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What’s Better for Your Business?

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What's Better for Your Business?


Before hiring the right person for the job, you need to decide how you’ll pay them. Two of the most common ways to pay employees is with a salary or an hourly wage.

You’re probably wondering which option is better: the flexibility of an hourly employee or the stability of a salaried one. Of course, the answer is never as straightforward as we’d like.

Let’s compare the pros and cons of hourly vs. salary workers, the different laws for each, and what to look for when determining the right fit for your business.

What is a salaried employee?

A salaried employee earns an annual wage regardless of when they clock in and out. In other words, whether you work 20 hours or 60 hours per week, the number on your paycheck stays the same.

To state the obvious, an employee isn’t paid their entire salary on the first day. Instead, it’s divided by the number of pay periods, often on a weekly, biweekly, or monthly basis. For example, an employee with a salary of $60,000 a year, paid twice a month, would receive $2,500 per paycheck.

Pros of Salaried Employees

Even if an employee clocks additional hours during the week, they receive the same rate per paycheck. Meaning, you don’t need to compensate employees who go beyond the standard 40-hour workweek.

Another advantage of salaried employees is the predictability of payroll. Every salaried employee signs an employment contract outlining their base salary and frequency of payment. When it comes time for payroll, you know exactly how much to pay since there is no fluctuation from week to week.

Cons of Salaried Employees

Since salaried employees aren’t clocking in and out each day, or filling out a timesheet each week, there’s a possibility they’ll work less than 40 hours during some weeks. That said, most salaried employees are critical players in their organization and strive to meet expectations.

What is an hourly employee?

Hourly employees account for a whopping 55.5% of all wage workers in the U.S.

Here’s how it works – an hourly employee earns a certain rate per hour of work. This rate must match or exceed the minimum wage, which will vary depending on your state. If your state’s minimum wage is different from the federal minimum wage, you’re required to pay the higher of the two.

You can pay hourly employees at the same frequency as salaried employees, but their paychecks will fluctuate to reflect the number of hours they work per week. For example, let’s say you’re an hourly employee working at a rate of $10 per hour. You clock in 40 hours one week, which is $400 worth of work. The following week you only work 20 hours — earning a total of $200.

Pros of Hourly Employees

Unless covered in a contract, hourly employees aren’t guaranteed a certain number of hours each week. This means you have the flexibility to set hours based on demand, securing coverage when you need it.

Also, you have no obligation to make an hourly worker a full-time employee. By hiring an hourly worker, you can offset the benefit costs for full-time employees, like healthcare and paid time off.

Cons of Hourly Employees

Arguably the biggest con of hourly employees can be boiled down to one word — overtime. If an hourly worker surpasses the 40-hour threshold, they are eligible for overtime, which accounts for one and a half times their regular pay. This becomes costly if the nature of the position requires more hours than the standard workweek.

Another con is tracking how many hours your employees work, which takes time and careful review. You can verify the hours with timecards, or invest in a time and attendance system. Either way, expect to spend some time crunching the numbers.

Exempt vs. Non-exempt Employees

Salaried and hourly employees have different laws and regulations, which can guide you to determine the best fit for your business.

Hourly employees have non-exempt status — therefore, if they work more than 40 hours a week, they must be compensated under the provisions of the Fair Labor Standards Act. Employers must abide by the law to avoid fines, fees, and even prosecution.

On the flip side, most salaried employees have exempt status. An exempt employee must earn a minimum of $455 per week, or $23,660 per year, in the form of a salary. And, if you haven’t already guessed, exempt employees are exempt from overtime pay.

Let’s consider this example to demonstrate the difference between exempt and non-exempt employees:

Elizabeth, an exempt employee, is working over the weekend to meet a Monday morning deadline. Despite working “off the clock,” she’s not compensated for these hours.

Meanwhile, Lucas, a non-exempt employee, picks up an extra shift at a retail store over the weekend. He could take the weekend off, but he knows he will get compensated for working overtime.

Determining the Right Fit for Your Business

Back to the question on everyone’s mind: is it better to hire hourly or salaried workers? The answer depends on a variety of factors:

1. Relevant federal and state laws.

Familiarize yourself with relevant federal and state laws. Even if employees are exempt on a federal level, state laws may classify them as nonexempt.

2. The nature of the position.

Consider the type of work an employee will be doing. For example, if you anticipate an employee will need to work more than 40 hours per week, it could be more cost-efficient to pay them a salary.

3. Your business and its needs.

Does your business need flexibility or predictability? Do you have the resources to track hourly workers? Do you need to offset the costs of benefits for full-time employees? These questions, among others, can determine whether your workforce should be salaried or hourly.

Final Thoughts

As you prepare to expand your team, it’s important to decide how to pay the new players. While you must abide by federal and state laws, there is still room to weigh your decision based on your business and its needs.

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ActionIQ rebrands and launches CX Hub

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ActionIQ rebrands and launches CX Hub


Enterprise customer data platform ActionIQ has announced the launch of a new product, CX Hub. The company has also rebranded as AIQ. The CX Hub is designed as a set of modules offering self-service access to customer data, allowing users to build audiences and orchestrate experiences at scale.

After eight years of growth as a CDP serving B2C, media and other sectors, the changes represent a “new approach to our product and brand,” said CEO and co-founder Tasso Argyros in a release. The modular framework will ingest data from any source, integrate with any activation channel, and also allow components to be used with a third-party CDP.

The modules. CX Hub is comprised of four solutions:

  • Customer data platform.
  • Audience center.
  • Journey management.
  • Real-time CX.

The Hub is also designed to be accessible to business users with a friendly UI and extensive automation capabilities.


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Why we care. This is a significant development in the CDP space — a space that has been transforming rapidly, with many of the early established CDPs being acquired and ingested by more extensive suites such as digital experience platforms.

ActionIQ, one of the leading B2C CDPs, is now describing itself as “the leading CX solution.” It seems to be future-proofing itself by extending its capabilities across orchestration and execution channels, not by acquiring or building those solutions, but by seeking to provide modular integration between its (or a third-party’s) customer data management tool and orchestration and execution channels.

Sometimes we wonder how many independent, traditional CDPs will be left standing a year from now.

Read next: Deep changes in the CDP space


About The Author

Kim Davis is the Editorial Director of MarTech. Born in London, but a New Yorker for over two decades, Kim started covering enterprise software ten years ago. His experience encompasses SaaS for the enterprise, digital- ad data-driven urban planning, and applications of SaaS, digital technology, and data in the marketing space.

He first wrote about marketing technology as editor of Haymarket’s The Hub, a dedicated marketing tech website, which subsequently became a channel on the established direct marketing brand DMN. Kim joined DMN proper in 2016, as a senior editor, becoming Executive Editor, then Editor-in-Chief a position he held until January 2020.

Prior to working in tech journalism, Kim was Associate Editor at a New York Times hyper-local news site, The Local: East Village, and has previously worked as an editor of an academic publication, and as a music journalist. He has written hundreds of New York restaurant reviews for a personal blog, and has been an occasional guest contributor to Eater.



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Old Navy to drop NFTs in July 4th promo update

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Old Navy to drop NFTs in July 4th promo update


Old Navy will update its yearly Fourth of July promotions by saluting the metaverse with an NFT drop, going live June 29.

In honor of the year they were founded, the retailer will release 1,994 common NFTs, each selling for $0.94. The NFTs will feature the iconic Magic the Dog and t include a promo code for customers to claim an Old Navy t-shirt at Old Navy locations or online.

“This launch is Old Navy’s first activation in web3 or with NFTs,” an Old Navy spokesperson told MarTech. “As a brand rooted in democratization and inclusivity, it was essential that we provide access and education for all with the launch of our first NFT collection. We want all our customers, whether they have experience with web3, to be able to learn and participate in this activation.”

Accessible and user-friendly. Any customer can participate by visiting a page off of Old Navy’s home site, where they’ll find step-by-step instructions.

There will also be an auction for a unique one-of-one NFT. All proceeds for the NFT and shirt sales go to Old Navy’s longtime charitable partner, Boys & Girls Clubs of America.

Additionally, 10% of NFT resales on the secondary market will also go to Boys & Girls Clubs.

Support. This activation is supported by Sweet, who’s played a major role in campaigns for other early NFT adopters like Burger King.

The Old Navy NFTs will be minted on the Tezos blockchain, known for its low carbon footprint.

“This is Old Navy’s first time playing in the web3 space, and we are using the launch of our first NFT collection to test and learn,” said Old Navy’s spokesperson. “We’re excited to enable our customers with a new way to engage with our iconic brand and hero offerings and look forward to exploring additional consumer activations in web3 in the future.”

Read next: 4 key strategies for NFT brand launches

Why we care. Macy’s also announced an NFT promotion timed to their fireworks show. This one will award one of 10,000 NFTs to those who join their Discord server.

Old Navy, in contrast, is keeping customers closer to their owned channels, and not funneling customers to Discord. Old Navy consumers who don’t have an NFT wallet can sign up through Sweet to purchase and bid on NFTs.

While Macy’s has done previous web3 promotions, this is Old Navy’s first. They’ve aligned a charity partner, brand tradition and concern for the environment with a solid first crack at crypto.


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About The Author

Chris Wood draws on over 15 years of reporting experience as a B2B editor and journalist. At DMN, he served as associate editor, offering original analysis on the evolving marketing tech landscape. He has interviewed leaders in tech and policy, from Canva CEO Melanie Perkins, to former Cisco CEO John Chambers, and Vivek Kundra, appointed by Barack Obama as the country’s first federal CIO. He is especially interested in how new technologies, including voice and blockchain, are disrupting the marketing world as we know it. In 2019, he moderated a panel on “innovation theater” at Fintech Inn, in Vilnius. In addition to his marketing-focused reporting in industry trades like Robotics Trends, Modern Brewery Age and AdNation News, Wood has also written for KIRKUS, and contributes fiction, criticism and poetry to several leading book blogs. He studied English at Fairfield University, and was born in Springfield, Massachusetts. He lives in New York.



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Are you still using spreadsheets to manage your work? Take our poll

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Are you still using spreadsheets to manage your work? Take our poll


Earlier this year, revenue orchestration platform LeanData released a report suggesting that lead management remains a “heavily manual” process. Based on a survey of more than 1,700 sales, marketing and operations professionals, the results showed that, despite all the talk of digital transformation, the number two challenge for revenue teams was too many manual processes and not enough automation (the number one challenge was insufficient pipeline).

LeanData, which partnered with Sales Hacker, Outreach and Heinz Marketing in conducting the survey, is interested in that result, of course, because lead management is precisely the process they offer to automate. We were struck by the contrast with Scott Brinker’s recent statement that we are arriving at a post-digital-transformation era: “(C)ompanies are no longer planning to become ‘digital.’ They are digital.”

And then we got the results of our 2022 MarTech Career and Salary Survey. Among the surprising nuggets to be mined from our findings was that 77% of respondents identify spreadsheets as the tool they spend most time (10 or more hours a week) working with. That doesn’t mean that spreadsheets are a marketer’s most important tool, but it does suggest that manual processes remain a key part of daily life for marketing managers and staff.

We wanted to extend the opportunity to all our readers — B2B, B2C, agencies — to give us a reality check on spreadsheet use. MarTech is marketing, we like to say, and certainly today’s marketing is fundamentally data-driven and digital. But is it too soon to say that marketers are working in a digital and largely automated environment?

Download the 2022 MarTech Career and Salary Survey here


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About The Author

Kim Davis is the Editorial Director of MarTech. Born in London, but a New Yorker for over two decades, Kim started covering enterprise software ten years ago. His experience encompasses SaaS for the enterprise, digital- ad data-driven urban planning, and applications of SaaS, digital technology, and data in the marketing space.

He first wrote about marketing technology as editor of Haymarket’s The Hub, a dedicated marketing tech website, which subsequently became a channel on the established direct marketing brand DMN. Kim joined DMN proper in 2016, as a senior editor, becoming Executive Editor, then Editor-in-Chief a position he held until January 2020.

Prior to working in tech journalism, Kim was Associate Editor at a New York Times hyper-local news site, The Local: East Village, and has previously worked as an editor of an academic publication, and as a music journalist. He has written hundreds of New York restaurant reviews for a personal blog, and has been an occasional guest contributor to Eater.



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