Strategic questions to ask before you consider a rebranding endeavor.Continue reading
Small to medium-sized business owners and CEOs of large corporations alike should be keenly interested in a unique metric: CAC, (or Customer Acquisition Cost). CAC is one of the most important key performance indicator of a company’s financial health, and can yield several important insights into the effectiveness of sales and marketing efforts.
What exactly does CAC measure? How can you calculate CAC? Moreover, once you have a grasp of how CAC works, can you improve your CAC scores, and how? The following information will answer these and other questions.
What does Customer Acquisition Cost Measure?
CAC is basically a measure of how much, on average, it costs your company to acquire a new customer. An accurate CAC should include every single dollar spent by sales, marketing, and any other direct stakeholders within your organization in the process of converting a prospect into an actual customer.
Therefore, CAC will typically include costs such as:
- Product cost
- Overhead costs for in-house sales and marketing
- Costs for outsourced sales/marketing
- Costs of market research
- Advertising spend
- Software spend
It’s important to note that CAC has no correlation with generating leads, but is only viable as a measure of actual customer acquisition. CAC is an important metric for owners, executives, and investors alike, since it can paint a broad picture of how the company currently allocates sales and marketing resources, and how efficient those targeted efforts actually are.
For instance, an investor researching opportunities with the CRM software development sector can use CAC as a comparison factor between two competing firms. If one company’s CAC is much higher than the other, but both companies are generating an approximately equal revenue stream, then the investor may come to the conclusion that the firm with the lower CAC has more efficient sales and marketing processes in place, and is therefore a safer prospect.
Looking for Customer Acquisition Costs by Industry?
There are plenty of guidelines and resources about typical costs in different industry, but I would caution that they may be unreliable. If you’re in an industry that is easily disrupted, then it’s hard to compare apples to apples because different companies in the same space might have radically different cost structures. However, if you’d like to venture deeper into this topic, you might try this research report (note – this requires registration and payment) for a starting place about standards in your industry.
How Branding Affects Your Costs of Customer Acquisition
The effectiveness of your brand makes a difference on your bottom line, including your cost of acquisition. Here’s how that works. Brands that are visible, understood, consistent, relevant, and preferred to other companies in the same category acquire customers much easier and at a lower cost. Now that doesn’t preclude that a lot of time went into developing and clarifying your brand strategy, but in theory, the cost of acquisition for better brands should go down.
The rationale is that the more believable brand has all of the existing infrastructure in place to support its position, including its history. A brand that’s fighting to earn visibility and to be considered, has to invest more effort into reaching and staying connected with a customer.
How to Calculate Customer Acquisition Cost
While the details of CAC calculation can sometimes become tedious, the basic principles are relatively easy to understand and intuitive.
The first prerequisite to an accurate CAC calculation is time frame selection. You want to determine the exact time period for which you’ll be measuring CAC.
Next, you’ll need to dive into the numbers. Add up all costs associated with customer acquisition, not just sales and marketing spend.
After you’ve determined your total costs, tally the total number of customers that your company acquired in that same period of time. For instance, if you’re measuring the CAC of a specific marketing campaign, only count the new customers that came onboard during the time span of that campaign.
Once you have these two figures in hand, divide your total costs by the total number of new customers. The result will be your customer acquisition cost. You could stop at this point, having found the desired metric.
However, you probably should take one final step after determining CAC. Many companies compare their CAC to each customer’s CLV (customer lifetime value). This can provide a more balanced perspective on your CAC’s effectiveness, as well as its importance. Executives want to know how long it will take to recoup their customer acquisition costs.
Here is the CAC formula that you can use, with the costs in the numerator position:
M (marketing) + W (wages) + S (services) + PS (professional services) + O (overhead) / CA (customers acquired) = CAC
Here’s a simple example to illustrate the process:
A PEO brokerage firm launches a month-long marketing campaign to convert leads into new customers. They spend $2,000 in marketing costs, $10,000 in wages for their sales/marketing team, $500 for related software services, and $1,500 for overhead costs. At the end of the month, they’ve acquired 5 new customers.
Thus, their CAC for that campaign would be as follows:
2,000 + 10,000 + 500 + 0 + 1,500 = $14,000
14,000/5 = $2,800
So their average cost to acquire a new customer would be $2,800.
For many companies, that CAC would be disastrous. However, let’s say that the average customer for that PEO brokerage firm generates $40,000 worth of revenue per year. In that case, the profit from each new customer acquisition would equal about $37,200, which is not too shabby. Thus, you can see that whether a particular CAC metric should be considered “good” or “bad” is dependent upon a number of different factors.
Now that you have a good idea about your costs, you can evaluate your customer acquisition cost ratio by dividing your total customer costs by your total annual sales. For more nuanced insights, divide your average costs per customer by your average annual sales per customer. You can use all of these snapshot metrics to measure the trends in your business and figure out whether or not your costs are increasing or decreasing. Are you investing enough in acquisition?
How to Improve Your CAC
First of all, understanding CAC means breaking down your customers by segment, product lines or other factors. All customers are not acquired at equal cost. Perhaps you may now wonder if and how CAC can be improved. There are several ways in which you can improve a baseline CAC metric, including.
Improve your Audience Targeting
Segmenting and refining your target audience profile and buyer personas will help you create more targeted and relevant content and positioning. Better targeting means less wasted investment on positions, customers and other promotional costs that aren’t priorities.
Boosting onsite conversion metrics
If you optimize your website’s performance, and convert more customers, then your CAC score will inevitably improve. Small changes in conversions can yield big results on your bottom line. Want to see how that works? Try our inbound marketing calculator and see the results for yourself.
Increase your customers’ CLV
So many companies fall into the trap of pursuing new customers at the cost of keeping old ones. However, a focus on customer retention will help you to enhance the value of your current customers, and increase your revenue stream from users loyal to your brand.
Use a CRM system
Customer relationship management can help streamline your sales and marketing processes, which in turn will lead to more conversions.
Reallocate resources for increased efficiency
Sometimes minor tweaks can be made to your current sales/marketing infrastructure in order to reduce costs and boost effectiveness. This will also improve your CAC.
CAC is a vital metric in determining your company’s performance. Understanding it and using it as a guideline in your decision making process will help you to keep costs down, generate more revenue, and enjoy sustainable business growth.
A B2B marketing strategy is your business’ plan to identify a brand, establish a voice, and market your product or services to those who could benefit from it. With any industrial marketing strategy, there are key components that should come together to create a solid base and plan of attack for getting the word out and ultimately securing you more business.
Let’s take a look at the important questions and components that you’ll need to answer and see how each one plays into marketing plan.
Further Reading: Download the free resource guide: 8 Keys to Planning an Inbound Marketing Strategy.
What are your B2B Goals?
As you start to visualize a picture of the business and financial situation that you’d like to create, you will start to align all of the strategic parts of your B2B marketing plan to support your overall objectives. You might refine them based on your target customers, but your goals will ultimately be the drivers of your supporting strategies.
Simple insights about measuring trends
You can’t manage your business effectively without understanding the trends in your business. In order to have reasonable expectations for future performance, you’ll need to understand how you’ve performed in at least the last year. Trend and magnitude are most important. Is the trend increasing, declining or flat? Is the significance big or small?
You’ll need to keep in mind that if your growth, for example, has experienced a relatively small magnitude, that you’re unlikely to get a big jump without a lot of effort. If it’s declining, then you’ve got problems to diagnose and fix.
Start with your sales goals
Now that you have an understanding of the basic trends in your business, you can focus on where you’re headed.
In addition to your topline revenue, consider the average value of a typical customer so that you can estimate the number of new customers that you’ll need to meet your sales objectives. If you’re only considering new customers, then you’re assuming that your retention rates and existing customer performance will remain the same. If you want to refine your understanding of your sales goals, calculate your customer lifetime value (try our online CLV calculator), so that you can evaluate what your cash flow might look like with increased retention, gross margins, or increased pricing.
Qualified Leads and Conversion Goals
Start with a good definition of a lead and gather trends and insights about how many of them are typically in your pipeline. What ratios are converting from qualified leads to sales opportunities? What percentage of sales opportunities convert to closed business?
Understanding your conversion rates can empower you to focus on specific strategies for each stage. For example, if you’re not converting enough qualified leads, maybe you need to focus on acquiring more targeted traffic – and maybe you don’t have enough traffic to yield the conversion rates that you really need.
Target Your Audience Effectively
Who are your best customers? Your business can’t be all things to all customers. There are some customers that are more profitable and some customers that you can help more? Some are more loyal. When you refine and segment your prospect groups, you can prioritize different strategies or sequence them in accordance with the groups that will help you grow most-effectively.
Further Reading: Download the Buyer Persona Workbook – Identifying and developing effective B2B buyer personas.
There is a range of important questions you should ask about your target audiences. If you can, focus on no more than 2 or 3.
- Which customers can I help
- What are the characteristics, common to my best customers (industry, size, etc…)
- Who are the stakeholders and decision-makers involved
- What does the buying process look like
- Who else competes for the same opportunities
- What are their core business problems
- How does our offering intersect with their values and needs
Determine your positioning
Now that you have selected your highest priority opportunities, you’ll want to visit and refine your positioning as needed. If you’ve done your homework and reviewed your competitors’ positions, and developed buyer personas to understand the beliefs and behaviors of your ideal customer, you can decide how you want to be perceived by your customers.
Remember that perceptions and preferences are related to comparisons with other likely competitors in the same category. When you’re considering the visual assets of your company, your content, messaging points, and even values – you’ll want as much direct, observable information as you can gather.
What do they believe about us today?
You don’t control what customers believe, but you can influence their beliefs. Ask yourself about customer objections and potential negative perceptions of your company and of those in the same category. A huge mistake that companies make is underestimating or ignoring the negative perceptions of customers.
Don’t get beguiled by your own beliefs about quality. It’s not uncommon for you to appreciate the quality of your own solutions, but you don’t get to decide what quality really means. A customer might value the knowledge of your sales team or the ease of working with you – and see your products as interchangeable commodities with other competitors.
Make sure that you understand their problems.
What do we want them to believe about us?
Now that you understand the real-world perceptions about your business, you can start to address the gaps. What messaging or evidence would help you demonstrate your positioning in a believable way? You might consider use-cases or case studies to offer relevant examples of how you solve problems and embed language that helps you stand out from the crowd and explain what you can do those other companies can’t.
Once you’ve established your positioning, it’s time to focus on building a content-rich website. If your business depends on word-of-mouth referrals, then don’t forget that 100% of those referrals will visit your website before interacting with your sales team. What happens if your website isn’t engaging and doesn’t provide answers to the questions and problems that your prospect is asking? You’re going to lose them to a competitor. Your website, therefore, even if you don’t execute transactions online, becomes the biggest part of your sales engine.
You don’t necessarily need to make a huge up-front investment in your website. By focusing on a Growth-Driven Designed website, you can build a foundational website and prioritize continuous improvement initiatives based on your highest priority business goals and real-world user behavior.
Further Reading: Download the Principles of Growth Driven Website Design. Learn how to unlock the benefits of data-driven development.
Your website foundation should include:
- Problems you solve
- About how your customer works with you
- Home page and core value proposition
- A blog (it’s essential)
- A landing page to convert prospects to leads
- Contact information
- An about us page
- It should be responsive for different device types
- It should include SSL (secure socket layer)
- It should be optimized for speed
- It should reflect structural best practices in SEO
Your Sales and Marketing Tech Stack
The marketing and sales software tools you utilize in your business make up your technology stack. From SEO to email marketing, there are many tools out there that can be used to track and engage your audience during every part of their buyer’s journey. Your core marketing strategy needs to involve:
Customer Relationship Management (CRM)
This is your contact, company and deal database. The right system should help keep your sales processes well-organized in a way that allows you to categorize your customers, identify where they are in the sales process and empower your business development team to close business and retain customers.
Looking for help getting started? The HubSpot CRM is free. Request a free HubSpot CRM Setup and our team will configure and migrate your data.
Very few pieces of your marketing should be done manually. A marketing automation platform like HubSpot can help you execute a myriad of repetitive marketing tasks that provides deep personalization for your customers without letting anyone slip through the cracks. You can set up workflows that are triggered by specific user behavior, like sending an email when a customer visits a specific page on your website or changing the prospect classification based on how the content that they view. Marketing automation can help manage email marketing, social media, or advertising. Automation isn’t just efficient though, it’s relevant and personal to the users.
Data Analysis and Website Analytics Information
Your web analytics show the traffic and effectiveness of your website, one of the foundations of your industrial marketing strategy. Without these metrics, it’s difficult, if not impossible, to tell exactly whether or not your campaigns are effective.
You’ve created your positioning, the foundation of your website, and implemented the tools you need to succeed, but what about your content strategy? A business’ content strategy is generally defined as the message they’re trying to portray in order to show prospective buyers that they’re able, reliable, and trustworthy. In many cases in this industry, the buyer’s journey lasts weeks or even months, so it’s important to put a narrative out there that gives prospects a reason to choose you over anyone else.
A huge piece of this is creating the right content for your website. This can include:
- Blog posts or relevant articles
- Downloadable content in exchange for contact information
- Videos or webinars that show transparency
- ROI calculators
Overall, your content should be beneficial and engaging, allowing prospective buyers to better understand who you are and what you do.
Lead Generation Strategies
Lead generation comes from a combination of inbound marketing (prospects reaching out to find out more about your services), outbound marketing (strategically-timed phone calls and emails offering your services), and paid media (online ads and more).
In an ideal scenario, your inbound marketing is your main source of prospects, as it takes less money and energy when people are finding out about you through referrals or information posted on your website and willingly giving you a call to find out more. That doesn’t mean that outbound and paid media aren’t important, however, as they get the word out about your product or services and generate leads in a more actionable and tailored way.
Once you’ve acquired your leads, it’s vital to ensure that they’re tracked and sorted in a way that makes sense for your business. This, in effect, creates the need for “pipeline management”, or the way that your leads move through your sales and marketing process. This comes in the form of follow-ups, whether it’s phone calls or automated emails, further content pushing to remind and excite prospects about your services, and ultimately the close of a sale.
Just because you have a lead in your pipeline doesn’t mean that your job is done! Getting them to utilize your products or services is the end goal, and making sure they’re loyal customers into the future is just as important.
Putting a plan into action
Here’s a tip about planning. Over planning will kill your strategy. The first step is to organize your activities into logical campaigns. A campaign is a series of interrelated activities that are focused on a segment of customers with a specific goal in mind, for example, to generate targeted traffic or deeper engagement, or to convert more qualified leads.
Now that you know how to organize your projects, you’ll want to sequence and align them in a series of time-based initiatives. Don’t forget that you already know what your big “horizon” goals are for the year. Now you want to focus on executing projects (campaigns) that will drive towards your bigger goals. By measuring your performance at every stage, you can optimize and improve your strategies, constantly refining them to drive better results. This agile approach offers increased flexibility.
Analyze your data
B2B marketing strategies are ever-changing and evolving. Finding one way to develop your website, create your content strategy, and manage your pipeline doesn’t mean your job is done. That’s where effective data analysis comes in.
Attribution Reporting is Key
Another reason that you’ll want to continuously measure your marketing campaigns is that by understanding which tactics or channels are attributed to new leads and customers will help you optimize your approach. That means less wasted time and investment and more sales and faster sales velocity. Discovering what works and gets people to convert to customers may have an effect on the way that you reach out to potential clients in the future. Data analysis is a matter of understanding the numbers and coming up with the most effective way to get an ROI on your advertisements, software implementation, and marketing dollars.
These key components of your industrial marketing strategy each contribute to the number of prospects and clients you’re bringing into your business. Through each one, you’re telling a story that your audience wants to hear, inviting them to utilize your business to benefit their end goal while bringing you even closer to yours.
If you think about the health of your business like the developmental milestones of a human being, you’ll have a good metaphorical framework to consider what your business will need at each growth stage. Growing your business can be painful. It can and WILL stretch your resources. In order for you to see it grow in the most predictable and sustainable way, you’re going to need to understand where problems might show up.
Growth stretches the capacity of your people
Your business will need different skill sets at different stages, and you won’t be able to bring everyone along for the ride. It’s simply unlikely that everyone in your organization will be able to develop themselves personally and professionally to adapt to ongoing and evolving challenges. And it is beyond the capacity of the organization to nurture and develop 100% of its home grown talent. Improving your business by 30% or 50% or more might require new ideas, and technical skills and interpersonal savvy in managing people.
It’s easy to forget that organizations don’t run on technology and workflows alone. They require leaders and technicians who can innovate and optimize everything around them to make both monumental, and incremental improvements.
Action Steps for Making Sure You’ve got the Right Human Capital
Start with your goals, rather than your people
The more clarity you can find about your goals, plans, challenges, and timing (GPCT), the easier it will be to line up the human capital you’ll need to get there. If you know that your business will require more complex cost accounting capabilities, you can figure out whether or not you have the team in place to manage it. If you break down your organization into 3 core functions: Operations, Finance and Marketing (OFAM)- you can start breaking down your big-picture sales goals into the OFAM components.
Add yourself to the list of replacements
As a business leader, you have to be aware of your own limitations. Don’t be afraid to empower a solid number-two (“Make it so”) to take the reins and lead. Your responsibility is putting the right people in the right place. If you need interpersonal development, experience or knowledge – go get it. A coach is a great accountability resource to keep you on track and to help expose you to best practices in your own development and that of your organization.
Don’t be afraid to make yourself obsolete. If you’re an owner, there’s more time for doing the things that you love and more time to look for an exit strategy. If you’re part of the team, that means that you can take on new challenges, or even leave the organization for brighter horizons.
Ask yourself one question when hiring
Will this person bring up the average performance of the team?
Every hire should theoretically be an improvement. Make sure that each additional person raises the bar, just a little, and don’t settle for any lateral moves.
Think about it this way. There’s no reason whatsoever to gather up all of your belongings on an international flight and pay extra to move from one coach-class middle-seat to another. If you’re going to make a move, at least get to coach-plus, or business class.
You can’t Grow Without Investing, Financially
Unless you have extra-deep pockets and you’re endlessly funding your business, you’ll need financing to expand your business. Even though there are a number of creative financing options, you’re probably considering borrowing it or you funding your growth from existing operations. Before you go out and take another loan, you’ll want to ask yourself “how much growth can your existing business invest in?” What’s the value, in terms of free cash flow, of adding just one additional customer? This is an important question.
The metric is customer lifetime value (CLV), which is such an important forward-looking metric because it helps you understand the real availability to invest in your growth. Here’s how it works. Each additional customer is worth X amount of average revenue. If we use our data to better understand how that type of customer has behaved in the past, and we have a good understanding of our profit margins, we’re almost there.
We can calculate the value of all future cash flows from a typical customer in today’s dollars, because we know what they buy, how frequently, in what quantities, and we have a good understanding of how long they will remain our customers. As a business leader, CLV can help you figure out whether or not you might increase your prices, or how much you will have available to invest in your own growth. By calculating CLV accurately (t, you can model out different scenarios and figure out the best course of action.
Most businesses are funded by existing operations, but many of them fail to grow and thrive because they don’t understand the value of adding new customers. The end up being so risk-averse and hesitant, that they never achieve the financial growth that was available to them, if they could have just taken the risks to invest.
Your business will need to optimize its operations
Technology is disruptive. The ways that your business delivers value to your customers is always changing. A competitor with newer, or more agile, or a more flexible way of leveraging the operational resources needed, might be able to enter your market and offer a competitive alternative to yours.
Questions to Answer About Finance
Do you have favorable financing relationships to borrow at very low rates?
Straighten out your insights about investing
Measure everything that you can
Make each of your leaders responsible for a few metrics. Meet regularly to discuss them and together start to synthesize a story about how the business is performing. You will start to see the interaction between employee sick days and the number of days it takes to collect receivables. Your business is a complex ecosystem of interrelated widgets and there’s a connection between everything. When you measure your business, you’ll be able to better manage it.
- How long does it take you to collect money? (Days Sales Outstanding)
- What does it really cost you to acquire a customer? (Cost of Customer Acquisition)
- What are your profit margins? Break it down by product, service, or customer type?
- What’s your breakeven point? At what point does your revenue intersect with your real costs?
- What are your sales trends? Are they increasing, decreasing, or flat?
- What’s your net promoter score? Your NPS is a measure of your customers intended behavior – to refer you to new prospects.
Prioritize according to your goals
When you start with your goals, you’ll be able to consider the highest priority metrics that will help you manage them most effectively.
Increase your marketing capacity
Without improved marketing capacity, none of this would be possible. If you consider marketing with a rather large footprint, you’re watching the competition, incorporating your customers’ voice in your brand. You’re building new technologies to improve your ability to personalize experiences for your customers and capture who’s interacting with your brand.
What kinds of marketing capacities do you really need?
You need content because your customers are asking questions. How will you answer them? Remember that they’re not just asking questions about your products and services. They’re asking questions about their careers, their industry, and things that they can do to perform better in their jobs. Being a good marketer means not only good prospect-targeting but having enough empathy to recognize what your customer is going through.
You’ll need technology to enhance your relationships with customers by monitoring and measuring how they are interacting with you. But that’s not all. You can use technology to execute sequences of activities, based on some behavior of the prospect like, being referred by LinkedIn, or looking at a particular page on your website. Humans may have designed the strategies around how to approach customer interactions, but it’s AI that offers the biggest bang for your buck.
As an executive, you don’t have much time to mine through exhaustive data. Both the C-Suite and team member need to prioritize a few key metrics to take a snapshot of the organization’s performance.Continue reading
CRM Lead Status
Before investing in a CRM system or organizing your customer base to improve the management of your customer customer acquisition or customer service processes, you’ll want to get a good handle on the foundational building blocks of your sales funnel to best manage your pipeline and your overall sales team. Although you can further describe your sales resources in infinitely granular terms, you’ll want to consider the following core concepts and common means of categorizing information and customize your CRM lead status field values.
One of the biggest challenges that marketers face is justifying their investments. How much should your business spend to acquire a new customer? If you spend too much, you’ll eventually go out of business. If you don’t invest enough, you might be missing opportunities to grow – much to the delight of your better-informed competitors. The stakes associated navigating this dilemma are pretty high. Forecasting future cash flows by calculating customer lifetime value is an essential practice in figuring out how to invest in your ideal customer. The lifetime value of a customer calculation is an essential, “Executive Metric” for managing your business.
Your investment in acquiring a new customer, like any investment, should be less than the value that a single customer returns to your business. But how do you determine what value a customer will bring to your business in the future? This brings us to one of the most important executive KPI’s (key performance indicators), Customer Lifetime Value or CLV (Try Our Online CLV Calculator). Just as it sounds, CLV is a powerful measure that estimates the future value of a typical customer over an average customer relationship lifespan. Improving CLV can make a big difference on the bottom line, but first, you need to have some visibility into the various factors that influence the measure.
At the most basic level, CLV can be calculated by determining an average customer’s cash flows (or profits) over the lifetime of your business relationship, less the costs to borrow money to invest in your business and the initial costs to acquire the customer. Let’s assume that an average donut-buying customer spends, on average, about $10.00 per transaction (averaging the purchases of many customers) and the average profit margin over food costs are 80% (yes, 80%). Let’s use historical data to measure how frequently an average customer visits the donut shop (twice a month) and the average lifespan of the relationship (3 years).
The average customer, using the most basic CLV calculation is worth $576. That’s a lot of donuts.
If you want to take things a step further, you can also include two other important factors, a) the average retention rate, and b) the current discount rate or the average cost of capital. These measures will help you understand today’s value of a typical customer.
- Average Purchase Cycle: e.g Daily, Weekly, Monthly, Yearly
- Average transaction value
- Average number of transactions per purchase cycle
- Average lifespan of customer Years
- Average retention rate = % of customers you retain each purchase cycle
- Average profit margin
- Current discount rate. This varies between 8% and 15%, but you can use 10% to start.
Simple: a (365, or 52, or 12, or 1) x b x c x d
Advanced CLV: Above Answer x (e / 1+g-e) – less costs to acquire.
Key benefits of understanding your customer lifetime value
You can determine which customer groups are more profitable and adjust your investments, priorities, and strategies accordingly.
You can optimize your acquisition strategies to leverage the ones that drive the most profitable business. That doesn’t necessarily mean the lowest costs, but the combination of factors that lead to the optimum number of new, profitable customers without over OR under investing.
Enhancements to your offering, inclusive of products and services, may result in increased retention and expanded purchase volume. Pricing is also an important factor. Optimizing your product assortment or perceived value might command higher prices with the right segments.
What kind of difference would it make in the profitability of your customers to be able to borrow at a highly competitive rate?
Calculate Customer Lifetime Value Online
Measuring and continuously monitoring CLV can help business owners evaluate financial performance, relative to their acquisition costs. Understanding the different metrics that contribute to your CLV can provide valuable insights about strategies and priorities that can help justify your marketing investments and make an impact on your bottom line. To get started, download the CLV resource guide, and try our online CLV calculator.
The name of your brand, company, or product can be an important differentiator. These strategic factors can guide your brand naming process.Continue reading
Organizations that are thriving online at differentiating themselves from their competition recognize the importance of having a solid content development strategy. Not only does your content significantly influence how your products, services, culture, and values are perceived by your intended audience, your content also has a direct impact on your conversions as well. One approach that is key to achieving success online is to leverage the expert knowledge of your team members and users to assist you with your strategic content goals.
How mindfulness can help you improve the essential leadership skills required to manage a more profitable business.Continue reading