Social Shares by Postig Frequency

As most marketers strive for engagement to justify their social business activities, one of the findings will be of best interest for them. The most social shares from blog posts came in the evenings around 9 PM-midnight ET (highest engagement 10-11 PM). Special peaks also occur when people get their coffee, meeting hours go down and after midnight TV shows (4-6 AM ET, 7-8 PM plus 1-2 AM).

TrackMaven 2014 Social Shares by Time of Day

Some more findings…
– Blog post titles of around 60 characters in length performed with most social shares (average was around 40 characters in length).
– Blog posts with question marks in their title had almost twice as many social shares that those without any punctuation.
– Blog posts with a mixture of capital and lowercase letters achieved most shares.
– Blog posts get most sharings via Twitter (Tweets shares got 38.6% of total social shares) and Facebook (Facebook shares 26.7% – Likes got 33.8% of engagement).

TrackMaven 2014 Social Shares by Channel

Spot On!
The headline definitely is a key element for blog posts being read and getting shares as on Twitter and Facebook there is not much more to see, and many people won’t even read but still share it the blog post. Although the magic headline might sound like a perfect tactic for blogging, there is more in blogging tactics than knowing when to publish or some rules around punctuation. Good content, relevant aspects, various point of views (interviews) and probably one of the main elements: continuity. Most blogs starts euphoric and die after some weeks. Blogging is a time-consuming challenge but with the right blogging tactics it is not rocket-science.

Interview: "Social influencers move prospects through the consideration cycle"

Kevin BobowskiIn order to demystify the myth around social influencers, brand fans and brand advocates, we will discuss the topic in the future with different leading marketing specialist of emerging platforms and different cloud marketing providers.

In this first interview The Strategy Web spoke with Kevin Bobowski, Vice-President Marketing at Offerpop, about social influencers, their relevance for brand perception, and how he sees the future of brand advocates.

TSW: Will social influencers and brand fans ever play a role in the sales process of companies?

Kevin Bobowski: Brand advocates and social influencers already play a key role at every stage of the customer journey – often simultaneously. Through sharing branded content and recommending products, they build brand awareness, move prospects through the consideration cycle, and help convert those prospects into customers. Companies must do more to nurture the relationships with influencers and advocates, formalizing their involvement in the buy cycle.

TSW: Why is it so challenging for marketers to find and leverage real brand fans?

Kevin Bobowski: I think that most social marketers have a sense of who their real brand fans are. The challenge is in translating that knowledge into real business value. To do this, social marketers must break out of the “social silo” and play a bigger role in impacting marketing strategy. For example, they might work with email marketers to create campaigns that target brand advocates they’ve identified with exclusive rewards. Their ability to communicate their insights across marketing organizations will have a long-term impact on conversions.

TSW: What is a successful tactic to build a strong database of brand fans?

Kevin Bobowski: Marketers should run consistent, engaging social marketing campaigns. These campaigns build strong, active fan bases, and hit other key goals like email capture and sales. One standout tactic: hashtag campaigns. They incentivize fans to share user-generated content, which deepens their relationships with brands. Many brands promote them through traditional channels like TV, and encourage participation through multiple social networks. This grows their viral reach, leading to fan growth and engagement.

TSW: When is a brand fan converting into a superfans?

Kevin Bobowski: Our definition of a superfan is a customer who consistently shares your content, advocates your brand, and influences others to form relationships with your brand. Marketers should track the interactions, loyalty and influence of their fans, and use those insights to create more targeted, ROI-driven marketing efforts across every channel.

TSW: How does Offerpop help to boost the value of brand advocates?

Kevin Bobowski: Offerpop social campaigns help brands boost the value of brand advocates in a number of ways. Number one, we encourage fans to amplify brand messages (through retweeting, sharing, etc.) Number two, we help brands run campaigns that inspire engagement and brand affinity. Brands use our platform to capture rich data about their fan base, which enables them to cultivate relationships with them through multiple channels, like email, direct mail, etc. And they also help brands capture user-generated content, which brands can choose to showcase in a number of ways. All of these actions help brands deepen relationships with their advocates and increase the virality of their messaging.

TSW: Thank you for taking the time to talk to us.

Kevin Bobowski leads all marketing efforts at the social marketing platform provider Offerpop including branding, product marketing, demand generation and digital marketing. Prior to Offerpop, Kevin was the Vice-President of Product & Solution Marketing at ExactTarget where he was responsible for the strategy and execution of ExactTarget’s go-to-market strategy, demand generation programs and product launches.

Mobile Advertising: Performance gets better, and Google takes 50% of revenue

mobile-webThere are different views on why mobile advertising is performing. However, some new studies might spread some light: one form TNS and one from SessionM which did their study in cooperation with Millward Brown. The study SessionM published today shows that consumers react positively twice as often to mobile ads… but only as long as they get some value out of it.

Mobile banners are most used from smartphone owners when they get a gift card, coupon, events tickets or loyalty points. Although this gives some good insight in the ranking of the preferred mobile engagement options, consumers want to know what benefit they get out of the digital experience. It means that marketers need to be clever and having some good approach. The surveyed consumers replied that the way mobile ads are presented was crucial to their feedback.

The study makes clear that the mobile strategies need to be clear to the consumer, said Lars Albright, CEO of SessionM: “The questions are, ‘What value am I bringing to the consumer?’ And, ‘How am I doing it?'” It asked 1,000 consumers in a digital survey, as well as a dozen participants in each four hour interviews. 93% of respondents said they had the opportunity to choose a reward in exchange for their smartphone time was “important”. This comes as no surprise after the latest Adobe study telling us that often digital advertising is found “annoying”.

The difference between rewards-based mobile ads and different types of on-the-go promos was that rewards-based mobile ads performed better for purchase consideration (+65), the brand in brand interaction (+14%), branded website traffic (+13%), web searches (+8%), in-store shopping for the brand (+6%), and approaching the brand’s social media pages (+5%). Obviously, the user can be handled and does not always see banners as “annoying and invasive”.

Finally, while a lot of industry players see location-based services as the key to mobile’s future, Joline McGoldrick, research director at Dynamic Logic, Millward Brown’s digital practice, spoke about how interest-level marketing can be a huge help to the space. “Targeting is getting better in mobile,” Joline McGoldrick, Research Director at Dynamic Logicsaid, “but it is still not perfect.”

eMarketer 2013Now, although mobile ad revenue is far from reaching big amounts of ad spendings, many marketers see it as a growth area. Whatever the number that is attached to total mobile ad revenue worldwide is, Google is the leader with over half of surveyed people according to eMarketer. And if you see the numbers it seems that Gogle is still not happy with the budget chunk they do get, reaching out for more it seems. But also Facebook investors will see some light at the end of the tunnel with mobile ads on the rise. However, Google might like the competition but all that market dominance simply making way for some more challenging competition.

It will be interesting to see who will come up as the leader in this cmpetition, who can compete with Google in general, and will Google continue to grow their business? You tell us your views….

Interview: "Social Business = Creating a smarter workforce & a proven solution to business challenges"

One-on-one interview with Ed Brill

Ed Brill is Director, Social Business and Collaboration Solutions, at IBM. Brill is responsible for the product and market strategy for IBM’s messaging, collaboration, communications, and productivity products, including Lotus Notes and Domino, IBM SmartCloud Notes, IBM Sametime, Lotus Symphony, IBM Docs, and other related social business solutions. Brill’s focus is on extending and growing the success of these solutions through customer engagement, partner ecosystem development, and harnessing the breadth and depth of the IBM organization.

The Strategy Web spoke with him about the relevance and future of Social Business.

Why is Social Business not only a buzzword?

Leaders in every industry are leveraging Social Business technology to disrupt their industries and create competitive advantage. They are improving productivity and unleashing innovation by tapping into the collective intelligence inside and outside their organizations. With social, they’re creating a smarter workforce and proving that social business isn’t just a buzzword, it’s a proven solution to business challenges.

According to Forrester Research, the market opportunity for social enterprise apps is expected to grow at a rate of 61 percent through 2016. According to IBM’s CEO Study, today only 16 percent of CEOs are using social business platforms to connect with customers, but that number is poised to spike to 57 percent within the next three to five years.

What does it take to make a business “social”?

Organizations have quickly learned that a Social Business is more than just having a Facebook page and a Twitter account. In a Social Business, every department in the organization has embedded social capabilities into their traditional business processes to fundamentally impact how work gets done to create business value. A Social Business utilizes social software technology to communicate with its rich ecosystem of clients, business partners and employees.

Social business is a strategic approach to shaping a business culture, highly dependent upon transparency and trust from executive leadership and corporate strategy, including business process design, risk management, leadership development, financial controls and use of business analytics. Becoming a Social Business can help an organization deepen customer relationships, generate new ideas and innovate faster, identify expertise, enable a more effective workforce and ultimately drive its bottom line.

What does it mean to change the culture of a company?

Changing an organizations culture to embrace social must start from the top. Senior leadership must buy in and promote a culture of sharing, transparency and trust. Recent studies by IBM see this shift, today’s C-Suite recognizes the potential of social. Consider this, according to IBM’s 2012 CEO Study, today only 16 percent of CEOs are using social business platforms to connect with customers, but that number is poised to spike to 57 percent within the next three to five years. Similarly. IBM’s 2011 CIO Survey of 3,000 global leaders indicated that more than 55% of companies identified social networking as having a strategic significance to their company’s growth. And finally, 2011 IBM CMO Study reports that CMOs are using social platforms to communicate with their customers, 56 percent view it as a key communication channel. These senior leaders are the key to social business adoption and there’s a real shift occurring, social business is now a business imperative.

What role is the flexible workspace playing in the process?

Companies are able to build virtual teams out of expertise and leadership, regardless of their physical location or title on the organization chart. Today’s workforce expects to be able to share, post, update and communicate with colleagues, customers, and ecosystem using social tools to get real work done. Through those tools, employees who work remotely, use flexible “hot desks” in company offices, or open floorplans can leverage tools for instant e-meetings, video and audio tools, and embedded applications to process knowledge and activities faster and deliver more value to the organization.

What’s your advice for companies to become a “social business”?

Companies around the world are now focused on becoming Social Businesses, Forrester Research estimates that the market opportunity for social software is expected to increase 60% annually. But perhaps the most daunting part of becoming a social business is how to start the journey. That’s where creating a Social Business Agenda plays a vital role. In order to become successful in social business, an organization needs to create its own personalized Agenda that addresses the company’s culture, trust
between management and employees and the organization and its constituencies, engagement behind and outside of the firewall, risk management, and of course, measurement. The sponsorship for such an activity can be driven by leadership, lines of business, or other organizational catalyst roles.