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Connected marketing relies on well developed personal brands to share company content. Our latest video from Bob Barker explores the issue:
A lot of companies out there have been using traditional marketing mechanisms.
They’ve been using digital marketing, and what we see is that more and more marketing has got to rely on the individuals in the company to help get the messages out because it’s those individuals that are often the sales people and it’s the individuals who themselves have got networks.
So what we do a lot of is helping people to understand what their personal brand is all about and to make sure, for example, on LinkedIn that they’ve got a decent profile because Google’s going to find you on LinkedIn if somebody’s looking for you quicker than any other platform, so you need to look the part.
You need to be dressed well, and so on and so forth. And then there’s the whole thing about network maintenance, or understanding and managing your network.
So we’ve all built up contacts on our Outlook or whatever it is, and we’re beginning to build up more and more contact on LinkedIn as it becomes more the de facto business platform for business people connecting.
So we have to put time in and understand how we build and nurture our networks using something like that.
And then the other thing is that now we’ve got a brand and we understand our network, we’ve then got all this content that the company’s produced that might be relevant to what we’re talking about but nobody’s sharing it.
So a lot of companies are building all this content and people aren’t sharing it, like these videos.
We see in large companies, when you look at the shares, nothing’s going on, and so we help companies to understand.
We help the individuals in those companies to understand it’s their responsibility to help get this content out there because on the internet when people are researching companies and they’re looking for what people, you know, what companies are all about, they’re doing a lot of their research without the company knowing.
So unless that company’s got content out there and people are interfacing and being out there, and having their brand out there, they’re not going to be visible when companies are looking for who they want to do business with and who they might trust.Inside Finance TV will continue to explore connected marketing and the surrounding issues- look out for more TV shows from Bob Barker.
It's quite straightforward, you can't do it without them and I've been lucky from day one. My original first ever member of staff, my assistant, sales assistant, he become assistant manager, the manager of the Wigan store. Then he become the area manager, he's now in control of about 32 people and large turnover.
But if you can imagine from where he was to where he is now he's a completely different individual and one of the cultures that we've got in BetterBathrooms is you've got to innovate, you've got to come up with new ideas.
You've got to test the boundaries. Obviously a lot of these things get signed off and we've got this idea it's... and they bring it to my table and we say okay well what do you think about this, what do you think about that? But if it's bad they're not fearful, ie, I'm saying bad, if it doesn't work, some companies would go, well he's terrible or we have to get rid of him but we're not like that.
We allow people to make mistakes and the thing we don't allow is for when it starts and the project hits and it starts to actually have a negative, we just cut it fast. So as long as you can reverse engineer that whole process what you've just done. So I'd say all the team, the management team, even some of the guys down on the floor level, they come up with ideas and without their ideas and without their input you can't make it work.
And I mean we've done some amazing things recently, we flew the ex vice president of Disney World Florida over, a guy named Lee Cockerell. And the whole success of Disney World from a people side and the culture side has really been down to Lee. So it wasn’t that long ago we flew him over, he spent a couple of days with the staff, I still get regular emails off him every day, he's a little bit of a mentor to me. So we've done that investment there and then we've got a training strategy for the managers where okay we've got a concept, this is how we want to operate.
But they then have individual mentors and one to one trainers and managers and they then guide them individually throughout the process. Because obviously everybody's got their own problems and some people are good at statistics, other people can't create story out of statistics so it's helping them on those things.
Other people really... we've got some managers who have... are not outgoing as a people so they have to work on the people side to make sure that they're motivating. Some people find it hard to say hello when they walk into work, I'm one of those people.
Usually I want to get from my front door to my desk as quick as I can do to work as fast as I can do.So I've had to learn the skill of saying hello and smiling, so we all work on it together, we're all learning every day. But I can't do it without them and to be honest it's a lot more about them than it is about me now because I've moved up to sort of CEO level and I'm mentoring people who are 15 years older than me in management levels as well in some cases. So it's a bit strange at times but it's good.