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By Efrat Ravid

Speak to your people about your own failures—not just in terms of how far you fell, but how you came back. That’s where the focus needs to be. It’s not about failing fast. It’s about learning fast.

My life experiences with failure started as a child. In sixth grade, I failed in math—dismally. But when I brought my test report home to my mother, she celebrated by popping a bottle of champagne. She said, “Now you know how to fail. Good for you!”

She understood that the only way I would truly grow as a person was by failing—and by learning from that failure.

Of course, the most important part about failing is how you respond to it. Do you give up, or do you dust yourself off and try again? My mother encouraged me to do the latter, to improve one step at a time. I didn’t find immediate success in math, but with hard work, I managed to eventually score a D, then a C, and finally an A in my exams.

THE PROBLEM WITH STIGMATIZING FAILURE

At school in Israel, if I didn’t score the marks I hoped for on an exam, I could take it as many times as I wanted. In the U.S., when a student fails a test, there’s usually no chance for them to learn from their mistakes and try again.

If we instil a fear of failure in children at school, we’re not teaching them about learning, only about grading. Worse still, it can create the perception that you need to be seen as perfect or correct in every instance. It allows no space to be human.

Conventionally, the concept of “failure”‘ means being unsuccessful, making mistakes, or not achieving your goals. By contrast, as an engineering student, I was taught to iterate often, and failing fast was encouraged.

What if we applied this thinking in other ways to overcome perfectionism? What if we could put it to work to create more opportunities for employee growth, innovation, and retention?

THE ROLE OF FAILURE IN BUSINESS

In my own career, I’ve adopted a mindset of accepting—even embracing—my failures because I know they’ll make me a better, wiser leader. For example, in a former role, I once set KPIs that didn’t align across my different teams. The unintended consequence of this was that I created a divide between my teams and obstructed the flow of communication.

From this experience—my failure—I learned the importance of sharing goals to avoid misalignment. Without experiencing that tough failure, I would never have become the effective team leader I am today.

Working with digital leaders teaches us how to leverage any challenges or friction they face as new opportunities. As long as you have the processes and the tools to achieve the right visibility and the speed for fast iteration, failure can become the best tool for success.

Fear of failure limits our ability to innovate. Conversely, when employees have permission to fail occasionally, they flourish.

I want my team to be successful, but it doesn’t have to happen the very first time. I’d rather they make multiple attempts, earn their success, and learn along the way.

The outcome? My team takes more risks. More importantly, it transforms them into better team members. If you don’t fear failure, you have no need for a scapegoat when something goes wrong. You can take accountability for your actions and ideas. This helps build that collaborative and innovative environment we all strive for.

ENTREPRENEURS SHOULD LEAD—AND FAIL—BY EXAMPLE

Every successful leader or entrepreneur has failed at one point or another. It’s part of the fabric of business and life. I believe that business leaders should be intentional about never cultivating a culture of fear in their organizations.

Speak to your people about your own failures—not just in terms of how far you fell, but how you came back. That’s where the focus needs to be. It’s not about failing fast. It’s about learning fast.

When you’re about to embark on a big project or new venture, have discussions with your team about how you might fail and how you’ll recover. What will you learn? How will you make sure you don’t repeat the same mistakes in the next project?

Your message to them needs to be: “Go ahead, try out something new, and get creative with that idea. I appreciate that you’ll be entering uncharted territory, and you might encounter some treacherous ground. If that causes a temporary setback, well, that’s OK.”

Feature Image Credit: Sergey Nivens/AdobeStock

By Efrat Ravid

Efrat is CMO at Quantum Metric, with extensive experience in tech leadership and customer-centric organization strategies.

Sourced from Fast Company

By Amy Balliett

Modern customers are evolving faster than ever expected, and marketers must evolve with them. Here’s how.

The verdict is in: A whopping 76 percent of marketers know that deep customer understanding is the key to unlocking sustained success, but only two in five are actually conducting market research to fuel this understanding. As a marketer myself, I understand this conflict.

Great marketers prioritize the end audience in all the content they produce. They target marketing campaigns to connect with customers across their various need states. They centre their content strategies on the channels where their customers can be found. They adjust the tone, visual styles, and messaging of content to ensure it resonates with diverse customer segments. But even many of the best marketers admit to relying on their gut instincts over hard data to inform these decisions.

It can be easy to rest on one’s laurels as a marketer, especially if you’ve celebrated a history of successful campaigns and steady growth. But, thanks to the pandemic and a wave of new innovations, the modern customer is evolving faster than ever expected. Nearly half of marketing professionals surveyed admit to fear in this new normal. They fear they won’t be able to keep up with this state of constant change. They fear their teams do not have the skills or tools necessary to be fully present for their customers. And they fear a future where new data collected on their customers one day will feel old and dated the next.

From these fears comes great opportunity. In a world where fewer than half of marketers compile relevant insights, it’s those who are willing to adapt who have the upper hand. Modern marketers must change the way they think about marketing entirely. They must become truly customer-centric by thinking like researchers and designers first, before letting this new mentality inform their forward-looking strategies.

Ultimately, if you are a marketer seeking long-term success, you must become an expert in CX. How you achieve this may vary, but here are some changes you can make today to revolutionize your marketing strategy tomorrow:

1. Invest in nimble learning systems to support proactive strategy adjustments

Collecting relevant insights about your customers can be an arduous task. For many brands, it’s a manual process requiring months of field research, one-on-one interviews with brand loyalists, and in-depth surveying to get a thorough understanding of one’s customer base. While this method is extremely valuable and one that can validate or challenge long-held assumptions, it can be hard to invest in this approach more than once every two to three years. And with the rate of change the modern customer is experiencing, data gathered more than a year ago might already be moot.

Marketers rely heavily on analytics tools to measure the digital actions of their customers. Through tools like Google Analytics, for example, we can determine onsite user behaviour and adjust the user experience to drive more conversions. We can identify the channels our customers find us on, the pages in which they lose interest, and the content that truly matters to them. This data is a gold mine for marketers eager to optimize and adjust campaigns. But onsite analytics doesn’t have to be our only tool.

Marketers looking to compete in this new world must think beyond onsite analytics and invest in customer and social analytics solutions as well. These powerful insights programs can deliver data at a regular cadence to support proactive strategy adjustments. They can be used in addition to more robust field studies or as standalone tools to keep your finger on the pulse of your customer in real time.

Most marketers, however, continue to ignore this opportunity. Only 44 percent of marketers today even conduct research to re-evaluate their predetermined target audiences, only 42 percent are taking action to better understand their existing customers, and only 40 percent are segmenting their audiences to better target their campaigns. To get ahead of your competitors, start investing in more nimble, real-time analytics systems that can take some of the guesswork out of your CX strategy.

2. Consider your whole marketplaceconsumers, competitors, and category

While you might feel that knowing your customer is all you need to become an expert in CX, its actually just one leg in a three-legged stool of sorts. Understanding your customers is essential, but you must also stay on top of changes in your category and moves among your competitors. By culling insights in these two arenas, you will have a far better understanding of your customer needs, motivations, and loyalties.

For example, finding out that your customers are choosing to purchase from a competitor might encourage a re-evaluation of your strategy. But understanding why your customers have chosen the competitor can prove even more valuable. A shift in your category may have impacted your customer’s ability to buy from you. Maybe a competitor changed its value proposition just slightly and that resonated better with your customer. Whatever the shift may be, simply knowing that you are losing out to the competition is not enough to provide deep insights into your customer’s motivations for choosing that brand over yours.

Prioritizing data collection that will fuel insights into your brand awareness in your category, your competitors’ movements in the marketplace, and how your customers perceive your overall industry can make a huge impact on your marketing strategy. But marketers continue to deprioritize this trifecta of understanding. Only 37 percent of marketers spent the previous year learning about their competitors, only 31 percent took the time to learn more about their category, and only 34 percent invest in competitive research. Join this small group of marketers by prioritizing research beyond your customer and you’ll have a great competitive edge.

3. Pursue data-driven execution to drive future success

The next time you plan a marketing campaign without up-to-date customer, competitor, and category data to support it, consider the adage “to assume is to make a fool out of you and me.” It’s wrong to assume that your customer hasn’t evolved over the years. From the pandemic to political unrest and so much more, we have all shifted our behaviours greatly.

Today’s customers have changed where they shop, how they shop, what they believe, how they want to interact with brands, how they hold brands accountable, and so much more. It’s clear that most marketers are not gathering the data necessary to adjust their strategies to meet the current moment. Marketers who become experts in CX, on the other hand, have a real opportunity to leap ahead of the competition.

Feature Image Credit: Getty Images

By Amy Balliett

Sourced from Inc.

By

Starting a business is hard. Starting a business without funding is even harder.

I started selling social media services when I was 17 years old. After spending $9 on a logo and domain for my newly created brand, I sat back and waited for my email to fill with orders and partnership opportunities — but that didn’t happen.

Four weeks later, my inbox was completely empty. I had no way to advertise to customers, my social channels weren’t generating leads and nobody knew my company’s name or what we did.

It became strikingly apparent that I wouldn’t get by without some kind of . But I knew that I’d have to find unorthodox ways to match my competitors if I didn’t want to break the bank. These are the three strategies I utilized to elevate my company’s marketing with a budget of $0.

1. Targeted online forums

The first (and most successful) strategy that I employed was finding websites, group chats and marketplaces for people in need of the services that I provide.

The founding principle of marketing is pretty simple: Reach people that you can sell to. What they don’t tell you, though, is that you can access your target demographics without a full-scale campaign. In fact, online marketplaces make it easy to find free hotspots for advertising your services.

Targeted forums like , for example, are a surprisingly frequent destination for two types of customers: those looking to purchase services directly, and companies who need something for a client. The second group can be incredibly important to your success — building a relationship with brands that manage a variety of clients can lead to repeat purchases. Becoming a company’s supplier via freelance forums thus represents a unique way to access large groups of customers without spending money on marketing.

Even more advantageous than larger freelance platforms like Fiverr and Upwork, the niche-specific forums and marketplaces are typically the best way to reach your . Being the Behances (creative art), the StockXs (fashion), and the Steams (video games), these hyper-targeted markets represent the most effective opportunities for conversions.

For me, those outlets came in surprising forms. They were random group chats for buyers and sellers of social media services, aforementioned larger forums similar to Fiverr, and talent forums like Publicist.

Being an active member of my niche’s targeted forums gave me access to a client base of active customers and marketing agency representatives. In doing so, it allowed me to sell my services and build relationships with other social media professionals.

2. Networking and outreach

Branding experts tend to tout networking as the best way to build a resource base for your business. But, what does that actually look like? For my brand, it meant messaging other industry figures by any means necessary. , , , TikTok, email and support phone numbers were all fair game. I’d write a letter explaining my services, attach my portfolio and send it out to hundreds of companies. Eventually, some of my “Hail Mary” attempts were received by people with the power to bring me on board.

The second part of my outreach plan was more personalized. I sent messages to smaller brands and creators who were in similar positions to me, and I offered to trade my non-rival resources. By swapping lists of profitable niche forums, descriptions of social media growth mechanisms and other industry knowledge, I was able to expand my marketing strategies and company verticals.

Offering to combine resources ended up being one of the best outreach strategies I’ve ever pursued, especially when I didn’t have to worry about competing with anyone. Provided that my disclosure of a strategy didn’t prevent me from utilizing it, every exchange was a net positive.

While most narratives portray sharing information as a recipe for compromising market share, they neglect that it can be a useful tool for catapulting smaller businesses into the realm of owning a market share at all. Especially for inexperienced companies on a small budget, mutual collaboration can yield the same results as an expensive consultancy, a lot of research or a year of prerequisite industry experience.

3. Diversify your verticals

The extent to which marketing matters varies significantly by the area you choose to pursue. Certain products or services may only require one client to sustain a relatively profitable business, while others may need 10 consistent customers to break even.

I found that focusing on services that required smaller customer bases (and thereby a smaller marketing effort) was significantly easier to handle in the early stages of my company. I then used the budget and knowledge to open and market a larger array of products, and now have an aggressive service with a safety net of relationships that lead to consistent purchases.

Diversification isn’t easy, and the way I went about it involved pulling from all the strategies listed above. I used targeted forums to build relationships and target an active clientele, then subsequently used my newfound connections to learn more about the industry and how certain services could be pragmatically provided.

Listing a wide variety of services eventually led to more customers. By using my prior collaborations to learn about certain strategies, I was able to appeal to a larger percentage of my already incredibly narrow targeted audience.

In the end, building a brand takes time and consistency. By trusting your process, drive and structure, you’ll ensure that your business reflects the effort you put into it.

By

Sourced from Entrepreneur

By Chris Christoff

Video marketing is a powerful way to connect with existing customers, improve brand awareness with new prospects and improve sales. You can also use video to grow your email list, build social proof and much more. Here are a few video-related statistics worth considering:

55% (download required) of adults in the U.S. between 18-34 watch online videos daily.

80% of small business owners say that YouTube helped them grow their customer base.

54% of consumers want to see more videos from brands they love

It’s easy to see that video marketing is here to stay. If you want to learn how to boost the ROI of your content, keep reading. Today, I’m going to share four ways you can get started.

Create content with your audience in mind.

The key to boosting video conversions is to make sure your content resonates with your target audience. It doesn’t matter how many videos you upload; if your subscribers don’t care about the content, you will lose out on a lot of potential traffic and sales.

I recommend using your customer personas to create high-quality content that touches on your subscribers’ goals, interests and pain points. You can also learn more about the people watching your videos through feedback forms.

Social media, email and your website are all excellent ways to connect with your audience and learn more about what types of content they would like to see. As you develop more relevant videos, you’ll see more users engage with your content and your online store.

Optimize for search.

Another way to see better results from your videos is to optimize your content for searchability. If users can’t find your content organically, you’re going to have a difficult time seeing noticeable results.

The good news is there are a few quick ways to easily improve the odds of appearing for your chosen keywords on YouTube or through Google search.

First, choose long-tail keywords and use them strategically throughout your video. Not only should you say it a few times, but make sure it’s included in the description and title.

You’ll also want to transcribe your videos manually. Captions can help the hearing impaired understand your video, which is crucial for building a welcoming and accessible platform. The keywords you picked for your videos will also appear in the transcript, which will make it easier for Google and YouTube to rank your video accurately.

If you’re adding videos to your website, don’t forget to include them in your sitemap. Google uses your sitemap to rank and determine the intent of your content. Adding videos with relevant copy can help draw more traffic to your site, which is a surefire way to boost your ROI.

Use a clear call to action.

Each video you create should have a clear purpose. Your goal is to direct visitors to take action in one way or another after watching your video. For example, you may want to ask your audience to join your email list. Alternatively, you might upload a product demonstration video and include a coupon code at the end.

Whatever your marketing goals are, make sure it’s clear to the viewer at the end of your video. A compelling call to action can help you clarify your message and drive people to take the next step.

Before you ask users to take action, explain the benefits in a way that makes sense to them. So, if you want to talk people into joining your email list, tell them how it will benefit them and add value to their lives. You have to sell the idea of your call to action if you want to maximize your conversions.

Harness the power of user-generated content.

Finally, let’s talk about user-generated content. UGC is any content created by a customer in an attempt to engage with your brand. This type of content can vary across different industries, but the benefits are usually the same.

UGC is an excellent way to build social proof for your business. Social proof in marketing is the idea that people are more likely to trust your company if they see that other people also trust you.

Despite UGC being video content not created in-house, I still consider it a factor in terms of ROI. Social proof, such as video reviews, can be incredibly compelling for new visitors who have never heard of your brand. Research shows that 70% of people check one to six reviews before buying something online. Visitors who see positive video reviews on your website and social media from real customers are more likely to engage with your brand.

As you can see, video is a great way to grow your audience and improve sales. But it takes some time to truly unlock the potential of your campaigns. The tips I outlined today can give you the framework you need to add to your existing video marketing strategy and increase your ROI.

Feature Image Credit: Getty

By Chris Christoff

Co-founder of MonsterInsights, a leading WordPress plug-in for Google Analytics.

Sourced from Forbes

By Hillel Fuld

Start producing industry content now and watch everything else get easier.

How important is content as part of your overall marketing strategy? The answer is that if done well, content is the foundation for the entire building that is marketing.

To be clear, when I say content, I don’t mean PR as in a journalist writing about you. I also don’t mean the copy that’s on your website. When I say content, I am referring to you producing industry content on the company blog, podcast, YouTube channel, or elsewhere.

Once you jump into the content game, the rest of your marketing efforts are made increasingly simpler.

Here are five parts of your marketing that become easier once you start producing content.

Your social media accounts finally offer some value.

By now, if your company is not on social media, you should fire your marketing team. Everyone knows how potentially powerful social media is, but not many companies really think about what they are doing on social media.

Too many people and companies use platforms like Twitter as a broadcast platform. They think of these platforms as a megaphone. Instead of focusing on the media, they should try focusing on social.

That means they need to start thinking of how to provide real value instead of obsessing over how many followers they have. Well, if a company produces content regularly, now they have what to share on social media.

If you’re an AI company and you produce content about AI, all of a sudden, people interested in AI have a reason to follow you on social.

The foundation of all search engine optimization is content.

Anyone who knows how search engine optimization(SEO) works will tell you that content is the foundation. To simplify it, the goal of offsite SEO is to get as many incoming links as possible. When Google sees a site with thousands of incoming links, they understand that that site must be an authority in its space.

The question is how do you get links. Some SEO people go and buy links thinking they’re going to trick Google. Instead, focus on organically getting people to link to you and encouraging people to talk about you on the internet. How do you do that? Content. The more you write, the more people talk about you. The more people talk about you, the more they link to you. Period.

All of a sudden, your PR isn’t PR.

What is the first thing a journalist will do after receiving a pitch from you? That’s right, they’ll Google you.

When they Google you and come across all your industry content,  all of a sudden, you’re not just another company pitching that journalist. Now you’re a content creator just like they are. Content changes the whole dynamic and shortens the road to getting press coverage.

Your business development benefits from a head start.

Think about your business development efforts. Whether you’re a start-up or a larger company, surely you are looking for strategic partners to help grow your business.

Now think of the other side. What is that potential partner looking for? They’re looking to partner with leaders, not followers. They’re looking to collaborate with brands, not companies.

Well, when that potential partner Googles you and they see no footprint on the internet, that is a huge red flag. Alternatively, if they Google you and see you are producing a ton of industry content, suddenly you are the leader and the brand they are looking for.

Investors are looking to invest in good people so make sure you are what they’re looking for.

Every tech investor I’ve ever met says the same thing. “We are looking to invest in people.” That’s very nice but before that first meeting, how do they determine if a company has good people when evaluating whether to take that first meeting?

The answer is that they do their due diligence. Part of that process involves them looking at your site, your web presence, and of course, they look to see your thoughts on your specific space.

So to answer the question, your content becomes your company’s business card and if an investor wants to learn more about you before that first meeting, give them that opportunity by showing them how much of a thought leader you are in your space.

To summarize, content isn’t just a part of your marketing strategy, it is the foundation of it all and if done right, every other aspect of your marketing will be exponentially more successful.

Feature Image Credit: Getty Images

By Hillel Fuld

Sourced from Inc.

By Vijay Chattha

The founder and CEO of VSC says the supporting employees’ work styles is the foundation of a brand they will want to work for. Everything else—the logos, swag, perks, website—is all window dressing.

When Apple’s director of machine learning Ian Goodfellow resigned from the company last month over its return to office mandate, it should have been a wake-up call for executives everywhere. In the post-COVID-19 world, the job feature that employees care most about is the flexibility to work from anywhere. There is an overwhelming amount of data to back this up. Yet, many executives would rather put their blinders on and pretend that things will go back to how they were before March 2020. Instead of giving their employees what they really want, they double down on elevated swag, pandering mission statements, and open bars to lure employees back to their fancy new offices.

These executives believe that their efforts are building a brand that will draw employees. But what they don’t realize is that things have changed. Today, a company’s office policy is its brand—full stop.

This was explicitly acknowledged by a group of Apple employees last year in an open letter to CEO Tim Cook about the company’s return to office policies. These Apple employees spoke for knowledge workers everywhere when they wrote:

Without the inclusivity that flexibility brings, many of us feel we have to choose between either a combination of our families, our well-being, and being empowered to do our best work, or being a part of Apple. This is a decision none of us take lightly, and a decision many would prefer not to have to make.

If a company like Apple—which has one of the strongest brands ever created and is among those with the largest market caps in the world—can’t retain talent due to its return-to-office policy, do you really think other businesses will fare much better? I doubt it. Executives who don’t acknowledge that all the branding tricks in the world won’t work without a flexible work policy are going to haemorrhage talent until their business bleeds out. On the flip side, companies that embrace flexible work arrangements as a core element of their brand identity will enjoy a once-in-a-generation hiring opportunity by attracting talent away from businesses that ignore their employees’ needs.

A company’s decision about its work arrangements is above every other business function. For example, high employee satisfaction is directly correlated with high productivity, which often hinges on whether they are granted a flexible work arrangement. Moreover, dissatisfied employees will reflect negatively on the company itself, which can have a negative impact on sales, given the increasing importance that consumers place on the working conditions at their favourite brands. While external and internal branding efforts may once have been disconnected, they are now intimately linked. This means the choice of working arrangements will not just affect hiring, but productivity and revenue as well.

To be clear, implementing a flexible work policy does not necessarily preclude having an office or building an amazing culture. It’s fundamentally about giving employees options and the support they need regardless of the choices they make. This is the foundation of a brand that employees will want to work for. Everything else—the logos, swag, perks, website—is all window dressing. This can be tough to swallow for companies who have spent so much time, money, and effort building their brand around “nice-to-haves” rather than the one thing employees actually care about. But changing course and building a brand around flexible work doesn’t have to be difficult. Here are a few changes that companies can make right away.

Reallocating resources from offices to events

A work-from-anywhere policy needn’t come at the expense of a great company culture. The key is to shift resources that would have otherwise gone to office leases and facilities management into experiences that bring employees together on a semi-regular basis. There are many forms this could take, ranging from an annual retreat to a quarterly get-together. The important thing is to strengthen bonds throughout the company by giving employees the opportunity to hang out together in a fun and relaxing environment.

Ditching perks for supplies

Many companies spend an enormous amount of money on perks that are rarely used. Instead, they should shift this spending to purchasing supplies for employees that will enable them to work from anywhere. This could be a mobile WiFi subscription, an upgraded laptop, a better desk for their home office, or a pass to a local coworking space. Better yet, just give the employees money to spend on upgrading their work from anywhere arrangement and let them decide how to use it.

Picking a policy and stick to it

Over the past few years, a number of Fortune 500 companies have switched positions on their return to office policy, which creates uncertainty and stress for their employees. The best way for a business to show they care about their employees is by being dependable. Regardless of whether a business decides to adopt a work-from-anywhere policy or wants their employees to return to the office five days a week, they must clearly communicate their expectations and stick to them. The rules should apply to everyone equally—an organization where leadership is allowed to work remotely and employees must come into the office will only stoke resentment.

There is a real opportunity in the Great Resignation for companies that build a brand based on a work-from-anywhere policy. Some companies like 3M, Twitter, and Dropbox recognized this early and proactively gave their employees the option to work-from-anywhere in perpetuity, and I’ve seen the incredible effects of embracing a work-from-anywhere lifestyle first hand at my own company. Public relations, like many industries, is facing a labour shortage. Yet since we’ve transitioned to being a work-from-anywhere company, our quality of our applicants has soared. When we polled new hires on what brought them to our organization, they consistently named our flexible work policies as a major factor in their decision.

So, before you spend money on your brand, start with your policies of work.

Feature Image Credit: an_vision/Unsplash

By Vijay Chattha

Vijay Chattha is the founder and CEO of VSC, cofounder of the 100kPledge and WorldWithoutCovid, and general partner of recently launched VSC Ventures.

Sourced from Fast Company

Whether you’re presenting a slideshow to your executives, clients, or peers, you want to convey your message clearly and successfully. Unfortunately, many mistakes can be made when creating PowerPoint presentations.

From hard-to-read fonts to colours that hurt the eyes of your audience, here are some best practices to keep in mind for your next PowerPoint slideshow.

Choose the fonts wisely

Using a fancy, dramatic, or even whimsical font can be tempting. But you must consider the readability of the font. You want your audience to easily see your headings and bullet points. Consider the two basic font styles: serif and sans serif.

Serif fonts are more decorative, have a classic appearance, and are frequently used in print publications. Each letter has a stroke that extends from a point in the letter. Popular serif styles include Times New Roman, Garamond, Georgia, and Baskerville.

List of serif fonts in PowerPoint.

Sans serif fonts are more precise, have a clean appearance, and are frequently used in digital publications. Each letter is clear-cut without wings or curves at its points. Popular sans serif styles include Arial, Verdana, Tahoma, and Calibri.

List of sans serif fonts in PowerPoint.

Because of the extended strokes, serif fonts can appear a bit blurry on a screen. This makes a sans serif font the favoured choice. The bottom line is that you should remain consistent and use the same type, serif or sans serif, for all fonts in the slideshow.

Select pleasing colours

The colours you use in your PowerPoint presentation can be just as important as the content. You want to use those that enhance the appearance of the slideshow, not distract or give your audience a headache.

As Robert Lane explains in his article about combining colors in PowerPoint, mixing red and blue or red and green can cause eye strain. Plus, red and green mixtures are difficult to see for those with colour blindness.

Red text on green slide in PowerPoint.

The article mentions that warm colours like reds, oranges, and yellows are eye-catching, whereas cool colours like blues, greens, and purples draw less attention. Additionally, lighter colours are more noticeable than dark.

One of the easiest ways to choose the colours for your presentation is to use a built-in theme. Select the Design tab and you’ll see a collection of Themes in the ribbon.

Theme collection in PowerPoint.

Once you select a theme, you can then use the Variants section to choose a different colour scheme. Each scheme includes eight complementing colours. You can also pick the font style you want to use in the Variants drop-down menu.

Color schemes for a theme in PowerPoint.

Tip: You can also check out the Design Ideas if you need help with the layouts for your slides.

Don’t overuse animations and effects

Animations can be attention-grabbing additions to a slideshow. But if you overuse or misuse them, they can be detrimental to your presentation and actually turn off viewers. The best thing to do is consider your audience and slideshow’s purpose.

For instance, if you are presenting the slideshow to a classroom of 8-year-old students, animations can grab and hold their attention more than simple images or words. However, if you’re presenting to your company’s executive team or board of directors, animations can come across as unprofessional.

If you really want to include animations, make them subtle or purposeful. As an example, you may want to expand on each bullet point in your list. You can create an animation to display the bullet points one by one and only when you click.

To do this, select the first bullet point, go to the Animations tab, and choose the Appear effect. Then, in the Timing section of the ribbon, choose On click in the Start drop-down list. Do the same for each bullet point in your list.

Animations tab showing the Appear effect and On Click for Start.

This creates a simple animation that benefits your presentation. It doesn’t distract but instead keeps your audience focused on your current talking point.

Use a standard presentation rule

What is the 10/20/30 rule of PowerPoint? What is the five-by-five rule? What about the 5/5/5 and seven-by-seven rules? Rules, rules, rules. These are different standards that many recommend using when it comes to creating PowerPoint presentations.

  • The 10/20/30 rule: Have no more than 10 slides, a presentation no longer than 20 minutes, and a font size no smaller than 30 points.
  • The five-by-five rule: Have no more than five words per line and five lines per slide.
  • The 5/5/5 rule: Have no more than five words per line, five lines per slide, and five text-heavy slides in a row.
  • The seven-by-seven rule: Have no more than seven words per line and seven lines per slide.
Slide sorter view in PowerPoint showing 10 slides.

What each of these rules basically means is: Keep it simple.

The first rule, 10/20/30, is a good rule to follow for your overall presentation. While it may not always be possible, the more succinct a presentation, the more successful it will be.

The last three rules are helpful ones to follow when you’re adding text to your slides. As you know, presentations are visual. Using too much text means your audience is reading more than watching.

Hopefully, these best practices will help you create a memorable and effective slideshow. For other ways to enhance your presentation, look at how to add audio to the slides or how to include music in PowerPoint.

Sourced from digitaltrends

 

By Anton Volovyk

People like to be entertained. But despite the global growth of the advertising market, the level of fun in advertising – that thing which amuses people so much – has steadily declined over the past 20 years. Its new resurgence has been strongly influenced by the disastrous events of the last few months and even years: elections, the pandemic, and wars.

It’s time for more businesses to upgrade their sales efforts and start taking fun more seriously, because, the truth is, if users are having fun, they’re also buying.

Before we get into how this works, it’s worth asking one fundamental question.

What makes content “fun”?

Perhaps it’s all about a sense of pleasure, expression, and fellowship – or is it literally funny? Or all of this at once. Let’s identify “fun” as high-virality content that causes strong emotions (predominantly positive) and great user engagement.

We’ll also discuss the power of humour in a marketing strategy, so let’s figure out how the fun works and why brand communication should be more diverse and entertaining.

1. The anchor of user attention

Technologies are on the rise, and businesses are implementing new approaches to creative advertising, as marketers have just three seconds to convince a user and grab their attention. These seconds before scrolling or skipping are the most valuable, so you should be 100% confident in the catchiness of your message.

Social media and information websites suffer the most from banner blindness because, while advertising makes up part of their income, users tend to skip the ads to get to the content. The average click-through rate for display ads is around 0.46%. But fun has become a unique feature that makes an ad noticeable and memorable.

According to research by HubSpot, 35% of Americans surveyed in 2021 remembered an ad because it contained elements of fun. And if you remember the Super Bowl, it’s more likely because of its creative and fun ads or the Halftime Show, and not because of the champion teams. This year, humour made a big comeback in Super Bowl LVI, like in the BMW commercial starring Arnold Schwarzenegger and Salma Hayek as ancient gods retiring from Mount Olympus to Palm Springs.

Global brands and even small, young, and creatively savvy companies have learned to sell emotions and make it a part of their strategy. In recent years, fun has become one of these key emotions.

2. The level of engagement

Humour is the second most popular type of content that people share on social media, and its appeal is stable. Savvy marketers are aware of this and often slip a hint of fun into advertisements: contests, short videos, games, pranks, etc.

Humour doesn’t just overtake the old-school, rational, message-based ad formats. It also surpasses other methods for selling emotions methods, such as “televisual senses” in food advertising.

The dating app Schmooze allows users to “swipe memes, not people”, matching each other based on their sense of humour. This meme-centric approach has gained over 300,000 users since it was launched on a college campus in 2020.

People share content for various reasons: to communicate or be helpful, to raise their self-esteem or reputation, etc. However, according to psychological theory, novelty-seeking is another solid digital drug. Anything that seems new or fills in information gaps can trigger dopamine release.

Humour has long been used as a tool of communication and public diplomacy – even during wars. And still, humour is at the top of social media content because it generates virality.

The Reddit experiment “Place” (2017) caused an epic war of pixels on a collaborative digital art canvas, where users from all over the world could place a pixel every five minutes. It went viral in just 72 hours and involved more than 200,000 participants. The reasons are – novelty, fun, and unpredictability.

Is synthetically generated content the new fun?

Content consumption is on the rise. Emerging technologies and their applications, such as NFT, ML mechanics, and AR/VR tools create stronger emotional ties with users through new types of content. Synthetic media creation has become yet another endless source of enjoyment.

Try not to overcook fries in the virtual IKEA kitchen, swap your face into the trailer of an upcoming movie, or join Justin Bieber for an immersive live show in the metaverse. Campaigns using synthetic media and immersive ads can take an integrated approach and facilitate an emotional response from viewers, because people enjoy humorous images and sharing unusual content.

In 2018, McDonald’s designed an AR effect to celebrate the 50th anniversary of the Big Mac. The next year, the company took its business to the next level by purchasing an artificial intelligence marketing startup for over $300 million, one of its most significant acquisitions to date.

3. The tool for social influence

Among the obvious reasons for implementing fun into your advertising campaigns, there is one more that many creatives don’t usually take into account. Fun is a powerful tool for influencing public opinion that can be used to launch social campaigns. Humour allows you to pack a strong message into a simple shape that is easily understandable to many.

The Silicon Valley FoodTech unicorn JUST Egg knows how this works. To draw attention to the problem of global warming during Earth Month, the eco-friendly brand JUST Egg elegantly trolled American legislators on their own territory in Washington. JUST Egg has captured a 98% market share in egg substitutes in the US, which can be considered a huge product influencer.

During the last two months, social media has also added another ingredient, bringing immediacy into strategic communication as a new kind of fun. Joining the war against Russian propaganda, the Ukrainian government’s Twitter account uses humour as a tool of information warfare.

Whether you own a brand of corn flakes or represent a major government organization, implementing and packing fun into your creative commercial is another way to cultivate and engage a community.

There’s no need to turn every business marketing strategy into a humour-centric one, especially if the entertainment industry is not related to your project. However, in general, brand communication and marketing are moving toward giving emotions and a sense of unity. The easier it is to make your customers laugh, the more gladly they will interact with your product.

Feature Image Credit: Daniel Salcius

By Anton Volovyk

Anton Volovyk holds an MBA degree from Harvard Business School and a Master in Finance degree from IE Business School. Anton is an expert in app-monetization, business development, and leadership. Before Reface, he worked at the Boston Consulting Group, a global strategy consulting company working with clients across consumer, tech, and media. Prior to BCG, Anton worked in investment banking in the M&A department and Private Equity as a tech and consumer investor.

Sourced from Brandingmag

Or how I learned to stop worrying and love the algorithm.

You know how your Instagram feed starts sending you ads for khakis the minute you think about how you need a new pair of pants? Well, spirits giant Diageo is further immersing itself in the world of tech that knows what you want before you know what you want with the acquisition of flavour matching company Vivanda.

While not quite as nefarious sounding as the real life blocking or memory recall of a Black Mirror episode, this is indeed a look at what the future may hold for whisky consumers. Diageo has actually been using Vivanda’s technology since 2019 in several markets, including the “Journey of Flavour” experience at Johnnie Walker Princes Street in Edinburgh, as well as stores, ecommerce channels and the website Malts.com. It’s also the foundation of the “What’s Your Whisky” website, which works like this: Vivanda’s “FlavorPrint” system is powered by artificial intelligence, and by asking you a series of questions it’s able to map out your individual flavour preferences and suggest which whisky you should try based on your specific “Flavour Print.” Once you get your results, you are able to click to purchase a bottle of Talisker or Lagavulin or Oban, depending on your results.

Diageo plans to expand the use of Vivanda’s technology to other categories within its sizable portfolio, as well as using it to support “the continued development of our advanced analytics and digital marketing capabilities” to provide better understanding of just exactly what it is you like to drink, according to a press release. “We know consumers are looking for more personalized, interactive experiences and that they are increasingly engaging with our brands digitally as well as in person,” said Diageo chief marketing officer Cristina Diezhandino in a prepared statement. “We’re delighted to welcome Vivanda to Diageo and we are looking forward to working together to connect with consumers in more innovative ways that help shape the future of how we socialize in person and virtually.” So far the whisky has not become sentient and experienced its first sensation of love, but we are still in early days.

Feature Image Credit: Charl Folscher/Unsplash

Sourced from Robb Report

By

Apple intros “extreme” optional protection against the scourge of mercenary spyware.

Mercenary spyware is one of the hardest threats to combat. It targets an infinitesimally small percentage of the world, making it statistically unlikely for most of us to ever see. And yet, because the sophisticated malware only selects the most influential individuals (think diplomats, political dissidents, and lawyers), it has a devastating effect that’s far out of proportion to the small number of people infected.

This puts device and software makers in a bind. How do you build something to protect what’s likely well below 1 percent of your user base against malware built by companies like NSO Group, maker of clickless exploits that instantly convert fully updated iOS and Android devices into sophisticated bugging devices.

No security snake oil here

On Wednesday, Apple previewed an ingenious option it plans to add to its flagship OSes in the coming months to counter the mercenary spyware menace. The company is upfront—almost in your face—that Lockdown mode is an option that will degrade the user experience and is intended for only a small number of users.

“Lockdown Mode offers an extreme, optional level of security for the very few users who, because of who they are or what they do, may be personally targeted by some of the most sophisticated digital threats, such as those from NSO Group and other private companies developing state-sponsored mercenary spyware,” the company said. “Turning on Lockdown Mode in iOS 16, iPadOS 16, and macOS Ventura further hardens device defences and strictly limits certain functionalities, sharply reducing the attack surface that potentially could be exploited by highly targeted mercenary spyware.”

As Apple says, Lockdown mode disables all kinds of protocols and services that run normally. Just-in-time JavaScript—an innovation that speeds performance by compiling code on the device during runtime—won’t run at all. That’s likely a defence against the use of JiT-spraying, a common technique used in malware exploitation. While in Lockdown mode devices also can’t enrol in what’s known as mobile device management used for installing special organization-specific software.

The full list of restrictions are:

  • Messages: Most message attachment types other than images are blocked. Some features, like link previews, are disabled.
  • Web browsing: Certain complex web technologies, like just-in-time (JIT) JavaScript compilation, are disabled unless the user excludes a trusted site from Lockdown Mode.
  • Apple services: Incoming invitations and service requests, including FaceTime calls, are blocked if the user has not previously sent the initiator a call or request.
  • Wired connections with a computer or accessory are blocked when iPhone is locked.
  • Configuration profiles cannot be installed, and the device cannot enrol into mobile device management (MDM), while Lockdown Mode is turned on.

It’s useful that Apple is upfront about the extra friction Lockdown adds to the user experience because it underscores what every security professional or hobbyist knows: Security always results in a trade-off with usability. It’s also encouraging to hear Apple plans to allow users to allow-list the sites that are allowed to serve JIT JavaScript while in Lockdown mode. Fingers crossed Apple might enable similar allow-listing of trusted contacts.

Lockdown mode is a big deal for lots of reasons, not the least of which is that it comes from Apple, a company that’s hyper-sensitive about customer perception. Officially acknowledging that its customers are vulnerable to the scourge of mercenary spyware is a big step.

But the move is big because of its simplicity and concreteness. No security snake oil here. If you want better security, learn to do without the services that pose the biggest threat. John Scott-Railton, a Citizen Lab researcher who knows a thing or two about counselling victims of NSO spyware, said Lockdown mode provides one of the first effective courses for vulnerable individuals to follow short of turning off their devices altogether.

“When you notify users that they’ve been targeted with sophisticated threats, they inevitably ask ‘How can I make my phone safer?” he wrote.’ “We haven’t had many great, honest answers that really make an impact. Hardening a consumer handset is really out of reach.”

Now that Apple has opened the door, it’s inevitable that Google will follow suit with its Android OS and it wouldn’t be surprising for other companies to also fall in line. It may also begin a useful discussion in the industry about broadening the approach. If Apple will allow users to disable unsolicited messages from unknown people, why can’t it provide an option to disable built-in microphone, camera, GPS, or cellular capabilities?

One thing everyone should know about Lockdown mode, at least as described on Wednesday by Apple, is that it doesn’t stop your device from connecting to cellular networks and broadcasting unique identifiers like IMEI and ICCID. That’s not a criticism, just a natural limitation. And trade-offs are a core part of security.

So if you’re like most people, you’re never going to need Lockdown mode. But it’s great that Apple will be offering it because it’s going to make all of us safer.

By

Dan is the Security Editor at Ars Technica, which he joined in 2012 after working for The Register, the Associated Press, Bloomberg News, and other publications.
Email [email protected] // Twitter @dangoodin001

Sourced from arsTECHNICA