Our Top Five Tips for Tackling Social Media in 2021

Our Top Five Tips for Tackling Social Media in 2021

by | Jan 27, 2021 | Business & Marketing Strategy, Insights, Marketing Planning & Execution

Our Top Five Tips for Tackling Social Media in 2021

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2020 was an eventful year, for better or worse, and to say it changed the way we communicate with other people is an understatement. Although we don’t know what to expect this year, we do know that it will continue to be critical to build great relationships with your audiences — and one of the best ways to do that is through social media. Here are our top five 2021 social media tips to implement this year.

Our Top 5 2021 Social Media Tips

1. Build Organic Relationships

Over the past few years, people have become more and more suspicious of advertisers. They don’t trust companies they don’t know, and they are constantly worried they might be taken advantage of. Many people are worried about the protection of their privacy and fake news.

This year, your top priority should be building a trusting and organic relationship with your audience. They can tell if you’re trying to trick them into trusting you, so sincerity and honesty are essential.

Most customers trust the testimony of other people more than advertisers. Ninety percent of consumers believe recommendations from people they know, and seventy percent believe other consumers’ opinions. Regardless of if they know them or not, input from other consumers is more trustworthy to most people than anything an advertiser has to say.

By building genuine organic relationships, you’re making your brand more personable and creating a human connection with your audience. They will feel like they can trust you more if you are focused on the relationship more than the sale. Look at it as an opportunity to collaborate and communicate with your audience.

2. Use Influencer Impact

No matter what platform you are on, content creators have a massive impact on their own audiences, including influencing the companies they patronize. Take advantage of this pull and work with influencers. Find a creator whose content is related to your brand and have them promote your product and be an enthusiastic ambassador for your company.

Many growing companies hesitate to try and implement an influencer or brand ambassador program because they don’t think they have the budget for the heavy hitters, but as time goes on it has become clear that micro influencers cost less and carry just as much weight thanks to their highly engaged audiences.

However, be careful to vet who you choose to work with. Make sure any partnerships you create are with people who embody your company beliefs and values.

3. Create Live Content

Instagram, Facebook, Tiktok, and lots of other platforms all have live streaming options now, and they want those capabilities to be used. Live streaming has become more popular than ever, as users search for a way to feel connected while isolated.

Live video content is a great way for you to engage with your audience in real time. Host Q&As, product launches, behind-the-scenes, interviews, and more. No matter what you’re streaming, live content makes your brand appear more personable and allows your people to really get to know the people behind your brand.

4. Speak Out About Social Issues

Between COVID-19 and the Black Lives Matter movement, social issues are at the forefront of many consumers’ minds. The Q4 2020 Media Insights Report from Merkle found that fifty-six percent of consumers have no respect for companies that are silent on important issues.

Acknowledge the significant issues your customers are facing and show your support. With meaningful and educational content regarding the topic as it relates to your business, your audience will see that you are concerned about real issues. While impartial used to mean professional, it now runs the risk of coming off as tone deaf, so choose your causes and your stances wisely.

5. Diversify Your Social Media Presence

By now, most brands know they have to utilize the biggest social media platforms simultaneously to have the greatest impact on their audience. Although new arrivals come and go every year, you can rest assured your time is well spent establishing a substantial presence on them on the core platforms. They aren’t going anywhere.

The effort you expend to develop a relationship with users on different platforms is extremely worthwhile. You can reach different audiences depending on the platform you use, and each site has its own features and can showcase a different side of your brand personality.

Depending on the type of content you are posting, you can decide which platform it is best suited for. For example, long videos should go on YouTube, but you can also post shorter ones on TikTok, Facebook, Instagram, and Twitter. Don’t be afraid to post a piece of content on more than one platform, either.

Regardless of where you spend your time, remember is to use all the features they offer — especially the new ones. Stories, reels, and lives are all great ways to connect with your audience and are favored by the Instagram and Facebook algorithms.. Take advantage of that by riding the wave of favoritism while it’s there.

Successful marketing requires adaptability, so don’t keep using old strategies. Cruise through the unpredictability of 2021 confidently with these tips to optimize your social media usage and create genuine connections with your audience.

These are just a few of the high level ways to execute a stellar social media game plan for 2021. For a much deeper dive into every platform, their recent changes, and what to pay attention to this year, download the &Marketing 2021 Social Media Playbook for below.

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About &Marketing

&Marketing provides the robust outsourced marketing department growing companies need without the high overhead costs of big agencies or full-time employees. Our variable model empowers businesses to reach their growth goals through access to the guidance and expertise of senior level strategists and a flexible execution team.

Key Workplace Safety Trends Into 2021

Key Workplace Safety Trends Into 2021

by | Jan 12, 2021 | Icon Investment Partner, Rahul Kapur

Key Workplace Safety Trends Into 2021

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HOW THE COVIDVIRUS WILL CHANGE SAFETY AND PPE?

Safety and PPE have been at the forefront for governments, health care systems and C-suites across the world. Wearing masks to significantly reduce the spread of COVID-19 has been highly recommend and even mandated. For your own personal protection gloves, hand sanitizers, using cleaning wipes and regular hand washing are essential. Occupational Safety and PPE will continue to be critical as the economy starts to open. A major discontinuity, identified in an earlier article “Emerging Stronger Post Pandemic”, is the heightened awareness and need for cleanliness and hygiene which, experts agree, is likely to continue well beyond the virus.

Rahul Kapur Ex-Chief Strategy Officer, Aearo Technologies (now 3M) Managing Director, Icon Investment Partners Senior Advisor, &Marketing, Crossroad Transactions July 2020

Unprecedented Change

There have been unprecedented changes in the Safety and PPE over the last few months. Many of these are expected to continue as economies around the globe start to re-open – probably in fits and starts as there have been, and will be, local flare ups of the virus. Learning on better treatment of the virus has, thankfully, reduced the number of people passing away. Many of these changes are likely to be more permanent in nature or at least last for several years.

The COVID-19 pandemic has highlighted the critical role of workplace safety – starting with health care but in industries across America and the world. As companies reopen it is important to communicate with returning workers to make them aware of the safety measures in place, how to comply with them and that proper personal protective equipment and general cleaning materials such as soap and hand sanitizer are available. It should be clear who within the company will answer questions that will arise.

OSHA has already published guidelines that include what workers should understand about the virus, https://www.osha.gov/Publications/OSHAFS-3747.pdf. It is offering free on-site consulting for small to mid-size companies.

As per OSHA, health care workers are at the highest risk followed by “workers with high-frequency interaction with the general public” (e.g., schools, restaurants and retail establishments, travel and mass transit, etc.). In many cases office workers are continuing to work-from-home where possible, but others returning to their work sites. Strict protocols need to be in place to these protect these workers, especially those at greater risks such as certain age groups and those with certain health histories.

Safety is More than a Slogan…..it Saves Lives

OSHA Guidlines

Employers should ensure that their workers understand:

  • Differences between seasonal epidemics and worldwide pandemic disease outbreaks;
  • Which job activities may put them at risk for exposure to sources of infection;
  • What options may be available for working remotely, or utilizing an employer’s flexible leave policy when they are sick;
  • Social distancing strategies, including avoiding close physical contact (e.g., shaking hands) and large gatherings of people;
  • Good hygiene and appropriate disinfection procedures;
  • What personal protective equipment (PPE) is available, and how to wear, use, clean and store it properly;
  • What medical services (e.g., vaccination, post-exposure medication) may be available to them; and
  • How supervisors will provide updated pandemic-related communications, and where to direct their questions.

Increased Demand for PPE

Demand for PPE such as masks, gowns, gloves, face shields, cleaning wipes and hand sanitizers has sharply increased since these are the only products that can protect you from contracting the disease till vaccinations are available and herd immunity is built. This will take time. Given the stringent social distancing rules more widespread usage of PPE is crucial. This is especially true as the economy re-opens and if there is a second wave of infections. PPE products will be worn by individuals plus there will be demand by companies as people return to work after the lockdowns. Workplace safety is a major concern and, for now, PPE usage is the only option.

The PPE market is estimated to be $46 billion in 2019 according to a MarketsandMarkets report and should grow to $58 billion by 2022, at a compounded annual growth rate of over 6.5%. https://www.yahoo.com/news/ppe-market-benefits-coronavirus-pandemic-121412766.html

Supply issues around PPE were a major factor in the initial months, especially imports from China. Those that were aggressive in finding supplies gained not only in sales but also their customers’ gratitude.

More and more end-users are approving secondary suppliers and SKUs as part of their Risk Mitigation program as well as setting up monthly meetings with suppliers to get updates on the key product supplies.

A number of companies stepped up to expand manufacturing capabilities and increase production. This includes the traditional safety companies like 3M, Honeywell and Draeger as well as a number of new entrants, many of whom saw the opportunity to help their country in a time of shortage. This particularly includes those with sewing capability, those with the ability to bottle hand sanitizers and companies who could manufacture sophisticated ventilators. Good examples are Eddie Bauer, Nike, American Seating, Graffiti Shield, My Pillow, Jim Beam and even GM & Ford.

Longer-Term Change Expected

Based on my experience working with safety companies, research conducted and perspectives from prominent voices in safety by Safety+Health magazine (https://www.safetyandhealthmagazine.com/articles/19964-the-future-of-safety?page=1) there are four more significant longer-term changes expected:

  • Personal hygiene and area disinfection practices will become a part of the routine for the foreseeable future.
  • Strict protocols and administrative controls will be required & enforced for locations with more than a certain number of people.
  • Company and organizational policies will be needed for activities such as employee travel, sanitizing, disinfecting, additional training requirements and using / leveraging technology for safety.
  • Many PPE companies faced serious problems with their supply chains; particularly those importing from China. Now is certainly not the time for single sourcing. Many are seeking alternatives in Mexico and Central America. Other Far Eastern countries are becoming potential suppliers.

There are likely to be more guidelines developed by the CDC, OSHA, etc. to help organizations deal with this emerging “new normal”.

Beyond these, there will be other changes in occupational safety that business leaders should be considering. These include:

  • More and more companies will improve their Disaster Preparedness Plans starting with an evaluation of how they reacted to this pandemic and what they learned. The pandemics has forced Disaster Preparedness Plans from being “nice to have” to becoming essential.
  • There will be continuing updates to product standards, new workplace protection requirements and guidance, federal and state policy enhancements, and strategic undertakings by the PPE industry and governments to increase preparedness efforts. Following these will be important.
  • With these new guidelines, safety professional will need to ensure that procedures to verify these practices are in place and performed properly. Primary these will include ensuring social distancing and barriers if people cannot meet distance requirements (shields at retail establishments are a good example). Other guidelines may emerge as we gain new knowledge about the virus.
  • Safety training will increasingly go on-line and innovative methods are evolving. Internet training will push beyond clicking a PowerPoint to become more interactive and with live demonstrations. Knowledge checks will be incorporated.
  • There will be safety implications on working-from-home. These are yet are not clear.

Strategic Implications for PPE Providers

So what does this mean for PPE providers as they navigate through these uncertain times? Here are somethings that business leaders should be thinking about.

Fixing disrupted supply chains is mission critical. PPE was not alone. This affected almost every company. 94% of the Fortune 1000 companies reported seeing coronavirus-driven supply chain disruptions (Fortune, 2020). There is increasing discussion on domestic manufacturing of “essential supplies” with PPE near or at the top of the list. While moving completely away from China may be difficult, more diversified supply chains are emerging. Companies are looking at the Far East, Mexico and Central America. Mexico and Central America’s proximity makes them more attractive with lower shipping costs and imports not being on the high seas for four weeks. This is what PwC, AmCham call a ‘China+1’ strategy. https://www.supplychaindive.com/news/coronavirus-companies-expect-china-operations-normalize-under-3-months-pwc/576355/

Selling PPE at Retail and On-line will Exponentially Expand. These channels are becoming more and more important to tap into the consumer demand for masks, gloves, cleaning wipes, hand sanitizers, etc. Sales of these products have exploded on Amazon; even gas stations are stocking them. More and more companies are starting to sell direct from their websites.

The Winners will be Those who Innovate. This creativity can already be seen in face masks where a tremendous range of products are already available. These include colors, designs, logos; many are reusable and there are even copper infused masks that are “breathable with double-layer barrier”.

A number of Covid Safety Kits have been introduced. These include an employee safety kit with a selection of safety products for people returning to the workplace by Arbill; Samsara Luggage globally launched Essentials for Covid for travelers; and Quest Safety Products is introducing kits targeted at several uses.

There have been other recent innovations, including (i) antimicrobial scrubs for medical staff and scrubs with anti-chafe stitching, four-way stretch, articulated knees, and stretch waistbands that enable greater mobility and increased comfort; (ii) antimicrobial respirator masks where silver and copper act as antimicrobial agents that kill and inhibit the growth of bacteria, viruses, mold, and fungus; and (iii) surgical gloves with perforation indicators and a higher level of protection using double gloving.

Maintaining Relationships with New Customers. Many PPE companies, especially distributors, have gained new customers especially where they had much needed supply. Continuing to build these new relationships can be an opportunity for growth. Here a combination of Account Based Marketing (ABM), sales force efforts and Inside Sales programs and help. ABM is a strategic marketing approach that targets a set of customer via digital marketing to build awareness and uses content marketing to build brand image at multiple levels in the customer’s organization.

In Conclusion

Personal protective equipment (PPE) has emerged as the only normal way to step outside when the world is faced with the highly infectious coronavirus. The major trends that are likely to persist are increased personal hygiene and area disinfection practices, strict protocols and controls will be required & enforced where larger numbers of people congregate, policies will be needed for activities where there is employee interaction with the general public, additional training will be required and supply issues will need to be fixed. Retail and on-line sales of selected PPE products to individuals and small businesses will be a more significant opportunity. Innovation, that meets consumer and end-users needs, will be crucial. Finally PPE companies have gained customers in these unprecedented times and should make an effort to build relationships with them.

About the Authors

Rahul Kapur has 40+ years of successful business experience spanning a variety of areas. As a business consultant, he provides companies of all sizes with his expertise in strategy development, M&A, new products & innovation, and data analysis and modeling. His experience includes Unilever, Dow Chemical and Aearo Technologies (now 3M). He is Managing Director of Icon Investment Partners, Chairman of Guilford Group, Managing Member of Ark Capital Investments, LLC, and Senior Advisor for &Marketing, Crossroad Transactions, and Quest Safety Products, as well as on the boards of several start-ups.

About &Marketing

&Marketing provides the robust outsourced marketing department growing companies need without the high overhead costs of big agencies or full-time employees. Our variable model empowers businesses to reach their growth goals through access to the guidance and expertise of senior level strategists and a flexible execution team.

Why Add-On Acquisitions Can Be Important: How Mid-Market Companies Can Emerge Stronger Post-Pandemic

Why Add-On Acquisitions Can Be Important: How Mid-Market Companies Can Emerge Stronger Post-Pandemic

by | Dec 2, 2020 | Business & Marketing Strategy, COVID Marketing, Insights

Why Add-On Acquisitions Can Be Important: How Mid-Market Companies Can Emerge Stronger Post-Pandemic

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Unfortunately, one of the results of the pandemic is that smaller competitors may be going out of business. This will create opportunities for the survivors. Is this an opportunity for your company? An add-on acquisition or merger, with a smaller company that fits your strategic direction, could be an excellent way to help you emerge even stronger. This could certainly be an opportunity to expand your customer list, add a region or geography, add technical capabilities and bring in other needed competences.

Despite the unprecedented uncertainties in the world, many companies are continuing to plan major transformations and more than half of those surveyed are planning to do this through Mergers and Acquisitions (M&A). 57% emphatically indicated they intend to continue to do strategic revenue growth deals according to E&Y’s Capital Confidence Barometer survey of more than 2,900 C-suite executives globally. Harvard Business Review is also reporting that only about half are pausing activities in this area. Nearly a quarter are pursuing distressed companies. This is not unlike the M&A activity after the 2008 financial crisis.

Probably the most active since the NASDAQ, the tech sector is already at record highs with the world turning to virtual and relying more on technology during the pandemic. Companies like Google, Verizon, Uber, and Amazon have all been active in acquiring companies that largely fill in products, services, and capabilities where there are gaps. Other industries that are directly or indirectly supporting the response to the pandemic, such as health care and PPE, are also identifying potential opportunistic acquisitions. At the same time, companies like Nestle, MasterCard, Morgan Stanley, Thermo Fisher, and, even, Royal Caribbean have fulfilled transactions in the last few months.

Several studies have shown that add-on acquisitions of smaller competitors with similar products and services tend to be generally more successful as typically these companies will already have all or most of the management capabilities, infrastructure and systems in place. Further, in most industries smaller competitors tend to get a lower multiple of earnings or EBITDA and this could enhance your value when the combination results in a higher multiple. In the current environment consider mergers as well as acquisitions. A merger could be consummated through a stock transaction with little or no cash. You may even find opportunities to partner based on commissions or payouts.

Follow a Disciplined Approach For Merger and Acquisitions

M&A can be complicated. Based on our experience and a review of the market, we suggest a disciplined approach and a process that can help you be more successful. This article outlines some of the key issues you should consider regarding your objectives, the M&A processes and the learnings from successes and failures from the past.

Opportunities for add-on mergers and acquisitions broadly fall into two categories: market consolidation and enabling acquisitions.

Market Consolidation

Here the add-on company is in the same products, services, and business segments. This is essentially increasing market share. Bain calls them “scale acquisitions.” The more successful acquisitions tend to consolidate market share where the acquired company offers the same products and or services in the same geographical footprint to the same channels and end-markets.  There will usually be significant cost synergies. In some cases, especially with larger transactions, FTC regulations may apply.

Enabling Acquisitions

Enabling or “scope” acquisitions enable you to expand geographically, enter new channels, new end-markets or bring new products, technologies, and/or competencies to your business. When the acquisition enables entry into a new geography, channel, or end-market, a company is more likely to be successful if the acquired company sells the same or highly complementary products & services. With these types of acquisitions, you should be very careful when expanding outside your current products and services— as these tend to be more risky.

Of the success of acquisitions has shown that most acquisitions are not successful and fail to meet their objectives. Acquisitions of “new” products or services in a “new” geography or “new” channels or end-markets are the least successful. Thus you are less likely to be successful when you do not know the products, the services, the customers and are entering a new geography.

Improving Probability of Success

As you start this process of looking at your smaller competitors and even at similar products & services, here are some key considerations to improve your probability of success depending on whether you are acquiring a product / service, entering a new geography or a new channel / end-market:

A Mergers and Acquisitions Process to Follow

You should follow a very systematic and disciplined approach through the M&A process of sourcing, execution & integration. Many acquisitions are not successful. To help you avoid failure, we have identified the seven main reasons for not succeeding.

The first step is to gather information around which of your smaller competitors may be struggling. Your own knowledge and network will be helpful here.  You can also talk to investment bankers who can provide leads, and there are outside resources available. Since it is expected that nearly a third of smaller businesses may not survive, it is worth looking at distressed sales as well.

You should plan to approach candidates quickly, vetting them and ascertaining whether there is any interest. As indicated earlier, be careful about any FTC regulations that may apply; your lawyers should be able to help you.

Once you have a list of potential candidates, prioritize them and have very clear objectives of why you want to pursue each one. This should be linked directly to your company’s strategy. Is the company seeking new technology? Is regional or geographic expansion a major thrust? Do you seek new end-markets or channels? Or is it a roll-up? A key question to ask is whether you have the management capabilities, infrastructure, and systems in place? Finally, is the opportunity close enough to reduce risks?
Below are the more common steps in the M&A process and can help you be more disciplined in your approach.

The initial negotiation is primarily around deal structure and valuation. Some considerations are that you expect to pay a lower multiple for a smaller player. You should, if possible, prefer an asset transaction as you leave the liabilities behind. Consider part cash, part stock deals – especially if you want the current owners to stay on after the merger. Once there is an agreement with a candidate to proceed further, there should be more detailed due diligence that could include business, customer, financial, and legal research.

In the COVID environment, it is important to pay special attention to the impact on sales, margins, customers, suppliers, employees, what work-from-home might mean in this particular case, or are employees furloughed, and how management handled the changes that have taken place. Law firms with M&A capabilities are available to help in the negotiations, develop the structure, and the closing documents. Remember that many of the companies pursuing M&A are looking for a bargain.

Finally, there is the integration, which is where many companies fail. A well thought out plan with clear objectives is needed. Some key things to remember: integrate what has to be integrated to achieve the objectives. Do not close plants unless you can pick up the manufacturing. The customer interface is critical. If the acquired company’’s core competencies are important, ensure that these are maintained. Both your employees and employees of the acquired company, need to clearly understand the process and expectations. Most companies will set up several integration teams, which can help make the integration more seamless.

Here are some things to consider to increase your probability of success:

    • Communication is Vital: Starting with initial announcements through the complete integration process, employees need to know the strategic direction and, more importantly, what it means to them. Confusion and uncertainty leads to inefficiencies and loss of productivity. Communicating with other stakeholders is important as well: consider customers, industry partners, investment community, etc.
    • Reporting Relationships. Clarity on reporting relationships is vital. Do this as soon as possible so that people understand the organization structure. For close-in acquisitions there are likely to be many more reporting relationships. For enabling acquisitions reporting may be limited to a few senior executives plus, at a minimum, the finance department, other back office operations, and possibly R&D/Engineering. Interestingly, one of the merger principles at Dow Chemical was that the CFO had to be a Dow person (even if the CEO was not).
    • Decision Making Authority. Quickly determining and defining the key executives and integration team leaders with clear decision-making authority helps resolve people issues.
    • Project or program structure can be deployed to manage the integration, especially for a larger transaction, with a mix of a small full time integration team and part time representation from the necessary functions. Having dedicated integration resources will help maintain business momentum with separate groups focusing on day-to-day operations.
    • Key Employees & Retention Plans: It is important to identify key employees, even pre-closing, and evaluate if retention plans are needed. Competitors will go after these people or they can be out looking for jobs during the uncertainty
    • Finance: A key priority is always cash management and processes for financial closings where systems can be an issue. You can use short term solutions such as downloading financial information, then building a bridge. No matter what you do, think about this ahead of time and have a plan in place.
    • HR: Non-US acquisitions can be more straightforward because you can leave policies and procedures in place. In the US, you must consider the differences in benefits and processes. There may be a cost associated and transitions can be complicated.
    • Legal: Laws differ from country to county and all outstanding legal issues must be identified with a plan on how to deal with these.
    • Tracking Growth and Cost Synergies is essential to get the full value creation benefits. Focus on four to five areas that represent the greatest opportunities with clear, quantifiable goals and assigned responsibilities. As you learn more, open the aperture beyond traditional synergies to identify other value creation opportunities.

    Learnings From Past Add-On Acquisitions

    Here are some mini-case studies illustrating what works well and what does not.

      • A leading US safety company entered the segment which produced communication headsets with hearing protection for noisy environments, which was an adjacent space, by acquiring a $40 million company with offices and manufacturing plants in Europe. Their success was based on a number of factors. The solid investment thesis was to expand the product line globally, plus target selected verticals: offshore oil & gas and the US military. Commercial staff was added to achieve this. In eight years, sales exceeded $100 MM million.
        • The main European location is still in place. Several key manufacturing / assembly locations were added in the US and China.
        • The reporting relationships were defined with focus on R&D, new products, finance, legal, and HR.
        • An SBA was set up and experts were identified to lead this product line in specific new geographies. Sales people around the world were trained in selling these products.
        • The products were introduced into the consumer channel for DIY consumers.
        • A cutting and welding products company was the leader in cutting but not in welding products. It was in gas & plasma cutting and expanded into laser cutting by acquiring a small R&D company in that space, with sales of $2 million, annually. Very little integration was done for the first several years other than Finance, HR, and Legal. This was intended as an investment in developing new products for their existing customers. Additional enabling acquisitions in gas cutting were made to expand geographic presence, especially in Europe. Here the focus of seeking growth opportunities in a business segment where you are the market leader and have core competences helped more rapid value creation.
        • A children’s products company selling to large retailers acquired a similar sized competitor. A large percentage of their sales were impulse purchases. Many of the key sales leaders were let go early resulting in a significant sales loss since they had the commercial relationship. Even after several years the company has not recovered. This underscores the need to retain key employees because those employees with the customer relationship can be vital.
        • An environmental testing company has been acquiring very similar small, local testing labs which account for an estimated 40% – 50% of the market. They have built a dedicated M&A team. Most of the operations are quickly consolidated. However they leave in place local capabilities that receive test samples, deliver results and have the local customer contacts. This model has worked well. Many of the companies who are continuing to do acquisitions have dedicated M&A teams.
        • Many Distributors are following a roll-up strategy to expand their geographic reach, but sticking to existing and similar product lines. They acquire smaller local distributors in regions where they have little or no coverage. In addition to gaining geography they are buying customer lists and, over time, reducing their costs to purchase as they become larger. Thermo Fisher has done a good job of executing this.

        After a crisis, such as the one we’re currently in the midst of, may be a good time to look at Merger and Acquisition opportunities, especially of smaller competitors who may have been hard hit during these trying times. Many companies are doing this. We believe in these reasons for why Mergers and Acquisitions are important right now and can help you emerge even stronger. If you decide to pursue M&A, remember to follow a disciplined approach and be clear about the objectives for each acquisition candidate. You are likely to go through the four stages of hunting & sourcing, negotiating, due diligence & closing, and finally (probably the most critical) the integration. There are highly experienced resources available to help you through each step of the process.

        In the integration days of your Mergers and Acquisitions, planning a coordinated approach to your marketing is crucial. Download our Marketing Planning Like a Pro workbook to put your best foot forward.

        Download Now

        In a recent &Marketing webinar we dove deeper into the resulting business trends from COVID-19 and the necessary actions mid-market companies should take to build and sustain long-term growth. Watch the entire webinar below!

        Watch Now
        About the Authors

        Rahul Kapur has 40+ years of successful business experience spanning a variety of areas. He served as Chief Strategy Officer at both Aearo Technologies (now 3M) and Dow Brands (a division of Dow Chemical). As a business consultant, he provides companies of all sizes with his expertise in strategy development, M&A, new products & innovation, and data analysis and modeling. He has helped nearly 20 companies develop their strategy to transform their businesses, using Icon Investment Partners’ proprietary business transformation system. Currently, he is Managing Director of Icon Investment Partners, Chairman of Guilford Group, Managing Member of Ark Capital Investments, LLC, and Senior Advisor for &Marketing, Crossroad Transactions, and Quest Safety Products, as well as on the boards of several start-ups.

        About &Marketing

        &Marketing provides the robust outsourced marketing department growing companies need without the high overhead costs of big agencies or full-time employees. Our variable model empowers businesses to reach their growth goals through access to the guidance and expertise of senior level strategists and a flexible execution team.

        Prepared for the New Normal? How Businesses Can Emerge Stronger Post-Pandemic with Rajat Kapur

        Prepared for the New Normal? How Businesses Can Emerge Stronger Post-Pandemic with Rajat Kapur

        by | Sep 22, 2020 | Business & Marketing Strategy, COVID Marketing, Events

        Prepared for the New Normal? How Businesses Can Emerge Stronger Post-Pandemic with Rajat Kapur

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        “It is not the strongest of species that survive, nor the most intelligent, but the one most responsive to change.” – Charles Darwin

        There is no denying the world has shifted since COVID-19, but what does that mean for your business? The changes occurring in behavior and attitudes are so deep that companies are realizing the need to re-examine how they do business to ensure they fit the mold of the emerging “new normal.” For many, this will be an opportunity to emerge even stronger and become more competitive. For others, things will never go back to what they were, and strategies that worked in the past may no longer apply.

        Join us October 7th from 9am – 10:30am for a webinar with Raj Kapur, Founder & Managing Director of &Marketing and Emily Valeo, &Marketing Content Strategist, who will share what they have learned from working with companies of all sizes to adjust their strategies during this pandemic. During this session, Raj and Emily will review:

        • Shifts in the market and what has changed as a result
        • What other companies and industries are doing to pivot and get ahead
        • What Beacon members should be thinking about in regards to messaging, marketing mix and spend in 2020 and beyond

        We look forward to seeing you in this interactive session!

        Register Now!
        About &Marketing

        &Marketing provides the robust outsourced marketing department growing companies need without the high overhead costs of big agencies or full-time employees. Our variable model empowers businesses to reach their growth goals through access to the guidance and expertise of senior level strategists and a flexible execution team.

        Leveraging the Power of LinkedIn to Work For You: Tips and Tricks to Optimize your LinkedIn Presence

        Leveraging the Power of LinkedIn to Work For You: Tips and Tricks to Optimize your LinkedIn Presence

        by | Sep 16, 2020 | Business & Marketing Strategy, Insights

        Leveraging the Power of LinkedIn to Work For You: Tips and Tricks to Optimize your LinkedIn Presence

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        New social media platforms are introduced all the time, but they don’t all have the staying power of juggernauts like Facebook. But since 2002, LinkedIn has billed itself as THE networking platform for professionals. They have now lived up to that vision, with over 660 million users across the globe today. If you have a job, you likely have a profile. Maybe you post; perhaps you don’t. With that said, it doesn’t take much to spruce up your presence and make the platform work for you. Check out these tips and tricks to leverage the power of LinkedIn.

         

        Your Individual Profile

        Let’s start with the basics to get your feet wet. These foundations are the most important to complete, and pretty simple. Don’t skimp on the easy stuff!

        • 100% complete: Ensure that every section of your profile is complete. Try not to leave anything blank, but don’t add irrelevant details for the sake of filling in an empty space. You’ll know you are complete when you’ve reached All-Star status on your profile completion meter!
        • Optimize your profile: Use the words you want to be known for. If you drive strategy for businesses, make sure that is included. Profiles are indexed by search engines, but you have to make sure your profile settings allow for search engine visibility via your public profile.
        • Customize your URL: LinkedIn assigns a random URL by default. Simpler is better. You can update your personal URL to display whatever you want, but your name is typically the best option.
        • Get endorsed for your skills: A personal referral can go a long way with both people you know and people you don’t know. Being referred by others shows they trust you and endorse you for your skills. Get endorsements, and be sure to give endorsements as well.
        • Provide samples of your work: You can upload various pieces of media to show your work. Include things you are proud of and showcase your skills. It’s an easy way to demonstrate your authority to anyone who’s checking out your Page.

        Your Posts

        How useful could a networking platform be if you don’t actually network? Use posts to share and start conversations. Ask for advice or ideas. Give your POV on industry news, trending topics, and other major events. People you are connected with or those following certain hashtags will see your posts in their news feeds. There are a few basic rules of thumb you can follow to drive more engagement through your posts.

        • Content and consistency matters: Share quality insights and fresh perspectives based on your knowledge, expertise, or observations. Use your analytics to see what’s resonating. Be sure to post regularly on timely and trending topics that get people talking. It doesn’t have to be daily, but commit to a schedule that works for you.
        • Start a conversation: Engage your network by asking an open ended question or sharing a point of view. Don’t forget to respond to commenters and engage with other posts with a comment or share to drive the conversation.
        • Use @Mentions: Invite specific people to participate in your conversations by using the @mention function in your post. This increases the chances your post will get shared and seen by people you want to hear from, along with people outside of your immediate connections.
        • Use relevant hashtags: Use hashtags to indicate what your post is about and to get the attention of certain groups. Hashtags help your content get discovered and are searchable. Do your own search of hashtags to find ones that are relevant to your audience and have a strong following so you can reach more people.
        • Include photos or videos: Posts with images or rich media draw people in and bring your post to life. LinkedIn also indicates that posts that have a visual element perform better and are more engaging, which leads to more networking.

         

        Your Community

        LinkedIn has a powerful tool for making connections and showcasing thought leadership within LinkedIn Groups. These groups provide a great platform for members to share their professional expertise, experiences, and advice with their connections, the larger LinkedIn community, and people who aren’t within their network. The people in these groups are there because they want to be, which allows for even more flexibility to highlight your expertise in a certain area. You can leverage groups in just a few simple steps.

        • Find the right group: There are literally millions of groups on LinkedIn, with new ones being added all the time. Find one that would benefit from your expertise. Not only can you learn from the group, but you may be able to help someone else.
        • Engage in conversations: You want to establish a presence without being too salesy. By driving thought leadership and subject matter expertise, the group members will see you as a knowledge base and take your guidance, which helps in making decisions.
        • Offer solutions (when appropriate!): Once you have established yourself as a thought leader, you can begin to offer solutions for the problems the group members are facing, but not just any solutions— your solutions. It’s also an opportunity to gauge the problems people are facing and allow you to tailor your marketing to better serve your potential customers.

        Your Company

        Although many people view LinkedIn as a site for job hunters and growing your professional network, it is also an effective tool for generating new leads and nurturing referral relationships. A company Page is one advantage of using LinkedIn for business. It is an opportunity to tell your company’s story, engage with followers, drive leads, share career opportunities, and scale your marketing.

        • Complete your Page: Just like your individual profile, the completeness of your company Page is important too. Even if you have had an active company Page on LinkedIn for quite some time, you should review it and make sure everything is filled out. Pages that are 100% complete get 30% more views than incomplete ones.
        • Post regularly: Companies that post weekly see two times more engagement with their content than companies that post less often. Find a cadence that works for you and stick with it.
        • Share valuable content: The foundation of any social media strategy is highly valuable content. Determine what types of information your audience needs and seeks and share content that answers their most pressing questions or solve their immediate problems.
        • Introduce new products or services: You can use this space to not only introduce new products or services, but highlight what your company has to offer. You can explain how you and your products will help customers solve their problems and meet their business needs. Driving people to your website enables followers to easily find more information and convert your website visitor traffic into warm business leads.
        • Optimize your Page and posts: Google and other search engines return LinkedIn company Pages and posts highly in the search results, so adding updates to your company Page and optimizing posts for SEO helps to improve your performance. As a result, your website may see an increase in referral traffic from LinkedIn, especially if your posts contain links back to your company’s website.
        • Invite your connections: LinkedIn says that once Pages gain 150 followers, their opportunity for growth becomes exponential. You can grow your audience by adding a follow button to your email and website, but also as a LinkedIn Page Admin, you can personally invite your followers to 1st-degree connections to follow your Page.
        • Review your analytics: With the data you gain through reviewing your Page analytics, you can see which content and topics your followers and audiences are engaging with across LinkedIn to help inform your content strategy. This data can be used to create content and posting cadence to drive more engagement and clicks to your calls to action.

        All of the suggestions above are free and cost you nothing, but these are just the tip of the iceberg with the potential LinkedIn brings to the table. Many businesses are missing the free tools offered through LinkedIn by not taking advantage of all the platform has to offer as part of a comprehensive marketing strategy. A LinkedIn Company Page is essential and beneficial to your business growth. LinkedIn is a powerful platform for both professionals and the companies they work for. Check out our eBook that gives you the low-down on optimizing your company Page with both free and paid tools to maximize your opportunities on the platform.

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