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Why content should be at the heart of successful agile marketing

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Why content should be at the heart of successful agile marketing 1

By Yogesh Shah, CEO, iResearch.

During this time of unprecedented business change, campaigns today need to be agile, flexible and responsive and companies need to approach the challenge of customer engagement. Research confirms that content marketing is regarded as the most effective way to engage, reinforce sentiment and build relationships – yet two thirds of marketers will still default to traditional advertising methods despite the obvious constraints.

With the current shift towards light touch, more agile marketing projects and the need to rapidly evolve the corporate voice and embrace new sentiments, it is time for marketers to be confident and back their faith in content marketing, insists Yogesh Shah, CEO, iResearch.

Create responsive and engaging content

In recent years, content marketing has helped to build and maintain trust and nurture customer relationships, demonstrating the increasingly important role it has in the marketing mix. Over the past few months however, it is providing a new level of value. With pressure on budgets and often limited staff resources, many of the leading content generators have been revisiting existing resources and discovering a pool of valuable insights that could be repurposed to meet immediate needs. Those organisations with a good content strategy in place have been able to quickly respond to the need for more frequent messaging and customer interaction to provide essential assurance.

Agile content is used by active content marketers in today’s ever-changing world, with marketers rapidly refocusing activity and moving away from the landmark six to eight-month content projects anchored to one piece of extensive research. Companies have rapidly recognised the value of light touch research that can be created in a few weeks. The focus, the messaging and the voice can be continually evolved and pivoted in response to changing attitudes and business focus. Companies can be far more speculative, even experimental – leveraging the real time and continuous feedback via social engagement to track and monitor engagement before moving onto the next topic.

Marketers are already recognising the value of this agile approach – as a recent survey of global marketers conducted by iResearch confirmed. The senior marketers surveyed agreed that content marketing delivers the highest levels of audience engagement compared to other forms of marketing. With this in mind, the question has to be asked: why do 66% of marketers still believe advertising is an effective marketing strategy?

Create opportunities

The flexibility of content marketing significantly offers a broad range of opportunities and reuse, from blogs to articles, white papers to webinars – especially at a time of continuously evolving messaging. It is the ideal platform to support the shift in corporate sentiment that has become increasingly important as businesses evolve the focus and consider their purpose from a societal perspective.

The financial institution that has created an array of powerful content relating to the value of education in third world countries in invigorating economies is one example. This project not only built brand awareness and but also reinforced the company’s positive role in society and its expertise within third world investment. Other companies have pivoted the message towards sustainability, leveraging research insight to demonstrate the opportunities to drive operational improvements and profit as part of creating a more sustainable, circular business model.

Content marketing enables businesses to demonstrate their knowledge and area authority, but also provides a chance to focus on specific audience groups, to build engagement and customer relationships. And it works. As the survey confirmed, a third of marketers believe opinion based content provides the best engagement and 71% believe thought leadership provides the best results for sentiment and relationship building. 61% of marketers also believe that issues-led content that shows an understanding of the audience’s business or industry challenges receives higher engagement.

Responding to Martech opportunities

It is hugely challenging to manage messages at a time of continuous change. But those companies that embrace and refine content marketing strategies will not only improve customer engagement today, but will also be well placed to respond to the personalisation opportunities offered by Martech.

From AI to automation, Martech will offer marketers the chance to achieve mass personalisation for content marketing. To do this will require a wealth of strong, readily accessible content across themes, vertical markets, and geographic areas to enable personal engagement that truly reflects each customer’s interests. Companies that choose to explore light touch content marketing to support the current need for evolving customer engagement models will gain confidence, have the chance to refine the type and tone of voice and embrace the opportunity to manage and support changing business needs.

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Can a leader’s level of enthusiasm and optimism really impact the bottom line?

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Can a leader’s level of enthusiasm and optimism really impact the bottom line? 2

By Mark E. Brouker, Captain, United States Navy, founder of Brouker Leadership Solutions

Can a leader’s level of enthusiasm and optimism really impact the bottom line? We hear of the leader’s ability to influence others in powerful ways in politics, academia, sports, among other areas. However, in business, profitability is where the rubber meets the road.  How impactful is the leader’s level of enthusiasm and optimism in creating a healthy bottom line?

One of the truly remarkable and rewarding tours of duty I had during my Navy career was with a small group of highly motivated doctors and pharmacists from all three services – Army, Navy, and Air Force. These professionals were all hand-picked to join a newly-formed team which was directed to reduce the escalating cost of prescription medications provided for all Department of Defense (DoD) active duty (Army, Navy and Air Force) and family members. Our task was made more challenging because we were to reduce costs without decreasing quality of care. At that time, there were over eight million men, women, and children eligible for prescription medications throughout DoD. The annual cost was over five billion dollars and climbing fast.

Our boss, Dan, was a brilliant, hard-working, and extremely passionate leader who was highly respected by all. Dan cared for us and we cared for him. We were a tight group. We treated each other as family. Dan’s passion was contagious, and he quickly established a culture of caring, hard work and trust. We were poised for success. Because I was senior to other members of the team, Dan selected me to be his deputy.

The idea of creating a small team to bend the cost curve for the entire DoD pharmacy benefit was novel – it had never been tried before. While the team shared a genuine passion for this noble and ambitious undertaking, early wins were few and far between.

After the 6-month honeymoon period ended, enthusiasm was slowly replaced with frustration.  Every morning we’d meet with Dan to share the progress or, more accurately, lack of progress with our respective projects. It was slow and insidious at first, but sarcasm, frustration and pessimism crept into the meetings. A few of the more vocal naysayers would spew their negative venom and Dan and I would make meager attempts to mitigate the damage, or in times of weakness simply join in. These meetings frequently went much longer than scheduled, drained everyone of energy, and were generally recognized to be a waste of time. In short, neither Dan nor I led these meetings. We attended them. One could feel the energy, passion and trust dissipate like air leaking from a balloon.

Mark E. Brouker

Mark E. Brouker

It was clear that Dan and I needed to change our attitudes. We candidly discussed the culture of pessimism that we were creating and, more importantly, how it was sucking trust and the creative juices from the team. Over a handshake, we agreed to help each other curb our negativity and celebrate small victories that were indeed happening. We’d address the challenges, but not mire in them. We agreed to not let anyone hijack the meeting with their negativity.

We were more careful in the words we chose – we rid ourselves of cynical remarks. We were careful with our body language. No scowling or worried looks. Above all, we focused on staying positive. We’d invest a few minutes before meetings to reflect on past successes, however minor, and mention them at the beginning of the meeting. We’d then address the challenges, and close each meeting with a reminder, once again, of past successes.

Frustration and pessimism were slowly replaced with enthusiasm and optimism. Wins starting coming. More wins followed. Within 2 years, our small team was saving DoD over $100 million annually with no reduction in quality. Our small team was recognized within the industry as a center of excellence. Our success was nothing less than stunning.

How did this happen? It turns out that Dan’s and my behaviors had a much more profound impact on our team members than we could have ever imagined. In fact, studies have shown that the leader’s level of enthusiasm and optimism directly impacts their team members level of enthusiasm and optimism. Why is this the case? A study by Gallup found that employees who are supervised by highly enthusiastic leaders are 59 percent more likely to be enthusiastic than those supervised by unenthusiastic leaders.[1] In other words, the leader’s behaviors, in this case optimism and enthusiasm, are contagious. Further, studies have indeed shown that businesses led by enthusiastic and optimistic leaders were significantly more profitable than those led by apathetic and pessimistic leaders. [2] [3]

Can a leader’s level of enthusiasm and optimism really impact the bottom line? Unquestionably the answer is yes. The leader’s ability to influence in politics, academia, sports and yes, profitability in business, is profound. Those businesses led by leaders who understand, respect, and embrace the strong correlation between the leader’s level of enthusiasm and optimism as it relates to performance and profits – and most importantly practice these behaviors – are at a distinct competitive advantage.

Be a great leader – lead with enthusiasm and optimism.

Mark E. Brouker, Captain, United States Navy (retired), Pharm.D., MBA, FACHE, BCPS, is founder of Brouker Leadership Solutions, and author of Lessons From The Navy: How To Earn Trust, Lead Teams, And Achieve Organizational Excellence. For more information visit http://www.broukerleadershipsolutions.com/.

[1] Gallup, “State of the American Workplace, 2017.” Accessed February 12,2020.

[2] Michael Bush, A Great Place to Work for All (Oakland, CA: Berrett-Koehler, 2018), 26

[3] Marcus Buckingham, First, Break All the Rules (New York, NY: Simon and Schuster, 1999), 40

 

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JPMorgan to launch UK consumer bank within months

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JPMorgan to launch UK consumer bank within months 3

LONDON (Reuters) – JPMorgan Chase & Co will launch a digital consumer bank in Britain under its Chase brand within months, the U.S. banking giant said on Wednesday.

The bank said the new business had already recruited 400 people and would offer a range of products, including current accounts.

The UK venture will be led by Sanoke Viswanathan, who has been named chief executive. Viswanathan was previously chief administrative officer for JPMorgan’s corporate and investment bank.

The digital bank will be headquartered in London’s Canary Wharf financial district, with customers supported from a new call centre in Edinburgh.

Reports about a likely tilt by JPMorgan at the UK consumer market have been circulating for around a year, but the bank had publicly disclosed few details.

“The UK has a vibrant and highly competitive consumer banking marketplace, which is why we’ve designed the bank from scratch to specifically meet the needs of customers here,” said Gordon Smith, CEO of consumer and community banking for JPMorgan.

(Reporting by Iain Withers; Editing by Jan Harvey)

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European regulator clears Boeing 737 MAX airliner for return to service

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European regulator clears Boeing 737 MAX airliner for return to service 4

(Reuters) – Boeing Co’s modified 737 MAX airliner is safe to return to service in Europe, the European Union Aviation Safety Agency (EASA) said on Wednesday, lifting a 22-month flight ban after two crashes of the jet which caused 346 deaths.

EASA Executive Director Patrick Ky said it had “every confidence” that the plane was safe following an independent European review of changes ranging from cockpit software to maintenance checks and pilot training.

“Let me be quite clear that this journey does not end here,” Ky said in a statement.

“We have every confidence that the aircraft is safe, which is the precondition for giving our approval. But we will continue to monitor 737 MAX operations closely as the aircraft resumes service.”

Regulators around the world grounded the MAX in March 2019, after the crash of an Ethiopian Airlines jet five months after one flown by Indonesia’s Lion Air plunged into the Java Sea. A total of 346 passengers and crew members were killed in the two crashes.

The United States lifted its ban in November, followed by Brazil and Canada. China, which was first to ban the plane after the second crash, and which represents a quarter of MAX sales, has not said when it will act.

Relatives of some crash victims have strongly criticised the move the clear Boeing’s best-selling airplane.

EASA represents 31 mainly EU nations, excluding Britain which formally left the bloc this month. Britain is expected to issue its own separate approval on Wednesday.

(Reporting by Sudip Kar-Gupta, Rachit Vats; editing by Jason Neely)

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