connect apr/may 2016

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PARADIGM SHIFT Competing

in the new age of jobs

INSIDE TRENDING WITH JAMES POOLEY

INBOX FACT OR FICTION

April / May 2016 by NextPage

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Publisher’s Letter

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CONTENTS03 Publisher’s Letter Great Things04 The Inbox 06 Paradigm Shift Competing in the new age of jobs By Charles Lunan10 Stand 4 The key to standing out By Michael J. Pallerino14 Trending with... Data expert James Pooley15 Fact or Fiction Examining the efficacy of direct mail, print, and email marketing

W ith a new year comes new pressures – goals to set, goals to reach, and rela-tionships to start and grow. But with a new year also comes new possibilities, a blank slate of sorts, to dig deeper and connect with your market in a new way.

However, often times we let the pressures overshadow the possi-bilities. The sales goals make us lax on the current relationships we have, or the budget acts as a limitation, rather than an opportunity for innovation. But growth comes by running through a wall – moti-vating yourself to achieve despite the restrictions.

We are able to accomplish great things when we don’t succumb to our limitations. Take Beethoven, who composed some of his greatest pieces while deaf, or Stephen Hawking, who even though bound to a wheelchair and only able to speak through a computer, has become one of the world’s most renowned astrophysicists. As Hawking said, “People are fascinated by the contrast between my very limited physical powers and the vast nature of the universe I deal with.”

Don’t let your limitations keep you from having a vast impact. Don’t let your mar-keting budget keep you from pursuing deep connections. This year, despite the restric-tions you may face, make

DON’T LET YOUR LIMITATIONS KEEP YOU FROM HAVING A VAST IMPACT.

PUBLISHER Gina M. Danner

MANAGING EDITORMichael J. Pallerino

ART DIRECTIONJeremy Moyler | Creative Director Rosey Matney | Graphic Designer

Connect is published bimonthly by NextPage® 8300 NE Underground Drive, Pillar 122

Kansas City, Missouri 64161 © 2016. All rights reserved

For more information, contact us at 866.938.3607 or visit goNextPage.com

GREAT THINGSyour best contribution to your business and your clients. You may find yourself setting more records than ever before.

That said, we’re thrilled to bring you the first issue of 2016. The cover feature, “Paradigm Shift,” explores the underlying motivators that make us want to work. It also highlights how the workplace is changing with the influx of the Millennial generation.

In the second feature, experts weigh in on how they made their business – and their brand – stand out above the noise.

For the new year, we’re bringing you a new look and some excit-ing things to come.

As always, it’s a privilege and a pleasure to serve your commu-nity, and we’re thrilled to have you with us for 2016.

Happy New Year! Respectfully, Gina M. Danner, CEO

The Inbox

April / May 2016 | Connect by NextPage

4

INSI

GHTS

Themoststrategicmarketerswill

revisittheircontent,targetingandmedia

strategies,andchallengethemselvestooffermore

relevantandrewardingaudienceexperiences;in

otherwords,theywillfocusonearningtheiraudience.”

– ThinkVine CEO Damon Ragusa

on the importance of marketers

finding effective new methods for

reaching their consumers

The Inbox

1.4The number, in billions, of consumers who are expected to utilize a mobile messaging application by 2018, accord-ing to eMarketer’s “Mobile Messaging Apps: Global User Forecast, Leader-board and Outlook on Monetization” re-port. That’s more than 80 percent of all smartphone users. As more consumers gain mobile internet access worldwide and flock to messaging apps as cheaper alternatives to SMS, MMS and voice calls, the numbers are expected to post double-digit growth over the next couple of years, the study reports.


5

Is Digital Marketing Missing the Mark?

Deja Vu SURVEY SHOWS WHAT MAKES BUYERS BUY AGAIN

BuyerdemandscontinuetochangeforB2Bbuyers.Today’sbuyersexpectaconsistentandpersonalizedexperienceineverystageoftheirpurchasingjourney.Sowhatmakesthemcometoyouagain?Accordingtothe“MasteringOm-ni-ChannelB2BCustomerEngagement”report

byAccentureandSAPHybris,B2Bbuyersprefertransparencyaboveallelse.Thestudy,whichsurveyedmorethan1,300busi-nessdecision-makersaroundtheworld,soughtsomeofthemostimportantfactorsinfluencingthedecisiontobuyagainfromasupplier.Thetopfiveresponsesincluded:

16%

13%

12%

10%

TRACK PURCHASING HABITS ACROSS DIFFERENT CHANNELS TO GIVE PERSONALIZED RECOMMENDATIONS

HAVE BROADEST SELECTION OF PRODUCTS OR SERVICES

HAVE CONSISTENTLY LOWER PRICES

OFFER MULTIPLE PAYMENT OPTIONS

19% HAVE TRANSPARENT PRICES AND PRODUCT DETAILS

InareportfromAdobeonTheStateofOnlineAdvertisingthequestionprevails;isdigitalmarketingmissingthemark?

Bothconsumersandmarketersfeelonlineadvertisingisnoteffective(consumers32%;marketers21%).Consumerandmarketingrespondentsgloballybelievethatbanneradsdonotwork(49%consumers;36%marketers).TraditionalmediasuchasprintandTVreceivedhigherscoresforcredibilityandeffectivenessamongconsumersandmarketersinallregions.One-thirdofrespon-

dentsagreeditisvaluablewhenawebsitemakespersonalizedproductandservicerecommendations.74%ofU.S.,respondentssaidtheywerecomfortablewithtargetedadvertisingbasedontheirbehaviors.


Organizations must shift from creating an environment where they assume that people need to work there to one where people want to work there.” – JACOB MORGAN, CO-FOUNDER, THE FUTURE OF WORK COMMUNITY


7

Across America – and particularly among technology and creative types – the grumbling is getting louder. “They are not using me to my full potential.” “I’m not growing.” “I don’t have access to the tools I need to excel.” “I’m not getting the mentoring I expected.” “I don’t see any opportunities for advancement.” “I’ve been here just 18 months and I’ve already outgrown this job.”

Before you dismiss such remarks as the whining of a spoiled generation, consider that Millennials – or those born between the late 1970s and late 1990s – now make up the largest group of people in the United States and much of the global workforce. They will make up half the U.S. workforce by 2020 and 75 percent by 2025, as Baby Boomer retirements accelerate.

Consider also that decades of research by both academics and consultants demonstrate a direct correlation between employee engagement and financial performance. Aon Hewitt boasts that, on average, companies certified as “Best Employers,” earn operating profits that are 4 percent higher; sales growth that is 6 percent higher; and employee turnover rates that are 33 percent lower than their non-certified peers.

Make no mistake. Winning the hearts and minds of Millennials will be critical to winning the talent war in the coming decade, and that will require countless companies and managers to make big changes in how they manage and motivate the workforce.

In its 2015 Trends in Global Employee Engagement report, Aon

PARA DIGM

SHIFTCompetinginthenew

ageofjobs★ ★ ★

BY CHARLES LUNAN


8

telling the organization what tools they want to work with, what values they want to promote, what types of places they want to work in,” Morgan says. “I can’t think of a single industry where this is not relevant. It cuts across all careers, whether engineering, marketing or in any creative position.”

In his 2014 book, “The Future of Work,” Morgan lays out how technology, demographics and globalization are reshaping the workplace and the steps employ-ers can take to gain an edge in competing for top talent.

In the realm of technology, companies are shifting to Cloud-based tools, enabling workers to

home longer until they find a company that they truly want to work for,” writes Jacob Morgan, who has interviewed dozens of CEOs around the world for his work as an author and co-founder of Future of Work Community, an online resource for talent man-agement practitioners. “In other words, organizations must shift from creating an environment where they assume that people need to work there to one where people want to work there.”

Morgan says the most for-ward-thinking employers are investing hundreds of millions of dollars to overhaul their technol-ogy, offices and talent manage-

ment systems in a bid to create such environments.

“The big shift we are seeing now is that the employees are

Hewitt found employee engage-ment levels plateaued in 2014 and that employees’ overall work experience was deteriorating. In October 2015, Gallup reported that the percentage of U.S. work-ers it considers engaged in their jobs averaged just 32.1 percent, essentially unchanged since March and well below the levels seen before the last recession.

Yet, even as the unemploy-ment rate approaches its lowest level in 7.5 years, many employ-ers remain oblivious to the forces driving the griping.

“This is a generation of employees with technological fluency that is willing to live at

havesomecandidateinCaliforniawholovesourcompanyandwantstoworkforus,therearenoothercompanieshecanworkforhereifthepositiondoesnotworkout,”Heathfieldsays.“Ourchieftechnologyofficerisretiringin2016,andIabso-lutelybelievetheCTOwehiretoreplacehimisgoingtoberemote.That’sahugejumpformyhusband,butnotsomuchforourdaughter.Atherlastjob,shehadteamsinsixcountriesandherbosswasinLondon.It’sadifferentworld.”

studentstodevelopmarketreadyapplications.Theprogramgivesitanedgewhenitcomestohiringinterns.TechSmithalsokeepsitskitchenstockedwithfoodandbeverages,haslunchcateredeveryFridayandholdsemployeerecognitioneventseverymonth.

Heathfieldpredictsthattech-nologycompaniesbasedinsmallmarketswillhavetobecomemuchmorecomfortablehiringremoteemployeesiftheyaregoingtocompetefortoptalent.

“Oneofourchallengesinmid-Michiganisthatifwe

illennialsareevenhasteningthedemiseofoneofcorporate

America’smostdespisedinstitutions–theannualperfor-

manceevaluation.AccenturemadewavesinJuly2015,whenitannounceditwouldeliminateitsannualreviewprocessbe-ginningSept.1afterconcludingitcausedmorefrustrationthanresults.Theglobalconsultingfirmismovingtowardasystemofmorefrequentandlessformalevaluations.

Tocompetefortopprogram-mers,TechSmithparticipatesinaprogramatnearbyMichi-ganStateUniversitythatpairsAmazon,GeneralMotors,Ford,Symantecandotheremployerswithteamsofcomputerscience

WHY CHANGING

THE WORKPLACE

MATTERS

“Millennialsvalueflexibilitymore

thanmoney.Sure,theywantallthemoneytheycanget,butworkissomethingyoudoinbetween

weekends.”–HR CONSULTANT

SUSAN M. HEATHFIELD


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quickly and inexpensively orga-nize around projects regardless of their location. This is allowing new levels of collaboration and innovation. Yet the gap between the consumer web and enterprise remains large and is creating growing employee frustration at many organizations, Morgan says.

In its most recent report on global employee engagement, Aon Hewitt found increasing em-ployee dissatisfaction with many of the resources they are provided.

“Employees who are engaged, but not empowered, are more likely to be frustrated, burned out and become disengaged,” says Ken Oehler, Ph.d., Aon Hewitt’s global engagement practice leader. “This puts organizations at risk of having suboptimal produc-tivity and higher-than-average employee turnover.”

That has not stopped employ-ees and job candidates from using the connectivity enabled by the web to strengthen their own hand in employment negotiations.

A top employee with high-de-mand skills who no longer wants to commute three hours a day to and from the office need only start returning emails from re-cruiters on LinkedIn, for example. This reality not only helps explain the proliferation of “Best Places to Work” lists, but also the eagerness of employers to get on them.

To get on those lists, employers must be prepared to assign new employees to teams and projects that will challenge their skills, provide career counseling, feed them and allow them to telecom-mute for those occasions when they need to leave the office early or come in late so they can attend a family activity, care for an ailing parent, or attend to some other personal priority.

“Millennials value flexibility more than money,” says Susan M. Heathfield, a consultant who writes about human resource topics on About.com when she’s not helping her husband run TechSmith Corp., a 300- employee software company in Okemos, Mich. “Sure, they want all the money they can get, but work is something you do in between weekends.”

Mentor. Careeropportunitiesremainthetopdriverofemployeeengagementworldwide,aheadof“Organiza-

tionReputation”and“Pay,”accordingtoanannualsurveycon-ductedbytheglobaltalentmanagementconsultingfirmAonHewitt.YetamajorityofemployeesdonotseeapathforwardattheirorganizationandthepercentageofU.S.employeeswhoweresatisfiedwithcareeropportunitiesattheirplaceofworkdeclined3pointsto44percentfrom2013to2014.

Provide an annual training stipend. Today,topperformersaremoreself-directed,saysJacobMorgan,

co-founderoftheFutureofWorkCommunity,anonlinecommunitydedicatedtohelpingcompanieswinthewarfortalent.Thisisnotbecausetheyhaveasenseofentitlement,butbecausetheyhaveagreaterappreciationforhowtechnologycanmaketheirskillsobsolete,disrupttheircareersanddilutethetiesbetweenemployerandemployee.Thankful-ly,thatsametechnologymeansemployeesusuallycanobtainthetrainingtheyneedonline24/7andoftenforfree,oratamuchlowercostthanjust10yearsago.Considerofferinganannualtrainingstipendemployeescanspendastheyseefit.

Move to the Cloud. One immediate way to enable ownership is to move company tools to the cloud

where employees can access them from any device, at any time without costly provisioning by your IT department. This provides employees with tremendous flexibility as they seek to balance work, family, friends, hobbies and health.

Make the workplace more social. Createa

fun,physicalworkplacewherepeoplewillwanttocometowork.Thismayincludeprovidingroomswithsofasandcoffeetables,freefoodandbeverages,amoreopenfloorplanandsmallmeetingroomstoencouragecollaboration.

Provide a greater purpose. Sixof10MillennialssurveyedbyDeloittein2014saida“senseofpurpose”

waspartofthereasontheychosetoworkfortheircurrentemployers.Thatnumberroseto77percentamonghighusersofsocialnetworkingtoolscomparedtojust46percentofthosewhoarethe“leastconnected.”

WinningtheheartsandmindsofMillennialswillbecriticaltowinningthetalentwarinthecomingdecade.

01

02

03

04

05

5 STEPSfor winning the talent war


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start-up companies in Denver, Chicago and Sydney, Australia, including the likes of Cisco Systems, Alteon Web Systems (Nortel Networks), American Power Conversion and Xircom. Among his myriad successes was selling $186 million of Cisco Systems equipment to Qwest Communications within a two-year period and growing the revenue of Sign Language, a large-format printing company, from $32,000 to $10.2 million within a five-year period.

Ask him, and he will tell you that his success was rooted in making himself – and his brand – stand out over the people and companies that provided similar products, services and value propositions. “That is really critical today,” says Tim, who serves as president of Northstar Commercial Partners, along with overseeing Three Creative, a life lead-ership organization. “How brands were marketed

n his book, “The Old School with New Tools,” Tim Brown talks about what’s needed to create exceptional sales experiences for your clients. The strategy he endorses, which was crafted through 20-plus years of de-veloping and implementing powerful sales engines, fuses the synergies of old school techniques with today’s ever-changing technologies.

In the high-pressure world of leading sales efforts for entrepreneurial ven-tures, of which Tim has spent the major-ity of his career doing, finding ways to

stand out from the competition can be the difference between getting the job done and exceeding beyond expectations.

Over a 10-year span, Tim worked with both established and

“Strategy is about making choices, trade-offs; it’s about deliberately choosing to be different.” – MICHAEL PORTER

STANDThe key to standing out By Michael J. Pallerino


11


12traditional approach.

“What’s important is not whether you are risky or not, but ensuring the message you are portraying is in alignment with your company’s overall mission, vision, values and goals, which hopefully is already in alignment with your overall product and brand de-ployment strategy,” Tim says.

this noise is a strategy more brands must embrace to win the war of differentiation. The strategy, he says, really depends on the brand. For example, if your brand is built on risk, be risky and even a bit snarky or sarcastic. If your brand image is built on sta-bility and being conventional, take a more conservative and

global scale. The reason: Innovative communications tools and platforms like social media continue to lower the traditional barriers to entry, i.e., it’s easier to create and launch a brand.

The downside: The market-place is more crowded than ever before.

Separating yourself from all

– view your brand. Abe Brown, founder of Momentum Coaching, says one of the real keys to standing out above the fray is the connection you make with your audience.

“If you can be the leader in your marketplace, you win,” Abe says. “But the ability to win means you must cultivate trust with your audience. It’s how brands like Apple and Coca-Cola continue to be leaders in their spaces. At the end of the day, consumers have the ability to purchase from whomever

they want. But if your brand builds trust, and you can deliver on the promise and value you promote, you will stand out.”

While listening to what your consumers have to say seems like a simple strategy, too many companies get lost in all the noise that surrounds them. “This is a people-centric, cus-tomer-centric landscape today,” Abe says. “If you are able to listen to what your customers, and even your com-petitors’ customers are saying, you will have the power to be significant, instead of insignificant.”

30 years ago – or less – is very different in today’s digital and social media world. You no longer need a lot of money to build the essential components of a brand, and then place that brand into the marketplace.”

For example, in just one generation, brand competition has shifted from a local/region-al competition to a national/

I remind myself every morning: Nothing I say this day will teach me anything. So if I’m going to learn, I must do it by listening. – Larry King

Stop, listen, learn–

BRANDuring an informal study that Three Creative con-ducted, Tim and his team found that at least 95 percent of the people they surveyed on LinkedIn did not publish content of any kind. A golden opportu-nity missed. “These employees are seen as experts by prospects and employees,” he says. “It is an ideal way to boost the identity of your brand with just a few simple posts.”

Brand messaging – which will help your brand stand out – must be consistent and relentless. That means the message must start at the top and

trickle down. In any and every company, nearly every person who is directly or indirectly responsible for selling to a prospect or customer has a public facing social media page.

DThe key is to remember that these

personal brand pages are a direct reflection of your brand and your com-pany, too. “Be sure to give everybody in your company the resources they need to post,” Tim says. “Those posts will be the reflection of your brand. Remember, if you don’t create mate-rials that are a positive and aligned representative of your brand, your employees will.”

How that plays out depends on how your employees – and your customers


13

Marketing experts will tell you that there is no time like the present to kick the identity of your brand and its message into high gear. You can start by asking yourself a few simple questions, which Tim Brown says is key to getting your message heard. For example: What is your external and inter-

nal messaging? How does it align with your corporate mission, vision, values and goals? Be intentional about every word that you use – they all matter.

Are your employees, prospects and customers able to share their stories about their ideas, growth, pains and gains with oth-ers within the company? Do you have a “brand board of directors”

consisting of employees, prospects and customers who can help you navigate the creation and evolution of your brand?

Are you remarkable? In Seth Godin’s book, “Purple Cow,” he writes about the difference between a brown and a purple cow. Give people a reason – or several – to remark about your brand.

“Your reputation is at the heart of the brand of your company,” Tim says. “Whether good or bad, you build a reputation through stories. And if you do not define your stories, others will create those stories for you. Take the approach that if you don’t write anything on social media, nobody will. Brand leaders must lead not only from within, but from without. Don’t wait to react to the competition. Dictate the playing field to your competitors and establish a standard of excellence with your own day-to-day hab-its, your commitment to authentically serving, and your brand’s pure business ethics.”

Strategies you can use

NOW You have to learn the rules of the game. And then, you

have to play better than anyone else.

– Albert Einstein


HAVE A SAFETY NET OF TRUSTED EMPLOYEES MONITORING AND MAINTAINING YOUR COMPANY’S PRESENCE ON SOCIAL MEDIA TO STOP POTENTIALLY REVEALING POSTS FROM EVER REACHING THE PUBLIC.

Is it hard to get a hold on every-thing centered on your brand?You have to be aware of your official social media presence. While you may not be able to fully control what your employees post on their personal social media accounts, you can certainly keep a close eye on official company Twitter, Facebook and other social media pages. Have a safety net of trusted employees monitoring and maintaining your company’s presence on social media to stop potentially revealing posts from ever reaching the public. Also, regularly change passwords to lock out account hackers.

Where’s the best place to start?

Put it in writing. Don’t assume that a few informal warnings or cautionary tales will keep all of your employees from tweeting and posting what they

shouldn’t. If your company already has general policies about the

disclosure of information assets, make them part of the official set of rules that govern employees’ use of social media. These policies

will reinforce the need to keep personal and work issues

separated, and not to post about what is going on inside the company.

In the end, does it all come down to education?Yes. You must train, train, and then train some more. You can mitigate much of the risks by creating a quali-ty-training program that engages your employees as part of your security team. They’ll make fewer mistakes themselves on social media (and else-where), and they’ll also watch out for the mistakes of others. Keep in mind that the best training is continuous, careful, upbeat and professional, and does not rely on threats. Be sure to include every-one – not just key knowledge workers. That includes contractors, temporary employees and interns.

It’s a social media world – and getting more and more socially active every day. But in today’s “sharing” culture, James Pooley believes you can never be too safe. Having recently completed a five-year term as deputy director general at the World Intellectual Property Organization in Geneva, Switzerland, Pooley is an expert in the fields of intellectual property, trade secrets and data security. When it comes to your social media strategies, Pooley, also is author of “Secrets: Managing Information Assets in the Age of Cyberespionage,” believes you must work diligently to protect your company’s

sensitive data, proprietary information and trade secrets. Here are his insights on helping protect your brand.

Is it safe to say you can never be too careful when it comes to social media?Yes. I’m not saying openness is inherently bad, but you have to understand that most of your employees are active on social media. For some, posting on Facebook, Instagram and Twitter is as natural as breathing. But what if they share a photo of a product prototype or accidently message a Dropbox link with confidential information? Social media and the “sharing” culture it has sparked can be real challenges to your organization.

How do you wrap your mind around this?Acknowledge the risks and work to improve your employees’ knowledge and good judgment. Understand that you’re ask-ing employees to go against their “digital instincts.” By its very nature, social media encourages users to publicly disclose the minutiae of their lives. They casually communicate, swap files, and use the Cloud to store and access everything. They have become experts at revealing a lot using

only 140 characters. When it comes to your brand, teach them to operate based on a different set of standards that often contra-dict how they deal with information in their private lives.

Trending with...Data expert James Pooley

14 Q&A: Interview with James Pooley

American adults said they prefer to read a printed piece than an online

piece. (Target Marketing’s 2016 Media Usage Survey)

Print is Dead

Direct Mail is Dead

First Class mail volume has declined

from 59 billion pieces in 1995 to

23 billion pieces in 2013. (USPS)

60

201995 2013

Based on lifetime value of a customer, direct mail generates $12 in revenue for every dollar spent.

of marketers are holding their direct mail budgets steady or increasing them. (Target

Marketing’s 2016 Media Usage Survey)

12:1

As a data driven marketer I love numbers and more importantly, I love stats. Statistics, tell us the story behind the soundbite. For example, here are some common soundbites and the real story behind them.

Examining the Efficacy of Direct Mail, Print, and Digital Marketing

By Gina M. Danner

FACTOR FICTION

15

Marketers spend 28.5% of their marketing

budget on print and direct mail related campaigns. (Target Marketing’s 2016

Media Usage Survey)

Print is Alive

Direct Mail Holds Strong

Direct Mail is Alive

Digital Marketing Outperforms

Direct Mail

Cost Per Acquisition

Direct Mail $19Paid Search $21 - 30Internet Display $41 - 50 Email $11 - 15 Data from the DMA’s “2015 Response Rate Report”

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