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Top 5 Tagline Tips: How to Create the Brand Experience in 5 Words or Less

August 8, 2017 by Gal Borenstein Leave a Comment

“Just do it.” “I’m Lovin’ it.” “Rethink Possible.” “The Ultimate Driving Machine.” Do these phrases sound instantly familiar? So familiar, in fact, that you immediately envision the product, you imagine the sensation, you taste the sweat and smell the Big Mac, you grip the wheel with your dream hands and stamp down on the accelerator. You experience the brand – all thanks to a few simple words. That’s the power of a great tagline.

Many people may assume that since typical taglines use just a few short, crisp words, a great tagline should be fairly easy to create. Fewer words, less trouble, right? For those of us who make a living one letter at a time, nothing could be further from the truth. Crafting an impactful tagline involves many steps, from researching the product to identifying strengths and weaknesses of the competition to learning the likes and dislikes of the target audience. Plus, tagline creation requires a comprehensive command of the subtleties of language, an ear for poetry, and an eye for design. Here are a few great tips to use when creating a tagline for a company, product or brand:

Make it Memorable: It sounds easy, but the most important factor to consider is that in addition to the brand name, the tagline captures the minimum information that consumers need to know about a product or company. The only information a consumer has access to when they are not face-to-face with the product, is what they have stored about it in their heads. Short, concise phrases that capitalize on existing idioms or conventions of speech are always great places to start.
Keep it Modern: Just like fashion or interior design, language has cycles in which certain words, grammatical conventions and patterns of speech become more popular and more commonly used. Today, with the prevalence of social media, there is a trend toward casual and conversational tones in nearly all writing outside of academia. You can see it overtly in blogs and tweets, but it’s even present in journalism and editorial work. A tagline of today should capitalize on this informal tone – the brand and the consumer can speak on the same terms.
Add Aural Appeal: Taglines love great rhymes. With clear rhythm, meter and time, good lines stay stuck in the mind. Alliteration packs a powerful punch. Plus, repetition is a really, really, really relevant tool. Lame language games aside, infusing aural appeal – or highlighting the sound, not just the meaning of the word – can be a very effective tactic in tagline creation.
Ignite the Imagination: The tagline is a conceptual piece. A tagline that relies on nebulous or conceptual language is much more likely to inspire new ideas and stimulate the imagination than one that uses declarative language to describe precise details of the brand. A good tagline should take risks, should be open to interpretation and should entice the mind, without shifting focus away from the brand, or mixing up the message. Don’t be afraid to break the rules.
Trademark It: During the ideation process, it’s important to check each tagline concept thoroughly on Google and USPTO.gov. It can be quite a disappointment (and legally tenuous) if you’ve developed fantastic messaging around a tagline someone else owns. If there’s no record of the tagline in existing patent files, the word or phrase can be trademarked – then it’s yours.

Finally, keep in mind that taglines are temporary. Each tagline should reflect the current moods and market trends. If you continue to strive to develop new tagline ideas based on these easy principles, your brand will stay relevant, captivating and profitable.

For more information on branding strategies in the B2B and B2G arenas, please give us a call at 703-385-8178, or visit our Contact Us page.

Do you have any tagline tips you’ve used in the past? How does the tagline play into your current digital marketing efforts?

Six Ways to Boost the Value of Your Case Studies for Higher Marketing Impact

June 22, 2017 by Gal Borenstein Leave a Comment

Your most innovative applications and far-reaching solutions with the biggest ROI can be used aggressively to help your company reach its sales objectives.

B2G and B2B Case studies can have a measurable impact on your company’s sales pipeline. Are you leveraging them for maximum ROI? They have the potential to touch prospects in various stages. At The Borenstein Group, we come across many companies that have great past performances that never see the light of day in the form of a well-written case study, thus, failing to share with the decision makers the ‘how’ behind their success.Just like fine art, if no one sees it- your best and most valuable stories may go unappreciated, sitting at your capture manager’s share drive, unless brought to life.

Here are some ways you can make use of these powerful tools, including some new ideas for even the most seasoned marketing pros.

1. Begin with the bottom line in mind. The best case studies are the ones with the most compelling ROI. The most sophisticated technologies and innovative solutions only matter if they can impact someone’s bottom line. For commercial clients, that often means costs saved and profits increased. For government clients, the ROI may be based on strategic outcomes, better positioning for funding, compliance achievements or other objectives. Think strategically about the products or services you want to aggressively promote and ensure that the outcome is clear and compelling.

2. In general, be specific. Good case studies enable prospects to place themselves in the position of the client whose success you’ve profiled. To do this, they must be able to relate. The problem being solved should be both specific enough to tell a story, yet broad enough to appeal to a greater audience. A government buyer is going to be far more interested in how you helped a peer agency succeed than they are in how you helped a hospital. One way to accomplish this is to target your case studies to industries or market segments. But the rule of thumb is to make it easy for the prospect to put themselves in the shoes of the client. It’s basic sales. Give the buyer a reason to qualify themselves out of your solution and they’ll take it.

3. Make marketing the champion. Case studies work best when they have a marketing focus. They lose their luster when prepared by proposal departments and technical professionals. They are ultimately sales tools and must be framed in that manner. Technical professionals may provide good content, but sometimes the “so what?” question is missed. Marketing people do the best job of asking the right questions.

For example, we interviewed the customer of a client on how their flagship product helped the business. We asked the same question a few different ways before getting to the “aha!” The product was instrumental in helping the small business increase five-fold in 1½ years. This story usually won’t tell itself. It requires tact and skill in extracting it from executives and technical staff.

4. Determine the impact on the sales process. So you have dynamic studies of how you’ve dramatically improved the lives of the people who buy from you. How will you use these studies to ensure these amazing examples reach the people who haven’t bought for you, but should?

Here’s the take-a-step-back-and-look-at-the-big-picture question. What should case studies do for your company? If the prospect is unfamiliar or less familiar with your firm, should case studies be early on in their experience? Then consider adding them prominently to your homepage. Make them part of lead generation activities. Include them in materials at conferences and post-conference follow-up communications.

Case studies should certainly be part of your sales materials. But consider the presentation. Many companies use them as one-page slicks. Others use a broader brochure approach that can make a greater impact to a wider audience. This is a single piece that conveys the impression that you are immersed in a particular industry, federal agency or line of business.

5. Expand your base. These stories can also be re-purposed into press pitches by targeting specific industries or pubs that accept by-lined articles. Your greatest story with the most solid ROI and tales of innovation can be converted into abstracts for speaking proposals. Both of these are fantastic examples of reaching outside of your prospect and customer databases.

6. Let your customers speak for you. One of the smartest ways we’ve seen to extend your case studies is to utilize them as video testimonials. Get a few of your best customers and let them speak about what you did for them—on camera. Granted, this will take some out of their comfort zones, but you can make it worth their while. More and more companies are using this tool very effectively. Customers can speak more powerfully than even our best sales reps. Think about how much value you could get out of these—on your web sites, at trade shows and conferences, during sales meetings, at road shows and so many other marketing opportunities.

Not every project or sale can be converted into a show-stopping case study. But your most innovative applications and far-reaching solutions with the biggest ROI can be used aggressively to help your company reach its sales objectives. Best of luck as you tell your client success stories to the world.

If you need help extracting more value from your case studies, or need to build a new arsenal of effective past performances, Borenstein Group can help. Reach out via the web, or by phone at 703-385-8178.

Six Ways to Increase Quality Referrals in Business-to-Business Marketing

June 9, 2017 by Gal Borenstein Leave a Comment

The end of the year is a good time to take inventory of your customer, partner and colleague referrals. It gives you a chance to look back at the referrals you’ve received and put plans in place to receive even more in FY 2017. Are you getting as many referrals as you would like? A better question is: are you getting as many qualified referrals as you would like. It’s always surprising to us how many firms are disappointed in the quality of referral business they receive.

But there’s good news here. And as is often the case, it’s made possible by marketing.
If you received fewer referrals than you projected, or you would like to improve your organization’s referral program, read on.

Referrals come from three sources: current and past customers, business partners and other colleagues. Employees, too, are a lead source that should never be taken for granted. But like sales, referrals don’t just fall out of the sky. As marketers, you have to help make them happen. Referrals take solid strategy and well-executed tactics.

Here’s the formula for receiving quality referrals:

Provide excellent services and/or products + Stay at the top of prospects’ minds + Enjoy good relationships + Provide Motivation = Receive High Value, Sustainable Referrals

How to Earn More Referrals

You should be getting lots of referrals. If you don’t have a program in place that’s working for you, now’s the time to begin implementing. Follow the tips below, and by the end of FY 2012, you will be reaping measurable returns:

1. Institute a Formal Referral Program
Measurable results start here. There is absolutely no substitute for having a structured program with incentives in place to encourage your customers to refer you. You must stay top of mind. For a good example of this, think about your real estate agent. He or she knows that referrals are a major part of their business. They are always incentivizing by giving away restaurant and movie certificates and other gifts. They know we have plenty of options and understand the value of being at the fore of our thinking.

Define what the program “payout” will be based on the sale that’s closed. The amount of money you spend on a referral program should be consistent with the dollar value of what you’re selling. If you’re a low margin reseller, the referral gift will be very different than if you’re making product sales of $50,000 and up. You must pick a referral gift that is to scale.

As for the payout, it’s recommended to only give these referrals gifts upon close of the sale.

2. Look Outside Your Customer Base
The program should apply to more than your current customers. You should also open it to past customers, as well as business partners and other colleagues. Anyone who has interaction with prospects you’d like to add to your roster is a candidate for the program. If you have a board of directors, they should be bringing you leads. If they’re not, find out why.

3. Promote the Program
Without promotion, your referral program is like a tree falling in the woods. Your customers and partners won’t always be thinking of you. They certainly won’t go out of their way to identify opportunities to bring you business. But if they respect your organization, know you appreciate referrals and have incentives for bringing you good ones, then you’re on the right track.

It’s essential to continually remind clients and partners of your services and value proposition. Tell them you value their referrals. You can promote the program through newsletters, invoice mailers, special direct mailers, or when sales representatives or project managers meet with your customers. Special events to thank customers for their business are a powerful way to build good will and encourage them to provide you with qualified leads.

4. Give Them Something of Value
It’s always recommended to give your customers standard referral gifts, particularly if the product or service you’re selling is a standard item. People talk. If one customer finds out that they got a $20 gift certificate, and another got a gift of 10 times the value for the same type of referral, you could burn bridges, all in the name of trying to build relationships.

If your organization has clients on maintenance contracts, think about giving “gift certificates” that can be applied to service contracts, additional services or sponsored company events, such as customer conferences. This is a gift that benefits both the customer and your company. We have seen this company gift certificate approach work well time and again. It’s well received by the client base, costs the company soft dollars, and improves your relationship with your client. There aren’t any losers with this type of program.

5. Arm Sales to Gather Referrals
Your sales people understand the value of referrals. Make sure they are part of the program. If sales is integrated into this program, they can use it as a tool to touch base with your customer base, warm up leads that have cooled, or resume contact with a customer who hasn’t purchased from you recently. In this way, your referral program is an integral part of your sales and marketing strategy, not a bolted on after-thought. Integration is essential!

6. Measure the Success
The only way to know if your program is successful is to measure its results. Results of this program should be relatively straight forward and easy to measure. Since your client or partner will be receiving a gift for referring you, they will help ensure that the lead is traceable back to them. Otherwise, how do they get their gift? If you are promoting the program and your customers are talking to other qualified leads, you should notice an increase in the numbers of referrals you’re getting and the number of sales closed. The only way to be sure of this impact is to measure it.

Referrals can be a valuable part of the growth strategy for your business. If you need more motivation, think of the opportunities you’re missing by not putting a program in place.

For more information on creating a successful B2B Marketing Referral program, contact us at The Borenstein Group at 703-385-8178 or via our web site’s contact us page.

How to Leverage & Scale PR in Your GovCon Marketing Efforts

May 22, 2017 by Gal Borenstein Leave a Comment

Government contractors come in a tremendous variety of sizes of what PR can do for them. PR programs should too. Some companies use public relations extremely effectively, with favorable stories appearing in a variety of relevant sources. The most impressive are often small and mid sized firms with limited resources that are able to maximize the value of their PR. This kind of ongoing coverage gives the coveted impression that the company is much larger and has a greater market footprint than actually they do.

Regardless of the size of your company or your marketing department, we, at The Borenstein Group, have identified some ways to scale PR to your company and get the most of your media relations efforts.

Don’t Go for an All or Nothing Strategy
Sometimes PR folks attempt to boil the ocean and take on too much in an attempt to “get coverage.” By tracking all editorial calendars and reporters who so much as dance around the edges of the story you’re trying to pitch, you’re probably taking on too much and will get too little as a return.

Rather, an industry specific approach probably makes more sense. (This isn’t the solution for everyone, but it is often a way to better target your efforts.) By targeting the editors and reporters in you industry, through trade pubs and online sources, you’ll get more bang for your buck.

Establish Uber-Strategy
Big question: what sort of coverage will have the most significant impact on revenue growth for your company? Coverage for coverage’s sake isn’t the solution. Is the answer investment-driven business publications, local business sections, trade publications and online sources, features sections, or a mix?

Most of us who work in PR have heard it from a CEO or other key executive. “We need to be covered in ________.” Sometimes that becomes the central strategy, even if it’s untenable. Regardless, you need to work with the hand you are dealt to get the results leadership desires.

Identify the key outlets you want to be in, story by story. Determine what you have to offer each publication. If you’re going after trade magazines, determine what you have to offer that’s compelling to their readers and work your pitch from there. This may sound like old news to many PR pros, but success often lies in the basics—and strategy always does.

Tips for Identifying Media
Here’s another important question: What are your prospects and customers reading? Not sure? Have your sales reps who visit them ask them and/or take a look around their office to find out. Those publications should be on your short list. If you do customer surveys, ask the question.

Another good way to establish key media is to determine where your competitors are appearing. Their story is clearly of interest to the editors and readers of those outlets. Maybe yours is too.

Maximize PR’s Value—Article by Article
The value of coverage is by no means limited to the day or month in which it appears. Including favorable coverage on your web site is a no-brainer, but what else can you do? Reprints of significant articles can be valuable for sales kits. Direct mail campaigns can include, among other things, a case study that ran in one of your industry’s leading magazines.

You should link to coverage in your email newsletters or other electronic communications. When sales reps are working to move a lead through the pipeline, they can forward on coverage that highlights a problem that prospect is facing. Even if these articles aren’t read verbatim, they go a long way in establishing credibility for your organization. And of course, by hyper-linking to articles that appear online, you’ll be increasing your search engine visibility.

Don’t Forget Letters to the Editor
Many trade publications and other publications run letters to the editor. If your company is following a significant trend or you have feedback on coverage, craft a letter to the editor for your CEO, president, etc. Not only is this quick-hit coverage, it can pique the editor’s interest and lead opportunities for your organization.

To Byline or not to Byline?
Should we do by-lined articles? What value to they have? We get these questions a lot. The answer lies in two questions. First, do the publications you’re pitching run bylined articles? For some industries, such opportunities are limited. For others, such as healthcare, there are opportunities, but rarely for vendors.

If there are opportunities in your industry, and you have a story to tell, do you have the bandwidth to support bylines? Sometimes it’s easier to get the opportunity to submit the story than it is for the executive, developer, subject matter expert, etc. who will contribute to the story to provide information. It’s important that you know what you’re getting into, particularly if the article is to be technical and require much time from others in your organization.

Determine how you’ll measure.
How will you gauge PR’s impact on your overall marketing program? Frankly (and intangibly), CEOs love to see articles about themselves and the organization they’ve helped build. While not necessarily quantifiable, this is eminently important.

Measure spikes in web traffic when stories appear. Measure the referral sites that push readers to your site. These are good indicators of editorial impact.

The questions your inbound sales reps ask should include asking how the prospect heard about the product or service. Even if they report something vague like, “I saw it in a magazine,” try and have them push for where they saw it. Even if they don’t remember the publication, they may tell you it was a trade publication. This helps eliminate variables and determine if more calls are coming in around the time editorial hits.

To learn about how to scale your government contractor marketing and public relations program, contact Borenstein Group via the web or at 703-385-8178.

Top 10 Strategic Imperatives for Social Media Success in 2016

January 6, 2016 by Gal Borenstein Leave a Comment

As 2016 rolls in, social media is no longer the stepchild or shiny object in your communications strategy. It plays a pivotal part in allowing your organization to spread the word strategically, protect and improve your brand’s reputation, inspire your fans and customers, and align with the overall corporate mission, objectives, and goals of your organization. If you are a corporate communicator, this is your time, to seize the day and the big data and embrace the opportunity to apply strategic imperatives to your social media strategy and ensure your critical messages do not remain a lone tree in the forest that no one can appreciate. Here are Borenstein Group’s 10 Strategic Imperatives for Social Media Success in 2016 as featured in Communication World Magazine.

Go Mobile or Go Home.

In the past, most corporations could get away by posting links from their Twitter, Instagram, or LinkedIn accounts to their corporate websites that were not responsive and compatible with smartphones and tablets. In 2016, most studies are showing that if your corporate website is not mobile-friendly, your social media nuggets of gold will be rendered useless as prospects will leave your site quicker than you can click ‘delete’ on your keyboard. Bottom line: before you deploy any social media campaign, ensure that your organization has upgraded to a mobile friendly and responsive design. If you are not sure, just take your CEO to a conference room, open up your homepage on your tablet and ask him to find his profile. That works really well to get executive buy-in if all else fails.

Integrate SoMo Strategy unto Your Multichannel Marketing Plan.

Your Social media strategy plan cannot succeed if it is disconnected or misaligned from the rest of your online multi-channel marketing plan. At all times, you must stay true to your corporate brand and use the social media tools available as an extension of them. Be creative, but stay consistent with your brand voice. Second, before you begin planning your multichannel marketing strategy, be sure to map out your company’s or organization’s goals in advance. Goals could include creating brand awareness, building relationships, generating leads, growing authority, improving interactions, promoting a product or increasing sales.

Align Your C-Suite’s Mission, Goals & Objectives with The Analytics & Metrics They Care About.

Let’s be real: when was the last time your corporate boss said “I LOVE our social media’s return-on-investment! This really helped us GROW this quarter!” If you are being honest with yourself, chances are the answer is slim to none. The majority of us have never experienced joy when it comes to explaining social media ROI metrics to a corporate executive like a CEO, CFO or CIO. While, in the past, one could claim that there were very few tested marketing and social media automation systems that allowed you to capture meaningful analytics and metrics, 2016 is changing the game. You can now use Big Data analytics to measure anything about which your corporate c-suite is skeptical.

From levels of digital engagement to potency to velocity to repeat visits and downloads of the CEO’s white papers or links to influential third-party validation sites, there are no excuses in 2016 not to measure. What should you measure first, second and third? Measure what your corporate management cares about, not what’s cool in the digital water cooler. Most importantly, if you finished your social media plan and you cannot identify anything that’s relatable to sales, marketing, recruitment and corporate social responsibility, consider a re-do. You are not done yet. Remember, nothing could be more frustrating than having a big win in social media engagement than having your boss say ‘so what, that is not our target audience, irrelevant.’

Develop & Implement a Scoring System for Social Media Postings Aligned with Your Organization’s Business Objectives.

Let’s face it: not all metrics are created equal and not every social media posting on Twitter, Instagram, YouTube, LinkedIn or vine is going to be important to you or your company. In order to avoid meaningless reports of the number of “mentions” and “retweets”, without assigning a level of importance, you can create a simplified scoring scale from 0-10 in what you’d consider successful and impactful for your organization on social media. For example, your can determine the top three impact data points that your CEO, CFO, and CMO agree and align with, that are worth the company’s time. Remember, you do not want to be the professional that floods your management reports with meaningless metrics of “apparent success.” Analytics is here to help, but please don’t lie with statistics but asking the wrong questions.

Promote Your Corporate Social Responsibility Brand: Doing Good Works Well on Social Media

Because of the viral nature of social media and the capacity to share moments of joy, one of the most critical investments you could make is to ensure your corporate social responsibility initiatives are not happening on a desolate island or being posted only after an event has already happened. They say that no good deed goes unpunished, but what if – by the power of social media – a company’s good deeds could instead be rewarded? Bad news may travel fast, but through the power of social media, these days, good news travels even faster.

For example, AARP, not your average millennial social media membership profile, has managed to garner tremendous national publicity via social media by actually promoting their partnership with Outreach Program, a non-profit 501 (c)(3) corporation that organizes food packaging events around the country. With more than 300 million meals packaged to date, the organization’s mission is to provide food, safe water, education, and medical care to those in need at home and abroad. More than 5,000 AARP volunteers and employee’s packaged over 1.2 million Outreach Program Rice and Bean Casserole meals in Washington, DC on Friday, September 11, 2015, to help feed hungry seniors and veterans in the DC area.

In essence, going viral, or even having a healthy social media community, is more than just scheduling a few tweets or posting photos on Facebook. Curating content, looking for opportunities, and effectively communicating your story is key.

Stay Strategically Relevant: Connect Your Brand to Real-Time News Narratives.

In yesteryear, the right thing to do was to stay within the lines of your dogmatic brand guidelines to avoid conflict and to get any attention that isn’t in the ‘interest of the corporation’. It allowed corporations to communicate with little to no emotional connection to what is really going on the world. However, in 2016, social media is where the buzz is inspiring people to learn about your company in real-time. For example, when a major refugees’ crisis became the dominating headline, did your company have an internal tag-team to consider how to leverage your brand in social media? I am not advocating taking political positions as much as making it clear that your corporate social media strategy includes being attuned to what would make a positive impact to your company’s image online.

Validate That Your Leadership’s Personal SoMo Accounts Aren’t in Conflict with Your Corporate Accounts

Truth be told, not every organization has a pithy, enthusiastic, social-media friendly CEO. Conversely, many organizations have CEOs that are tweeting their opinions from personal accounts without regards to the company’s social media brand perception, creating chaos and inconsistency between the brand you want to present to the world, and the brand that is being hijacked by personal political views to major misspellings that go worldwide in seconds. Because the distinction between Personal & Corporate social media is inherently gone, your 2016 social media strategy must fully align with the corporate interests of your organization. For example, it doesn’t matter how good you do with the corporate account if unflattering pictures of your CEO on a beach vacation, drunk at a local watering hole, make the ‘Twitter machine’ explode with expletives of #WTF.

Be Ready: Develop a Social Media Disaster Preparedness Plan

It is not a question of if, but when. Whether it is a security breach that affects millions of your customers, or a negative recorded customer service experience that went viral on the web, natural or man-made brand disasters will strike your corporation, and your corporate brand that stood for trusted & reliable will unravel before your very eyes. Unless you are prepared to handle crisis communications in the digital age of instant citizen journalism and social media rumors that travel the world faster than you can type, you are already behind on digital emergency preparedness.

Within hours of any public event that get publicity, whether it’s a security breach exposing credit cards at a healthcare insurance company, or a bad customer service call of a cable provider that goes viral in a bad way, social media was filled with livid postings by customers that already blame your brand for slow response on social media, while internet trolls are posting more disparaging remarks about your brand in real-time. The biggest takeaway is that, unlike in the past, when we would all be waiting to see what CNN or Fox would be reporting, your corporate brand is no longer owned by a controlled narrative. It is owned by anyone with a social media account, qualified or not, that can vilify or defend your trusted brand. It is clear that being ready isn’t optional anymore.

What does it mean to be ready? It is called Digital Preparedness. You cannot control social media brand disasters before they happen, but here are proactive strategies you can enact right now to mitigate potential hazards lurking in the distance. At the minimum, since most social media explosions go from zero to 100 really quick, establish a Virtual Command Control Center for Emergency Communications Between the C-Suite, Social Media & Corporate Communications. Often, in times of crisis, executives rely on or hide behind their communications directors to take care of the outside noise from media.

However, without access to the certain leaders in charge of the crisis, whether it is information security breach or catastrophic failure, communications professionals cannot help you unless they got some facts about the who, why, what and where. In the age of available marketing automation suites, it is easy to create an escalation process that allows you to contain communications and ensure there is easy access to decision makers. Most importantly, don’t allow others to define your brand because you were not prepared or overly conservative and cautious. No response is a form of a response in today’s fast moving digital media age and it could make or break your brand more forcefully than any cosmetic fixes or updated customer services policies would.

Recruit & Engage a Social Media Employee Advisory Council

In most organizations, social media is still viewed as the new shiny object that is highly coveted, but one must be aware that if your social media messaging and brand ambassadors are not included and don’t give you the necessary ‘buy in’ on your messaging, you are simply creating an ineffective strategy. The solution is to recruit from within employees that can form a monthly brown bag luncheon to discuss what they’d like to see the company communicating about in different areas. By making them part of the process, as early as possible, you can be assured that you will have additional ambassadors to promote your messages through a multitude of social media channels as well as avoid having a giant disconnect from the cadre of believers in your company’s digital brand.

Make your social media messaging indispensable to your target audience.

Social media power comes with a mission of creating quality content that people care about. In 2016, the excuse that the only ‘approved’ messages from corporate are about account wins, new hires and company picnics is void of connection with the real-world. Successful companies use social media to create engaging content, no matter their field, to amass new fans and customers by offering up tips, how-to guides, funny meme’s that speak to their unique audience, and usage of un-contrived videos that show the authenticity of your organization. Your plan must strategically emblazon the word ‘what’s in it for my prospect on social media’ before any and all postings are promoted. If that answer isn’t clear, you got a loser on your hand.

About the Author: Mr. Gal Borenstein is the Chief Strategy Officer and CEO of Borenstein Group, a top digital marketing communications firm in the Washington DC metropolitan area that serves clients locally and globally. He is a recognized expert and strategist in digital branding, marketing, social media, advertising, online reputation management and public relations matters. He is the author of the new business leadership book, ACTIVATE! How to Power Up Your Brand to Dominate Your Market, Crush Your Competition & Win in the Digital Age, available in premiere bookstores and on Amazon, Barnes & Nobles and Apple’s iBooks

Top 10 Digital Branding, PR & Marketing Trends For 2016

Another article with Gal Borenstein talking about digital trend- http://www.itbusiness.ca/blog/3-cmo-trends-for-2016-show-how-digital-disruption-is-evolving/63828

The Hub Invites Gal Borenstein to Speak at Hub Convene Conference

January 24, 2014 by Gal Borenstein Leave a Comment

The Hub, PR Week’s go-to resource for today’s digital marketing innovators, has invited Mr. Gal Borenstein, CEO of Borenstein Group, to be a speaker at this year’s annual The Hub Convene digital marketing conference in San Francisco, on March 31st, 2014. The Hub Convene assembles the industry-leading champions in digital marketing, with Borenstein featured alongside fellow thought leaders from LinkedIn, Kiip, Adobe and Dell.

The Hub is a thriving digital resource where innovators in marketing, data, innovation, content, social and digital media share ideas, strategies and insight on emerging trends and their effects on client ROI. The Hub is also the sister brand to PRWeek, the leading business publishing brand, and is headquartered in Silicone Valley. With offices in several locations such as New York City, Austin, Boston and Los Angeles, The Hub is quickly becoming the go-to resource for today’s digital marketing innovators, both at large organizations and growing companies.

Gal Borenstein will be discussing how to leverage Big Data for effective marketing and the current trends in technology marketing. Mr. Borenstein will provide unique insight from his experience gleaned over nearly 20 years of providing trusted strategic marketing guidance to executives of technology companies, both SMB’s and large global corporations. Other speakers include: Brian Wing, CEO and Co-founder of Kiip; Daniel Roth, Executive Editor of LinkedIn; Gina Casagrande, Content and Conversion Evangelist, Digital Marketing of Adobe; and Bryan Jones, Vice President of Marketing with Dell.

About Borenstein Group:
Borenstein Group, Inc. is a Northern Virginia-based integrated strategic digital marketing communications agency that specializes in supporting private and public-sector marketers in the areas of systems integration, information technology, supply chain and logistics, homeland security, defense, intelligence, telecommunications, aerospace, and government.

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