Avoid Becoming A Marketing Dinosaur!

Michael Brenner

From direct mail and TV ads to banner ads to social media and content marketing, the marketing industry has changed dramatically in the last 30 years. In such a short period of time, new technologies have changed the way we think and work as marketers, and these changes are not slowing down anytime soon.

In such an ever-changing field, how can a new marketer break into this industry and stay relevant? TheLadders asked numerous marketing professionals to share their top advice, including websites and books they would recommend. I decided to jump on the bandwagon and add my input. Enjoy!

Top 10 books to read

  1. All Marketers Are Liars by Seth Godin
  2. Guerrilla Marketing by Jay Conrad
  3. The Tipping Point by Malcolm Galdwell
  4. Girl Boss by Sophia Amoruso
  5. Creativity Inc. by Ed Catmull
  6. Everybody Writes by Ann Handley
  7. Epic Content Marketing by Joe Pulizzi
  8. Optimize: How to Attract and Engage More Customers by Integrating SEO, Social Media, and Content Marketing by Lee Odden
  9. Youtility: Why Smart Marketing Is about Help Not Hype by Jay Baer
  10. Made to Stick: Why Some Ideas Survive and Others Die by Chip & Dan Heath

And maybe also The Content Formula by Michael Brenner and Liz Bedor?

Top sites to follow

  1. HubSpot
  2. Content Marketing Institute
  3. Social Media Examiner
  4. Moz
  5. Marketing Land
  6. Quick Sprout
  7. TechCrunch
  8. Mashable
  9. Adweek
  10. MarketingProfs

Top marketing trends and predictions for 2016

  1. Mobile will be the center of marketing. Daniel Newman, co-chief officer, V3B
  1. 2016 will be the year for video. Jay Baer, president of Convince & Convert and author of Hug Your Haters
  1. Content creation beyond storytelling to provide an “experience” for the audience. – Carla Johnson, president, Type A Communications and co-author, Experiences: The 7th Era of Marketing
  1. Content marketing will grow up, and we will see “bigger stories with a braver focus and told with a bolder voice.” – Ann Handley, chief content officer at MarketingProfs, co-author of Content Rules and author of Everybody Writes
  1. 2016 will see a rise in content co-creation with customers, influencers, and subject-matter experts. – Lee Odden, CEO TopRank Marketing
  1. M&A of brands, niche media and blogger sites. – Joe Pulizzi, founder, Content Marketing Institute and author of Content Inc.
  1. Better personalization and targeting will be key to marketing success. – Jason Miller, group manager, Content Marketing and Social Media, LinkedIn Marketing Solutions
  1. Reorganization of marketing, sales and technology departments with a focus on content, innovation and customer experience. – Robert Rose, chief strategy officer at the Content Marketing Institute
  1. Birth to a new era of human-centric advertising and marketing as a result of the rise of ad blocking. – Luke Kintigh, Intel Global Media and content strategist
  1. Bigger demand for marketers with sales funnel building and optimization skills. Ian Cleary, award-winning tech blogger on RazorSocial

What’s one piece of advice you would give to a new marketer?

“Marketing is the type of field where you will learn the most by trial and error. That is why it is important to take jobs or internships where you can learn.” – Jason Parks, Media Caption

“Don’t settle for an answer or method because that’s how it’s always been done – there is always another way. May not get used, but at least look at it.” – Danny Brown, dannybrown.me

“Do your job and take it a step further. If you have an idea, share it. Otherwise someone else will come up with that idea and you won’t progress. Don’t be afraid to share your ideas, and don’t obsess over the ‘9 to 5’ concept.” – Laura Ellner, Unracked Marketing

“Tactics without strategy will fail to deliver and may fail entirely. Learn marketing strategy. Vision statements. Mission statements. These things mattered 20 years ago when I started out. They will matter in 20 years time.” – Marcus Miller, Bowler Hat

“I wish instructors and professors would push students to learn a holistic set of skills to actually do work for clients, because that is what the industry is going to be – actual work for clients that gets them the results they want.” – Jen Salamandick, Kickpoint

“The successful marketers that are really making waves in the industry are the ones that learned how to study and continue to do so throughout their career. They study, hypothesize, and test aspects of the field every day.” – Michelle Stinson Ross, Authority Labs

While these career tips are directed at new marketers, I think they are just as relevant and useful for experienced professionals. To avoid becoming extinct, successful marketers need to continue to learn, experiment, and listen to what customers want and actually give them what they want.

If you could give one piece of advice or share one resource with new marketers, what would it be? Please share below!

marketing dinosaur

Want more future-focused marketing strategies? See Marketing 2016: Intent-Based Marketing Goes Beyond Demographics.

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About Michael Brenner

Michael Brenner is a globally-recognized keynote speaker, author of  The Content Formula and the CEO of Marketing Insider GroupHe has worked in leadership positions in sales and marketing for global brands like SAP and Nielsen, as well as for thriving startups. Today, Michael shares his passion on leadership and marketing strategies that deliver customer value and business impact. He is recognized by the Huffington Post as a Top Business Keynote Speaker and   a top  CMO influencer by Forbes.

Why Executives Should Follow Kylie Jenner

Arif Johari

How do we convince executives to invest in social selling?

Start by telling your CEO, CIO, CTO, and CMO: “Well, Richard Branson, Mark Cuban, Elon Musk, Michael Dell, and Bill Gates, are all social CEOs – they’re on Twitter, LinkedIn, and they’re setting an example of thought leadership for their employees.”

If that doesn’t convince them, try these insights to convince your C-suite.

The online-shopping world that we live in lacks the warmth of great customer service that a brick-and-mortar may provide. We are social beings! We want to buy from, work with, and engage with PEOPLE! That’s where the human element of social selling comes in – we want to connect with the leaders of the corporations that we affiliating ourselves with.

Why do you think Kylie Jenner made $420 million in just 18 months and is on track to have a billion-dollar beauty brand by 2020? In comparison, it too Lancôme 80 years to became a billion-dollar beauty brand!

By connecting with her fans through Snapchat, Twitter, and Instagram, she gives her followers a glimpse into her life, and she’s an exemplary user of her own products. The consistent product placement shows followers the applicability of her products and allows her followers to live vicariously through her. Once they buy her lip kits, they review and praise the products on social media, which exponentially multiplies impressions of her products. Love her or hate her, you’ve got to give credit where credit is due.

So why aren’t executives getting onboard the social selling train?

They might be thinking: “I don’t understand the value; therefore, I’m not going to do it.” We have a habit of doing things we think make us successful, and if executives have been successful without using social media, they might wonder: “Why do I need to use social media?”

Most company executives get a little excited about the idea of “disruption.” There might be a few out there who are holding onto the reins tightly, not wanting to rock the boat too much, but most executives are visionaries in their industry and they understand the power of disruption, especially after seeing how some disruptive companies have changed their industries. For example, Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. Airbnb, the world’s largest accommodation provider, owns no real estate.

In order to convince executives to embrace social selling, you have to answer the question that is probably giving them pause: “How do we do this so we can remain relevant and authentic to our personal brand and the company’s brand?”

They’ll also want to know the ROI, so start with what’s in it for them:

  • 77% of buyers are more likely to purchase from a company whose CEO uses social media (MSL Group)
  • Social enterprises are 58% more likely to attract top talent and 20% more likely to retain it (LinkedIn)
  • SAP’s social sellers lift quota attainment by 60% and increase opportunity ownership by 200%, resulting in deals that are 600% larger in revenue on average (SellingPower)

How to get started

Executives may not have the time to update their social media profiles, so they’d need hand-holding, especially when they starting out with social selling.

Coach them to improve their social branding on LinkedIn and Twitter. It’s going to be pretty hard to convince employees throughout the organization to embrace social selling if the executives don’t even have a LinkedIn profile.

To maintain momentum, executives can use a prescriptive program that consists of social sharing, social listening, and social engagement, which they can execute in about 10 minutes per day. Tools like Grapevine6, LinkedIn Sales Navigator, and Videolicious play a big role during this execution stage.

A successful social selling program requires all employees to be involved, not just quota-carriers. As you move down the organization, develop a comprehensive social media training and enablement program. You’ll need guidelines, not rules, when encouraging employees to adopt social selling.

When every employee is actively communicating on behalf of the organization, they are increasing the visibility of the organization. Content shared by employees has 2x higher engagement versus the content shared by a company. And data like this – not to mention the example of Kylie Jenner – shows how valuable social selling is today.

Social selling has become such a hot topic that Coffee-Break with Game Changers is dedicating an entire series to exploring its various facets and promoting best practices for salespeople. To listen to other shows in this series, visit the SAP Radio area of the SAP News Center.

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Arif Johari

About Arif Johari

He is a Communications lead, Digital Marketing generalist, and Social Selling advocate. He trains marketing and sales employees to become experts in Social Selling so that they’d leverage social media as a leads-generation tool. He is responsible for executing innovative marketing strategies to increase engagement in social media, customer community, and landing pages through content, events, and A/B testing. He is passionate in making the work processes of the marketing and sales team more efficient, so that they can generate more revenue in a shorter time.

Why Customers Love Online Shopping And How You Can Take Advantage Of It

Andre Smith

It’s no secret that consumers are flocking to online stores in droves. The retail industry is struggling and projected to continue doing so, as online shopping continues to grow. It’s essential for retail leadership teams to understand this trend in order to take advantage of it.

Customers love being able to shop online for a number of reasons:

  • It’s more convenient
  • There is more selection
  • They can compare products/prices more easily
  • Prices are often better
  • It allows for discreet purchasing

Successful e-commerce platforms are based on an understanding of the reasons online shopping has become so popular.

Consult the best resource: your own experience

You likely have done a lot of online shopping yourself. One of the simplest ways to figure out what works and what doesn’t is to reflect on your experiences as a customer. What online stores have you bought from that impressed you? What impressed you about them? Take note of what you like and try and integrate those points into your own online e-commerce platform.

Pay attention to how other online stores (good and bad) handle the following:

  • What are the return and exchange policies?
  • Was the site easy to navigate?
  • Was the customer service personable and of good quality?
  • What unique features, products, or services do they offer that appear to be popular?
  • How is their selection?
  • How is their pricing?

Facilitate impulse buying without looking like you’re doing it

One important thing to remember is that many customers say they prefer to shop online because it often costs less and, most importantly, decreases impulse buying. Retail leadership can respect their wishes while still encouraging impulse buys with several strategies, including:

  • Display similar products when a customer views an item or goes to checkout.
  • Suggest other products that pair well with the product they are buying – for example, a case to go with a camera.
  • Offer free shipping when spending a certain amount of money, which encourages people to buy additional items to meet that threshold.

These strategies net more business while making customers feel like you have helped supplement their purchase or provided them a good deal.

Gather data

When customers shop online, both at your store and elsewhere, they leave behind a virtual treasure trove of data about their habits you can use to your advantage. It might even be worth hiring a data analyst or having a dedicated member of your marketing team constantly monitoring this data. After all, the Internet changes fast, and your customers’ habits and wants are likely to change over time. When something in the data changes, particularly if it is part of a trend, you need to make changes to accommodate it.

Display tour trustworthiness

Except for a handful of online retailers that nearly everyone knows and trusts, it’s not always apparent to customers whether an online store is trustworthy or an item they are considering purchasing is genuine. It can be especially hard to establish yourself when your business is new.

There are some measures you can take, such as being part of professional associations and having a website and storefront that look exceedingly professional, to demonstrate your integrity. For example, if you sell gemstones, certificates of diamond authenticity can reassure a customer and make them feel comfortable buying from you.

Online shopping is how products are sold now and will be into the future. All businesses that offer products must, at the very least, seriously consider opening up a digital storefront. As a leader, it’s important to understand what customers are looking for (and what they aren’t) when they go shopping online, then not only give them what they want, but use the medium to your company’s advantage.

To learn more about customer behavior, interactions, and habits, read the Digitalist Magazine Executive Research, Primed: Prompting Customers to Buy.

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About Andre Smith

An Internet, Marketing and E-Commerce specialist with several years of experience in the industry. He has watched as the world of online business has grown and adapted to new technologies, and he has made it his mission to help keep businesses informed and up to date.

Diving Deep Into Digital Experiences

Kai Goerlich

 

Google Cardboard VR goggles cost US$8
By 2019, immersive solutions
will be adopted in 20% of enterprise businesses
By 2025, the market for immersive hardware and software technology could be $182 billion
In 2017, Lowe’s launched
Holoroom How To VR DIY clinics

From Dipping a Toe to Fully Immersed

The first wave of virtual reality (VR) and augmented reality (AR) is here,

using smartphones, glasses, and goggles to place us in the middle of 360-degree digital environments or overlay digital artifacts on the physical world. Prototypes, pilot projects, and first movers have already emerged:

  • Guiding warehouse pickers, cargo loaders, and truck drivers with AR
  • Overlaying constantly updated blueprints, measurements, and other construction data on building sites in real time with AR
  • Building 3D machine prototypes in VR for virtual testing and maintenance planning
  • Exhibiting new appliances and fixtures in a VR mockup of the customer’s home
  • Teaching medicine with AR tools that overlay diagnostics and instructions on patients’ bodies

A Vast Sea of Possibilities

Immersive technologies leapt forward in spring 2017 with the introduction of three new products:

  • Nvidia’s Project Holodeck, which generates shared photorealistic VR environments
  • A cloud-based platform for industrial AR from Lenovo New Vision AR and Wikitude
  • A workspace and headset from Meta that lets users use their hands to interact with AR artifacts

The Truly Digital Workplace

New immersive experiences won’t simply be new tools for existing tasks. They promise to create entirely new ways of working.

VR avatars that look and sound like their owners will soon be able to meet in realistic virtual meeting spaces without requiring users to leave their desks or even their homes. With enough computing power and a smart-enough AI, we could soon let VR avatars act as our proxies while we’re doing other things—and (theoretically) do it well enough that no one can tell the difference.

We’ll need a way to signal when an avatar is being human driven in real time, when it’s on autopilot, and when it’s owned by a bot.


What Is Immersion?

A completely immersive experience that’s indistinguishable from real life is impossible given the current constraints on power, throughput, and battery life.

To make current digital experiences more convincing, we’ll need interactive sensors in objects and materials, more powerful infrastructure to create realistic images, and smarter interfaces to interpret and interact with data.

When everything around us is intelligent and interactive, every environment could have an AR overlay or VR presence, with use cases ranging from gaming to firefighting.

We could see a backlash touting the superiority of the unmediated physical world—but multisensory immersive experiences that we can navigate in 360-degree space will change what we consider “real.”


Download the executive brief Diving Deep Into Digital Experiences.


Read the full article Swimming in the Immersive Digital Experience.

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Kai Goerlich

About Kai Goerlich

Kai Goerlich is the Chief Futurist at SAP Innovation Center network His specialties include Competitive Intelligence, Market Intelligence, Corporate Foresight, Trends, Futuring and ideation. Share your thoughts with Kai on Twitter @KaiGoe.heif Futu

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Jenny Dearborn: Soft Skills Will Be Essential for Future Careers

Jenny Dearborn

The Japanese culture has always shown a special reverence for its elderly. That’s why, in 1963, the government began a tradition of giving a silver dish, called a sakazuki, to each citizen who reached the age of 100 by Keiro no Hi (Respect for the Elders Day), which is celebrated on the third Monday of each September.

That first year, there were 153 recipients, according to The Japan Times. By 2016, the number had swelled to more than 65,000, and the dishes cost the already cash-strapped government more than US$2 million, Business Insider reports. Despite the country’s continued devotion to its seniors, the article continues, the government felt obliged to downgrade the finish of the dishes to silver plating to save money.

What tends to get lost in discussions about automation taking over jobs and Millennials taking over the workplace is the impact of increased longevity. In the future, people will need to be in the workforce much longer than they are today. Half of the people born in Japan today, for example, are predicted to live to 107, making their ancestors seem fragile, according to Lynda Gratton and Andrew Scott, professors at the London Business School and authors of The 100-Year Life: Living and Working in an Age of Longevity.

The End of the Three-Stage Career

Assuming that advances in healthcare continue, future generations in wealthier societies could be looking at careers lasting 65 or more years, rather than at the roughly 40 years for today’s 70-year-olds, write Gratton and Scott. The three-stage model of employment that dominates the global economy today—education, work, and retirement—will be blown out of the water.

It will be replaced by a new model in which people continually learn new skills and shed old ones. Consider that today’s most in-demand occupations and specialties did not exist 10 years ago, according to The Future of Jobs, a report from the World Economic Forum.

And the pace of change is only going to accelerate. Sixty-five percent of children entering primary school today will ultimately end up working in jobs that don’t yet exist, the report notes.

Our current educational systems are not equipped to cope with this degree of change. For example, roughly half of the subject knowledge acquired during the first year of a four-year technical degree, such as computer science, is outdated by the time students graduate, the report continues.

Skills That Transcend the Job Market

Instead of treating post-secondary education as a jumping-off point for a specific career path, we may see a switch to a shorter school career that focuses more on skills that transcend a constantly shifting job market. Today, some of these skills, such as complex problem solving and critical thinking, are taught mostly in the context of broader disciplines, such as math or the humanities.

Other competencies that will become critically important in the future are currently treated as if they come naturally or over time with maturity or experience. We receive little, if any, formal training, for example, in creativity and innovation, empathy, emotional intelligence, cross-cultural awareness, persuasion, active listening, and acceptance of change. (No wonder the self-help marketplace continues to thrive!)

The three-stage model of employment that dominates the global economy today—education, work, and retirement—will be blown out of the water.

These skills, which today are heaped together under the dismissive “soft” rubric, are going to harden up to become indispensable. They will become more important, thanks to artificial intelligence and machine learning, which will usher in an era of infinite information, rendering the concept of an expert in most of today’s job disciplines a quaint relic. As our ability to know more than those around us decreases, our need to be able to collaborate well (with both humans and machines) will help define our success in the future.

Individuals and organizations alike will have to learn how to become more flexible and ready to give up set-in-stone ideas about how businesses and careers are supposed to operate. Given the rapid advances in knowledge and attendant skills that the future will bring, we must be willing to say, repeatedly, that whatever we’ve learned to that point doesn’t apply anymore.

Careers will become more like life itself: a series of unpredictable, fluid experiences rather than a tightly scripted narrative. We need to think about the way forward and be more willing to accept change at the individual and organizational levels.

Rethink Employee Training

One way that organizations can help employees manage this shift is by rethinking training. Today, overworked and overwhelmed employees devote just 1% of their workweek to learning, according to a study by consultancy Bersin by Deloitte. Meanwhile, top business leaders such as Bill Gates and Nike founder Phil Knight spend about five hours a week reading, thinking, and experimenting, according to an article in Inc. magazine.

If organizations are to avoid high turnover costs in a world where the need for new skills is shifting constantly, they must give employees more time for learning and make training courses more relevant to the future needs of organizations and individuals, not just to their current needs.

The amount of learning required will vary by role. That’s why at SAP we’re creating learning personas for specific roles in the company and determining how many hours will be required for each. We’re also dividing up training hours into distinct topics:

  • Law: 10%. This is training required by law, such as training to prevent sexual harassment in the workplace.

  • Company: 20%. Company training includes internal policies and systems.

  • Business: 30%. Employees learn skills required for their current roles in their business units.

  • Future: 40%. This is internal, external, and employee-driven training to close critical skill gaps for jobs of the future.

In the future, we will always need to learn, grow, read, seek out knowledge and truth, and better ourselves with new skills. With the support of employers and educators, we will transform our hardwired fear of change into excitement for change.

We must be able to say to ourselves, “I’m excited to learn something new that I never thought I could do or that never seemed possible before.” D!

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