Lead generation might be a top goal for B2B marketers in 2015, but social media isn’t where they’re expecting to bring in qualified prospects, according to a new BrightTalk report.
In fact, social media and print advertising ranked the lowest on a list of 15 different lead generation tactics. A full 30 percent said these are ineffective lead gen tools and just 12 percent said they’re highly successful. On the contrary, email marketing was cited as the top tool, with 55 respondents saying it’s effective.
In an era when 7 out of 10 people utilize social media (and the average social media user is active 2 hours and 25 minutes daily), this is unsettling data. Marketers who consider social media ineffective for lead gen need to reconsider their current strategies and revamp what they’re doing to both promote the brand and nurture people to take the next step to learn more....
If you're not happy with your life, either personally or professionally, take a quick look in the mirror. The problem may not be lack of opportunity, or education, or capital, or connections--the culprit could be you.
The difficulty could lie in what you believe--and what you do.
What do successful people believe and do differently?
While the interests in analytics and resulting benefits are increasing by the day, some businesses are challenged by the complexity and confusion that analytics can generate. Companies can get stuck trying to analyze all that’s possible and all that they could do through analytics, when they should be taking that next step of recognizing what’s important and what they should be doing — for their customers, stakeholders, and employees. Discovering real business opportunities and achieving desired outcomes can be elusive.To overcome this, companies should pursue a simpler path to uncovering the insight in their data and making insight-driven decisions that add value. Following are steps that we have seen work in a number of companies to simplify their analytics strategy and generate insight that leads to real outcomes:
Dale Carnegie once noted that the only way to get someone to do something is to get that person to want to do something. Thus all persuasion is ultimately self-persuasion.In fact, a great deal of psychological research indicates that, much like Dale Carnegie suggested, the key triggers of persuasion take place in the receiver of the message, whereas persuaders typically account for less than 10% of the effect. What, then, are the main psychological forces that explain when and why we are likely to be persuaded by others? Here’s what the science actually shows:
Most leaders are aware of the link between employee engagement and business results. We've seen studies like Aon Hewitt's 2013 Trends in Global Employee Engagement, which showed that a 5% increase in engagement is linked to a 3% increase in revenues....
What’s the most important driver of organizational digital maturity—social, mobile, analytics, or cloud? None of the above, according to the latest MIT Sloan Management Review and Deloitte digital business study. Research infographic and podcast
Finding great talent is hard, but what’s even more challenging is keeping the talent you have engaged so they will stay. Unless you continually reinvest in developing your employees with successful on-boarding and ongoing training—helping them reach their full potential—they may leave and you will find yourself back at square [...]
Since the mid-2000s, organizational change management and transformation have become permanent features of the business landscape. Vast new markets and labor pools have opened up, innovative technologies have put once-powerful business models on the chopping block, and capital flows and investor demand have become less predictable. To meet these challenges, firms have become more sophisticated in the best practices for organizational change management. They are far more sensitive to and more keenly aware of the role that culture plays. They’ve also had to get much better on their follow-through.
Yet according to a 2013 Strategy&/Katzenbach Center survey of global senior executives on culture and change management, the success rate of major change initiatives is only 54 percent. This is far too low. The costs are high when change efforts go wrong—not only financially but in confusion, lost opportunity, wasted resources, and diminished morale. When employees who have endured real upheaval and put in significant extra hours for an initiative that was announced with great fanfare see it simply fizzle out, cynicism sets in.
Germany has a reputation for efficiency and it seems it is well earned, with German workers spending the least amount of time in the workplace of all countries in the Organisation for Economic Cooperation and Development (OECD) during 2013. In terms of members of the European Union, the country at the other end of the scale was Greece, whose people worked an additional 700 hours over the course of the year compared to the average German.
According to Wikipedia, a thought leader "is recognized as an authority in a specialized field and whose expertise is sought and often rewarded." I've interviewed dozens of thought leaders over the years and have observed they have these common strategies.
Lean leadership is about creating habits for improvements that become so habitual that you do not think of doing it (Jeff Liker, 2015).
Why do most firms fail in their lean transformations? Because they have not understood the power of lean leadership, says Professor Jeffrey Liker. I spent the last two days together with the Norwegian aluminum producer Hydro ASA, listening to and learning from Liker. Here is a brief reflection on the essentials of lean leadership.
In this adaptation from the new book, Your Strategy Needs a Strategy (HBR Press, 2015), BCG strategy experts make sense of the all the different, and competing, approaches to strategy: Which strategy is right for your business? When and how should you implement it? The practical tool offered here helps executives answer such questions as: What replaces planning when the annual cycle is obsolete? Where can we — and when should we — shape the game to our advantage? How do we simultaneously implement different strategies across different business units?
Much like electricity which cannot be seen but empowers the devices, culture is an invisible force that drives beliefs, habits, rituals and outcomes of an organization. In fact, culture is a sum total of an organization’s shared values, behaviors, rituals, beliefs, attitudes, goals and practices.
Different cultures can have radically different leadership styles. Understanding them is key to international success, according to British linguist Richard Lewis.To learn more about these fascinating cultural norms, Lewis gave us permission to publish the following leadership diagrams from "Cross-Cultural Communication: A Visual Approach," along with his commentary.
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