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The B2B alternative to influencer marketing
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Jamie Barlow, managing director of Hyped Marketing, discusses the effectiveness of influencer marketing…

If you’ve ever taken out a traditional print or TV ad, you’ll know how pricey they can be.

Unfortunately, ramped up costs don’t always equal effectiveness. And traditional ads don’t always offer the best return on investment. As such, many businesses are turning to influencer marketing.

But what is influencer marketing exactly?

On a basic level, it’s a type of social media marketing that uses endorsements from “influencers”, who are viewed as experts in their field. Think of it a little bit like PR. Only, instead of getting exposure from publications, you’re getting it through individuals and their social channels.

Why is influencer marketing effective?

Influencer marketing works because of one crucial thing: trust. Think about it — how much do you trust messages from a business compared to those from your friends or colleagues? Or reviews on a company website compared to those from other customers on Google?

Over time, influencers have built up a loyal following of people, who hang on their every word, actively engage with them and trust that the recommendations they make are genuine. So, if you can get these individuals to spread your message, you’ll massively boost persuasiveness.

Plus, since influencers operate independently and create their own content, they are in control of how they portray your message (within reason). This promotes authenticity and can help you reach a specific target audience.

The rise of B2B influencer marketing

When it comes to influencer marketing, there’s no denying that B2B companies were late to the game. While B2C brands were establishing relationships with influencers, the B2B world was only just discovering social media.

Even now, the likes of Instagram and YouTube are dominated by bikini-clad influencers pushing the latest superfood products to consumers. (Hey, we only said they were viewed as experts — not that they necessarily are!)

But the reality is, influencer marketing is far more important for B2B than B2C. After all, the average purchase prices in B2B completely dwarf those in B2C. People are also less likely to gamble on purchasing B2B products and services as they would with consumer goods. So, word-of-mouth and influencer marketing are essential to drive leads and sales.

How to get into influencer marketing

First and foremost, you need to forget all about going after those big influencer names. They’re out of reach (and way out of budget for SMEs). Plus, people are starting to see through these mega-influencers.

Nothing compromises credibility faster than a tone-deaf endorsement from a high-profile influencer, who everyone knows was paid thousands for a single social post. Instead, you need to be exploring a more niche influencer marketing strategy — looking at respected speakers, authors, podcasters and commentators in your industry.

For one, a micro-influencer will also be a lot easier on your marketing budget. Secondly, even though these micro-influencers have much smaller audiences, their followers will invariably be far more engaged and switched on to what they have to say. Together, this means your cost per post engagement will be much lower.

It’s also worth pointing out that you’ve probably got a whole bunch of potential influencers sitting right next to you — your employees or colleagues! Collectively, your employees and co-workers will have far more connections than your company and appear much more authentic. So, you should never underestimate the value of employee advocacy and influence.

Encouraging employees to share relevant industry and company-related content is a great way to engage this often-overlooked resource. LinkedIn is a fantastic platform for sharing though-led articles and company posts via employees. In fact, employee re-shares of company-posted content often have more than double the click-through rate of the original post!

And a final piece of advice — don’t expect to see results overnight. B2B purchases involve multiple decision-makers, meaning it will often take much longer for the impact of influencer marketing to reach all these people.

Increased media fragmentation amplifying need for holistic measurement
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Nielsen’s Annual Marketing Report has found that brands’ top priorities for 2022 are increasing brand awareness, un-siloing measurement, developing personalized strategies, and becoming more purpose-driven.

With consumer buying habits very much a focus following the enormous change that COVID-19 has left on their behaviour, Nielsen has for the very first time conducted a global survey that includes insights incorporating EMEA (Europe, Middle East and Africa) marketers.

Respondents surveyed came from manager-level and above, overseeing marketing budgets of US$1 million upwards, working across a variety of industries, from the retail and ecommerce, auto, financial services, FMCG, technology, healthcare, pharmaceuticals, travel, tourism and retail industries.  

The research conducted by Opinium Research spanned the regions, asking marketer participants a range of questions from how they access marketing campaigns; reporting systems; measurement; data accuracy; and their overriding concerns regarding ROI (return on investment). 

The report both revealed a digital dominance in how dollars are being spent and exposed marketers’ lack of confidence in the data behind those decisions. With continued digital fragmentation, marketers report data accuracy, measurement, and ROI are paramount. While 69% of marketers believe first-party data is essential for their strategies and campaigns, and 72% of marketers believe they have access to quality data, only 26% of global marketers are fully confident in their audience data.

The Era of Alignment found marketers around the world are experiencing similar areas of success and challenges, as shown by:

  • Brand awareness is marketers’ top objective. To reach this goal, brands need to leverage an array of channels to reach the widest audience. Nearly two-thirds (64%) of respondents stated that social media is the most effective paid channel with TikTok and Instagram dominating spend. Comparatively, TV and radio spend is significantly less with an aggregate increase of 53% across global marketers. Customer acquisition is their second objective, showing that marketers must focus efforts on the entire customer journey.
  • Increased media fragmentation amplifies the need for holistic measurement. Marketers’ confidence in measuring ROI of the full-funnel is only 54%. Remove online and mobile video and confidence in measuring ROI across all other channels is under 50% globally, and while nearly half of marketers plan to increase their spending on podcasts, their confidence in measuring the ROI of that investment is 44%.
  • It’s vital for marketers to use data to champion personalized marketing strategies. The increasing proliferation of channels produces an abundance of unique data sets. However, 36% of marketers still claim that data access, identity resolution, and deriving actionable insights from data is either extremely or very difficult. With the rise of connected TV (CTV) this presents new challenges to traditional targeting solutions. CTV is a growing focus for global marketers, with 51% planning to increase their over-the-top/CTV spending in the coming year. To wit, Americans streamed almost 15 million years’ worth of content across subscription- and ad-supported platforms.
  • By placing a greater emphasis on purpose-driven initiatives, marketers can better connect with consumers.Nielsen Research shows over half of U.S. consumers (52%) purchase from brands that support causes they care about; similarly, more than 36% expect the brands they buy to support social causes. While global marketers say their brands are emphasizing purpose, Nielsen data shows that 55% of consumers aren’t convinced that brands are fostering true progress.

“Our work at Nielsen is to provide the most complete view of consumer behavior regardless of industry, and our longtime experience in measurement and comprehensive view of the media universe gives brands a 360-degree view that can’t be found anywhere else,” said Jamie Moldafsky, Chief Marketing and Communications Officer, Nielsen. “This research showcased that marketers want to put money into channels to deliver immediate ROI, however we also see that they must be agile in the year ahead and work across the entire marketing funnel to reinforce brand awareness and acquire more customers. With the upcoming elimination of third-party cookies, it’s understandable to see marketers prioritizing personalization and aligning their brand with causes their customers care about. Through our solutions – and this report – we’re continuing to help brands and marketers get actionable insights to make more informed, and quicker decisions.”

This is the fifth Annual Marketing Report produced by Nielsen. The report is fueled by survey responses of marketers manager-level and above, who manage marketing budgets north of $1 million, who work across a variety of industries (auto, financial services, FMCG, technology, health care, pharmaceuticals, travel, tourism, and retail), and whose focus pertains to media, technology, and measurement strategies.

Bridging the gap between advertising & subscription revenue
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Digital readership experienced an extraordinary boost during the pandemic – especially in the early stages when online subscriptions soared by almost 150%. Lockdown consumers were avidly seeking both information and distraction, lapping up the diversity of content on offer, from news to podcasts, courses to exclusive member online meetings with journalists. In contrast, advertising spend plummeted and left the publishers relying on this unpredictable revenue high and dry.

That growth pattern may have normalised in latter months. And while ad spend – in particular digital advertising – has also rebounded, this crisis proved how perilous relying on advertising dollars alone can be. The aftermath leaves a significant challenge for media businesses in 2022.

How can they find the right balance between digital advertising and subscription models? How is the industry going to create a sustainable, long-term revenue model – especially with the shifting privacy landscape and its implications for digital businesses? 

Rupert Knowles (pictured), General Manager, UK, Piano, explores the changing digital landscape and outlines how publishers can adopt new ways of building reader trust that lead to better targeting capabilities and higher overall revenue from both advertising and subscription models, without compromising on data ethics…

Working Together

The pace of digital change during the COVID-19 pandemic has pushed many analogue dinosaurs to the brink and beyond. According to a McKinsey Global Survey, the share of digital or digitally enabled products in company portfolios accelerated by seven years in a matter of months. Publishing has been an amazing example of this shift, and many publishers have acknowledged the value of the subscription revenue stream for the first time. But there is still an internal conflict for many organisations – the traditional stand-off between subscription, advertising and editorial can severely constrain publishers’ abilities to monetise the new digital audience.

Retaining customers and building loyalty requires a new approach. While Google may have extended its use of third-party cookies until 2023, reliance on third-party data will be off the table from next year. Yet, readers actively dislike an irrelevant, unfocused experience. Publishers need to survive and thrive in a logged-in world, and this means being able to answer key questions: Why should a reader share their data? How is the reader experience being curated to inspire loyalty? And how can a publisher derive value from (and provide value to) occasional, registered and subscribed users?

To truly optimise this new customer base will require significant cultural change: Publishers must build collaboration between marketing (subscriptions) and advertising and editorial. In a digital world, all three are inherently part of the same overall customer experience. A reader’s decision to subscribe, to register but not subscribe, or just visit occasionally is influenced by many factors beyond the price. 

Know Your Reader

Every part of the experience needs to work well, from the editorial decisions regarding the position of content in front or behind the paywall to the number of advertisements presented to each reader. Understanding the reader is essential to deliver the customer value that is key to optimising long-term revenue.

As German Publisher, Funke Mediengruppe discovered: 50% of subscribers who churned were doing so because they felt there were too many ads, and most were low quality. The publisher opted to reduce the amount of ad space by 70%, retaining the higher quality – and higher value – ads, and cut this reason for churning by 50% in the process. By keeping the more valuable ad inventory, the overall drop in revenue was minimised – a drop that was immediately offset by readers being happy to pay a 20% higher subscription for a better reading experience.

This publisher has also separated its titles into “reach”, which are ad-financed with a focus on maximising traffic and “quality”, which are financed by reader revenue. Each title’s revenue stream is optimised by implementing cross-departmental cooperation and cross-marketing.

Understanding Customer Value

Data is key to understanding customers’ digital behaviour – and will inform the advertising, registration and subscription strategies required to successfully manage the customer journey from anonymous to known, to paid, to retained.

For example, registered readers are ten times more likely to subscribe than non-registered. People who pay for a trial are more likely to convert to a full subscription than those receiving a free trial. Emails and newsletters are still the highest converting channel. And the way pricing is presented will have a very significant influence on conversion.

By using A/B tests to determine the success of not just different pricing options, but different pricing presentations across hundreds of customer segments, publishers can gain vital insights that will help them create successful customer retention strategies. Moreover, with analytics and data-driven insight, they can enhance overall Customer Lifetime Value by building stronger relationships and delivering greater value through more relevant content targeted to each reader – whether that is articles, emails, newsletters or podcasts. 

Extending Content Value

The content presented to each reader will also influence subscription rates. Subscription platforms that include machine learning will provide vital insight into the reader’s response to specific articles. Which articles convert most readers to subscribe? Or to register? Which articles have high numbers of page views but don’t result in any reader action?

Machine learning can be used to deliver content recommendations to readers based on behaviour and known areas of interest. Providing readers with more relevant content will bring them back more often and encourage subscription. And it also gives new value to content – older articles can be presented again to an interested reader. Content is no longer written today, discarded tomorrow; it has far more long-term value.

The use of content recommendations can also nudge readers from short form to longer form content. One publisher, for example, has discovered that its valuable content recommendations are often seven days old and three or four times the length of most articles. Leading digital publishers including the Spectator are also using author matching, tracking if readers have a preference for a certain journalist or journalistic style and recommending their other articles. Science is supporting art to create the profitability that will be key to supporting high-quality journalism.

Conclusion

There are so many opportunities to improve revenue, and create a personalised reader experience and drive up customer engagement. Intelligent use of data combined with a willingness to continually test and learn is transforming the way publishers can interact with the readership. This can only be achieved with complete collaboration across marketing, advertising and editorial. Now is the time to grasp the opportunity, embrace a customer-centric, data-driven model and optimise the new readership.

Marketing software revenue to hit $264bn by 2030
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The global digital marketing software market size is expected to reach $264.15 billion by 2030, equivalent to a CAGR of 19.1% from 2022 to 2030.

Analysis by ResearchAndMarkets asserts that the market has been evolving continuously in line with the advancements in technology and the changing needs of the incumbents of various end-use industries and industry verticals, especially small and medium enterprises.

Furthermore, the unabated transition from desktops to smartphones as the rapid increase in the number of smartphone users would expose more individuals to online ads is anticipated to drive the market growth.

In particular, it cites several vendors striking strategic partnerships with end users to help them in strengthening their digital marketing activities. For instance, in February 2021, IBM partnered with Palantir.

The partnership will include IBM’s hybrid cloud data platform designed to make hybrid cloud and AI environments more accessible to organizations. The partnership will support the implementation of AI-infused applications with IBM Watson as well as assist customers or clients in accessing, analyzing, and acting on massive volumes of data.

The growing trend of remote working and collaborative approaches has shifted the focus of marketing campaigns toward social media, search engines, and media websites.

They are leveraging the rising demand for streaming services such as Amazon Prime, Netflix, and Hulu. In Italy, the number of first-time installations of Netflix was up by over 57% in March 2020.

Digital Marketing Software Market Report Highlights

  • The adoption of marketing automation software is anticipated to gain traction over the forecast period it is widely used by marketing departments to effectively market their products on multiple online channels, such as websites, email, and social media, and to automate repetitive tasks.
  • The managed services segment is anticipated to register the highest CAGR during the forecast period. The increasing need for cloud-based managed services and the growing dependence of organizations on IT assets to improve their business productivity are the major factors contributing to the growth of the managed services segment.
  • The cloud segment is expected to register significant growth over the forecast period as it helps businesses in improving cost structures and setting up a control center to monitor, arrange, and coordinate various components of their digital marketing campaign.
  • The SMEs segment is anticipated to register the highest CAGR over the forecast period owing to the increasing role of government authorities in the provision of capital to small & medium enterprises for embracing digitization is anticipated to propel the growth of the segment.
  • Asia Pacific is anticipated to register the highest CAGR over the forecast period, owing to the increasing popularity of social media and the rising preference for e-commerce and m-commerce, particularly in emerging economies, such as India, Indonesia, and Thailand.

50% of consumers won’t shop with brands that greenwash
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As consumer demand for environmentally friendly and green products grows, retailers could be risking lost long-term loyalty if their sustainability efforts aren’t genuine.

That’s according to research from Retail Technology Show, which surveyed over 2,000 UK shoppers in its latest ‘Retail Revolution’ report, with results showing that almost half (47%) already actively buy more from brands they perceive to be sustainable, rising to 65% of Gen Z demographics.

And demand for ‘green’ retailing among shoppers is growing; six in ten (60%) of those polled said retailers’ commitment to sustainability would become more of an important factor in their buying decisions over the next five years, rising to 67% of 18-25 year olds.  Meanwhile, a further 65% of 18-24 year-olds say they would shop more with brands who are sustainable in the future, and another 63% would be more loyal to those retailers with green values.

However, despite the growing appetite for green retail – with the green pound estimated to reached over £122bn – two thirds (62%) of consumers in another poll by Retail Insight were untrusting of retailers’ and brands’ eco pledges, believing they merely pay lip-service to sustainability initiatives.  This growing concern around ‘greenwashing’ prompted the CMA’s recent crackdown on brands, who will face fines if they don’t deliver on the environmental claims they market against.

And this consumer distrust on the sincerity of retailers’ sustainable commitments doesn’t just risk possible fines and reputational damage, according to Retail Technology Show’s research, it risks future sales and lost loyalty too.  Half (50%) of UK consumers in its poll said they would stop shopping altogether with brands they perceive to be greenwashing, rising to almost two thirds (63%) of Gen Z audiences and 59% of Millennials.

“Put simply, greenwashing just won’t wash with shoppers”, said Matt Bradley, Event Director for the Retail Technology Show.  “Consumers now expect retailers’ sustainability efforts to be deeply and genuinely rooted in the brands’ psyche, rather than it being any short-termist play.  And that means retail businesses need to carefully consider both how they can evolve their businesses operationally to be greener, and also how this is effectively communicated to shoppers in a genuine, transparent and engaging manner.”

Using less packaging was the top way UK consumers felt retailers could make their operations greener (78%), while a further 71% identified the supply chain as a focus for improvements, followed by 69% who said making bricks-and-mortar stores more eco would help retailers improve sustainability.  Almost half (48%) wanted retailers to pay an online delivery ‘green tax’ so the environmental impact of their ecommerce fulfilment operations could be offset, rising to 61% of 18-24 year-olds.

To find out more about the top trends impacting retail in 2022 and beyond, download the full Retail Revolution report for free: https://bit.ly/RTS_Retail_Revolution_Report

B2B marketers experiencing customer relationship issues
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More than half of B2B marketing budgets are devoted to building and maintaining relationships with new customers, but only a quarter of B2B marketers say their relationships are akin to a happy marriage.

That’s according to new research from Skout carried out by Sapio Research, which reveals that of the 200 sales and marketing pros interviewed, 8% reckoned they were going through a bitter divorce or separation; 7% were on the rocks; 8% were having ‘difficulties’ with their customer relationships. This is a surprise considering nearly all marketers are heavily invested in building and creating relationships at key stages of the customer lifecycle. 14% added that they were casually dating or still at the first date stage of the relationship, whilst 14% said would ‘swipe right’ if using a dating app.

The impact of a relationship that’s on the rocks is clear. 41% felt the biggest risk was dissatisfied customers, a third said it resulted in poor prospect to customer conversion, another third stated it was likely to result in falling profitability and missing revenue targets. Despite these impacts, 97% of marketers agreed that good business relationships are crucial in B2B marketing.

The early stages of the customer journey prove critical when allocating budgets. 94% of respondents say that their business is effective at forging and nurturing relationships during the ‘interaction’ and the ‘awareness’ stage. But effectiveness drops as the customer journey matures – 77% effective at the ‘advocacy’ stage – indicating that it’s harder to keep customers on side the longer they’re with you.

As part of the research, Skout identified the risks to customer relationships at each stage of journey, with the results clearly showing where B2B marketers are falling short.

When it comes to retention, marketers do not appear to understand the value of building advocate programmes. Despite a lower cost of sale and the strength of case studies in convincing new customers to buy, 33% of companies have no dedicated customer loyalty or advocate programme in place. And 28% fail to monitor engagement or feedback to spot potential advocates.

Rob Skinner, MD of Skout, says “B2B relationship marketing is making a comeback. Potentially part of a backlash against too much automation, buyers are looking for that human touch and connection. And while not every customer might be worth a fling, marketers need to profile their audiences carefully to ensure that they’re investing in long term, exclusive, mutually beneficial marriages of convenience and are not two timed.”

Budget constraints are blamed for getting in the way forging stronger relationships with customers according to half of respondents, but a further 38% blame lack of data/insights, people resource (37%) and lack of a clear strategy (37%).

So where are marketers focusing those limited budgets? In the past year, over half have used customer surveys, 39% identified where their customers are on the journey, 36% put budget to audience research and 27% into persona and audience mapping.

Brands ‘facing battle to stand out’ in mobile marketing space
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By Adri Gil Miner, CMO of Iterable

Love is always in the air during February, and consumers are turning to digital like never before. Working from home and socially distanced, consumers’ increased time spent online dating; research from App Annie found consumers spent over $3 billion on dating apps in 2020 – up 15% YoY. It’s clear that consumers want to invest in romance, but how can brands woo shoppers in a sea of similar offerings?

First, get noticed. These days, everyone has a phone in their pocket, so, as a brand, being able to always be with the customer is a huge plus for marketers. Mobile is a medium for engagement that marketers can’t afford to ignore. Of course, the power of mobile is only potential; for marketers to ensure they are getting the most value out of mobile, it’s important they focus on meeting customer expectations by building trust, delivering value, and constantly connecting experiences. New research from Iterable finds that while 33% of participants download a new app weekly, 48% use only 4-6 apps on a daily basis, leaving brands in a battle for users’ attention.

Competition and consumer app attention only escalates when it comes to dating. During the pandemic, online dating reached new heights — with Bumble reporting a 70% increase in video calls and Tinder exceeding 3 billion swipes in one day in March 2020. But that was in 2020. By now, engagement preferences have changed, rendering traditional dating app actions like “swiping” obsolete. Iterable’s research finds that consumers are split on their preferred method of engaging with a brand, with 38% preferring push notifications, 31% favouring SMS alerts and 26% preferring in-app messaging. With such an array of preferences, an omnichannel strategy that is optimised for each individual customer is vital for brands looking to engage with their customers in the manner that suits them best.

Fine-tuning and rethinking the user experience is a great way for dating apps to stand out in  a sea of similarity. But now, in an internet-based world, brands are faced with the challenge of digital sameness—the customer experience across dating apps has become pretty uniform. In a Forrester survey, consumers were asked how they feel about the experiences they have with brands. The results? 68% of customers said their customer experiences were “OK”. Brands are likely thinking “we’re doing what everyone else is doing, so that’s good right?” Living in this safe, comfortable area is problematic for brands looking to win customer hearts and minds. All it takes is one brand to go above and beyond to shift the expectations and turn satisfactory experiences into not-so-satisfactory.

Once you ensure your brand is doing what it can to stay on the cutting edge of a great—not good—customer experience, seal the deal of long  term loyalty by investing in another priority for shoppers: privacy, which is especially key to consumers when it comes to dating apps. Although consumers are generally willing to share data, with 54% happy to do so at least some of the time, privacy concerns are still at the front of consumer’s minds. 87% expressed concern over personal privacy when interacting with apps.

With app downloads hitting 230 billion in 2021, it’s vital brands understand ways to improve app engagement and stickiness to avoid getting lost amongst the competition.

Dating apps, by definition, have considerable influence when it comes to impacting customer joy and connection. To deliver memorable moments, brands need to invest in creating a seamless experience across channels; from personalised emails reminding shoppers to plan for the big day to encouraging sustained communications with connections made online, the possibilities for omnichannel optimised business is endless.

Brands cannot neglect transparency when nurturing customer experiences. Dating apps in particular rely on users being willing to entrust sensitive, personal conversations to the brand’s care. Customers that interact with brands need to have an up-front idea of how their data will be used. Winning this trust early on is crucial for keeping customers board for the long haul.

By utilising all methods of engagement and appreciating the preferences of customers, brands can give their apps the best chance of standing out from the pack and becoming mainstays in the user mobile experience.

When you’re unhappy with a relationship, you break up and move on. If the grass isn’t greener in the other relationship, you go back to your previous partner. Consumers act similarly when it comes to brands. When there is a part of the consumer journey with a brand that positively impacts their overall experience, and then they switch to a different brand that doesn’t provide the same part, the experience with the second brand is viewed less favourably—not because it’s worse than it used to be, compared to itself, but because it’s worse than the first brand’s experience. They gravitate back to the better experience.

Almost 50% of Gen Z considering marketing career
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Almost 50 percent of Gen Zs (16-24-year-olds) say they are considering careers in the marketing industry, according to new research from the Chartered Institute of Marketing (CIM).

Over a fifth of the young people surveyed also perceive marketing as a safe career choice, signalling a surge of fresh talent is to hit the industry.

The survey of 1,000 16-24-year-olds undertaken by CIM revealed 46% we interested in marketing careers and that as a result there has been a rise in the number of students starting marketing courses.

The University of Liverpool Management School reported that demand for its BA Marketing course has been exceptionally high for the year 2021-2022. The establishment attributes this to a variety of factors including a shift in how marketingis perceived as a discipline by business leaders, which they say correlates with the rise in marketing roles being offered.

The qualitative survey also showed that many of the CIM-accredited study centres enrolled saw an increased number of self-funded marketing students while furlough schemes were in operation.

Maggie Jones, director of qualifications and partnerships at CIM said: “We’ve seen two things happening during the pandemic. The first is that young people have recognised the resilient and adaptive nature of marketing and want to pursue a career in this field.

“The second is that many marketing professionals have invested in their own development and have self-funded additional learning and qualifications while being furloughed. It’s clear that people want to thrive in marketing.”

While incumbent industry professionals may have been funding their own development, the research showed that over 70% of Gen Z newcomers to the industry expect their training to be funded by employers.

Jones added: “Students and young professionals are coming into the industry after a unique couple of years. To ensure they don’t fall behind through a lack of practical experience, Gen Z expects employers to invest in training opportunities to compensate for the loss of skills during the pandemic. This highlights the need for employers to reassess their training programmes.”

Out of the CIM accredited universities and Study Centres surveyed, they all reported that students value CIM accreditation and understand that it better prepares them for the world of work.

In response to an open question in the study, Dr Elvira Ismagilova, BSc (Hons) Marketing programme lead from The University of Bradford stated that students chose their Marketing and Management MSc as the CIM accreditation ‘reflected the high quality of the programme and post graduate employability along with access to resources and networking opportunities’.

CIM offers a range of professionally recognised marketing and digital marketingqualifications designed to develop the core skills needed to succeed within the marketing industry. Many of these courses are available through over 100 Accredited Study Centres (ASCs) across the UK and internationally.

In addition to qualifications, CIM works with UK and international universities to offer practical work experience for Gen Zs through real-life business project challenges, by delivering The Pitch competition. The competition, aimed at undergraduate students in their second or third year of university allows them to pitch their ideas to a panel of industry leaders in the marketing industry by responding to real life marketing challenge. CIM believes that not only having the right marketing skills, behaviours and technical abilities is key, but students need to gain transferable business capabilities to enhance their employability.

To find out more about CIM marketing qualifications, click here: https://www.cim.co.uk/qualifications/

Make change management your marketing superpower 
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By Genefa Murphy, CMO at Five9 

“There is nothing permanent except change.” When the ancient Greek philosopher Heraclitus uttered these sage words, it’s unlikely he had the world of customer experience in mind.   

However, this universal wisdom has specific resonance for businesses  around the globe who are trying to navigate the rapid consumer shifts brought about by the pandemic. Expectations have soared, and consumers are more demanding than ever before. They expect seamless, personalised interactions from brands that can quickly respond to ever-changing market conditions.   

At the same time, customers  are calling on brands to demonstrate corporate change. 

Customers want to see demonstrative action on sustainability, diversity and inclusion, and social responsibility. As consumer demands grow and evolve, businesses must reinvent internally, not just respond externally. And, as marketers, it’s not enough that we simply respond to and accept this change. We must drive it.     

We are change-makers, at our best, creating real impact based on real insight. 

This means the CMO of today is more than just a marketer. They are also a Chief Customer Officer. Today, successful marketing teams are not simply lead generation machines; they are customer experience experts relentlessly focused on uncovering and understanding new customer needs and expectations. The goal for marketers is to be the champion of the customer. We are the customer’s voice into the business. 

The worlds of marketing and customer experience are now one, and marketers must embrace our role as agents of change and be willing to bring the wider organisation with us. 

While change can be exciting, enlivening, and invigorating, it’s not always easy and can be uncomfortable, especially when we are called on to respond to such a broad spectrum of factors – not least the rollercoaster that is the ongoing Covid crisis. 

The starting point for any marketer seeking to drive customer-focused change is to begin within your organisation. Get out of your comfort zone and explore experiences in a function outside of marketing. Join sales, spend time with support teams or engineering. Take the opportunity to deepen your diversity of thought and gain different perspectives that will give you the tools and understanding to move from a ‘service’ marketing model to one that drives purpose, fostering relationships that make change happen.  

As Forrester analyst Katy Tynan recently wrote, marketers “must embrace continuous transformation on their way to becoming customer-obsessed and be ready with the resources and recognition to sustain the energy required to drive successful change.” 

Change is what we do best 

So how can marketers help lead collaborative change in a way that inspires enthusiastic buy-in? The simply titled ‘Get Stuff Done’ process, outlined by Kim Scott in her bestselling book, Radical Candor, could prove a helpful starting point. 

Essentially, this process puts communication – listening, debate, discussion, story-telling, and honest learning – at the heart of change management. As Tynan advises, “The number one obstacle to business transformation and change in most organisations is resistance. Anticipate employees not agreeing to get on board, challenge yourself to develop the best case for change, anticipate where resistance might emerge and why and then address it.” 

As marketers, this focus on anticipating resistance and understanding our ‘customer’, coupled with a focus on communication should play to our strengths. It is just one of the reasons why we are a vital asset in driving forward any change focused on the customer – and really, shouldn’t customers be at the centre of all decisions? 

Of course, for marketing leaders, there is a fine balance of moving fast and bringing people along on the journey. The fast-flowing current of external uncertainty may lead even the most resilient teams feeling tossed around by the rapids.  That’s why I am a passionate believer in the model of aligning, amplifying, and accelerating. It’s a simple model that can be applied to any marketing strategy but is especially relevant when dealing with change. Our mission as marketers is to align our colleagues and stakeholders within a customer-focused mission, amplify impact through innovation and accelerate transformation by showing demonstrable impact.   

True leaders don’t dictate. They influence, inspire, and motivate. The same characteristics are found in great marketing teams and marketers. No matter if you are starting your journey in marketing, or are stepping up to lead the marketing function, now is the perfect time to harness change to prove yourself as a leader. Not only will this lead to personal career satisfaction; it will also ensure success in your most important mission: serving your customers. 

Disclosing influencer marketing ‘a double-edged sword’
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Disclosing influencer marketing as advertising is a double-edged sword, according to a new study by researchers from several European universities.

The study, conducted by doctoral candidate Zeynep Karagür of the University of Cologne and her co-authors Jan-Michael Becker (BI Norwegian Business School), Kristina Klein (University of Bremen) and Alexander Edeling (KU Leuven), investigated the effects of disclosing influencer marketing as advertising on the social media platform Instagram.

They found that disclosing that a post is advertising has a negative effect on the influencer’s trustworthiness, because it increases the perception of advertising and monetary motivations.

However, influencers and brands also benefit from disclosing posts as advertising as consumers appreciate the transparency. Thus, the authors advise influencers to divulge some form of disclosure as the long-term reputation loss from being caught not disclosing might even be worse.

Among the disclosure types investigated, Instagram’s stardardized branded content tool is the most effective way to increase consumers’ recognition of advertising.

Using the stardardized branded content tool also makes it dispensable for consumers to rely on other cues such as the number of followers or the number of previously endorsed brands when deciding whether posts are advertising or not.

The study also found that influencers with a high number of followers (macro influencers) and a large brand portfolio are seen as less trustworthy because consumers might see them as “human ad spaces”.

The researchers say that their findings contradict the common thought that “the more sponsors you have, the more credibility you have”.

“Large brand portfolios undermine influencers’ trustworthiness through higher advertising expectation,” say Karagür. The underlying assumption is that influencers will post as many advertising as they can to increase their earnings, rather than endorse products they genuinely like.

According to the researchers the“highest level of trustworthiness is associated with micro influencers with limited brand relationships”. If managers are deciding between two influencers with a similar number of followers, looking at the number of previous product endorsements is another effective selection criterion.

The research paper was published in the International Journal of Research in Marketing.