All posts tagged: Blog

Getting your team on-board with digital change

When you think of internal comms, what immediately springs to mind? Perhaps a monthly company newsletter announcing new hires, leavers, births or Sally in HR getting married. Or that repetitive monthly email reminding you to cast your vote for ’employee of the month’. Not particularly exciting or inspiring. However for today’s businesses, internal comms is fast becoming a cucial tool. Especially when it comes to communicating and managing digital change within a business.

I’m sure ‘digital disruption’ must be the most over-used business phrase of the last two years but there is no denying that digital transformation is now taking root in even the most conservative of organisations. Digital transformation, whether it’s implementing a specific new technology solution or an entire organisation wide digital strategy, needs to be communicated to employees. And, crucially it needs to be adopted by them to ensure that your programme isn’t one big expensive failure. Enter internal comms.

From Partner to Graduate and everyone in between

First and foremost, any internal comms strategy needs to have a pretty good understanding of who it needs to communicate to. In most large organisations the employee audience can be pretty diverse. From Senior Management or Partner level, who may have been with the company for most of their careers, to young graduate trainees fresh out of Uni.

There may also be specific job roles within an organisation that will be particularly affected by the change. Tailoring your communications and messaging to highlight the key benefits of the new solution or strategy to certain employee groups is crucial. Understanding where you are most likely to come up against resistance to change and ensuring that they feel involved in the process from early on can really help overcome any grumbling. A little extra hand holding goes a long way.

Channels and Champions

Of course you’re going to need to explain why you are making the change and inform employees what actions they need to take as part of this. Inevitably, for most organisations, email will play its part. However, the snag being that we’re all guilty of ignoring emails that don’t need our immediate attention and then forgetting to look at them again, so don’t rely too heavily on this. Consider other channels such as impactful short videos, micro-sites to host more detailed information, desk drops and office launches to grab peoples’ attention and get them engaged and listening. That way when emails with important information do come through, they’re less likely to ‘file’ them in the trash folder.

Having said that, the most effective vehicle for communication are your employees. Find your champions, people on the ground who are engaged and enthusiastic, get them to act as ambassadors for the change. Despite all the different channels at our disposal today, word of mouth is still the most effective form of advertising.

Internal vs External

It is one thing to recognise the value of internal comms, but another to ensure it is carried out effectively. Many organisations may not have an internal comms function. If they do, it may be one person in the marketing department and it’s pretty unlikely that they have a good understanding of what it means to successfully implement technological change within a business.

For organisations looking to implement digital change, internal comms can be a real blocker. So, in many cases they are looking outside of their organisations to external communications experts, who approach an internal comms project in the same way they would an external comms or marketing campaign. In fact, both your internal and external comms strategy and objectives should closely align to be truly effective.

Ultimately the success of any digital transformation programme comes down to whether employees embrace and adopt that change. Businesses must go beyond engaging with their employees, to compel them to change their working behaviours. Effective internal comms is the key to effecting that change.

July 6, 2019 Alexandra Jefferies Leading Change 25 comments

Agile marketing is a pragmatic and adaptable way of taking marketing ideas, testing them and validating fast. It helps to maximise marketing effectiveness by building on what works best in order to deliver the right result.

Agile marketing is particularly effective for B2B marketing, benefits include:

Reducing waste by only using the marketing elements that work best saving budget and time
Testing innovative ideas in a controlled way
Continually improving the marketing mix to drive results that meet the business goals
Reducing costs through greater budget control and accuracy
Improving speed to market to build market share
Allowing teams to work autonomously and have a clearer understanding of priorities
Data driven decision making – fact based, not gut feel

Then you can do more of that and less of the activities that don’t add any value. Understanding what is effective is a key trait for the modern marketer, orchestrating the best possible marketing mix by blending the effective components and discarding those that don’t help you meet your objectives.

If you are selling high value, complex products or services typically targeting senior decision makers they will expect a more personal relationship with any potential supplier.

This has to be built with personalised and tailored messaging and supported with evidence of your credentials. This is time consuming and expensive to manage and maintain, so you certainly don’t want to waste your time on activities that don’t deliver the right results.

There is a huge amount of wastage in traditional marketing – with such investment in planning and preparation up front, marketers are often only just validating the proposition and messaging with their audience as part of a large campaign.

Let’s take a typical campaign for an IT consultancy:

The business develops a proposition idea and it’s agreed that this is a priority. A go to market strategy and marketing campaign need to be developed, fast
Go to market preparation and campaign planning begins including defining a full marketing mix
Campaign elements are created including data building, writing content, designing collaterals etc. – this can be time consuming and costly
Big push / launch to go to market – elements executed into market based on a defined timeline
Campaign measured and results analysed

So what is wrong with this picture? Well for a start you have invested a considerable amount of resource and effort before the proposition has been tested with your target audience. Are they in fact the right target for this proposition, did you even check?

You invest budget in creating campaign assets based on an untested message…you wait and see on the results. Of course the modern marketer is always trying to analyse and learn from results but can such a front loaded process really allow for a true understanding of how the proposition is landing with prospects? Or accommodate more creative ideas to be included and tested with a small sub set of the target group before you go for the wholesale campaign to your entire target database?

Whereas a typical agile marketing process is an iterative process right from validating the proposition idea or the campaign theme with a small group; honing it, discarding poorly performing elements such as messages or calls to action that just don’t resonate or interest the target audience.

Then adding more to the marketing mix, extending the audience etc. to expand the successful elements. It constantly measures results and evaluates against the business, marketing and campaign objectives.

Enabling experimentation and fostering curiosity makes agile marketing even more valuable. Giving you the ability to experiment and measure new ideas, this is particularly useful when you want to take a radical new approach but want to avoid the costs of a traditional campaign or the risk of alienating key target segments. Agile marketing can really help at two key stages:

At the inception of a new proposition or campaign, experimenting with new channels, audiences or tactics on a small scale to prove or disprove effectiveness enables marketers to quickly get into market and drive results
To reinvigorate existing propositions or campaigns where marketing impact is in decline. Using an agile approach to try out some new ideas with a sub set of your target audience can give fresh insight and successful elements can be rolled out across the campaign

As agile marketing is data driven and focuses on exploiting the marketing elements that perform best you continually improve results as you move through a campaign.

You can start with a minimal level of activity which helps you go to market quickly, measuring as you go. Adjustments can be made based on the results and new elements added, measuring the impact of each one.

The idea is to gradually layer the marketing mix with high performing elements that contribute to meeting your objectives and business goals.

When you use agile marketing you still have to agree and commit a budget but as you are continually measuring and learning, the return on investment becomes easier to foresee and quantify.

Digital tools lend themselves particularly well to agile marketing such as paid search or online advertising strategies – where a small budget pot can be allocated to validate the approach before a more sustained investment is made once the tactic is proven.

Core campaign components such as content can be expensive but by validating which elements of the messaging, topic or theme resonate most, any further investment is focused on additional content that will drive results.

Marketers should always set up metrics to report and understand the success of the marketing initiatives being undertaken. The difference with agile marketing is the continual learning and improvements mean any underperforming activity can be reviewed, changed and turned into an element with positive return. Budgets can be more accurately planned as you learn more about the value and return from your marketing activities.

Getting to market fast or first can be a key advantage for firms in fast moving environments such as tech consultancy or products. Agile marketing enables a rapid time to market by going to market with a minimal marketing mix and building on it. This means you can start to grow market share and build your brand whilst investing in the marketing elements that work best.

Building a results focused marketing strategy is streamlined by adopting agile ways of working, giving you the chance to innovate and enhance your marketing approach, as well as manage costs whilst reducing your time to market.

Bright specialise in working with high growth consulting and tech firms to help them get to market fast, build strong brands and attract the best talent to grow their businesses get in touch today to build a business case for injecting agility into your marketing.

May 29, 2019 Zoe Merchant Agile Marketing In Practice 18 comments

Email marketing is well established as a key part of any marketing strategy, providing measurable results and a reliable platform for communication. However, according to a recent survey conducted by Econsultancy, 54% of respondents stated a top barrier to conducting effective email marketing is the quality of the company database.

We’ve put together our top eight tips all businesses can implement to increase their database with engaged and quality contacts.

1. Building the database

Having established that email marketing is important and all businesses should do it, the first step in starting your email marketing is to build a database.

2. Use other channel to promote sign up

Most businesses will already have a network of contacts which are easy picking to convert into email subscribers
Use your corporate email signature to direct attention towards the sign up form
Promote newsletters on social media and, where appropriate, printed material can be a great source of data collection.

3. Embed a data capture form

Instead of linking to a sign up page, embedding the form keeps your readers on the page and engaged with the main website content.

4. Placement of the sign up form a/b testing

Using the concept of Minimal Viable Marketing™, set the sign up form live and then test it
Only test one variable at a time in order to draw actionable conclusions.

5. Keep the form short

Don’t put all your work into researching clients/prospects. A simple name, address and company should be enough information for you to work on categorising the contact
Remaining contact information can usually be found with an online search, where you will be able to identify job title, industry sector and influence level
This is about making it as easy as possible to sign up.

6. Highlight benefits

Tell them what value they will get for signing up and how often it will be received. Are there events, news or industry insight? Remember, this is about the recipients perceived value, so it should be more detailed that ‘what we’ve been up to’.

7. Use the sign-up as a call-to-action

…after a blog post or case study. You’ve written lots of great content that is hopefully delivering people to your site. Use the sign up to capture their information and encourage future engagement with the business.

8. Vary content

Depending on where on the site the sign up form is, content should be varied. Placing the form on the case study page will call for a more corporate tone of voice. Therefore, the sign up form should show that more insights will come from emails rather than shorter blog posts.

A blog post reviewing your last events lends itself well to a call to actions to sign up – so you don’t miss out on future events.

In a nutshell

Raise profile
Make content targeted
Don’t make your subscribers do the work

As the email database grow, businesses are able to take advantage of segmentation, delivering more targeted and personalised campaigns to recipients.

This is the future of email marketing. If you’re looking for advice on how to develop an integrated B2B marketing strategy, get in touch.

May 22, 2019 Lydia Kirby Marketing Effectiveness 20 comments

Bright is built around agile marketing – an agile way of working inspired by lean and agile project management methodologies so popular in the tech world.

The concept of agile marketing

Agile marketing isn’t just a principle we apply to our delivery, its something we use internally too and I’m going to talk about how we applied this way of working in the redesign of our own website and some of the key lessons that we took out of the experience.

At the heart of agile marketing is the belief that campaigns and marketing activities should be rolled out to a live audience as part of their development.

Being data driven and using the feedback and results collected are then vital inputs which are applied to optimise it and the cycle then begins again. The idea is that now only do you get faster but you also have campaigns that are actually built on the way your target audience responds rather than theory or guesswork.

A fast and effective website redesign

Well, you’re seeing the results of MVM in action on this page! The Bright Innovation website, as you might have noticed, has recently undergone a complete redesign. The key point, however, is that what you’re seeing now is not the final version; come back in a week’s time and you might experience a slightly different website.

The website is constantly evolving. Agile marketing allows us to use sprints to test, learn and improve based on feedback and performance analysis. The backlog of issues, opinions and comments, which we created during the testing stage before go-live is as important now as it was three weeks ago. Testing is vital in agile marketing. It’s testing that allows you to make each consequent iteration better.

Additionally, because we only invested one month of our time in getting the (minimum viable) site ready (from concept to going live) we now have spare time and budget to keep improving the website. And, importantly, we can base our improvement decisions on data coming in from real leads.

So how do you go about redesigning your website using agile marketing?

A few practical tips

You could spend months or even years re-designing your website and never being happy enough to make it live. That’s not an option using agile marketing. Give yourself a very ambitious, almost unobtainable, time frame and stick to it. This will force you to actually face making data driven decisions rather than hiding from them by ‘exploring other options’ constantly.
Don’t boil the ocean – your website doesn’t need every conceivable thing you can think of. Think rather – ‘what are the must haves’? These will be both your goal and your starting point to create a minimum viable site.
As with any project, a website redesign is likely to have multiple stakeholders and mobilising them can be tricky. To help yourself out schedule in regular stand up meetings with the ‘high power, high interest’ key players
First impressions count. Agile marketing helps you get something up-and-running quickly, but you still need to pay attention to detail. Spelling mistakes, missing content, placeholder text – all of these are easy to miss when you’re pushed for time but it’s these small details that make your site look like work in progress rather than a finished product undergoing evolution (two very different concepts). Balancing the speed of testing and learning with high quality output is the key to a successful agile project.
To help with the above point it’s worth considering a fairly extended period of internal testing during which those little mistakes and niggles can be spotted and taken care of. However, for the testing to really be useful you need to have a backlog – whichever way will make it easier to get feedback from your testers. Documenting the comments, issues and changes made, together with date and priority allows you to keep track of the testing phase progress. Once the website is live and you start making new iterations checking the backlog will also help you to avoid previous mistakes.
If you’re working with web developers make sure you know how to use the back-end to make edits once your test results start coming in.

March 30, 2019 Sian Heaphy Agile Marketing In Practice 30 comments

Why comms needs to be factored into your business transformation plans, right from the start

There can be few large businesses around the UK and beyond that have not already been through, or are currently going through large scale business transformation programmes. But how many have developed their transformation plans with communications factored in from the start? And how many add it as an afterthought when they are already some way down the line, having realised that change can’t happen without employee engagement? Communication is critical to any form of organisational change. Embedding clear processes around how and when you should communicate from the start will help get your transformation off to a flying start.

There are two key areas where effective comms can make a real difference to the success of a transformation programme. The obvious one is when it comes to communicating out to the rest of the business and getting employees to change behaviours. But comms can also help in bringing together cross-functional teams and getting them working more effectively towards the same goal.

Engaging your employees

Communication plays a vital role when it comes to engaging employees around a large-scale business change. If you fail to communicate your goals and how you plan to achieve them, how can you expect employees to support and adopt the changes you are implementing? Many a digital transformation program has been viewed as unsuccessful because employees have failed to fully adopt new tools and technology or processes.

So how do you engage employees? Firstly, it is vital that you understand your internal audiences. In a large organisation there will be different types of employees with their own challenges and requirements, so you will need to tailor your communications to different employees. There isn’t always a one size fits all solution.

Avoid over reliance on email and make use of existing business collaboration tools. You should always make sure you are communicating via different channels to ensure that your message has reached everyone in your organisation.

Two-way communication is crucial when it comes to engaging employees. Give your employees the opportunity to ask questions and to share their thoughts and feedback where possible. Face-to-face communication is always the best way to engage.

Louise Fisk, Communications and Marketing Director at BAE Systems suggests,

When that’s not possible you need to think about how you can use tools like video conferencing to bring people into the room.

Helping cross-functional teams work effectively

During large scale business transformation, it is often the case that teams which don’t usually work together, will have to come together and form cross-functional teams. Open and transparent communication between both leadership and team members is crucial here.

Hannah Bamberger, IT Communications Lead at Boston Consulting Group comments,

Where teams are cross-functional and often working remotely, it’s important to have transparent communications from the beginning to avoid any misunderstanding which may arise from not being able to see each other face-to-face each day and ask questions.

Matt Perry, Director at Transition15 suggests that,

Cross-functional team communications need to be built into the ways of working from the start. The mechanisms for regular communication should be agreed by the team so that they feel they are owning this process, rather than being told how they should do something.

It’s also important that leadership are clear in their goals and communicate them to their teams from the start so that they unite to achieve the same goal. A lack of communication coupled with an unwillingness to come together to work as a cross-functional team, can happen when leadership hasn’t communicated well around what is needed, and what the goals are from the beginning.

Hannah Bamberger comments,

You often end up with the wrong thing being delivered or half way through a big transformation programme you realise it isn’t going in the direction it should be. At that point it’s much harder to recommunicate and get people to change direction.

There’s a high likelihood that change will fail if you do not communicate from the start. Employees need to feel part of the change as it’s happening and you will need to support people through the change curve, which can take time. If you get this right, then any future change is likely to run more smoothly and be successful.

If communicating around change sounds like something you are currently struggling with, get in touch to arrange an employee engagement workshop, or a planning session for how to support cross-functional teams in working together more effectively.

March 14, 2019 Alexandra Jefferies Leading Change 21 comments

Storytelling. It’s an art and a powerful business tactic.

According to Robert McKee – author, lecturer and story consultant,

“Storytelling is the most powerful way to put ideas into the world”

And he’s right. Stories, when told well, are capable of influencing your audience’s motivations, emotions and psychology. More so than brand linkage and logical persuasion techniques. They are more powerful than statistics, more compelling than business-case arguments and more memorable than facts.

And whilst the B2B world has been met with resistance when it comes to adopting a more emotionally-driven form of marketing, evidence suggests that B2B businesses have much to gain from taking on a more humanised approach.

Much of this resistance is based upon an assumption that the decision-making process of potential B2B clients and customers is analytical, slow and rational. B2C on the other hand are afforded the more emotionally evocative content – a style that suits the intuitive, involuntary and perceptual decision-making of your average consumer. But studies are beginning to show a different story…

Whilst the buying cycle remains distinct for B2C vs B2B, the people you’re talking to are not so different. Put simply, business people are still people. They just happen to be at work.

And just because they work doesn’t mean they suddenly enjoy being bombarded with emails after direct mail after LinkedIn InMail, littered with business lexicons, unnecessarily complex terminology and unexciting propositions.

People generally like to feel important, don’t like their time being wasted and love being entertained – regardless of being at work or chilling at home. But being entertained in the B2C world – Shetland pony moonwalking to Fleetwood Mac – and entertaining in the B2B arena are different kettles of fish entirely.

B2B storytelling in practice:

Storytelling in B2B is about evoking the right emotion within a business remit. Rather than focusing on humour, nostalgia and sadness, conjure feelings of trust, reliability, credibility and a sense of partnership. Storytelling is particularly well placed when your offering or service is complex and hard to rationalise in a handful of words.

Hewitt Packard (HP) 2017 advert – featuring the rather sinister Christin Slater – is a fine example of the data / technology industry using storytelling to remove themselves from the overly techie language and imagery that often plague B2B campaigns. It’s bold, engaging, cinematic, it has B2C written all over it – but it works.

It works because it has taken a run-of-the-mill subject matter and completely flipped it on its head. Rather than taking a predictable route, this 6-minute advert is fronted by a recognisable personality who leads you through a dark and witty narrative. It credits its audience with intelligence and lets them draw their own conclusion – making the content far more engaging and leaving the viewer feeling positive about their interaction. Brilliant.

Making the individual feel positive about their engagement with your brand is paramount to making B2B storytelling work. Research from CEB’s Marketing Leadership Council and Google found that when B2B purchasers saw personal value or opportunity, they are almost 50% more likely to buy a product or service. They also conclusively showed that emotionally-led marketing is more effective at driving decision-making in B2B – more so than in B2C marketing.

How do you start telling your story?

Bright is the consultancy inspiring businesses to tell their story and communicate the right message at the right time to the right people. We specialise in bringing together strategy, content, communications and delivery to create tailored marketing programmes that drive sustained growth and support business leaders in delivering on their objectives.

We do this by completing an initial diagnostic of your business to measure your current marketing effectiveness. Depending on your business objectives and marketing maturity, we would recommend a messaging workshop to better understand who your target audience is, what their pain points are and what style of content will best resonate with them. We also explore your industry’s challenges, looking at how your product or service can help solve these challenges and building a story around these components to better engage with your audience.

Your story will drive growth and demand.

Your audience just haven’t heard it yet.

Get in touch to book a meeting and start telling your story today.

March 1, 2019 Alexandra Jefferies Marketing Effectiveness 30 comments

3 ways that Marketing Automation can help your B2B marketing activity

Companies are always looking for ways to make their job easier, work more efficiently and make their marketing campaigns more effective; that’s why 55% of B2B companies around the world have adopted marketing automation.

By definition, the term ‘marketing automation’ refers to a set of tools designed to streamline and simplify some of the most time-consuming responsibilities of the modern marketing and sales roles. All of the day-to-day tasks that marketers have to action as soon as someone enters your sales cycle can be automated, freeing you up for value–add work.

Here are three ways you can use marketing automation to improve your B2B marketing activity:

Lead Scoring

The first goal of a company is to get a prospect or sales lead into their pipeline, but once marketing starts to pick up and the number of leads increase, it becomes more important for companies to focus on the prospects that are the most interested and most likely to buy – this is when lead scoring is needed. Lead scoring is a methodology used to rank prospects against a scale that represents the perceived value each lead represents to the organisation.

You can set up your CRM or automation software to detect form submissions, click-throughs or page views to rate/score your lead. This will help your marketing team determine how valuable they are and what their specific interests are, in order to drive them through your sales funnel.

However, just because someone downloads a report or spends a lengthy amount of time on your landing page, it doesn’t mean they are automatically the right target for your business. Lead scoring will gather the information about the prospect that is given to them and will rate the contact based on a number of factors. For example, for a B2B company, a persons’ job title, company size or revenue could be the information that is most valuable to your business. Using this rating, your Sales team can then follow up, knowing a bit more information about the contact.

Lead scoring is an ideal way to enhance the productivity of your Sales team, improve sales & marketing alignment and higher conversions of qualified leads to opportunities.

Social media

Having an automated social media strategy is a must if you’re looking to gain hot leads. This new marketing activity is the most productive use of your time as you let it work its’ magic and do the job of an Executive. Sending messages to prospects on LinkedIn can seem like such a long-winded and monotonous task. By automating your LinkedIn outreach, you can search for your ideal customers, select the level of engagement you want to initiate and let your software bring in leads. This software works in three ways – invites, auto-replies and mass messages.

You can also send automated direct messages to people once they follow you on Twitter – this is a tactic that is used a lot more frequently nowadays so beware of blending into the crowd of other companies doing the same. Send a message that is more personalised by using the followers first name for example – this will engage the follower and keep them interested in the content you are publishing.

Drip marketing

Ever wanted to keep prospects warm but struggle to find the time to keep up with, draft and send a stupid number of emails? Implementing a software that allows you to automatically send emails the moment they move through your sales funnel is essential. Drip marketing (or essentially, automated email campaigns) aims to support marketing communication planning by sending out emails automatically through your schedule. Certain triggers – or responses – will automatically generate next steps that are relevant to each subscribers’ actions.

Many B2B companies face long sales cycles, which is why drip marketing is essential for lead generation. It allows you to build relationships with your recipients over time. In a study conducted by IBM; it’s stated that sending regular, personalised mailings to prospective and current clients will average a 48% increase in repeat sales. The best part of this tool is that once you have initially set up your drip marketing campaign and trust that is it working, you don’t need to make any changes unless you feel there is a need.

The only way to truly understand drip marketing is through experimentation – only then can you begin perfecting your strategy.

Marketing automation can help innovate your company, ensuring it remains agile during a time where customer expectations are constantly changing. It increases productivity, maintains a consistent tone of voice and improves your ROI. CMO of InfusionSoft states that “the best marketers are using both inbound marketing and marketing automation together, and they are getting great returns.” Marketers knows that their ultimate job is to increase the company’s revenue – marketing automation can help this by generating more and better-quality leads which will eventually turn into new customers.

Bright is an agile consultancy specialising in providing marketing services for some of the fastest growing technology and IT services company. If you are interested in finding out how you can improve your marketing ROI and build pipeline, please get in touch.

February 13, 2019 Lydia Kirby Marketing Effectiveness 17 comments

In-house vs marketing agency or consultancy

To compete in today’s markets, businesses need to be more adaptable than ever. Becoming a fast-growing business is the result of a range of factors, of which marketing plays a significant part.

(Check out our Marketing as an Accelerator eBook to find out exactly how significant marketing is for growth.)

But, is it better to have an in-house marketing team or outsource to a marketing consultancy or agency?

1. Marketing experts Vs subject matter experts

In this instance, we would consider those in an agency or consultancy to be holistic marketing experts, with internal employees more likely to be subject-matter experts, specific to their businesses.

Working on a variety of projects and executing marketing plans for a whole host of clients is what marketing agencies do best. The experience gained from working in such an environment is invaluable.

Agencies and consultancies will naturally have a broader understanding of the market from exposure to other industry partners. This visibility can help shape and build strategies that make a client stand out from their competitors.

Having access to a wide network also provides agencies with flexible skills and a fresh perspective, whereas in-house teams often have funneled knowledge.

Arguably, internal employees are subject matter experts, establishing a deep-rooted understanding of the business as a whole. This in-depth knowledge can make for better business understanding and learning, but it has its limitations.

2. More creativity, better results?

In-house, a team will be focused on complying to core business strategies and delivering results. However, this internal focus can often cause teams to become shielded from external macro factors.

Through hiring an outsourced marketing team, it is possible to gain fresh perspectives, which can lead to invaluable insights into the latest trends within your industry. Agencies and consultancies can provide a level of creativity that you simply may not be able to achieve internally – they can be your ‘creative thinking hat’.

Results drive business growth. It is important to ensure that your agency understands your business strategy in order to align marketing plans. When this is done well, an outsourced partner can become an extended part of your team – which drives results!

3. Time is money

In most cases, having an internal marketing team means your approval process will be better streamlined. Fewer emails and more face to face conversations allows for greater visibility and reduced lead times.

On the other hand, by outsourcing to a marketing agency or consultancy, a business is able to free up internal resources to focus on other business tasks. An agency allows you to sit back and focus on other business-critical activity, enabling your existing staff to become more efficient.

Some may argue it is more cost efficient to have an internal marketing team as there aren’t any rush or overtime charges. But, it has been found that agencies provide an average 9% monetary saving and a 15% average time saving precisely for those reasons. When there is a financial penalty for delays, you’re much more likely to move the project along rush faster than when you have all the time in the world.

4. Give your business space to grow

Growth, specifically fast growth, is a key strategic approach for many businesses to maintain competitive advantage in their industry. Why do some businesses grow quicker than others? Marketing.

Marketing is important for getting to those clients you don’t know.

The focus should also be on developing networks and building relationships with external stakeholders. Marketing consultancies have a large network extending to functions that may not be available in an in-house marketing team. They can provide stronger relationships with fewer suppliers.

The real result and key importance of using a marketing agency is freeing up your time to grow internally and externally.

So, what’s better, an in-house or outsourced marketing set-up?

The merits of in house are employees are subject matter experts, fully aligned to their business strategy. Not only this, but activity can be turned around quickly because teams will be working closely and managed by one senior management team. On the flip side, if you’re looking for an agile team, experts within marketing with a full resource behind them including content, creative services, strategy, lead generation and more, then a marketing consultancy is the way to go.

In reality, the sweet spot is somewhere between the two, and that’s what the Bright’s agile marketing hub model achieves.

Agile marketing hub –  bringing together the benefits of both internal and external experts

Bright is a strategic marketing consultancy we’re different to an agency as we focus on using agile ways of working to rapidly drive results by understanding your business, aligning to your goals and making sure marketing is working towards achieving them, at pace. We use our Agile marketing hub model to support high growth and dynamic businesses. This provides clients with a cross functional team combining in-house, Bright’s agile marketing strategy experts and supporting resources – such as creative services, content, data and lead generation– as and when required.

We shape and execute marketing strategies designed to optimise and plug in-house gaps and support business goals. We also focus on driving as much business value as possible for our clients by setting clear KPI that align our projects and campaigns with business goals.

Using our agile marketing we experiment and fine tune each and every go-to-market message, tactic and martech use and execution process to get the best results possible for you.

Read more about how marketing is key to high growth and exit strategies in Bright’s new eBook: “Marketing as an Accelerator” – including commentary from business leaders and investors.

December 20, 2018 Zoe Merchant Marketing Efficiency 15 comments

Data…Data everywhere. What’s the right way to approach your reporting?

Digital marketers are experiencing an “issue” at the moment. We have a substantial amount of data to analyse and use to our benefit. Definitely not a bad problem to have, as you would much rather have too much data than not enough.

Taking Google Analytics as an example, GA has a staggering 150 default metrics, which can be viewed through over 100 various dimensions. That is just the default settings, and does not include any advanced views, filters or implementations you may well want to setup.

Looking at social media, Facebook analytics exports a whopping seven spreadsheets with over ten columns of data, while Twitter analytics exports include up to forty columns of data.

That’s a lot of data to sift through! This can make it exceptionally difficult to choose one, or even a few, KPIs to really focus on.

You would think having access to such a wide range of data would make our marketing strategies easier, and this is generally true for larger companies who are able to outsource their data analysis to data science experts. These companies have indeed prospered, but the smaller businesses tend to struggle with where to start with this seemingly insurmountable mound of data.

In smaller businesses, resources tend to be much tighter and the luxury of spare time is sparse. The result of this is that employees don’t tend to digest the data, explore trends and ask questions. Instead, employees get into a routine of running the same reports over and over on a monthly basis, while not gaining much insight into what value the data at hand provides.

This is more common than not among small businesses, but there are steps and mindset changes one can take on to streamline your data reporting, to allow you more time to be inquisitive and find the value needed for your marketing strategies.

Marketing analytics is not rocket science, so don’t treat it as such.

Take A/B testing, also known as split-run testing, for example. It’s been around for what feels like decades now!

Have some ideas on how to improve your email? Go ahead and test it using various test buckets. Looks like our audience prefer our teal button more than our yellow button, great! How about our landing pages? Can we AB test our hero banner? Sure, why not. Let’s nail down what our audience responds best to.

Does A/B testing really represent how your customers respond generally, or just in that current moment they received your content? It’s difficult to tell and is why A/B testing can be so frustrating at times.

The results of the tests can often be inconclusive. Sometimes your test sample is too small to have a statistical weight behind it to make these difficult decisions. Other times, there are factors which are out of your control, that might influence your results, like a website loading speed issue.

The point here, is that A/B testing, or any other form of testing, may not yield the results for what works best from a marketing perspective. Having a controlled environment, like any scientific test, is paramount to obtaining an accurate depiction of your results. However, in Digital Marketing, controlled environments are few and far between.

These methods should not be discarded by any means, but we also need to be cautious when implementing them, because again, marketing is anything but a controlled environment.

Some metrics matter, others don’t.

Now back to those ridiculously large social media analytic reports. Here’s the honest truth: I rarely use even 50% of those metrics. Why?

Well, to begin with, it’s important you know what you are gaining value from when looking at these reports. Many metrics are just slight variations of themselves, or sometimes have very convoluted definitions as to what those metrics are. If they are too similar, or too vague I omit them from my report.

The fear of missing out is the real crux of the issue here. FOMO again.

Reporting on every metric available, due to fear of missing out on something, isn’t the best strategy, because it clouds the real valuable metrics. If a metric isn’t valuable, don’t use it, as it’s only going to make it more difficult for you to spot relevant trends in your data.

Just keep in mind that platforms like Google, Facebook, LinkedIn and Twitter, although they provide you with endless amounts of data to sift through, only you and your business can know what’s really important.

It’s about the ingredients, not the meal.

Before you start cooking up an analytics report, think about the value you are hoping to find in the data. Play devil’s advocate and ask yourself what results you would expect to see if your initial conclusions were wrong.

In doing this, you’ll be much better suited to finding patterns and trends you may not have spotted with your initial conclusion-based approach.

Stop searching for the right answers, and look for the right questions

Question yourself, your approach and your data regularly. If you feel you’re eventually questioning everything, don’t be overwhelmed. You’re doing it right.

The world is changing constantly, along with the platforms we use and HOW we use them. Your perceived concept of the “right answers” may be true one day, and wrong the next.

Keep adapting and be open to change.

If there’s one lesson I’ve learned working with digital marketing data, it’s that you have to be a perpetual sceptic. Of the metrics, of your reporting, of yourself.

December 18, 2018 Sian Heaphy Marketing metrics 20 comments

Benjamin Franklin said nothing is certain but death and taxes, but if he were alive today, then he would probably include “change” on his list. At home and work, our lives are being transformed primarily through technology; the Internet of Things, new phone upgrades, smart electric meters, hackers, phishing, the cloud, artificial intelligence…

Is it any wonder that with all this change, people are fatigued? Is it a surprise that employees don’t understand the business need for change, they worry about their job security or just feel overwhelmed? Technology is inarguably driving such a rapid pace of change and such potentially transformative outcomes in all industries, that it is essential employees understand the benefits to the business and to them personally, and are engaged with the change journey.

Any change programme must lead employees through the change curve and explain why the change is taking place, create alignment across the business and make the most of the crucial part that employees play in any transformation. In other words, communication is vital. It can make the difference between success the first time, or a costly and underwhelming outcome that undermines the credibility of your leadership, your team and the change programme.

Time and again, in our work with clients, we see four stages in any change or transformation programme: status quo, disruption, exploration and rebuilding. They correspond with common emotions: shock and denial, frustration and depression, acceptance and finally, with commitment, the change becomes normalised. Expert communications can help to smooth the proverbial rollercoaster ride.

Every organisation has its status quo, a legacy system that everyone understands, but that badly needs upgrading. There are undoubtedly potential opportunities for many organisations to embrace the digital revolution or fully integrate disparate parts of the business. Early communication and honesty are imperative at this stage to bring employees on board from the start, calm unnecessary fears and, most importantly explain why the change needs to happen. Employees need to catch up with the leaders, who have been preparing for this change for much longer and are much further along the curve than they are, potentially creating a disconnect that will only grow the longer it goes unaddressed. This stage is also an excellent point to identify those who are excited about the change or early adopters to ask them to be project or change ambassadors in the next stages.

The disruption stage marks the point that everyone knows change is coming, the implementation plan is in progress and employees could feel vulnerable, frustrated and potentially distant from the new direction of the business. Throughout this phase, it is more important than ever to have a clear message and defined next steps. Maintain regular communications, even if it’s just to confirm when there will be an update. Start a training programme and have two-way feedback channels. People must feel a part of the change.

Once the software or structure is in place or the new way of working is in its final stages, there is the opportunity to embed the new normal into the workforce. The communications plan must help employees accept the change through demonstrating the benefits that were just theoretical before. Utilising ambassadors to model behaviours and provide peer-to-peer support, sharing successes, as well as addressing any feedback, should also form part of any comms plan.

Finally, the change becomes business as usual and accepted. There will be some on-going support needed, including any upgrades if it is an IT system, and continuous improvement, as well as onboarding new employees into the company’s culture. For some time afterwards, when planning new projects, it is essential to bear in mind that everyone just went through a significant change and it could affect employees’ appetite for more.

Of course, the scenario described here is the ideal. Things can, and do, go wrong from a technical or business perspective. However, with proper communication, and working with an experienced change communication specialist from the start, it is easier to engage employees and keep them engaged, smoothing the way to a successful endpoint and the next stage in the business’ evolution.

For more information on how change communication experts can help your business, contact Emma Sinden.

December 14, 2018 Alexandra Jefferies Leading Change 23 comments