by Fronetics | Nov 7, 2018 | Blog, Content Marketing, Logistics, Marketing, Social Media, Strategy, Supply Chain
Companies can reach millennial B2B buyers by partnering with popular social media users who speak with passion and expertise to young professionals.
Numbering 80 million, millennials have become the largest demographic segment in the United States and are expected to command more than $1 trillion in disposable income by the year 2020. As this generation comprises an increasing percentage of the B2B buying landscape, businesses must pay attention to their professional purchasing habits — which, it turns out, bleed over from their personal purchasing patterns.
Millennials are notoriously hard to reach through traditional marketing strategies. But successfully appealing to that demographic is becoming more and more important. Jay I. Sinha and Thomas T. Fung, marketing specialists at Temple University, explain how B2B companies can use “nano-marketing” techniques to generate buzz and build credibility with millennials.
Micro-influencers
Large companies have traditionally used celebrities and recognizable logos to promote their brands. But millennials have turned away from advertising and endorsements that aren’t perceived as authentic or based on expert knowledge.
Millennials have led a surge in the popularity of social media platforms, and companies have found increasing success in using sites like Instagram, Snapchat, Pinterest, and YouTube to market to this demographic.
[bctt tweet=”“Micro-influencers,” or social media users whose followers number between 1,000 and 100,000, have proven four times more likely to generate viewer engagement over the products they review than celebrity endorsements.” username=”Fronetics”]
“Micro-influencers,” or social media users whose followers number between 1,000 and 100,000, have proven four times more likely to generate viewer engagement over the products they review than celebrity endorsements. Partnering with micro-influencers is a highly affordable way for companies to make their brands visible and relatable.
Micro-influencers have helped turn start-ups into major brand-names and have helped established companies extend their influence into youthful markets, leading Inc. magazine to declare 2018 the “Year of the Micro-Influencer.”
Strategies for B2B companies
Sinha and Fung argue that this strategy is not just for B2C companies selling products known to appeal to millennial consumers. What’s known as nano-marketing, or partnership with micro-influencers, can be just as effective for B2B.
Sinha and Fung offer four managerial guidelines for B2B companies seeking to partner with micro-influencers.
1. Micro-influencers have specialized and self-selecting audiences.
Picking the right micro-influencer to partner with can help you target the sub-groups you want to reach. For instance, GE uses nano-marketing to help recruit female tech professionals.
2. Recognize the strengths of micro-influencers.
They make products and companies seem relatable to viewers by sharing their personal experiences. Companies can leverage this in their branding.
3. Nano-marketing works best as “a subtle nudge.”
Whereas traditional advertising has to be heavy-handed to be memorable, micro-influencers speak with credibility about brands that they personally have used.
4. Entertainment.
Micro-influencers find innovative ways of producing content that will appeal to their followers and incorporate their brand endorsement in creative formats.
Millennial B2B buyers should be an increasing focus of your targeted marketing activities — if they’re not already. How are you reaching this audience?
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by Fronetics | Nov 5, 2018 | Blog, Content Marketing, Logistics, Marketing, Supply Chain
Case studies continue to be the preferred content type among B2B buyers. These 5 elements will help you write case studies that engage prospects and generate leads.
We just wrote about how buyers prefer case studies over all other kinds of content. In fact, 89% of B2B marketers consider customer testimonials and case studies as the most effective kinds of content in converting buyers. So how do you write an effective case study that generates leads?
Here are 5 elements of an effective B2B case study:
1) Story
Yes, case studies are all about the data, but fundamentally, they are stories. You’re not making a sales pitch — case studies written from this perspective tend to fall flat, and fail to attract and engage prospective buyers. Case studies written as stories succeed. You’re presenting a narrative to a prospect that uses data and testimonials to explain how your products and services helped another business.
[bctt tweet=” Case studies written as stories succeed. You’re presenting a narrative to a prospect that uses data and testimonials to explain how your products and services helped another business.” username=”Fronetics”]
2) Information and Education
Again, a case study is not a sales pitch. When you write a case study, you’re presenting information about your products and services, and educating your prospects about how your business has helped organizations similar to their own.
3) Concrete Examples
One of the reasons case studies are such a high-performing content type is that they are data-driven. Prospective buyers turn to case studies for concrete examples. Make it easy for them to find the information they’re looking for. Use bullet points, quotes, and lists to clearly convey the most important data.
4) The Right Length
Finding the right length for your case study is all about striking a balance between presenting complete information, telling a compelling story, and avoiding minutia that’s too specific to matter to your prospects. Your reader needs to be able to skim quickly to get the gist, and then dive back in for more details.
Think about it this way: if you’re the prospect, does your case study leave you with questions about how your products and services helped another business? If so, chances are you haven’t included enough information.
5) The three key components
- The Challenge: This is chapter one of your story. What challenge or challenges was your customer facing before implementing your products? This is a great place to use customer quotes.
- The Solution: Here’s the meat of the story! How did your business address the challenges your customer was facing? Data is key here.
- The Results: Your story’s conclusion. Use key metrics to demonstrate the immediate and ongoing results of your solution. Numbers like savings, revenue gains, sales growth, and ROI belong in this section, rounded off with another customer quote.
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by Fronetics | Oct 31, 2018 | Blog, Content Marketing, Current Events, Marketing, Social Media
Also in social media news, October 2018: Snapchat partners with Amazon on visual search tool, Google Plus is shutting down, and Instagram adds Quick Replies for business accounts.
With the arrival of Halloween, we know that the holidays are quickly approaching. Consumers will be busy making plans and diving into holiday specials. But social networks will also be hard at work trying to stand out against brick and mortar stores as an alternative for holiday preparations.
[bctt tweet=”Businesses looking to gain traction during the holiday season will reap the benefits of social networks, which are including new features and updates that will help brands connect with new (and existing) users.” username=”Fronetics”]
Businesses looking to gain traction during the holiday season will reap the benefits of social networks, which are including new features and updates that will help brands connect with new (and existing) users. With a heavy focus on customer engagement, these new options help businesses stay connected with new features like Quick Replies on Instagram. These small but helpful updates will allow companies to have a greater reach without extra work for their marketers.
Here’s your social media news for October 2018.
Instagram founders leave Facebook
Kevin Systrom, CEO, and Mike Krieger, CTO, resigned from Instagram this week amidst rumors of tension with Facebook founder and CEO, Mark Zuckerberg. “We’re planning on leaving Instagram to explore our curiosity and creativity again. Building new things requires that we step back, understand what inspires us and match that with what the world needs; that’s what we plan to do,” writes Systrom in a statement for Instagram. Bloomberg News reports that tension between co-founders grew over the direction of Instagram. These departures create an opportunity for Facebook to oversee Instagram more directly.
LinkedIn updates Groups
LinkedIn Groups now offer more engaged conversation tools including embedded videos, images, and updates to posts, alerts, and much more. “Over the past year, we’ve focused on bringing conversations to the forefront on LinkedIn, adding new features to make it easy for you to talk to your professional communities. The new Groups experience helps you take advantage of all these conversations tools with a seamless, faster experience so you can easily participate in your groups,” writes Mitali Pattnaik for LinkedIn’s blog. All groups are currently being updated with these features.
Snapchat Partners with Amazon on visual search tool
Snapchat users are going to have a new way to search for products on Amazon, one of the world’s biggest e-commerce corporations. Using the Snapchat app, users can point their camera at a product or barcode and, once recognized, a link will appear to that product (or a similar one) on Amazon. Though the update is currently only available to a small group of users, Snapchat is hoping to roll out the new feature to all users shortly.
Instagram rolls out Quick Replies for business accounts in direct messenger
Instagram introduced Quick Replies for business accounts in direct messenger this month. The new feature allows businesses to create quick responses to frequently asked questions, like shipping rates and contact information. Quick Replies will help businesses communicate quickly and efficiently with users. Instagram tested the new functionality back in May, but just made the update available on all devices and the web.
Google Plus shuts down
Google Plus, Google’s social network, is shutting down for good after a security breach that exposed up to 500,000 users between 2015 and 2018. Ben Smith, Google’s vice president of engineering, acknowledged that Google detected a security issue back in March, but immediately addressed it. In a blog post on October 8, Smith writes, “A review did highlight the significant challenges in creating and maintaining a successful Google+ that meets consumers’ expectations. Given these challenges and the very low usage of the consumer version of Google+, we decided to sunset the consumer version of Google+. “
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by Jennifer Hart Yim | Oct 30, 2018 | Blog, Logistics, Supply Chain
In order to transform and mature, these supply chain elements need to be incorporated into a brand’s foundation: stakeholder alignment, visibility, and role clarity.
This guest post was written by Paul Rea for Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
I’ve spent my professional life working in and leading industrial and consumer product supply chains. They all have the same foundational needs that I group into three general areas: Stakeholder Alignment, Visibility, and Role Clarity. Organizations with mature supply chains will likely have this embedded in their DNA already. Immature supply chains that are looking to transform from something reactive to far more collaborative and effective may not. They need to. Supply Chains without these elements are likely incapable of further transformation and maturation.
1. Stakeholder Alignment:
Communicate, collaborate and communicate some more. Find out where you (and everybody else) are going.
Supply Chain is a river running through the company, winding through geography, and facilitating and transporting so much commerce. The vision driving supply chain needs to be completely aligned with its stakeholders and corporate strategy. Even between the rudimentary goal posts of cost containment and service delivery, supply chain needs to consider its internal stakeholders in commercial, finance, manufacturing, regulatory, quality etc. as they all influence, and require support from, the supply chain. Imagine a team that set out to drive costs from the network by extending transit times and managing waste and inventory to that perfect “Lean” minimalism. They have potential problems in a speed to market centric sales strategy. Supply chain needs to be at the table when key commercial strategies are being set or the team and potentially the organization run the risk of fatal mis-alignment. Then, ongoing planning and execution should be managed through a Sales and Operations Planning process (S&OP).
I’ve used internal alignment examples, but the supply chain has many external stakeholders too, not the least of which are 3rd party partners and the customers themselves. The same principles apply. In many cases supply chain will use sales/marketing initiatives as the proxy for the customer’s voice, but it’s not unreasonable to conduct supply chain reviews with key customers. Regular planner to planner (vendor to customer) interfaces are key to day to day supply chain management success. (note: The entire concept of vendor management falls within this bucket.)
2. Visibility:
You must be able to see what you’re doing, and the numbers should add up.
Think of the vast amount of end to end supply chain activities that live outside your walls, from overseas suppliers to 3rd party finished goods DC’s, not to mention the holy grail of supply chain planning itself; the demand signal. Too often people don’t look past their own ERP when thinking of supply chain planning, management and execution. Holistic, managed visibility is critical as complexity or channel distance grows. Remember Mr. Drucker’s “what gets measured gets managed”.
This is more than data and some KPI’s. It requires the right granularity. A monthly KPI may mask what actually happens every Tuesday afternoon. Data and averaged metrics without meaningful analysis and management are dangerous to supply chain. Inventories (raw and finished), transit times and supplier lead times all need to be continually assessed against good demand forecasts, marketing programs and other requirements. The numbers also need to be as real as possible. “System” inventories must match real inventories or there could be a serious mis-fire on a reorder point. Actual transits need to be reviewed in real time. Imagine the manufacturing lead time chaos created if import raw materials were simply presumed to be hitting the port on schedule from when a P.O. was cut (manually or out of an MRP system). Visibility goes far beyond data itself, and an expectation of disciplined regular monitoring and management has to sit on top of the data.
3. Role Clarity:
Get organized.
Supply Chain is a team sport. Silo-ed, uncoordinated (different than decentralized) or poorly staffed supply chain structures can result in decisions that sub-optimize the whole or outright conflict with each other. Even “segmented” channels need to be considered in the whole, somewhere. Supply chains can be complex and distant requiring constant attention. You must invest in either robust tools supporting the process or appropriate head count to compensate. This breaks into a couple of key elements:
a) The specific jobs or activities. Generally the key aspects of Supply Chain management are Purchasing (sourcing), Planning (scheduling) and Logistics (delivery). Sometimes logistics is separate, and procurement may be included with Purchasing, depending upon how location specific the procurement activities are. Manufacturing (make) is often structurally not part of the actual Supply Chain team but is literally surrounded by it and the activities are highly interdependent. In the preferred model of a demand driven Supply Chain a demand forecast drives both production planning and supply chain planning which in turn drives procurement directly and purchasing strategically. Purchasing is also influenced by the forecast directly.
Supply Chain planning and demand planning are different. The demand planner’s role is to be the custodian of a high level of forecast accuracy compared to actual demand. If there is not a credible owner of demand planning (beyond finance gathering forecast data) in the organization then supply chain needs to account for that. I can’t over-emphasize the importance of a good item, location and time sensitive demand forecast to supply chain’s success. Think of it like a TV picture where the demand/forecast is the cable signal input and Supply Chain is the TV set itself. Regardless of how fantastic the set is if the input signal is poor or corrupt the picture on the set will be bad. And there’s very little the rest of the Supply Chain group can do to fix it other than educated guesses.
b) The talent itself. Make sure you staff the right people. Internal moves are great because they shorten or eliminate the company specific learning curve and can further employee development and engagement, but it can be dangerous to be a completely “homegrown” supply chain team. Its like running a race with an in experienced pit crew. Never be afraid to go outside and get the appropriate talent if you don’t have it internally. Jane may be a great performer in sales but does that mean she would necessarily succeed in accounting? Why then, supply chain.
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by Fronetics | Oct 23, 2018 | Blog, Content Marketing, Logistics, Marketing, Social Media, Supply Chain
As social networks reaffirm their commitment to keeping their platforms truly social, brands need to evaluate their social media marketing strategies and ensure that they align with what users want to see.
This year, we’ve seen social networks attempt to take back the “social” element of their platforms by decreasing the reach of brands and businesses (think Facebook News Feed changes). We’ve thus seen a decline across the board in social media reach.
The 2018 Sprout Social Index shows that people are still using social media primarily for connecting with friends and family. As brands put together campaigns and messaging, they must remember that they are “guests at dinner, not members of the nuclear family: their role in user feeds is delicate, valuable, and to be treated with great care.”
[bctt tweet=”The task for brands is to carry out the necessary disruption of the user experience in the most relevant, and least disruptive way.” username=”Fronetics”]
The task for brands is to carry out the necessary disruption of the user experience in the most relevant, and least disruptive way. Sprout Social’s data gives a clear answer: awareness and consideration stage content. This means thinking long-term and prioritizing relationships, not quick fixes and attribution.
Give the people what they want
As part of its 2018 Index, Sprout Social researched the types of content that users prefer to see from brands on social media. 30% of users expressed a preference for links to more information, while 18% prefer graphics/images, 17% want produced video, 11% value text/conversations, and 7% said produced/edited photos.
The obvious answer for brands is to cater to the expressed wishes of the public. Building lasting relationships with prospects on social media means presenting your brand in a visually engaging way while linking them to useful and relevant information. Furthermore, it means placing focus and resources on authentic engagement. “This is the content that consumers, who use social primarily to interact with friends and family, are most interested in from brands,” reports Sprout Social.
Redefining success
Marketers naturally place a premium on ROI, though measuring social media ROI remains difficult. In fact, 55% of social marketers reported it as their biggest challenge. Conventional wisdom when it comes to ROI for social media has focused on direct attribution to sales. But according to Sprout Social, “that model doesn’t actually reflect where social marketers are focused.” In fact, 80% report increasing brand awareness as their primary social media goal, and just as many point to increasing engagement across their social channels.
A meager 14% of marketers report being able to quantify the revenue from social media. This is a problem — one that’s caused by looking at social media primarily as it relates to sales. According to Sprout Social, this “breeds an overly microscopic perspective.”
It’s time for social marketers to redefine ROI, and put an end to wasted time and resources on content and campaigns that don’t resonate. Realigning priorities from sales to what users actually want to see on social media is key to cultivating strong, lasting relationships with prospects, and being a helpful rather than invasive presence online.
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