Employer Branding

14 reasons why you’re losing good employees to competitors

When you’re in charge of a business, regardless of size, industry or location, a feeling that you quickly get used to is losing good employees.

Research has shown that 43% of all Millennials in employment plan to leave their current role within 2 years, while only 28% plan to stay past 5 years. With future generations expected to share similar tendencies, the employee turnover trend shows no sign of slowing. 

Of course, it would be naïve for any company to believe that they can achieve a near-100% retention rate; statistics collated by LinkedIn in 2018 suggest that a 10.9% turnover rate is approximately the norm (although this varies from industry to industry and role to role – e.g. the hospitality sector experienced a 90% turnover rate in recent years in response to Brexit). 

And, in many cases, these are the result of reasons not caused by their company itself:

  • A change in their personal life
  • They are looking for a different challenge
  • They received a better offer
  • They feel they’ve achieved all they can in your team

Again, losing talented employees is something that will happen invariably. However, numerous reasons behind top talent quitting come as a direct result of them being unhappy with aspects of their work.

If you are concerned that your company’s turnover is unwantedly high, here are 14 notable causes why you may be turning off top talent from staying with your organisation.

Why companies lose good employees

1. Lack of trust/autonomy 

Few people enjoy being micromanaged or working in a restrictive environment due to management’s lack of faith in them. Top talent will typically thrive in atmospheres where they feel trusted to deliver their work to a high-quality standard. Placing too many oversights and barriers in the way of their autonomy is a dangerous path to a high turnover of staff.

2. You lack a competitive offer

While money isn’t everything to all employees, it will likely be a key factor in their decision to stay or move on from your company. Employees need to know that they’re valued for their hard work, and whether it’s an increase in their salary or other incentives, if you fail to give them compelling reasons to stay, they may have their heads turned by your competition.

3. You don’t have an onboarding strategy

The process of retaining employees to stay starts from day one. If you don’t have an established onboarding strategy or process, it can result in new members of staff feeling disorientated and unwelcomed immediately. First impressions count as much for the hiring company as they do for the person just hired – leaving a bad taste in the mouth from the get-go could leave people thinking about the exit in a couple of months time.

4. They feel underutilised

If your employees don’t feel that their distinct skills and expertise aren’t being put to good use in their current role, they will start to look for a company that will. The moment they feel they are not being utilised effectively is when good employees stop caring, hurting your productivity and increasing the likelihood of high performers leaving your team.

5. They feel underappreciated

If your best talent produces great work, it’s important that you tell them. Employees whose work is hardly (if ever) recognised will feel more disheartened and disillusioned in their role. It will potentially lead them to question why they’re working as hard as they are if they will never receive recognition or reward. By failing to appreciate the great talent available to you, you risk losing them over time.

6. They feel disrespected

Similar to the above reason, your employees don’t want to come to work and feel that they aren’t respected or valued. This extends to their good work being recognised to the overall workplace culture – if their fellow team members are not treating them fairly or kindly, this will motivate them to find somewhere else to work for the sake of their own wellbeing.

7. They are poorly managed

Over a third of UK workers plan to leave their company imminently due to not feeling any kind of inspiration or motivation from their employer. Poor management is a powerful indicator of dysfunctional employee turnover – without clear direction, guidance and encouragement from the top, employees will lack the structure and impetus to perform effectively and progress in their career.

8. There’s little communication

Communication is key to whether you lose good talent or not. Employees will want to feel comfortable bringing issues to their manager or co-workers and receive a fitting response. If that communication is lacking or is practically non-existent, your talent will feel unsupported and that their suggestions aren’t meaningful. When people spend much of their day at work, most would prefer not to spend it in silence.

9. An unhealthy company culture

A poor company culture will quickly turn away your top talent. Whether that is a structure that is too rigid, one that lacks drive and passion, or simply an atmosphere that is overwhelmingly negative and toxic, if an employee doesn’t feel comfortable or welcome in their workplace, they will be encouraged to actively find one that is more suitable. 

10. They don’t connect with your company values

Your employer brand plays an increasingly powerful role whether you retain or lose good employees. A brand that is consistent, authentic and built on strong values will minimise the risk of employees quitting. Conversely, if your workers don’t buy into your goals, missions and principles, they won’t form a connection to your organisation and won’t feel a compulsion to stay when another opportunity comes along.

11. There’s no room for growth or development

One of the core reasons people look at alternate job opportunities is to advance in their career. If your company does not present a clear path for promotion or development, your good, ambitious talent will find chances to take on more responsibility somewhere else. Leaving little room for career progression within your workforce loses engagement, loses motivation, and eventually loses talented employees.

12. They feel overworked

Stress is something that comes in most workplace environments, but an excessive amount can be a strong motivator to leave. If your top employees feel like they are being burdened with too much to do with little support or recognition, work will become incredibly uncomfortable for them. At that point, they might decide to choose their own wellbeing over their employment, and look to find somewhere more conducive to their needs.

13. You don’t consider their work-life balance

Did you know 22% of UK workers have changed company or departments in pursuit of better flexibility? Especially as employees become older and develop responsibilities outside of work, priorities shift towards a better work-life balance. If you lack the flexibility to accommodate their wider needs or operate in an “all work, no play” culture, you will lose top talent looking to avoid burnout.

14. They see other good employees leaving

Finally, witnessing other talented employees leave your company can make people question their own position and happiness in your organisation, often regardless of the reason behind their departure. Losing talented employees can damage the overall culture and atmosphere in your workforce, and cause others in your team to consider their own future. If you already have a high turnover, this can be an even more pressing concern.

What is the cost of losing good employees?

While the answer to this question varies from company to company, a great deal of research has gone into the costs of losing employees. Studies by the Society for Human Resource Management (SHRM) predict that it can cost anywhere between 6 and 9 months’ salary of the departing team member to replace their role. 

For example, let’s consider someone earning the average annual salary, estimated to be £27,271. To replace an employee on these wages would cost between £13,600 and £20,500, a significant amount for any organisation to dedicate to recruitment.

Considering that 41% of employers have reported difficulties in filling vacancies over the previous year in CIPD’s Labour Market Outlook Report (Spring 2019), the cost of losing good employees can be even dearer. 

And that is only the immediate financial impact. Losing top talent in your workforce would cause any business to struggle short-term without their expertise, input and familiarity with your company, and longer-term if they bring their skills to support your competition. 

Having too many experienced employees walk away can damage your productivity and overall company culture in a significant way, and require a substantial investment in time and money to train people up to fill the void left by these departures.

How to retain a good employee who wants to leave

Now you have greater clarity over some of the key reasons why good employees leave companies, your next step is to implement techniques and approaches that heighten your ability to retain your top talent and prevent them from moving to your competitors.

Here are a few initiatives you should consider incorporating: 

Regularly check your employees’ wellbeing

Whether this is through frequent employee reviews or discussions with their supervisors, regular communication with your employees helps them realise they are connected and supported at work, and allows you to spot and address any signs of discontent early.

Encourage their desire to learn and grow

For good talent that wants to develop and harness their skills at every opportunity, provide them with the chances to improve both inside and outside of work. And, when they do excel and show signs of progress, recognise it and celebrate it.

Provide a flexible working environment

Flexible working is quickly becoming the norm, and those that don’t adapt to these circumstances risk losing a high turnover of staff. By giving your workforce flexibility, they will likely be more productive and reassured, as well as less likely to suffer burnout.

Work on your employer branding strategy

Your employer branding strategy can play a big factor in not only the way you recruit new talent, but keep your existing team members around. Foster a collective culture behind your company’s values, one that allows your workforce to develop a deep, meaningful connection to your brand and its unique identity.

Train your management teams effectively

As a bad relationship with management is a primary reason why employees choose to leave their company, take time to develop your management team to welcome and support new and existing talent. This minimises the risk of culture clashes and encourages employees that they are being supported.

Demonstrate clear paths to career progression

Finally, with most employees not content to stay in one place or role for their whole lives, you need to illustrate that your organisation can support their ambitions beyond their current responsibilities. For high-performance employees, this will motivate them to climb the ladder in-house rather than seek greener pastures.

Avoid losing good employees with strong employer branding 

Working with Papirfly directly supports your organisation’s ability to retain and recruit top talent. Whether it is empowering team members to take initiative and produce high-quality marketing materials with little training, to help producing effective employer brand assets and communications that project your company values across your global teams, we help you maximise the power of your employer brand.

Discover BAM by Papirfly™ today and unlock your ability to create, educate, manage, store and share your brand like never before.

Brand Consistency

How to maintain brand consistency across all channels

In today’s connected world, more brands are stepping onto the global stage – but with international visibility comes greater complexity. That’s why maintaining brand consistency across platforms and markets isn’t just important – it’s essential.

The 2025 brand consistency numbers speak for themselves:

  • Companies that maintain consistent branding across all channels see up to 23% revenue growth compared to those with inconsistent identities. [Source: Amra & Elma]
  • About 33% of businesses report that consistent presentation of their brand has driven revenue increases of 20% or more. [Source: Shapo]
  • Around 68% of organizations experience 10–20% revenue growth directly linked to prioritizing brand consistency efforts. [Source: Capital One Shopping Research]
  • Brands that maintain long-term consistency achieve twice the profit gains of those with frequently changing messages. [Source: Funnel.io]
  • A striking 90% of consumers expect a seamless and consistent brand experience across all marketing channels. [Source: We Are Tenet]

Global brand consistency directly influences how people perceive your business – externally and internally. It strengthens trust, builds brand awareness, and helps you stand out in increasingly competitive markets.

Why brand consistency counts – and what it delivers

Achieving a consistent brand identity does much more than help you look good. It:

  • Signals professionalism and purpose
  • Reinforces the authenticity of your vision and goals
  • Clarifies what your company stands for and what you offer
  • Builds brand equity and customer trust
  • Gives your global teams a shared identity and direction to move toward
  • Makes it easy for people to follow and interpret your brand

However, maintaining brand consistency is easier said than done. With so many employees sharing content across so many channels, inconsistencies can naturally creep in if you’re not careful or lack a clear brand strategy.

This can be problematic even for a small, domestically focused business. Expand to a global scale and the risk of inconsistency increases dramatically, especially when you factor in differences in culture and language.

You’ve likely seen some of these famous missteps:

  • Braniff Airlines translating their “fly in leather” into the Spanish slang for “fly naked”
  • KFC’s “finger-lickin’ good” slogan becoming “eat your fingers off” in China
  • The Arabic translation turning “Jolly Green Giant” into “Intimidating Green Ogre”

And while these examples highlight how easy it is to get brand messaging wrong, they are also just the tip of the iceberg. So, with the stakes as high as they have ever been, how can companies maintain brand consistency on their global stage?

Your global brand consistency checklist

Here are five key steps to maintaining brand consistency worldwide:

1. Audit your existing brand materials

Start by assessing what’s already out there. Do your marketing materials reflect your true brand identity in terms of color, tone, imagery and brand messaging? Or are there inconsistencies?

This audit helps you pinpoint gaps and get a clear picture of where alignment is needed.

2. Develop brand guidelines

Clear, accessible brand guidelines are your brand’s north star. These should cover:

  • Brand mission and values
  • Logo usage
  • Color palettes
  • Brand messaging and tone of voice examples
  • Iconography

Your brand guidelines will be vital in keeping your entire team on the same page – and helping to ensure you show up in a consistent way through all your content and in every market.

3. Make guidelines accessible to all

Having great brand guidelines is one thing. Making them easily accessible is another. From your marketing team to local employees to agency partners, everyone needs to be able to work from the same brand book – because if people can’t find or follow your rules, you can’t expect consistent results.

4. Align internal and external branding

Consistency starts from within. If employees aren’t aligned with your brand values, it’s difficult for them to deliver your message authentically to the outside world.

From onboarding and internal training to office signage and internal comms, reflect your brand identity inside as well as out.

5. Empower your people to create, with control

Your people are closest to their local audiences. Giving them the tools to create high-quality assets is a powerful step on the way to building brand equity – as long as you can ensure everyone stays consistently on-brand.

This is exactly what our templated content creation tools make possible. Teams are given templates with key brand elements locked in, empowering them to produce localized content with confidence and consistency.

How DAM software helps maintain brand consistency

At Papirfly, we know maintaining brand consistency globally is a complex task. That’s why we’re committed to giving organizations the power to showcase, manage, create and share digital brand assets – across every market and every team.With Digital Asset Management and templated content creation at your fingertips, you can equip global teams to act locally without ever going off-brand. And that really matters – because when your brand speaks with one voice, people listen.

Does everyone create content that’s on‑brand, every time?

Find peace of mind with
better brand governance.

Does everyone create content that’s on‑brand, every time?

Find peace of mind with
better brand governance.

Find peace of mind with
better brand governance.

Campaign templates interface showing on-brand content across digital, print, and social channels.

FAQs

Why is brand consistency important for global companies?

Brand consistency builds trust, drives recognition, and boosts brand equity. Globally consistent brands are 5 times more likely to be remembered and can see up to 23% more revenue growth by aligning messaging across all platforms.

What challenges do brands face when trying to stay consistent across platforms?

Achieving brand consistency across platforms can be challenging due to the complexity of maintaining a unified brand presence in diverse formats, channels, and teams. These challenges increase when you have decentralized teams and inconsistent access to brand guidelines.

What are the essential elements of brand guidelines?

Brand guidelines should include your mission and values, logo rules, color palettes, tone of voice examples, iconography, and usage standards. These ensure teams present your brand in a clear, unified way across channels.

How can companies make it easier for teams to follow brand guidelines?

Make brand guidelines easily accessible to all teams, partners, and agencies by using a Digital Asset Management system or brand portal. This ensures the right people can always find and apply the latest brand assets and guidance.

How does templated content creation support brand consistency?

Templated content creation empowers teams to produce local, personalized content while keeping key brand elements locked in. This enables scale and flexibility without compromising brand compliance.

Employer Branding

13 steps to developing your employer branding strategy

As a company, you’re always looking to uncover, recruit and retain the best talent out there. People who will work to achieve your goals. Fit into your culture. Have that drive for success.

But there’s a problem – your competitors have the exact same aspiration. And with the reputation of a company more visible than ever before, be it through a jobseeker’s Google search or reviews on comparator sites like Glassdoor and Indeed, presenting a powerful, compelling employer proposition is more crucial and more challenging than ever before.

With a finite pool of truly exceptional individuals that can make a difference to your organisation, it is essential that you can stand out from the crowd in attracting the talent that’s out there, as well as keeping hold of the people you already have.

That is where your employer branding strategy comes in. It sets you on the journey to locating prospects that fit with your organisation’s ambitions and clearly demonstrating why they would feel right at home in your teams.

Here, we’re going to delve into greater detail on what your employer branding strategy is and outline thirteen critical steps to developing one that connects you with the best talent available.

What is an employer branding strategy?

At its core, the definition of an employer brand strategy is a documented, universal approach to translating your organisation’s values, approaches and personality to your audience. It’s a comprehensive offering of everything you have to offer as a workplace to benefit your most important asset – your employees.

It’s how you project your employer brand – how you are viewed by your current workforce and people you hope to one day recruit. Your employer branding strategy needs to transparently and consistently promote these aspects to both your existing team and those you intend to recruit in order to achieve three salient goals:

  • Positively distinguish your offering from your competitors’
  • Demonstrate why someone would want to work in your organisation
  • Illustrate how your brand is developing and strengthening over time

Not all employer branding strategies are created equal, and creating one that ticks all the right boxes requires clear thinking, total buy-in from your team members and refinements over time. By utilising the following best practices, you’ll find yourself in an ideal position to attract the talent that can drive your brand forward.

How important is an employer branding strategy?

employer branding strategy stats

As mentioned earlier, Glassdoor and Indeed are just two examples of platforms that highlight your company’s culture and processes. There’s your website and other marketing channels to consider, and word of mouth from employees spreading on forums.

If your negatives outweigh your positives, or you are not dedicating the same attention to your employer branding strategy as your competitors, you stand to miss out on top talent, and even losing current team members in the process.

Developing a brand that appeals and connects with today’s increasingly web-savvy job candidate is vital, and can result in numerous benefits, including:

  • Improved employer attractiveness to talented individuals interested in working in your industry
  • Greater motivation among your existing employees by feeling more connected and in-sync with your brand values
  • Tangible drops in the costs associated with hiring new talent and retaining them long-term
  • A workforce that actively advocates and promotes your brand, extending your reach to other candidates and customers
  • A clear, unified vision for your organisation to move towards, with all people associated with your company pushing it in that direction

13 steps to best practice with your employer branding strategy

Effective employer branding strategies can be the difference-maker in an ideal candidate’s decision to join your organisation over the other options available. Following these best practices gives you greater control over the messages you project, and the ability to influence how these individuals see your brand.

1. Audit the perception of your brand

Before developing your employer branding strategy, it is important you have a clear understanding of how people view your company initially. Otherwise, how will you know what adjustments are required?

A thorough audit of your current brand perception, both through the eyes of your employees and your external audiences, lets you understand if your current messaging and reputation is projecting the values and attractiveness you are aiming for. Especially in organisations with teams spread across the globe, it is easy for your values to be mistranslated, or be in needing refinement to connect with local audiences.

There are a host of places you should be examining, including:

  • Employment review sites – most candidates will be researching these in detail before making a decision on their next employer. What are people saying about your company’s processes and culture? Do you get rated five stars? Do you come across as an attractive brand? Are there negative reviews? If so, have you addressed them effectively?
  • Social media – investing in social listening tools can help you track mentions of your organisation over social media, so you gain a deeper insight into how people view your brand.
  • Employee feedback – conducting internal surveys or having open meetings with your teams helps you identify problems that might be affecting your ability to attract and retain talent, so they can be rectified as part of your unified employer brand strategy.
  • Google alerts – like on social media, it is important to closely monitor the reputation your brand is presenting on Google and other search engines, and determine if this is in line with your objectives.

2. Build your employee persona

Who is your ideal candidate? Without a clear answer to this question, you are in no position to effectively develop an employer branding strategy that targets a person with the personality, aspirations and skills to seamlessly join your teams.

Dedicate time to breaking down the qualities your target audience possesses:

  • What are their main personality traits?
  • What causes do they care about?
  • What motivates them day-to-day?
  • Where do they research for information?
  • What roles and responsibilities do they want?
  • Who influences their decisions?

This is just a sample of the line of questioning you should be asking about what constitutes the right employee for your brand. Of course, these qualities will differ according to the specific staff role and location you are marketing to, but at a fundamental level there must be a template that helps you craft branding that appeals to the right candidate.

Furthermore, by clarifying your ideal candidate, it is more likely that their transition into joining your team and growing within your organisation will be more satisfying and fulfilling.

3. Establish your company’s differentiators

Knowing what makes your company unique goes a long way to crafting your brand story.

It’s your organisation’s mission statement. Its values. Its social responsibilities. Its culture.

This feeds into your employer branding strategy by determining why someone would choose to join or stay with your company over X competitor. To effectively establish your differentiators or USPs therefore, it is important to reassess your own values and compare these with potential alternatives for recruits.

What issues do you stand for that others don’t? What aspects of your work culture can you promote that others aren’t? Where does your brand excel and stand out against what your competitors can produce? The answers to these questions will define the unique characteristics your company has to boost your attractiveness to recruits.

86% of HR professionals believe recruitment is now on an equal footing with ‘marketing’. In the same way your marketing efforts are geared to set your products and services apart from the crowd, your employer brand strategy needs to working just as hard to keep you in the minds of candidates and improve your current teams’ sense of belonging.

4. Determine and utilise your primary marketing channels

How are you going to reach your prospective recruits, or best engage with your existing employees worldwide?

As part of establishing your audience persona, you should have a clearer understanding of what channels are going to connect with the candidates you’re seeking. But it is vital to have these defined as part of your employer branding initiatives, and that consistency is maintained across all platforms you choose to utilise.

By choosing the most effective channels, be it through a careers page on your website, paid media campaigns, or taking your employer branding to social media, you are in a position to tailor and target your audiences far more successfully. Ask employees how they first encountered your brand. Research the most popular platforms and forums for people working in your industry.

Once you’ve identified where you will engage with, use these platforms to frequently translate the inclusivity, vision and development of your brand and your employees. These images, blogs, testimonials and more across the most popular channels for your audience will drive a clear connection with what your brand stands for.

However, it is essential that your collateral feels in no way forced or fabricated. Authenticity is essential in truly appealing to your target audience. Without this genuine aspect, people will see through your attempts and will likely distrust you going forward.

5. Create your Employer Value Proposition

Your Employer Value Proposition (EVP) is your promise to current and future employees. It’s what you offer that will make them passionate about being part of your team, and as such is a lynchpin of your employer branding strategy.


At the centre of your EVP should be your employee – their motivations, their interests, their goals. Ideally your proposition will cover everything they are looking for to connect them to your company in a positive, fulfilling way. To this end, you should consider what matters to staff:

  • Professional development?
  • Holiday allowance?
  • A thriving workplace culture?
  • Healthcare benefits?
  • Flexible working opportunities?
  • A strong work-life balance?
  • Bonuses?
  • A comfortable environment?
  • Unique perks like gym memberships and social outings?
  • Charity work and corporate responsibility initiatives?


Most employer branding strategies should contain an assortment of these. But on top of these perks, you also need to consider the core values of your business. How highly your employees are valued. How committed you are to being the best in your industry. How much you care about supporting your customers.

Your Employee Value Proposition is central to how attractive your brand is to recruits, and how effectively you can retain the staff you already have on board. It should be kept transparent and in easy reach of any member of your organisation at all times to reinforce these messages, which is why our BAM by Papirfly™ solution’s capacity to ‘educate’ employees allows our clients to house core brand documents that can be accessed at any opportunity.

6.Develop your brand guidelines and assets or review your existing ones 

Your company already likely has overarching brand guidelines, assets and logos – but what about your employer brand? Has this been properly defined?

In order to effectively implement your employer brand strategy, you need to have assets in place that sets your employer brand apart and the resources available to create and complement your campaigns.

This includes anything from country-specific guidelines, culturally appropriate imagery, colour palettes, logo variations, audience breakdowns by country, dos and don’ts for different territories and anything in between.

7. Invest in your current team’s development


One of the core reasons behind bad employee retention is a lack of career development and learning opportunities. Without a feeling of progression or investment in their growth, it is likely a member of your team will seek greener pastures to achieve their aims.

Remember, employees who feel they’re progressing are 20% more likely to still be at their companies in a year’s time. By presenting these training and development opportunities to your team, you’re demonstrating you’re committed to helping them realise their ambitions as part of your brand. This not only provides you with a more highly-skilled and motivated workforce, but a workforce that is engaged and appreciative to your organisation.

On top of this reduction in workplace boredom and increase in motivation, staff that feel more in-tune and connected to a brand are much more likely to become brand advocates. They will share your marketing materials on social media. Tell friends and family about how positive your environment is. Actively encourage people to join when vacancies become available.

With that, you are in a position to harness powerful employee branding that increases your trustworthiness and attractiveness to both potential recruits and customers.

8. Internal review and alignment

Anything you plan to implement in terms of strategy, particularly initially, should have buy-in from all appropriate stakeholders. This may include HR professionals in the business, internal recruiters, management and more. You may also want to get opinions from existing or new employees to make sure what you have developed fits in with internal perceptions.

Likewise, you may pick up on an insight internally that you may not have had access to without holding these conversations. Once everyone is happy on the direction you are taking for the employer brand strategy, you can begin developing the tools and resources to educate the wider teams and make sure everyone is on the same page moving forward.

9. Assess your strategy’s success

Finally, once you have your employer branding strategy in place, it is important that you are regularly assessing, fine-tuning and adapting it as your business and your industry landscape evolves. It is rare anything this important is nailed first time around, so it is critical that you over time analyse the results of your efforts and see where improvements can be made.

Examine the success of your employer branding initiatives against your pre-defined KPIs, which may include:

  • Time-to-hire
  • Cost-per-hire
  • Number of applicants to each vacancy
  • Improved brand reputation
  • Frequency of employer brand marketing

If any of these are falling short of your aspirations, it is time to reassess, correct the course and tweak your approach until you see the results you’re looking for. Your employer branding strategy should never feel set in stone – as your overall business strategy changes to reflect new trends, patterns or requirements, your employer brand strategy should follow suit.

10. Talk to employees regularly

An employer brand strategy is never completely finished. This is because not only does the internal workforce demands evolve so rapidly, but as a brand grows so does what it’s trying to portray.

By having regular meetings or focus groups with a select few people you can ensure you don’t become subjective and stay rooted in what really matters to employees. Particularly if you are responsible for campaigns overseas, don’t rely on conversations with employees in your own location.

Ideally, teams would be looking after their own materials in their own country, but this isn’t always possible, so ensuring you get relevant, on-the-ground insight will be critical to your success.

11. Invest in video

Whether it’s for organic or paid for advertising, video is a powerful medium to get across your company’s true values. Potential candidates can read handbooks and website pages until their hearts are content but the truth is only video or a face-to-face visit can truly convey the experience of working somewhere.

This is particularly important for larger businesses, whose success has seen them become so vast that potential candidates may perceive them as a faceless corporation. Hearing from real people with real stories helps to humanise your brand in ways that written content can’t always achieve.

12. Create advocacy internally

If your existing employees don’t believe in your employer brand strategy, how can you expect prospective candidates to feel anything? Having members of the workforce on board is one thing, but having them actively promote your brand and company as a positive place to work can be more powerful than many other methods.

There’s an element of authenticity that candidates connect with. As long as your content isn’t forced or dishonest, the genuine passion should shine through. And if it does, you could be on to a winner.

13. Work out the logistics of your localisation

Working across multiple territories can be a nightmare to navigate. Having processes in place to ensure that any culturally sensitive content or translations are up to scratch is important for maintaining consistency and retaining a decent reputation, both internally and externally.

Anything deemed insensitive would not only ruin your chances of a successful recruitment campaign but also demoralise employees working in that region. It’s important that no matter in the world where they are, they feel connected and represented as part of the brand.

6 companies that have nailed their employer branding strategy

We’ve discussed the key steps to building an employer branding strategy, but what do these mean in practice? Below we discuss several companies across the globe that are maximising their potential to attract, recruit and retain the best talent available through their messaging, and what lessons you can pick up from them.

Vodafone

Vodafone is a prime example of a brand that felt it was doing everything right, but after careful analysis determined they were lacking in some areas. They quickly rectified this by conducting a thorough survey across 40,000 people to find out how people felt about the Vodafone brand.

This feedback became the heart of a new employer value proposition, which has proven far more effective in appealing to new and existing talent. At the core of this is something called the “two-way deal”, which promises team members that they will get as much out of their career at Vodafone as they’re willing to put in.

We’re proud of the role that our BAM solutions have played in supporting Vodafone’s employer branding strategy, helping them deliver greater campaign materials on a global scale.

Unilever

Another of our clients, Unilever, has built the strength and success of their employer brand through their status as a leader in their industry. By focusing on materials that emphasise their notable reputation in their employment brand strategy, they present an aspirational image to potential recruits, as well as improve the motivation of their existing employees.

Plus, Unilever in recent years adopted an approach of responding to every testimonial left for their company on Glassdoor, positive or negative. This willingness to respond to employee concerns and use their reviews to improve conditions has consistently kept the company among the “Best Place to Work in the UK” rankings.

L’Oréal

L’Oréal back in 2013 demonstrated the value of placing your employees at the centre of your employer branding strategy. After passing 300,000 followers on LinkedIn, they used this as an opportunity to highlight the stories and skills of their team members across the globe, emphasising the opportunities available at their business to potential jobseekers.

As it’s well-established that people trust other people over brands, L’Oréal’s approach was an effective way to build confidence in their brand through the voices of their own employees.

Zappos

While many fashion brands utilise their social media accounts for their products, Zappos pairs this with content demonstrating the benefits of joining their team. On Instagram in particular they share a substantial amount of CSR work, employee stories and company-wide events to help their brand feel more appealing to both jobseekers and the wider public.

Furthermore, their Insider Program has been a great innovation for their employer branding strategy. This allows anyone interested in joining their team one day access to information relevant to the company, allowing Zappos to source from the best available talent.

Hubspot

When Hubspot came under increased scrutiny after being named one of the Best Places to Work in 2018, this investigation simply shone a bigger spotlight on their commitment to listen to their employees and take their feedback and suggestions on board.

This extends to Hubspot’s social media presence, where they have regularly encouraged followers to leave comments that can act as jumping points for future content. It also champions its dedication to a fun company culture, with flexible work hours and tuition reimbursement.

Heineken

Pushing a strong visual element to their employer branding strategies, Heineken in early 2019 launched their “Going Places” campaign, focusing on celebrating the stories and development of 33 of their employees across the globe.

After conducting research into the values their brand represent, the company honed in on three pillars: authenticity, transcendence and longer-term brand management. These were combined into the campaign, inspiring their existing workforce and encouraging prospective employees about the potential they can unlock at Heineken.

The future of your employer branding strategy

We hope that this insight into the best practices of employer branding strategies will help guide your way to presenting a more attractive, comprehensive proposition to prospective candidates, as well as keep your current team members engaged with your brand.

The importance of employer branding can never go understated in how it drives the future of your organisation, and establishes a workforce that is motivated, committed and inspired to be part of your company. Achieving this on a global scale is far from straightforward, but through our market-leading BAM software, your team is able to efficiently execute your employer brand strategy.

Start empowering your team with BAM today.

Corporate, Corporate communications

Demystifying the corporate creative

There is a legend about a mystical creature. It cannot be tamed, no one really understands it. It can’t be touched and it strikes when you’re least expecting it – maybe during the night, or during your shower. 

That creature is creativity. And it’s one of humanity’s most desired skillsets.

But the myth remains that creativity can’t be understood, can’t be learned and that it is just something that’s born with its claws already in you.

It’s time to demystify this creature.

What does it mean to be a creative?

Being a creative is something not to be sniffed at. Inspired ideas. Insightful concepts. Masterful creations. Art, fashion, campaigns, food, performances and more. Each uniquely manifested from a thought sparked by any number of internal and external influences. Something so exceptional, they say you’ve either ‘got it’ or you haven’t. 

But what exactly is ‘it’? 

And is our perception of what ‘it’ is, the very thing that’s holding us back from achieving our full creative potential in the workplace?

While having the right talent in the right seat is incredibly important, perhaps even business-defining, has putting creative skillsets on a pedestal somewhat restricted the inner visionary in each of us?  

Often when people think of a creative they picture a designer or artist. It’s a visual thing.

But a piece of web code that creates a new function is creativity.

And the way that code is built into a website is all part of a creative process.

Even the colour coding on the spreadsheet that’s managing that website build is creative, granted on a smaller scale.

Creativity is there at all different levels in everyday life and in business. It’s about connecting things. Finding solutions. Looking at something in a new light. And often, it’s just a matter of unlocking it. Or recognising it. And then nurturing it.

One thing’s for sure – creativity is a product of imagination, so it’s free to anyone who has one. Which means everyone.

Are constraints holding back corporate creatives?

Constraints are actually a big part of creative thinking. Coming up against barriers forces you to draw from areas you wouldn’t normally go to – it’s called global processing. Many creative types cite constraints as a big influence on their final output.

That begs the question whether, if physical constraints were removed, could marketers deliver their campaigns more effectively and without specialist support?

Time. Budget. Resources. Ability.

These are the barriers that control creative output every day. Things are done a certain way to achieve a consistent result and reduce mistakes, which means opportunities for creativity are not always built into the process. How can we ever encourage creativity if we don’t provide the tools to support it?

Now consider these four areas, identified as key to the successful implementation of creativity in the workplace:

Motivation

What do employees really want to be doing in terms of creativity? How much freedom do they seek? What drives them? Putting tools in place to help with the creative process, giving employees autonomy and sharing the vision of the company are all ways to help motivate teams to approach their day-to-day with a different way of thinking.

Inclusiveness

When there’s a platform to openly share and discuss ideas, creativity thrives. Listening to problems, finding solutions and welcoming all ideas to the table – even if they’re not right, it could spark something.  

Creative thinking skills

When an employee has a problem, encourage them to think of solutions. Even if they’re not right or possible, it will encourage them to start seeing things differently, not just seeing barriers but the ways to overcome them.  

An environment that supports creativity

The tech revolution allows for more people to be involved in shaping a brand’s creative message. Digital platforms and software make it easier than ever for us to automate parts of the creative process. Empowering teams to deliver the marketing materials needed without having to engage a designer or writer sounds impossible, but with smart templates from Papirfly, creativity is encouraged while keeping output governed.

The creative renaissance: how do corporates embrace it?

Einstein said if you want your children to be intelligent, read them fairy tales. It’s likely he knew that everything starts with an idea, and the way to foster ideas is to feed them – read more, go to the theatre, take a walk, take a break, have a shower.

Creativity can stem from anywhere in life, but people often forget the role it plays in businesses. Retail marketers can be creative about the ways they utilise their window spaces. Corporate marketers can find new and engaging ways to make their internal comms as exciting as their external comms. Employer brand teams can make sure that every piece of marketing material embodies the values of a brand, and then some.

No two businesses’ needs or employees are the same, and in order to nurture the hidden talent which remains unrecognised, we need to shed our archaic perception of what being a ‘creative’ means and recognise that there’s one in all of us. And it’s time we embraced it. 

Brand Consistency

Customer brand equity and understanding Keller’s brand equity model

Today more than ever before, it is difficult to underestimate the value of customer brand equity. It is what separates a generic local soft drink in your supermarket to Coca-Cola and Pepsi. It’s the value that a brand adds to comparable products.

Customer brand equity (also referred to as Customer-Based Brand Equity, or CBBE) relates to how your customers’ attitudes towards your brand influence the success of your business overall. If customers recognize, understand and connect with your brand, performance goes up (provided experiences are positive).

Infographic showing 88 per cent of people trust word of mouth over other marketing channels

It appears a straightforward concept to understand, but building customer-based brand equity isn’t anywhere near as clear-cut. It takes a lot of effort and nurturing your audience, but the rewards for getting it right can make a big difference to your business prospects.

Plus, measuring CBBE can offer valuable insights into your company’s performance and play a key role in guiding your marketing strategy.

Here, we dive deeper into customer brand equity and why it’s so valuable for companies to strive towards. This includes a breakdown of Keller’s brand equity model, and techniques you can apply to enhance your brand equity moving forward.

What is customer brand equity?

As noted earlier, customer brand equity represents how much the success of your brand is directly related to the attitudes of your customers towards it.

It’s no shock that loyal customers play a vital role in the success of any brand or organization – without them, it would be impossible for these to get anywhere. But their influence extends far beyond simply how much they’re buying into your products or services – it is as much about how they perceive your brand.

If customers have a positive association with your brand and use it regularly over your competitors, this will naturally have a positive effect on your business. Conversely, an overall negative perception of your brand – or if you remain unknown and not even on customers’ radar, this will have the opposite effect.

Today, people can publicly review and critique a brand’s quality of products and service within seconds. Paying attention to the strength of your customer brand equity is as crucial as ever.

In essence, customer brand equity plays a vital role in depicting brand loyalty towards your business. As acquiring a new customer is 5 times as expensive as maintaining an existing one, having a strong CBBE is likely to benefit your bottom line.

Infographic showing customer loyalty stats with profit from loyal customers, impact of retention, and cost of lost customers.

Plus, having loyal customers that understand and resonate with your brand will help generate new leads more naturally. Brand-loyal consumers are more likely to act as advocates for your services to loved ones and friends – especially valuable considering 90% of consumers claim a word-of-mouth recommendation is a leading influence on their purchase decisions.

This makes the value of your customer-based brand equity essential to the strength of your company as a whole. If this is managed well and harnessed effectively, you can make a big impression on how successful your business is operating.

Equally, an understanding of your customer brand equity can provide insight if your brand is not connecting with consumers in the way you anticipated. Identifying this can encourage a change in strategy or approaches that develop a stronger, more positive association between your target audience and your brand, leading to repeat business and loyal advocates.

Brand equity vs customer equity

Brand equity illustrates the worth of the brand, i.e. the value added to a product by branding it. Customer equity relates to lifetime values that are important to consumers.

Both are linked by a strong focus on customer loyalty, and the value of having a dedicated customer base in determining the overall worth of a brand. But, what makes customer brand equity a key focus is its direct connection to the financial impact customers have on an organisation as a whole.

Therefore, building customer-based brand equity achieves the critical aims of raising the value of your brand, while also giving insight into what your customers want and expect from your company.

The Keller Brand Equity Model

The standout CBBE model was developed by Kevin Lane Keller, a Professor of Marketing, in his 1993 book Strategic Brand Management. Through this model, Keller looked to illustrate the journey of customers’ relationships with brands – from recognition at the bottom, through to resonating with the brand at the peak.

As depicted in the above image, Keller identifies 6 components that contribute to customer brand equity, and thus how customers think and feel about a brand overall:

  • Salience
  • Performance
  • Imagery
  • Judgements
  • Feelings
  • Resonance

Here, we’ll cover these in greater detail and the role each plays in creating customer loyalty towards a brand.

Who are you?

At the foundation of the brand equity pyramid is salience, which represents how aware people are to the existence of your brand in general. This is the essential first step in building customer brand equity – if people don’t know about your brand, it will be hard for them to form an opinion about it one way or the other. This section carries the weight of the rest of the pyramid.

Of course, this stage is about more than ensuring people have some recognition of your brand; it must be the right recognition. At this first instance, it’s important you give people a clear, consistent and accurate depiction of your brand’s identity, as without this they will have little chance of progressing further up the pyramid.

To make the biggest positive impact on your customer brand equity at this level, you should conduct thorough research to get a clear understanding of your target audience, and what they are looking for out of a company that provides your products or services. How do they decide between your brand and another competitor?

Once you have established this, it is important that your awareness efforts:

  • Hone in on the pain points/interests that matter to them
  • Are placed on a platform that they interact with often
  • Are consistent across all channels you choose to market o

What does brand salience mean for your marketing team?

The people inside your organization must live the brand first, in order to help your audience recognize, trust and remember it. A brand portal becomes essential, acting as a single source of truth.

A well-structured showcasing of your brand identity includes ready-made campaign assets, tone of voice guidelines, or any content creation templates they can use. Everyone can visualize and represent the brand – employee, partner or stakeholder – with 100% brand consistency from day one.

What are you?

The second level of Keller’s CBBE model is divided into two segments – performance and imagery. Performance covers the actual features and capabilities of your products/services. This encapsulates:

  • Functionality
  • Reliability
  • Style/Design
  • Price
  • Durability
  • Customer Service
  • Customer Satisfaction

Consequently, if your product delivers on the promises highlighted in your brand awareness campaigns, then it should lead to positive experiences which, in turn, drive customers further up the brand equity pyramid. If it doesn’t deliver on their expectations, then you risk them falling away altogether.

This is why authenticity is more than just a buzzword when it comes to customer-based brand equity – it is central to encouraging loyalty and establishing long-term relationships.

Alongside performance is imagery, which is more about how your brand meets your customers’ social and psychological needs. Think of your brand as if it were a human – what would they be like? Is it strong and tough? Is it sensible and sophisticated? Is it quirky and exciting?

Brand imagery is what people think when they see your brand. It is about how happy they would be to be seen associated with your products as a result of its reputation.

How effective this proves for you will come from initially discussing your brand values and which you consider relate to the interests of your customers. How important is the environment for them? Do they care about their local community? Finding the answers to these and other questions will help you project an image customers can get on board with.

How can your marketing team show customers your brand meaning and brand features?

Ensuring every visual, message and asset reflects who you are as a brand – consistently and without compromise – requires fast and reliable access to the right materials, tailored to their roles and regions.

A Digital Asset Management (DAM) system is key to making this possible. It centralizes all approved assets in one place, making it easy to locate, share, and use brand materials that align with your identity and values. When your DAM reflects your brand’s meaning with structure and clarity, your teams are empowered to deliver content that will resonate with audiences and is the starting point to evoking an emotional response.

Invitation to download Papirfly’s Buyer’s Guide

What about you?

The third strand of the customer-based brand equity pyramid is also split in two, covering both judgement and feelings. These both relate to what people feel towards your brand, and the impact this has either positively or negatively.

First, judgement is about the opinions that people form about your brand. This could be good, like if someone considers your products reliable or handy. Or it could be detrimental, as in somebody judging them to be cheap or ineffective. And while you might disagree with their assessment, they still carry a great deal of weight.

Typically, the judgement of a brand breaks down into four segments:

  • Quality – the brand’s actual/perceived quality
  • Credibility – the brand’s reputation
  • Consideration – the brand’s relevancy
  • Superiority – the brand’s status against competitors

Plus, someone doesn’t have to even experience your brand first-hand to be affected by judgements – they can form an opinion simply through word-of-mouth.

To combat the potential problems of negative judgements, it’s essential your company is responsive to any complaints or issues that customers may have. Having access to software that can quickly turn around relevant marketing materials is extremely helpful in these circumstances.

Also, if these persist, it gives you just cause to reassess your brand and if it is delivering as it should be.

The other half of this equation is feelings, which unsurprisingly covers how people feel about your brand. According to Keller’s brand equity model, there are 6 positive brand feelings that companies should be aspiring to:

  • Warmth
  • Fun
  • Excitement
  • Security
  • Social approval
  • Self-respect

While your brand might not appeal to all the emotions listed here, it should focus on at least one and make sure customers feel that when they interact with or consider your brand.

Associating your brand with positive feelings and judgements is crucial for building customer-based brand equity – it grows trust and helps form a strong, lasting relationship between your company and your customers.

Remember – eliminating negative feelings and judgements is a tall ask once they’ve planted roots, so trying to instil positivity from the outset is very beneficial.

How can marketing teams quickly respond to affect how your brand is perceived?

Perception can shift in moments. Reacting to a crisis, capitalizing on a trend or addressing customer sentiment – the ability to act fast is non-negotiable.

When perception is shaped by how fast and authentically you show up, having the tools to act with clarity and control gives your brand a critical edge, such as flexible design templates. You need your frontline teams to create marketing content that can be localized, while fully on-brand in look and feel, with your brand’s tone and values in tact – reinforcing credibility and trust in real time.

Discover Templated Content Creation

What about you and me?

Finally, we reach the ‘Holy Grail’ of customer brand equity – resonance. This is the stage where customers are more than just aware of your brand and buying what you’re selling – they are advocates for your brand. These are the customers who go out on your behalf to introduce others to your company.

It is unquestionably the most difficult level to reach, but it comes with the greatest benefits. In Keller’s model, he breaks resonance down into 4 categories:

  • Behavioural loyalty – how habitually a customer buys from your brand
  • Attitudinal attachment – the love and connection people feel towards your brand
  • Sense of community – the bond that customers feel towards others who use your brand
  • Active engagement – how engaged people are with your brand even when not purchasing from it (e.g. social media follows, marketing events, online chats, etc.)

Achieving resonance with customers is a tall order, but there are numerous incentives that you might want to consider to encourage lifetime loyalty with your audience:

  • Exclusive offers for customers who have signed up for emails
  • Loyalty cards
  • Points-based rewards
  • Free/limited-time experiences
  • Shareholder potential
  • Community forums
  • Charitable donations/events

These are just some suggestions of what you can do to achieve this rarefied level of relationship with your customers. As highlighted, it doesn’t take many people to reach the summit of the customer brand equity model to make a significant difference to the strength of your brand and your business as a whole.

Measuring, managing and perfecting customer brand equity

Now you have a deeper understanding of what customer-based brand equity is and what Keller’s model represents, you can start to consider techniques and approaches to track this information and help move people onto the pyramid and up the tiers over time.

Conducting regular research into the changing trends and feelings of your audience, as well as distributing feedback surveys, can help you determine whether your brand is leaving a positive impression on your audiences. Alongside this, when measuring customer brand equity, you should turn attention to your:

  • Financial metrics
  • Brand ‘buzz’ metrics
  • Consumer metrics

These will give you a clearer sense of how your brand is perceived, and the impact this is having on your business prospects. By keeping tabs on these insights and focusing on the four tiers of Keller’s brand equity model, you can make a significant uptick in customer loyalty and subsequently expand your company’s bottom line.

Beyond that, it is simply a case of delivering branded materials frequently, authentically and consistently. Each of these characteristics is crucial for enhancing your customer brand equity over time, so finding ways to make this seamless and straightforward for your company should be a top priority for your marketing teams.

Explore how to build brand equity. Step by step.

Take control of your content and help your teams resonate with every customer. Explore now.

Retail Marketing

In-store advertising and your retail marketing strategy

Every retail marketing campaign has several steps in place to generate leads, grab the attention of customers and make the final pitch for a potential sale. Understanding the importance of every step and how to properly execute each separates businesses with the strongest bottom line from the rest.

If you run a physical brick and mortar facility, in-store marketing makes up a key component to the final step in your marketing campaign. It should function as the closer for the advertising team.

However, before you dive headfirst into in-store marketing specifics, you need a wider understanding of your marketing strategy and identify how each step leads consumers to your doorstep.

The varying steps of a full marketing campaign

In any great marketing campaign, there are several steps in play. You need to wow customers with a product or deal, promote them into visiting your store, and then close the deal by presenting the consumer with an item they simply can’t live without. With all of these important steps, how can you possibly cover it all in a single advertisement? You can’t.

Each of these different steps should receive attention in varying stages of the marketing campaign. The wide advertising net you cast initially, whether it’s social media, Google Adwords, on local television stations or even billboards, should showcase a product or service you wish to sell. You may also decide to include extra incentives for consumers to visit your store by mentioning your special offers.

The final stage of your marketing strategy should focus on customers inside of your store. The previous steps of the wide advertising approach have brought them into the store, you now need to close the deal using in-store marketing. The customer is already interested in what you have to offer, after all.

How in-store marketing is used

The customer is interested in your product. It’s why they are inside the store. So what should this final bit of advertising do to secure a sale? Realistically it should do whatever it takes to just nudge them over the edge. This may depend on your key demographic and what is important to them.

However, there are a handful of common retail marketing staples you can pull from in order to make sure each of the varying demographics finds what they are looking for using retail advertising.

Nearly every retail outlet will see at least some share of thrifty shoppers. These are individuals who only purchase discounted products or extreme deals. They will not necessarily spend much time looking for the specs of an item or what it can offer. Instead, they just want a great deal. While other consumers are interested in saving money, these individuals will only purchase the product if the deal is greater than usual. In-store advertising is needed to direct these shoppers to deals with attention-grabbing signage.

Other shoppers want the decisions made for them. They don’t want extreme choices as it may confuse their shopping ability. Due to this, highlighting the best of all available products is beneficial. For those shopping for gifts (someone shopping for someone in your key demographic), make it easy for them to understand and point out why the target audience likes the product.

Testing marketing posters

In-store advertisements, such as marketing posters, should be rolled out on a small scale initially to see what draws the attention of customers and boost conversion rates.

Be mindful of lighting, positioning and viewing angle. Does it catch the eye from where your customers will be passing? People who are looking for a deal are using their eyes to orient themselves so make it as easy as possible to identify and interpret your offer. Will they quickly understand which product is advertised and what the deal is?

How would you measure poster campaigns? The simplest way is to look at the sales figures for the relevant products before and after you make the change, but ensure all other offline and online campaigns are stable. This ensures the data is clearer to compare.

Also, training is key to maximise the benefits from an in-store campaign. The people in your store obviously need to be aware of the campaign but also know how to respond to customers who are interested in the deal you are proposing. They may also need to be ready to answer questions such as how long the offer lasts. Interacting with curious customers is also a good opportunity for upselling and add-on selling and by being aware of all current campaigns the salesperson can help the customer add more good deals to their purchase.

When you run a physical storefront, retail posters make up a key component to the strength of your campaign. By implementing storefront posters as not just a way to attract already interested consumers but as a means to closing sales, you’ll unlock the true power of retail advertising.

So keep in mind the full breadth of your marketing campaign and use each detail as a building block towards improving the foundation of your advertising presence.

BAM, Brand Activation Management

The phenomenal power of workplace empowerment

Imagine the potential of a workplace where employees are more confident to make decisions; a place where they are more accountable, more satisfied and where problems are resolved much faster. It might seem like a corporate pipe-dream, but these outcomes are just some of the benefits of a successful workforce empowerment model.

Is it a coincidence some of the world’s largest brands, such as Disney and Google, are also among the biggest practitioners of workplace empowerment?

While the idea of employee empowerment is considered a current trend, the concept is not new. And these days many businesses realise that its staff is their company’s biggest asset. Having the right people in the right seats is priceless. After all, a business is only as good as the people running the day-to-day.

What’s more, front-line staff are the only ones who truly understand how most company processes work. Working closely with customers, for example, gives these employees unique insight into how the company operates in a real-world situation. They’re often well-placed to benefit business decisions.

So what do unempowered workplaces look like?

High staff turnovers, low morale and unhealthy levels of stress can all stem from a lack of empowerment. If employees aren’t trusted to deliver their responsibilities without the need for micromanagement, or conversely are tasked with delivering beyond their capabilities, they can begin to feel dissatisfied and disengaged.

A 2019 study by CENSUSWIDE revealed that more than a third of employees interviewed felt undervalued and would not recommend their current employer to friends. If those employees had felt more empowered in their workplace, would this number be so high?

Often the usual command and control style of management sees an employee waiting to be given empowerment by a manager.

But proper empowerment means an employee is self-directed and has control of the areas of responsibility for their job role. They’re trusted, they understand the business goals and they have the tools to deliver successfully. This devolution of power makes employees more accountable for their work and workloads, ensures problems are resolved faster, and for both managers and employees, time is freed up.

Saving time means increased output, which could equal a positive impact on the business’s bottom line.

Embracing empowerment – how to deliver a happy staff

True empowerment comes from the individual’s ability to exercise authority within their job role… but only if management gives them this opportunity. This can only come about through significant change, which needs to happen at three levels – the organisational, managerial and individual.

At organisational level

The vision and purpose of the company must be communicated. If managers and individuals don’t understand where the company is going, they will never truly know what they’re working towards. Managers and individuals should also be consulted during the decision-making that affects the way they work. If sweeping changes are made and they were never consulted – how can they ever feel empowered?

At managerial level

Important company information needs to be shared with individuals, autonomy within roles needs to be created, and managers must be prepared to listen, digest what is happening and decide on the next steps. What are the recurring problems? What would help the team be more productive? Working together, determine the tools, resources and processes they have and need in place to overcome the barriers they’re facing.  

At individual level

The employee needs to feel they have the ability to exercise authority within their job role. They need tools in place to deliver their job effectively. Whether that means having a team around them, software that automates part of their job or KPIs to work towards, tools can take many forms.

Why managers have the biggest role to play

When you’re the one that has the day-to-day responsibility of ensuring teams deliver, it falls to you to give them what they need.

And because empowerment isn’t a one-size-fits-all approach, each distinct role is going to require something different. Speaking to your employees is always the best place to start, but there are some things you can do right now to start making a difference… 

Loosen the boundaries

Trust is an important thing. Trust your staff and, little by little, they will grow in skill and confidence. Find what someone does best and let them do it their way. Your success depends on it.

Listen, listen, listen

In some cases, many grassroots staff have more knowledge of day-to-day processes than senior executives. That’s not to say they will have all the skills to solve the problems they bring to you, but they will understand what and why they’re being slowed down

It’s also important to remember that listening also means checking with employees that they’re comfortable with any extra responsibility. If what you’re asking of them doesn’t align with their personal goals, the result could be negative…

Give positive feedback

Everyone likes being told when they’ve done well. And a job well done needs praise. A job done not so well needs constructive feedback too, but remember to allow for mistakes that aren’t crucial. Learn from them. Put things in place to stop them from happening again.

Time and space

Give employees time to experiment and time to learn.

Micromanagement, the polar opposite of workplace empowerment, is nearly always received negatively, even if it’s practised unintentionally. The outcomes for staff working under a manager with this trait are feelings of demotivation, being stifled and a general focus on the wrong priorities. Another perhaps overlooked element of a micromanager is the toll it can take on the health of the manager themselves. Space to breathe is a win-win for all.

Employee empowerment works, so why aren’t we all doing it?

In the fast-moving world of business, the need for quick decisions and actions can easily get in the way of creating an empowered environment for employees, even when managers believe it’s the right thing to do.

It’s not instant, and it may not feel tangible at first. But over time when teams feel empowered, employee output is increased, they feel happier, and morale rises.

If implemented correctly, managers will see increased confidence to complete tasks over time. Any problems will be addressed and likely rectified a lot sooner, allowing projects to move forward at pace. Furthermore, if employees are enabled to solve their own problems, it will allow managers more time for high-level business areas such as strategic thinking.

But even better for an organisation is that a fully empowered staff is more likely to attract the right kind of employee in the first place. Empowered employees radiate competence and happiness, and that’s a fantastic message to send out to new recruits.

Many businesses today recognise the potential of workplace empowerment and its effect on staff motivation, happiness and corporate profits. But to truly be successful, empowerment must be embraced company-wide – at the organisation, manager and individual level. Sometimes we need to work together now in order to achieve more autonomy in the future. There’s definitely no ‘I’ in team, but there sure is power in empowerment.

Retail Marketing

Social selling – Consumer vs shopper – Who is the audience?

Marketing and selling have taken a rather drastic turn in recent years. While advertising online has existed in some shape or form since the 1990s, social media has turned it on its head. Social media serves as an incubator for relationships of all kinds. While initially started for the primary function of connecting with friends, successful businesses fully take advantage of the selling potential found within social media.

Known as social selling, the process develops a relationship between the buyer and seller. With so much effort directed towards social selling, how can a more traditional shopper marketing campaign survive? Very easily, to be honest. It just takes some careful planning and proper execution.

The difference between consumer and shopper

Retail marketing focuses on brick and mortar retail but is not limited to in-store marketing and takes into account that the shopper and the consumer may not be the same. If the wife buys the food on her way home from work and the husband cooks supper (or vice versa), clearly the shopper and the consumer are two different people. If a child wants a new collar for the dog but the parents are buying it, there is another split between roles. This affects how the consumer plans ahead and what the shopper actually buys.

During a “store pickup” customer journey, where an online consumer is also the shopper during the initial stages of shopping, and may have been converted through social selling, the shopper who actually picks up the products at the local store may be a different person. This is where traditional brick-and-mortar sales and marketing tactics can really shine.

Upselling to the shopper by introducing upgrades and cross-selling where the shopper adds additional products to the basket before proceeding to the final checkout are tactics that can make “store pickup” a very valuable strategy. Upselling and cross-selling are not limited to interactions with a salesperson, such as “would you like a belt with those trousers?”. Displays and packaging, category management, posters and store layout all play a role in increasing the value of each customer.

Social selling needs to be an integral part of the brick and mortar shopping experience. For shopper marketing, the social part will be more targeted towards the consumer who may or may not be the shopper, while the in-store experience is 100% focused on influencing the shopper. Social selling can help the consumer direct the shopper to your stores and may even help the consumer by providing a pre-made shopping list for the shopper.

Remember analytics

One of the beautiful aspects to the Internet is all the data it provides. Analytics can provide a lot of information about the interests of consumers and the buying habits of shoppers. Using this information can help you develop campaigns that convert both consumers and shoppers.

In the age of social selling, you don’t need to completely rely on Google and Facebook to market your storefront. All you need is to properly understand your demographic and design customer journeys that cater to consumers and shoppers alike.

Marketing

Marketing – What is marketing in business? Is it important?

Marketing is all around us. In our inboxes, on the side of the roads, on our televisions. 

When the whole world has a product, service or idea to sell, only the strongest marketing strategies and creatives will be enough to cut through the noise.

It goes without saying that to grow into new markets, increase leads and raise brand awareness a business needs a successful marketing strategy in place.

To deliver an effective strategy, you either need an agency by your side that truly understands your business needs, or an in-house team that will help you to strategise, plan, execute and review your activity.

What is marketing?

Historically, types of marketing have been split into two overarching categories, traditional and digital. Traditional marketing includes anything from newspaper advertising and billboards to radio and direct mail. Digital marketing includes things such as Pay Per Click (PPC), Search Engine Optimisation (SEO) and social media marketing. One of the most significant differences between these two categories is that the latter provides much greater tracking of campaign effectiveness, whereas traditional methods are incredibly hard to quantify.

While digital marketing is certainly on top, traditional very much still has its place in the world. For example, if you were to promote over 70s life insurance, you’d likely be more inclined to use traditional channels to reach them over digital.

A definition of marketing

The concept of marketing means different things to different people. In a nutshell, it’s the what, why and how you communicate your product, service or idea to your target audiences. 

In principle, you have a marketing strategy that includes your channels, audiences and personas, messaging strands, creative concepts and distribution calendar. But as the marketing landscape becomes ever more complex, it takes a dedicated team to constantly adapt and refine your digital and traditional marketing campaigns to stay ahead of the competition.

Most online definitions do tend to agree loosely that marketing revolves around the customers. And that’s important. From the initial concept of a product or service to the sale and aftercare, the customer should be at the heart of your business and marketing strategies.

People may come from different cultures and consume promotions in different ways. But what remains a constant when looking at marketing strategies is finding a way of communicating your sales message in a way real people will relate to. People don’t want to be sold to, they want to be informed, engaged and entertained. The art of selling through marketing is all about how you communicate.

People care about what your business can do for them. It’s about turning an insight, a pain point or a USP into something tangible for them. For example, you wouldn’t say ‘our design company is the coolest ever’, but you might say ‘fresh design that will bring your brand into the 21st century’.

 

The Four Ps

Known as the marketing mix, the traditional model of marketing used the Four Ps. These were:

  • Product
  • Price
  • Place
  • Promotion

When services, as well as a product, became marketable, the Four Ps developed into the Seven Ps and included:

  • Participants
  • Physical Evidence
  • Processes

Then digital marketing made the experience of buying more personal. Consumers expectations increased exponentially. And while the marketing mix remains a reference point, it became only a small part of a much wider conversation.

 

The Four Cs

As the digital age advanced the Four Ps were seen as lacking and a modern version, the Four Cs evolved.

  • Consumer
  • Costs
  • Convenience
  • Communication

Here the focus changed from creating a product that a target group of customers wanted to buy, to creating products that satisfied a customer need.

Costs were still meant to cover overheads, but customers would set prices based on what they were prepared to pay. Marketers had to think about the cost of a consumer switching to a competitor.

Convenience meant making it as easy as it could be to get the product in your customers’ hands. And instead of promotion, communication became a two-way street. It was a conversation – “Hey brand XYZ. Do you know what would be really useful to go with that product I just bought?”

With the pace of change in online promotional techniques, it’s no longer a nice principle to put the customer at the heart of everything. It’s a necessity

Marketing techniques

Digital marketing software is constantly changing the environment, blending online and offline experiences into one journey. And as this collection becomes more and more exhaustive with the development of new technologies and platforms, discovering ways to streamline the marketing process has become increasingly valuable.  

Without these, it would be exceptionally difficult for organisations of any size and experience to keep tabs on the extensive range of channels they can use to engage with their audience.

Here are just some of the common types of marketing companies today should be looking to utilise:

Internet marketing

Internet marketing is a more generic term to describe all aspects of promoting a business through the internet. Internet marketing might include using affiliates to generate sales in exchange for a commission or retargeting adverts that follow consumers around sites. As well as the other aspects of online marketing, explained below.

In-store marketing

Promoting your business or product in-store could mean handing out samples, the use of posters and point of sale, a catalogue or having a shop-in-shop experience.

Search engine optimisation

Having a site that ranks well on search engines, such a Google and Bing is important. SEO is the process of helping a site be optimised for getting great search results.

This includes keyword research, which uncovers the words and phrases that consumers are searching for, then building site content around those words. The ones that return the best information for customer search queries get ranked higher and visited more.  Link-building to that content is another key aspect.

Content marketing

Creating good content builds relationships and gets you ranked well in search engines. But you want to promote it too. This might be through other sites or bloggers and if it’s great it might get a link to your site from a high-ranking newspaper site. 

Social media marketing

Social media offers a huge marketing opportunity. Most platforms have monthly visits into the 100s of millions, so the reach is massive. Here marketers generally use a blend of organic posts and paid adverts to promote their businesses.

Search engine marketing is marketing to get yourself ranked highly in search engines. Whereas SEO is about building a site to get great returns in a search engine, SEM uses paid channels to achieve similar results. This means using paid-for strategies such as AdWords, or PPC as its also known. Like SEO keywords are crucial and you have to account for other factors such as ‘does an advert link through to the right page?’. These affect your quality score, which is a factor in how high up the search results your advert is displayed.

Video marketing

YouTube has become a powerful video marketing channel. Some businesses place adverts at the start of YouTube videos, that click through to the advertiser’s site. But there’s also an opportunity to use videos in an organic sense too. Many businesses create ‘how-to’ guides’ and as Google displays a snippet of the best videos at the top of its search results, as a business you have an opportunity to create videos that get ranked on the first page of Google.

Print marketing

These are the more traditional forms of marketing that would include newspaper adverts, billboards and flyers. Catalogues are another form of printed marketing, as are point of sale and posters.

Word of mouth

Word of mouth is one of the most powerful marketing tools there is. A good recommendation goes a long way. A more formal version of this would be a refer-a-friend scheme, where the referrer gets a reward for introducing the new customer to a business, and the referee gets a discount when they buy. PR and online reviews are other aspects of this.

Why marketing automation is important

The world of marketing is vast and ever-growing. Having things in place that can automate complex processes can help you relieve the burden of time-consuming and menial tasks, and allow you to collate, manage and analyse the data that’s collected alongside it.

There are many tools out there that can make your team’s lives easier, ranging from email marketing platforms, keyword research tools, design programmes, social media publishers and more. The landscape is vast and there’s no limit to what you can achieve with the right marketing automation tools at your disposal.

What is digital marketing?

Even more people are spending time online. And remember the third C in the four Cs marketing mix – ‘convenience’. Putting these two pieces of information together means getting your product in front of the customer in a way that’s convenient for them.

Digital, in a traditional sense, really means promoting online. But don’t think of digital marketing in a purely online environment.

An example is a printer sending a report to the supplier that you’re out of ink. You pay for a subscription and get the ink replaced when it’s needed. As a consumer you likely don’t care about online or offline, you just care about not running out of ink.

So, when creating your digital marketing strategy, you will need to consider how each element plays its part in your marketing campaign and business goals.

The digital landscape

So digital marketing really is the set of tactics needed to connect with customers where they spend the most time. These tactics may include:

  • Search engine optimisation – optimising your site to rank high in search engines, such as Google
  • Search engine marketing – using AdWords and other PPC,
  • Online ads – using social media, PPC, retargeting, or adverts on sites YouTube
  • Affiliates – a link to your site in exchange for a portion of the sale, or promoting on voucher sites
  • Social media – using organic posts and adverts
  • Blogs – writing website content for your site or guest blogging on other sites
  • Emails – building a database of email addresses that you can remarket to and automation of sales emails in the customer journey
  • Mobile apps – placing adverts in games and apps on smartphones
  • SMS messaging – sending texts to prospects and customers

As pretty much everything to do with digital marketing can be measured, it’s a great way to refine and improve campaigns. One subject line worked better than another? Why? Was it a particular word? Was it the offer? How can we replicate this for future campaigns?

Measuring your success allows you to refine any messages, remove the ones that aren’t working and improve on the ones that are. You can also work out where the budget is being spent most effectively.

The problem is, without a dedicated team or employee, could digital mean data overload – are you filtering out what’s important, and when it comes to qualitative data, has it been interpreted properly?

But offline and online are all coming together into one big marketing mix. Online would traditionally be when a consumer is sat in front of a computer screen. Offline is when they aren’t… but the lines have blurred. And this blurring is known as online-to-offline marketing.

Online-to-offline – O2O – is this where marketing is going?

Customer journeys aren’t just made offline, or online. Today they’re just a journey. A person shops in-store but buys on a phone while there. They buy online and collect from a nearby store. It’s sometimes called O2O marketing, or online-to-offline.

Other examples of this type of marketing would include:

  • Interactive Billboards
  • Digital product demos and samples
  • Radio adverts
  • Sponsoring television shows
  • Televisions ads
  • Tele-shopping
  • Phone marketing
  • Cold calling and following up with an email
  • SMS (text message) marketing
  • QR codes

It’s an all-encompassing journey where the only consistent thing is the customer, and of course, your brand.

What is direct marketing?

When you sell directly to a customer it’s usually a form of direct marketing. When you look at the difference between this type of marketing and advertising as another form, think about the difference between a push and a pull.

Advertising pushes out to an audience. The job of direct marketing is to pull in a response – for example, a website or in-store visit, an invitation to send for more information, or to generate a sale. Traditional adverts can be direct response too.

Direct Response Television is also very popular. The long-form version of direct response television was once known as the infomercial, those seriously clever 28-minute ads that have you reaching for your wallet in no time. The demographics of direct television respondents show that 79% are homeowners aged between 35-45 and 53% are professionals – perhaps not an audience you’d expect to see?

The other most common forms of direct response are:

  • Brochures
  • Direct mail
  • Flyers/leaflets
  • Newsletters
  • Postcards
  • Mailers/letters
  • Coupons
  • Emails
  • Targeted online display ads
  • Phone calls and SMS text messages

Junk mail is perhaps the most famous form of direct mail. More politely known as circulars, these are the speculative letters that tend to pile up on your doorstep if you don’t tackle them daily. Most organisations with a good blend of marketing channels frequently use them.

While the marketing focus is undoubtedly on digital, some companies still use circulars because they work for themGoogle, Apple and Ikea are some of the big names that use direct mail.  It’s highly trackable, is great for supporting a digital campaign and increases your ROI.

When you’re being bombarded by a digital world, with ads, emails and retargeting it’s perhaps a good strategy to stand out in a different way. And it’s harder to ignore something physical, compared to say email, where for consumers it’s a case of easy come, easy go.

With a direct mail piece, there’s an incredible opportunity to be highly creative too, but of course, all effective direct mail starts with data.

Creating effective direct mail

Make sure your data is good – people move and old addresses really won’t help. What’re more people get disproportionately upset when their name is spelt wrong on junk mail. And make sure you’re compliant with laws such as GDPR. While you don’t need explicit consent to send direct mail, you do need to make sure there is a legitimate interest. Has that person visited your store? That’s a legitimate interest in what you have to say.

Personalise – you’ll see an increase in opens and therefore an increase in responses, but go beyond a first name. Marketing software allows all sorts of levels of personalisation, such as personalising images. Make your customers feel special.

Targeting – similar to having good data, your targets need to be good. Bad data is a risk with buying lists, as people may have signed up in exchange for the chance to enter a big prize holiday, but not be interested in what you are promoting. Selling fences to bricklayers just won’t work, even if your creative is award-worthy.

Test different approaches – testing and refining is key to effective direct mail. Business who have tested different messages, even tested whether to include a pre-paid reply envelope or not, found a winning control and then run with it until it’s beaten.

There are three key messages to take away here if and when considering direct mail: weigh up whether it’s a cost-effective route to your audience, testing is always best, and don’t fix what isn’t broken. When you have a winner, don’t discard it until it’s run its course.

What is content marketing?

Websites and social media, they’re all about content. Content is king, wrote Bill Gates in 1996. And it is (even if that phrase has been somewhat overcooked).

But if content is king, context is queen. In a world where non-marketers can create a video on their way to work, are we suffering from a content overload?

Brilliant website content is not about creating reams of rich media or delivering highly creative yet ineffective marketing pieces. Done well, content is a strategy not a tactic, that generates leads or brings in new ones.

Some organisations’ financial departments may want to see content as an immediate means to generate a sale and look for a return on their content investment. But content is about creating an ongoing relationship and helping to define your brand’s personality. It’s a marketing strategy to support sales, and it won’t work in isolation.

The content marketing institute defines it like this:

“Content marketing is a strategic marketing approach focused on creating and distributing valuable, relevant, and consistent content to attract and retain a clearly-defined audience — and, ultimately, to drive profitable customer action.”

They suggest these five core elements for creating a proper content framework.

  • Purpose and Goals – why you are creating content, and what value it will provide?
  • Audience – who you are creating content for, and how they will benefit
  • Story – what specific, unique, and valuable ideas will you build your content assets around?
  • Process – how will you structure and manage your operations in order to activate your plans?
  • Measurement – how you will gauge performance and continually optimise your efforts?

What outcomes can you expect?

Content isn’t designed to be a replacement for any of your other marketing efforts. Instead quality content will make those work better and more efficiently, by providing genuine value to your existing audience and prospects.

What makes good content?

Understanding your audience is important. So are these: 

  • Make it original
  • Write brilliant headlines
  • Is it practical advice that readers can actually use?
  • Is it engaging, thought-provoking and accurate?
  • Make every word count. That means losing the fluff
  • Videos and images are crucial
  • Keep it entertaining, show your expertise and make it worth the time to read 

Some basic content marketing metrics

A general rule in marketing is having measurable goals. These are some useful metrics to measure your content marketing success against your goals:

  • Users – showing the number of unique visitors to a particular page
  • Pageviews – shows how many times a page is viewed
  • Unique Pageviews – shows the number of times a page was viewed during a session
  • Location – useful for creating and marketing customised content for specific audiences
  • Source/Medium – shows which channel your content was consumed, so you can tailor what you create

But it’s key you set goals with actionable metrics.

What is social media marketing?

Social media marketing is huge. Once just a single ingredient in the marketing mix, its significance and effectiveness have grown – now the largest companies have teams of people dedicated to social media marketing strategy.

For example, Facebook, Twitter and YouTube will be among the best ways of reaching out to generation Y, if that’s your target audience. LinkedIn is the best way to attract professionals.

Although each social media platform was created with a different function or aim, the term social media marketing is about getting traffic or attention through them.

Marketing through social channels will include a mix of paid adverts, posting organic content and perhaps paying to boost organic content, to get it in front of more people. Social media is also where people have conversations.

But it’s not single direction marketing, from brand to audience, instead it’s a 360-degree experience with the audience at the centre.

Social media strategy

A social media strategy, on the face of it, is not so different from others. You need to:

  • Set achievable goals
  • Understand your audience
  • Define your metrics
  • Monitor the competition
  • Create and curate engaging content
  • Prioritise timelines
  • Test and refine

Take as an example the differences between Twitter and Facebook. Twitter is a short update site, whereas Facebook allows videos, images for the full sharing of personal experiences.

Broadly speaking, a powerful social media strategy is good for:

  • Increasing traffic to your website
  • Increasing website conversions
  • Brand building and awareness
  • Talking to your audience

Social media strategy tips:

Here are some general tips for marketing on social media:

  • Don’t start without a strategy
  • Look at what other people are doing, look at what’s been successful for competitors and see what you can learn from that
  • Use social to support other marketing campaigns
  • Use social media for getting customer feedback about products or testing new lines
  • If your business is online, ensure you have the infrastructure in place to provide customer service on social media. Some people only use social to contact businesses
  • Encourage customers to tell the world if they’ve had a good experience with your company
  • Listen to what people are saying about your business, your competitors or your market
  • Let people buy direct from you with social shopping
  • Use retargeting when someone leaves your site or shop without buying

Facebook marketing

One of the biggest and you should definitely be active here. Facebook is informal and relaxed. So don’t make it all about product sales. Having said that 97% of companies that use social advertising chose Facebook as their most used and most useful social media platform. And the 25 to 34 is the most common age demographic.

Do:

  • Create a business page
  • Post images and videos
  • Consider running ads and boosting posts to support organic content

Twitter marketing

Twitter is good for communicating, and its limited character count is designed to keep conversations short, snappy and focused. Many have found it to be an extension of their customer services too and 88% of social advertisers use Twitter. Keep your content varied and don’t be sucked into posting the same here as on other social channels.

Do:

  • Keep up the dialogue
  • Follow influencers and people in your industry
  • Retweet positive customer experiences

YouTube marketing

As well as being the number one portal for video, it’s great for marketing. Share videos from YouTube to other channels, and if you have a great video strategy you could find yourself at the top of Google SEO rankings in the video snippets.

Do:

  • As with site content, make video content useful
  • Create ‘How To’ and instructional guides
  • Viral is great but don’t focus on it – focus on being authentic

LinkedIn marketing

It’s social media for career professionals. It’s where industries talk, share information and share jobs. Employees network here too. LinkedIn says that 630 million professionals use its tools and that it’s rated the number 1 platform for lead generation. 80% of social media B2B leads come from LinkedIn. If you’re a brand looking to hire staff or generate business, you can’t afford to ignore LinkedIn.

Do:

  • Try to establish yourself as an expert
  • Earn recommendations
  • Join groups/create your own
  • Post high-quality content

There are a lot of social sites, and each has its own very specific set of rules from character count to image shape and size. To effectively market on these channels, you’ll need to learn the functional basics, as well as develop the content appropriate to each.

What is a marketing strategy?

Most major marketing plans start with a blueprint, to take them through from start to finish. And an important starting point in any marketing endeavour is to be realistic about where you are. 

The Four Ps or Four Cs, as mentioned earlier or the more detailed Seven Ps, a variation on the 4Ps, are all versions of a marketing strategy. A marketing plan combines all the strategies, based on the organisational objectives.

Marketing strategies are unique to your organisation’s goals and set of circumstances. But having a framework is a good place to start. The marketing framework known as SOSTAC is a popular one.

Developed in the 1990s by PR Smith, SOSTAC is an acronym that stands for:

  • Situation
  • Objectives
  • Strategy
  • Tactics
  • Actions
  • Control

This framework can help you develop marketing strategies with a view to writing marketing plans.

What is a marketing plan?

Situation

Before understanding where you want to be, it starts with understanding where you are. And success depends on you being realistic too.

Carry out a SWOT analysis – strengths, weaknesses, opportunities and threats – these mini-plans help give you an overall view of where you are, and also can inform your plan as to where you need to focus. Is a threat a new competitor’s service? Is there an opportunity for a new line? Getting these elements down on paper will really help give your plan some focus.

You could dive deeper here too. Doing a PESTLE analysis (there are variations on PESTLE but the idea is the same) can help get these even more detailed.

PESTLE looks at the situation from a Political, Economic, Social, Technological, Legal and Environmental perspective. For example, a government in one market may be about to relax the rules on services that your business is selling. Or technological advances may mean that the way your service is delivered will drastically change.

Once you know where you are the next question in SOSTAC is where do you want to be?

Marketing objectives

It’s pretty self-explanatory, but what are your objectives? Where do you want to be? Once you have understood your challenges and know where you need to be you can fill in the next part of the plan.

What is your business vision? What KPIs are important?

Make your objectives measurable and set time limits as milestones. Will you check progress after 30 days, 60 days, 90 days? Or all of them? Who is responsible for making these happen?

Incorporate SMART objectives – that is specific, measurable, actionable, realistic and time-bound. It will help you stick to the plans.

Marketing strategy

How will you get there? Look at this in terms of meeting the objectives you’ve set. This is one of the most important areas, so while the analysis of where you are is key, changes can only happen when you create a strategy. You know what’s happening, and what you want but crucially you need to have a proper plan to get there. This might include:

Marketing segmentation and how you target

What is your product/brand positioning?

What channels you’ll use for communicating with your audience

What messages will you use?

Once you have the strategy mapped out you need to get detailed and talk tactics. Think of strategy as the big picture of what you’re going to do to achieve those objectives. Your overall plan will likely include more than one strategy, taking into account the different channels, media and audience.

Tactics and actions

If you’ve identified that better SEO is an objective, for example, a tactic would be to conduct keyword research. And you might create a three-month calendar with actions to support it.

You might detail which keywords are being targeted in a pay-per-click campaign. Are the landing pages the correct ones? Who is responsible for which elements? With so much to consider, it’s important you plan ahead, ensuring you have the right resources in place to keep things moving.

Build in milestones to help measure if things are working and be prepared to change plans if those KPIs aren’t being met as expected.

Test and refine

Control is the ‘final’ part of PR Smith’s marketing approach, where the actions, tactics and strategy are monitored. It’s the test and refine process, where you see if the strategy has worked, and if it needs any adjustments.

It feeds directly into the Situation where you can ask the starting question again – where are we now? Were the targets met? If not, what is the next step?

Overall, a marketing strategy will show how you will achieve a particular mission or goal.

How marketing helps businesses

Promoting your business

You need customers to succeed in business and marketing is what puts you in touch with those people. Marketing helps promote your business, products and brand to new and existing customers.

Better sales

Marketing increases the chances of someone buying what you’re selling. If they have a good experience, they’ll tell more people. If your campaigns are effective, you’ll see more conversions.

Relationships

Marketing helps build relationships between your business and the customer. These relationships can inform new product ranges, will create dialogue between your organisation and customers, and help create loyal customers that could spend more, more frequently.

Your reputation

Much is said about brand value and brand equity, and marketing your business will enhance its reputation. Every piece of marketing will build trust between your organisation and the customer or potential customers and will inspire their confidence when it comes to purchasing.

Healthy competition

Marketing promotes healthy competition between businesses within an industry. But it can also give you a strategic advantage over rivals too. Your customers will be the real winners here as products and services get better at more competitive prices. If you’re significantly more advanced than a competitor, marketing gives you a channel to exploit this.

Principles of marketing

When it comes to sales and marketing, using the theory and strategies outlined here will help provide the blueprint of a strong plan for your organisation.

Understand where you are, where you want to be and how each channel works.

Keep your messaging and branding consistent and measure everything you can. Build in milestones and be prepared to change the plan if needed. If an area of your marketing is suffering, look for ways to take the pressure off. Explore automation in certain areas, get in professionals for help when needed and explore whether different software could help with the planning, management and delivery of campaigns.

Brand Activation Management

A balanced life – redefining the way people work and live

More than ever we’re looking for that balance between our personal and professional lives. But doesn’t it sometimes feel that success in one means sacrifice in another?

It’s virtually a cliché now to say that employees with a good work-life balance are happier, healthier and more productive. As the tide of modern working practice rolls on, it’s almost a given that business leaders understand the importance of their employees living balanced lives, even if it’s not a working reality.

While free fruit, flexitime and a visiting masseuse would certainly take the edge off a tough week for most of us, if employee perks aren’t accompanied by smart systems and processes that break down everyday barriers, are these benefits really helping to strike that balance? Or do they just serve to pacify the pressures that employees are facing on a longer-term basis? 

What does a balanced life mean in today’s world?

The phrase ‘achieving work-life balance’ is well-worn, yet difficult to materialise. With increased workloads, many employees feel they’re frantically teetering on the career ladder.

Some don’t have the tools to do their job effectively, remember the last time they had lunch somewhere other than their desk or when they last got home in time to put the kids to bed. For some, stability can feel like a distant dream.

Interactions in all aspects of life – friends, family, hobbies and work – help us grow personally and professionally, and stress in one can permeate them all.

Physical, spiritual and emotional development plays an incredibly important role in making us feel more rounded and productive as people. But exercise, meditation and socialising should be embraced for the benefits they bring individually, not solely how they help us escape from workplace stresses that could and should be put right.  

While an employer can’t directly influence these areas outside of work, they can help by allowing staff opportunities to manage all aspects of their life inside of work effectively.

What can employers do to increase productivity and welfare? 

Simplified, the happier and healthier an employee is, the more productive, engaged and loyal they are. Their mental and physical health is better too.

And though work and home can’t always be emotionally separated, there are some simple solutions that can be explored to keep employees as untroubled as possible.

Automation = less burnout

When stress overwhelms a person’s ability to cope, burnout occurs. If the issues causing this can be identified and discussed, there may be opportunities to find a relatively easy solution.

There’s often a double benefit in looking at areas of a role that could be automated. The employee’s day-to-day becomes much more manageable and time starts to free up. The employer benefits from a happier employee who’s more focused on the strategic elements of their role.

Encourage agile working

Another natural outcome of the increased use of technology is flexibility. Web-based tech can allow employees to work from home or on the go. As more companies are adopting the remote-working approach to reduce overheads, those who still have the comfort of central offices could look to introduce a working-from-home policy.

Email is pretty much instant, and video conferencing means teams can be put in touch wherever an office is based. Teams can work better over distances and share projects more easily – and employees love it. Overall it squeezes the most out of the working day without draining the juice from your team.

The perks are important, too!

If your employees are doing a fantastic job, why not show them your appreciation? We spoke briefly about non-financial benefits companies tend to bring in to attract candidates, but they’re also great for retaining existing employees.

Once your internal systems and processes are as complementary to the working day as possible, a perks package can really sweeten the deal. The right balance between the everyday and over-and-above gestures can help employees feel appreciated and even be the catalyst for that all-important work-life balance. It cannot be stressed enough, that without ways for employees to carry out their day-to-day roles effectively, these perks, while attractive, are unlikely to be enough to keep anyone truly satisfied professionally.

Balance? A win-win…

Balance creates happy and engaged employees, promotes good health and maintains physical and mental wellbeing for individuals. Staff stay longer at companies where they feel happier. Churn is reduced, and fewer sick days are taken from burnout.

And it’s not just about front line employees – business leaders also need time to recharge and get their life in balance to remain effective leaders, and of course, lead by example.

You have one life and a group of valuable employees that help strengthen the work you do each day. It’s important to listen and notice the warning signs when the tipping point goes out of balance. There will always be new challenges to face, but as long as there are people willing to find solutions, your workplace – and your workforce – can become unstoppable.