Unexpected - Issue 13 - Employer Branding
ISSUE 13 - Employer Branding
Head of Strategy
Almost no other buzzword is overused to such a high degree as ‘employer branding’. It’s often used to express what is little more than traditional recruiting. But what is employer branding actually capable of – and how can companies benefit from true employer branding in all its complexity?
The world is changing at lightning speed. Digitalisation, technically-oriented rationalisations and internationalisation, and demographic change with one new ‘generation’ of applicants after another – all these developments are contributing to fundamentally changing the business world at companies over the long term.
In the future, a company’s innovativeness and competitiveness will therefore be closely linked with its ability to find the right employees and retain them over the long term. That said, employer branding has long outgrown the limited sphere of recruiting: it has become an essential top management issue. Corporate strategy, brand management and brand communication flow together in the B2B sector like nowhere else and require the joint efforts of management, marketing, HR and IT.
We now need to view employer branding like a purchasing process as in the field of product marketing. Companies advertise themselves at various points of contact in a variety of channels to win over people. The eternal aim is ultimately to generate a preference for the company through positive brand experiences and ideally elicit an application. But the process doesn’t end with this recruitment stage: now it’s about generating employee loyalty through internal communication and eventually turning employees into true fans of the company who are willing to actively recommend it to others.
All this forces companies to think in a new way and requires strategies that are more sophisticated in the ‘war for talented minds’. New media and changed alliances within the company are becoming important. All that is the subject of this issue, which provides inspiration and explains ways in which we as agencies can advise our customers today in an area that is far from being exhausted.
This newsletter highlights the importance and complexity of employer branding, but also demonstrates what solutions might look like for companies today. I hope you enjoy reading this issue and find plenty of inspiration!
"We now need to view employer branding like a purchasing process as in the field of product marketing. "
- Gunnar Schnarchendorff, BBN Germany
Engaging Employees Can Bring a Brand to Life
How successful companies engage and guide employees
When marketers contemplate bringing a brand to life, thoughts often flow to the traditional four P’s of the marketing mix: product, price, place and promotion.
Yet, many prosperous business leaders today would argue that the traditional four P’s overlook the most important aspect of building a successful brand: the people.
This article is the Executive Summary of a whitepaper produced by our partner agency colleagues in the US. If you would like to receive a copy of the full whitepaper, please subscribe via the link at the end of this summary.
Many experts agree that it is the employees, through their understanding of and belief in a company’s philosophy, who truly build the customers’ image of an organization. Nicholas Ind, a writer and brand consultant, says an organization’s focus should be more on “bringing a company’s ideology to life internally to enhance brand value” because long-term brand — and business — success depends on the customer experience. Employee actions and behaviors have a direct impact on customer experiences.1
The Business Case for Engaging Employees
Kevin Kruse, Forbes contributor and New York Times best-selling author, says employee engagement is the intellectual and emotional commitment the employee has to the organization and its goals.2 Engaged employees possess a high level of enthusiasm and dedication to their work, and they often go beyond what is expected.3,4 They care about their work and about the performance of the company, understand their roles and feel their efforts make a difference.
What’s concerning is that, according to the Gallup State of the Global Workplace report, engaged employees are not very common, with just 13 percent of employees worldwide saying they are engaged in their work. In the United States, employees are more engaged, with 30 percent of those participating saying they are engaged in their jobs.5 According to Gallup and other firms like it, increasing employee engagement should become a strategic priority, if it is not already.5,6 Some experts believe that employee engagement will be the most critical metric for organizations in the 21st century.7
The white paper objectively presents the benefits of engaging employees as well as the potential impacts nonengaged employees can have on an organization’s bottom line. Successful companies, such as Zappos and Nike, know that engaged employees mean not only competitive differentiation but also real financial and emotional benefits. Companies with highly engaged employees have higher customer satisfaction, profitability and productivity, while experiencing lower turnover, less absenteeism, fewer safety incidents and fewer quality defects.3
The paper offers salient high-level thoughts and principles that foster workforce engagement, with an emphasis on internal branding as the most successful method. Many companies are investing in brand building internally, recognizing that their employees’ interactions with customers are the primary way an organization delivers its brand promise.
Successful internal branding initiatives involve top leadership support, leading by example, developing an organizational mission that all can believe in, involving employees in the process so they can internalize the brand and providing employees with tools and resources so they can live the brand on a daily basis.8 When employees are given guidance and resources supporting the brand, they feel empowered to live the brand.9 Often, organizations enlist internal brand ambassadors to guide these ongoing initiatives and help bring their colleagues on board so all in the organization are living up to the brand promise.
Finally, the paper provides examples of ideas, processes and methods that some employers utilize to help employees become passionate brand advocates who deliver positive customer experiences to increase business performance.
1 Ind N. Living the brand: how to transform every member of your organization into a brand champion. 3rd ed. London: Kogan Page Limited London; 2007.
2 Kruse K. What Is Employee Engagement? Forbes. June 22, 2012. http://www.forbes.com/sites/kevinkruse/2012/06/22/employee- engagement-what-and-why/#611325774629. Accessed March 1, 2016.
3 Gallup Inc. State of the Global Workplace. http://www.gallup.com/services/178517/state-global-workplace.aspx. Published October 2013. Accessed March 1, 2016.
4 AON Hewitt. 2014 Trends in Global Employee Engagement. 2014. http://www.aon.com/human-capital-consulting/thought- leadership/talent_mgmt/2014-trends-in-global-employee-engagement.jsp. Published April 2014. Accessed March 1, 2016.
5 Reilly R. Five Ways to Improve Employee Engagement Now. Gallup Business Journal. January 7, 2014. http://www.gallup.com/ businessjournal/166667/ ve-ways-improve-employee-engagement.aspx. Accessed March 1, 2016.
6 Berry LL. Cultivating Service Brand Equity. Journal of the Academy of Marketing Sciences. 2000;28(1):128-137.
7 Siddhanta A, Roy D. Employee engagement – Engaging the 21st century workforce. Asian Journal of Management Research. 2010:170-189.
8 Harris P. We the People: The importance of employees in the process of building customer experience. Journal of Brand Management. 2007;15(2):102-114.
9 King C, Grace D. Internal Branding: Exploring the employee’s perspective. Journal of Brand Management. 2008;15(5):358-372.
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in employer branding to watch
Trends to Watch
Historically candidates may have just hoped that they would fit in with their new employers. However, the modern employee wants more. They are more demanding and want to see evidence that a company is also the right fit for them.
This new attitude among employees and candidates inevitably leads to increasing competition between brands to attract and retain the best talent, and without doubt, the most effective weapon in this battle is your employer brand.
Here are three key trends that we think are essential.
Authenticity and personalisation
This is essential. We do not talk of anonymous target groups any more. People want to have the feeling (!) that communication is made especially for them. Their wants and needs should be addressed. To be authentic is essential. The task is not to hire people by fancy communication and to loose them by reality. The starting point of building an authentic employer brand is to take the trouble to listen to what your existing employees have to say about your company.
Real people/ real stories
It's all about giving the people a feeling of how the company works and how it feels like. Authentic people and real stories help to bring the company closer to the people. Brochures and carefully crafted messages no longer work. People base their opinion on the way your organisation comes across on social media and in real life.
That is one of the major tasks of employer branding: to see it as an integral task of the company. It's about the ability to stay innovative and competitive. This is far beyond recruiting and thus a topic for management. Top management, HR and marketing have to come together. In fact, it can be considered a responsibility of everyone involved with organisations: employees, clients, suppliers and family and friends.
We are the engine...
...you are the heart
Have you ever heard of MDC Power?
Probably not. But you may well know their products: They are Daimler’s own manufacturer for Mercedes-Benz car engines: C-Class, B-Class, AMG…
Established in 2003, they never really had the need to communicate their brand. All their customers come from within their own Daimler Corporation, after all. So why invest in communication? They grew consistently over the years, produced more than 4 million engines by 2015 and committed themselves to start two completely new production lines in the next 8 – 10 months.
But then they realised they couldn't easily find the new workforce so urgently needed in addition to their already 1.000 people, no matter how good the perspectives and the conditions were. And in a rural area with well-known competitors not only from the automotive industry and an own brand awareness of virtually zero, this turned out to be a real challenge. Because one thing is for certain: when you build Mercedes-Benz engines, you never compromise on the quality of your staff. You want only the best candidates, whatever the position is.
So the task was clear: create awareness for the brand with potential candidates, lead them to MDC Power’s doorstep by a fully integrated communication campaign, and make the company the most attractive choice for both old and new staff.
What initially began with the request for a recruitment campaign quickly turned into a full-blown employer branding process. Employee interviews across all hierarchy levels, brand workshops and persona definitions pinpointed strengths and potentials and eventually the core of the brand as employer: not just a first-class engine factory, but a driver for the future of the whole region and the people who live and work there. A confident yet credible positioning. And the basis for a powerful communication idea.
MDC Power builds the best engines for the most desirable cars. So their engines are the hearts of these premium drives. And what is at the heart of MDC Power? It is the people who work there, creating these excellent engines. This combination of power and emotion was dramatised with a striking key visual: a (beating) heart constructed from original parts of their engines. The campaign line captures the essence of this idea: We are the engine. You are the heart.
The roll out
The new campaign was launched on the inauguration day of the first new production line, for which 250 new employees were needed. In parallel, a full-blown campaign started across the main channels in Southern Thuringia with cinema spots, billboards, print ads, online banners, a facebook campaign and other activities all leading to the new website.
Watch the cinema Advert:
Let the figures speak for themselves: only five months after the campaign start, the website had 63.000 visits by 41.000 visitors (to compare: the whole county has less than 90.000 inhabitants). The average time on site was over 4 minutes, with more than 4 site visits per visitor and more than 8500 clicks on „apply now“.
More importantly: all vacancies for the two new production lines were filled successfully.
The internal effect
From the very beginning, the campaign was also aimed at the current staff: to express the appreciation of their role in the company’s success to date and thus increase identification and their readiness to act as brand ambassadors, both internally and externally. The feedback from the staff was overwhelmingly positive – they love the campaign, actively engage in the internal employer branding activities and wear their campaign-branded hoodies with pride.
Now in its third year, the campaign continues with a stronger focus on internal activation. The more short-term objective is completed, but the long-term one continues: to be recognised as the best place to work in all of Southern Thuringia.
When you embark on a journey
By Gunnar Schnarchendorff
The employee as a customer
Over the years we have learnt to view customers as on a journey, the destination of which is the company, its services and offers. This is referred to as the ‘customer journey’. They embark on this journey without any knowledge of the company, brand or range, and come across a variety of touchpoints along the twisting path, until they ultimately arrive where we want to have them with all our communication efforts: they make a purchase.
From there, we take them by the hand again, turning one-off buyers into regular customers and ultimately transforming them into enthusiastic fans of the company who are happy to recommend its services to others.
The customer journey as a concept has long been a component of modern-day marketing, though this perspective is new in employer branding. Why is that?
After all, what is a potential employee but another customer?
At the end of the day, aren’t employees also buying something – in exchange for their abilities and time?
If we pursue this idea, it brings us to the applicant’s ‘employee journey’ and the result is the following theories:
Theory 1: People are the competitive factor of the future
These days, CEOs invest a great deal of time and money in the efficiency of production lines, value chains and IT infrastructures. They should also be investing in people as a resource, as their abilities and expertise are a key success factor, particularly at medium-sized companies, when it comes to surviving in the highly competitive environment of international markets.
Finding the right employees and promoting loyalty are essential to ensuring a brand’s future strength, and have an influence on innovativeness and competitiveness. It’s therefore all the more important to address the topic at the highest level of company management, particularly in the B2B segment, where employer branding communication is often the only type of communication directed externally. Each activity in this sector has a lasting effect on the brand image.
Theory 2: Clearly defined employer brands are more successful
Brands have long outgrown the realm of ‘nice to have’ and there is clear evidence that strong (employer) brands are more successful monetarily. But what a brand can and needs to stand for must be identified in a structured process. Working with those who are best acquainted with the brand: the employees.
What’s the mission of the employer brand and what values does it represent? What can it offer (potential) employees and how can it benefit them? What kind of impression does the brand make? All this should be the result of a stringent brand process.
Theory 3: Recruitment is only the beginning of the journey
Many companies make the mistake of confusing employer branding with recruiting. But once the ink has dried on the employment contract, that’s when the real work begins: now the employer brand has to prove itself with all its promises on a daily basis. In other words, brand promises and the actual brand experience have to tally for the employee.
Aspects such as management behaviour, development and training opportunities, employee appreciation on an individual level, response to employee ideas and of course internal communication play a decisive role. How well does the company demonstrate the aims and strategies to people, put these in a positive light and thus be a motivating force?
According to Gallup’s Engagement Index 2016, 70 per cent of employees demonstrate only minimal emotional loyalty to their own company, whilst 15 per cent don’t feel an emotional connection to their company at all, revealing a deficit in companies’ communication abilities following employee recruitment.
Theory 4: The employee experience is key
It’s reminiscent of the purchasing process in the field of product marketing: simple ‘buy me’ messages are no longer effective. The decision for or against a brand is formed over time through many contact points.
But 88.9 per cent of the top 1,000 companies still publish vacancies primarily on their own website, but only generate 27.2 per cent of their new hires there. It’s no wonder: as the name suggests, the employee journey extends along many contact points. Brand experience develops over a long period of time through a collection of many positive brand experiences.
So it’s all the more important to address potential applicants across several channels. But: understanding needs to precede contact.
Theory 5: You can only benefit if you know your target group inside out
Inspiring people along their employee journey means offering them real ‘attractions’ on their travels. And to do that, we need to know where our candidates happen to be and what their interests are.
Product marketing has been using personas as a tool for quite some time to get better acquainted with target groups and all their habits, demands, desires and pain points. We should also know exactly what today’s applicants expect when it comes to employer branding. What’s their situation in life? What do they expect of a workplace and their employer? What are their alternatives?
Of the top 1,000 companies in Germany, two in ten only slightly tailor their method of addressing candidates – in the content, forms of target group access, or messages. So it’s no wonder that 27.9 per cent of candidates are fed up.
Theory 6: Big data protects against small talk
It’s extremely important to gather knowledge about the target group. Primary and secondary studies offer a solution. One of the best sources is the company’s own employees.
Simply ask your (newer) employees how they came into contact with your company, which contact points they noticed and how, and what ultimately prompted them to choose your company in particular.
You will obtain valuable information. Another effective method is to question employees who are leaving the company. What were they dissatisfied with? Where do they see the strengths and weaknesses of your employer brand? And what was the actual reason for leaving?
Admittedly, you won’t receive an (honest) answer to all your questions. But each answer is guaranteed to bring you further. So it will be worth your while, for instance, to incorporate surveys into the onboarding and offboarding processes.
Theory 7: The early bird catches the worm – active sourcing
Many employees who are suitable for your company have a key disadvantage: they’re already working somewhere else and not even considering applying to your company.
That’s why many companies now turn to active sourcing, which refers to all the active measures used by a company to contact interesting candidates and establish a permanent relationship. It makes sense, as many employees are not looking for a new job, but would still be open to a change. Companies therefore need to take the initiative themselves and address suitable candidates.
Complex employer branding is certainly not necessary in all markets, industries and target groups, but the conditions aren’t getting any easier either. So it’s a good idea to consider a well-founded employer branding strategy early on and integrate some of the points described here into daily operations.
Future of employee branding
Facts & Figures
What does the future hold for employee branding?
By Suzanne Günther and Svenja Knapp
The company website isn’t everything
88.9 percent of the top 1,000 companies still publish vacancies primarily on their own website, but only generate 27.2 percent of their new hires from this channel.
Companies such as agencies shouldn’t concentrate solely on the website, but rather analyse which channels are most frequently used by the desired applicants.
Is the future mobile?
70.7 percent of companies say that the use of mobile recruiting has increased their reach when they address candidates.
In the future it will be important for people to be able to access and experience the employer brand on their mobile devices.
Is the future a click?
The one-click application is gaining ground: more and more applicants wonder why they should have to enter their profile manually into an online form when all the relevant information has long been available in the business network. 17.9 percent of companies are planning to implement this option in the future, whilst 23.3 percent of candidates have already used it.
Employers are under pressure to act: if you’re not willing to accommodate applicants, you could eventually end up with a staff shortage. That means you need to keep an eye on how applicants are using media.
Is the future social?
While in 2012 only 50 percent of HR managers considered social media to be a helpful recruiting tool, that number is now over 64 percent. And in comparison to 2014, three times as many medium-sized companies (40.5 percent) now opt to use social media alongside other recruitment activities.
Target group analysis is important for generating relevant content for social media. Medium-sized companies are also happy to receive active support in social media upkeep.
Applicants profile in the future?
85 percent of companies already maintain their own talent pool. Companies try to identify suitable candidates early on, promote loyalty through talent pools and actively approach them.
In the future, the aim will be to identify the right talents for the talent pool and promote their enthusiasm for the company.
More authenticity in the future?
Applicants complain that the biggest failure in terms of company content occurs when companies present themselves or carry out employer branding activities. 80 percent refer to the content of the company presentation, most often naming dishonesty, superficiality and exaggerated statements. An employer brand should be authentic and, later on, able to deliver on what it has promised. Particularly when candidates perceive dishonesty and superficiality during the application process, they’re unable to form an emotional connection with the company later on.
What it really comes down to is finding – and not inventing – the employer brand, presenting it appropriately and transforming it into an experience.
Employer Branding at a Glance
What's new at BBN
BBN agencies are winners at Global and National awards
BBN and their clients received twelve awards during the recent 2017 BMA Global ACE awards ceremony held in New York. The event is billed as the premier and most prestigious awards competition for creativity in B2B marketing, and among BBN USA's first-place wins was recognition for the agency’s own website redesign. While BBN UK won first place for Best Broadcast Radio advertising spot for Yell and Best Proprietary Event marketing for Miura Systems.
At the BMA B2 Awards held in Chicago, BBN UK won Best Direct Response Marketing and Best Print Advertising for Yell and at the UK's B2B Marketing awards they won Best Use of Creative for Yell and Most Commercially Successful Campaign for Micro Focus.
In Germany's GWA Profi Awards BBN won Gold for MDC Power, Silver for Messe Bau and Bronze for ebmpapst.
BBN USA CEO Greg Nickerson was also honored as the National Agri-Marketing Association's 2017 Marketer of the Year. Nickerson was recognized for his innovative leadership, exceptional performance and outstanding contribution to the advancement of agriculture. BBN USA also took home seven awards from the event.
BBN Brazil was responsible for the communication of “Transforma” - the education program created by Rio 2016 Olympic and Paralympic Games Committee. They were recently rewarded for their efforts and have just won a Holmes Report SABRE Award for the PR project.
Over in the nordics, Årets Byrå is an industry survey conducted by Regi in cooperation with Dagens Næringsliv that ranks and awards communication agencies in several categories. Over 900 clients were interviewed to increase understanding of what makes successful customer relationships, what challenges the communications industry faces and what are the most important areas of cooperation, viewed from the customer's perspective. At a ceremony in Oslo, BBN Norway were given the Professional Award of PR Agency of the Year and received the highest score on the interview question about “Digital competence”, and received a special award in that category as well.
This year literally started with a bang! As we welcomed and inducted two new agency partners in Spain and Switzerland.
After our first conversations with both of these agencies, it was clear that they had the passion, attitude and approach to add value to BBN and there was clearly an abundance of opportunitites awaiting them through BBN and it's partner agencies across the world. Both agencies are already working with international clients and their decision to join BBN was partly driven by their need to offer their clients a truly international offering.
We have just launched a job listing page on our website with current employment opportunitites with our agency partners from across the Globe.
Applications can be submitted directly from the listing to the appropriate contact at the agency location. Vacancies continue to be added on a weekly basis, so make sure to check out the page regularly.
Check out your next career move with BBN
BBN Owners' Conference
8-9 May 2017, Germany
The Owners’ Conference is the most important event of the BBN calendar. It provides an invaluable opportunity for agency principles from all over the world to come together and discuss the plans and development for BBN and working together.
The destination for our owners this year was Germany.
Schloss Reinhartshausen is in the heart of the Rheingau region, surrounded by vineyards and overlooking the Rhine.
This year’s conference held on 8 & 9 May 2017, at Chateauform’s Schloss Reinhartshausen just outside Frankfurt, gave partner agency owners the opportunity to be involved in one of the most pivotal events we’ve had as a group in the last 5 years.
In a session entitled The Transformational Approach we discussed key issues that would propel BBN to the next level and become a true challenger brand within our industry… very exciting times!
During the two days in Germany, 23 agency representatives took part in some stimulating discussion and our idea-generating workshops revealed some ambitious thinking and propelling questions.
Our new agency partners were invited to give a short credentials presentation and made the most of this great opportunity to network and build on the close relationships our owners already enjoy.
We also took this opportunity to review our current business plan and share thoughts on our next one: when you get this many smart and ambitious people in one room, you have to make the most of it and magic really does happen!
Photographs from the event are available here on Flickr
Just for fun and the love of tea, we asked our agencies, to bring along samples of their favourite brew to share with their colleagues and this was the result… our agency people are now enjoying teas from around the world!
and how BBN partner agencies benefit from them.
BBN Events are held for the benefit of all our agencies and most report it's a highlight of their agency's year.
Our partner agencies make every effort to include our two main events in their calendars. In this video BBN owners share their views on why these events are so important to their agency.
BBN on B2B: The Blog
B2B marketing insights, ideas, views and BBN news. Keep your finger on the global pulse here.
29 May 2017
We’re forever being told to “think outside the box”, but we say “don’t get into the box in the first place”. These days, traditional business structures can seem irrelevant.
If you don’t run your own business along radically different lines, how will you convince clients that they need to be creatively braver in their marketing communications? We need to change the way we think about ourselves and our industry first.
By Richard Parsons - BBN UK (England)
5 WAYS TO GET THE BEST OUT OF YOUR MARKETING AGENCY
22 May 2017
With a new financial year looming for many of us, and budgets being drawn up for marketing spend, a recent report from McKinsey&Company said that now is a good time to assess your relationship with your supporting marketing agency (or agencies) to ensure you get the results that you want and your company gets a good return on its investment.
by Andrew Bradshaw - BBN UK (Scotland)
BBN CONFERENCE 2017
16 May 2017
This year’s conference held on 8 & 9 May 2017, at Chateauform’s Schloss Reinhartshausen just outside Frankfurt, gave partner agency owners the opportunity to be involved in one of the most pivotal events we’ve had as a group in the last 5 years.
By Annette Fernandes-Poyser - BBN Central
ROUNDTABLE – INTERNATIONAL EXHIBITIONS
8 May 2017
We believe your international projects should be as easy as local projects. Where the only difference is … you pack your passport.
“With international, we tend to focus on all the things that are different, but I like to focus on the things that are the same. Because those little things that are different, we will take care of for you.”
By Derse - BBN Strategic Partner
HOW TO DELIVER THE RIGHT MESSAGE TO THE RIGHT AUDIENCE
3 May 2017
It doesn’t matter how good your content is if you don’t distribute it properly. Use three basic steps to deliver the right content to the right person and at the right time: (1) know the channel, (2) get the message read, and (3) send the message at the right time.
By Amanda Farish - BBN Strategic Partner - NUVI
5 WAYS TO REVAMP YOUR B2B SOCIAL MEDIA ACCOUNTS
24 April 2017
Lets be honest, we have all started business social media channels with the best of intentions only to find ourselves struggling to keep up with content, retweets/shares, and new followers.
As we all know, social media is a key factor in building your brand, but it can be hard to keep up with the medium’s constant need for content. Here are five tips to reinvigorate your efforts and revamp your social media profiles in 2017.
By Stephanie Black - BBN USA - Houston
AGENCIES IN SMALL MARKETS MUST DO MORE… AND FASTER!
17 April 2017
Nearly 12 months on since the Holmes Report’s first global communications report, it’s interesting to reflect on the executive summary: “Corporate communications executives around the world believe both they and their public relations agency partners will be expected to deliver more—more strategy, more content, more channels, more creativity and more measurement—over the next five years. But questions remain over the industry’s ability to attract the right talent, adapt to new technologies and increase the level of investment required to capitalize on these opportunities”. Reading these comments again with the benefit of hindsight it’s evident that the analysis was spot on! However; the change is not going to take five years, it’s happening much faster.
by Andreas Thue - BBN Norway
AGILE MARKETING: MYTH OR MUST?
10 April 2017
Agile, flexible, lean and mean - as a marketer you have two options: accept or adapt. We assume you will choose the second; otherwise we can recommend a couple of popular marketing books from the 90s.
By Peter Foubert - BBN Belgium
THIS IS NO JOKE – HOW HUMOUR CAN HELP B2B MARKETERS
2 April 2017
There were two cows in a field. One said “moo”, the other one said, “I was going to say that! Ok, maybe that’s not as funny as I initially thought, but in a world of me-too marketing, how can B2B marketing stand out?
In this post, we see how B2B marketers can use humour to engage their audience.
By Gopal Kishore - BBN Singapore
FOCUS ON F&B – DON’T TRADE ON TRENDS; DIG DEEP AND INNOVATE
20 March 2017
Take a deep breath because the “Top 10” trend season in the food and beverage industry is finally over for another year. Where once a few key reports heralded the new year, trend is now the content du jour. What we’ve taken from the pile of trend reports from the likes of McCormick, Baum + Whiteman, Mintel, Innova and others is this: Stop obsessing about trends.
By JoDee George - BBN USA (Milwaukee)
MARKETING = SCIENCE + GUT FEELING
13 March 2017
Computers and software are taking over many of our core tasks in marketing. Gut feeling can’t be dictated to or coded, though. However important hard science and analyses might be, you need to mix them with a gentle dose of gut feeling to achieve successful campaigns.
by Ben Verleysen - BBN Belgium
AN EMPLOYER BRAND WALKS INTO A PUB…
7 March 2017
This post shows the importance of the internal side of Employer branding. If your employees do not know what you claim for yourself as an employer in terms of values, strengths and offerings, or, even worse, if they cannot relate to it, you are wasting a tremendous opportunity.
By Carola Hecker - BBN Germany
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