PLEASE HELP: SUPER TYPHOON HAIYAN RELIEF DONATE NOW »
Jay Baer’s Youtility posits marketing should be ‘about help not hype.’
Instead of the now-antiquated push marketing (Think: Buy our stuff! We’re the best! Listen to what brilliant things we have to say!), Baer argues the collaborative economy and nature of social media leaves consumers wanting help from companies, not more marketing speak.
Here's the first of three highlights from the book, which all marketers—especially cause marketing professionals—should take to heart:
1) Simplicity is underrated. Marcus Sheridan’s (AKA “The Sales Lion”) pool business went from fledgling to thriving in part due to doing something almost stupidly simple: Answering his potential customers’ questions.
By answering literally every question he could think of around the pool decision-making, purchasing, and installation process, Sheridan then crafted a series of FAQ blog posts. This allowed potential customers the opportunity to self-serve. Because of this, he knew that when someone contacted him about a pool, they were truly a qualified lead.
Procter & Gamble’s (P&G) decision to partner with Habitat for Humanity (Habitat)—a nonprofit working to provide safe and affordable housing to those in need—and fund the building, repair, and cleaning of homes all over the world was not an impulsive one.
In fact, this partnership complements the larger vision of the brand: improving lives and creating the “experience of home” for families in need around the world.
This particular initiative includes 3,000 P&G employees volunteering on over 30 global projects, making this Habitat’s highest level of employee engagement in a single year.
I had the opportunity to discuss the strategy behind the new initiative and longer-term partnership between P&G and Habitat with Brian Sasson, P&G’s Global Manager of Social Investments, and Elizabeth Ratchford, on P&G’s Global Sustainability team.
The following is a post from our new expert guest blogger series. A version of this post originally appeared on Chart Your Course.
By Gregory P. Smith | @chartcourse
The youngest generation in today’s workforce, Millennials or Generation Y, has brought new challenges to companies. These 20 and 30-somethings are the largest generation in human history and will comprise 40 percent of the U.S. workforce by 2020, according to the U.S. Bureau of Labor Statistics.
They are driven, task-oriented, social and technologically savvy. They are also impatient, entitled and quick to change employers if they don’t feel they are advancing their careers sufficiently.
Seventy percent of Millennials leave a new job before the first two years, a turnover rate twice as high as other generations, according to Experience.com.
If businesses want to attract and retain this enormous pool of talent, they have to start tailoring their workplace to meet their needs and capture their loyalty.
We're pleased to announce our new expert guest blogger series! First up, Julie Urlaub, Managing Partner of the Taiga Company.
By Julie Urlaub | @TaigaCompany
Sometimes, corporate social responsibility (CSR) is like playing telephone.
Witnessed from a high level, a company's CSR plan may embrace all the right frameworks, include the buzzwords, and authentically and credibly embrace sustainability initiatives. However, witnessed from the employee level, all that vision (and jargon!) may be lost.
In addition to executive management playing a critical role in the success of a company, business sustainability requires leadership and communication across the entire organization. While management may ultimately carry the responsibility of CSR results, employees have a part to play in the definition and implementation of these programs.
What are your employees saying about your organization? Are they equipped with information and engaged in your company’s corporate social responsibility programs to passionately communicate the message you would like the world to hear?
Does it even matter?