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11 LinkedIn Marketing Strategies to Grow Your Business

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11 LinkedIn Marketing Strategies to Grow Your Business


LinkedIn has become a growing hub for businesses. Whether yours a startup or a firm running for a decade- nothing can beat this platform!

Besides Facebook and Instagram, LinkedIn is an excellent place for networking and building brand awareness. You can participate in polls, surveys, industry discussions, and post engaging content to build customer relationships.

Slowly, this place has become an invaluable addition to your marketing strategies- from generating leads to establishing a partnership, making connections, and creating brand awareness. Entrepreneurs can find new customers, partners, and valuable connections to grow their businesses.

If you are too thinking to utilise this platform, here are a few marketing tactics that you can follow.

1. Start with your profile

The first and foremost thing that you can do is optimise your LinkedIn profile.

How?

  • A professional profile picture
  • A bio
  • Title or headline
  • Recommendations
  • Featured post

One should never underestimate the power of a profile picture. Adding an image establishes a better connection with the audience. You may not know that picture sells and can attract and persuade customers. Additionally, pictures add authenticity to the profile.

Add a proper headline of what you do, who you will do it for, and your target audience. Consider using keywords that can attract quality leads. Next, do not forget to write an attention-grabbing bio that can force the audience to click your profile and work with you.

Featured posts and recommendations further strengthen your profile. The former displays your expertise, while the latter shows how satisfied your clients are with your work.

2. Know your audience and connect with them

When you are trying to connect with people, you need to know your target audience, how to generate leads, and what can attract more customers. For instance, if you are an SEO writer, your target audience needs to be digital marketers, content marketing managers, SEO heads, and more.

3. Study LinkedIn influencers

You will find various influential people on the LinkedIn platform. Study their content and understand how they engage in a healthy conversation with their customers and clients. You can categorise LinkedIn into two kinds of users- one who shares valuable content and the other who has 10k+ followers but nothing to share.

So, who is doing better? Study them, take pointers and build your strategy.

4. Use email marketing

Do you wish to grow your connections and build quality leads? Nothing can beat email marketing in this case!

You can craft personalised letter before sending an invitation to your connection and invite them to be a part of your email marketing list. The best part about LinkedIn is that you can send messages to 50 people all at once. Tell them what they can receive in their email list and how it will be beneficial to them.

5. Create a LinkedIn page for your business

Just like your personal profile, why don’t you get a profile for your business page, as well? Humans usually tend to get connected with humans more and not with the brand pages. The latter gets more connections from other business pages, brands, and entrepreneurs. Creating a business profile increases your chance of connecting with experts and similar brands or startups in your field.

6. Promote your LinkedIn page

Do you wish to promote your business page? That is easy!

LinkedIn ads, personal profiles, LinkedIn influencers, and your employees can help you achieve that. LinkedIn ads have the power to reach a wide audience because the platform allows members to target the audience via different filters like location, name, job, industry, companies, and more.

LinkedIn ads include Sponsored Content, Sponsored InMail, and Text ads. To promote your business page through your personal profile, you share content, your work’s progress, your client’s feedback, and others through the LinkedIn page.

Influencers can help you spread the word about your new product launch or an event. Your active employees can also increase profile reach and brand awareness by sharing their feedback, talking about the firm, introducing new policies, and more.

7. Encourage your employees to stay active

To be honest, employees play a significant role in maintaining your brand’s image on social media platforms. And, LinkedIn is one such place where employees can openly share their experience, express their gratitude for the management, appreciate what they like, and any other feedback that can make your company appear authentic before the audience.

8. Join groups and create your own LinkedIn groups

This is one of the biggest tactics that one can utilise. Joining various groups gives you insights into different demographics, which is again a great way to understand what your audience wants, interact with new business owners and get some advice.

Another thing that you can do is create your own LinkedIn group and talk to many prospects. The best part is you can control the group so that no competitors can get in. You can demonstrate your products, give sales pitches and convert the members into leads.

9. Build connections first, relationships later

LinkedIn is a place where you get to connect with other professionals. On LinkedIn, you get to connect with business owners, newly started brands, strategic partners, managers, and different prospects. Once you get connected to these individuals, you can decide later how to nurture those relationships. You can share your business ideas, thoughts, and how you can help each other grow.

10. Create original content

Whether it is your own profile or your business profile, content needs to be authentic. There are various types of content formats that you can share like, infographics, videos, articles, press releases, blogs, industry-related stories, and more. All you want is to grab the attention of your audience. The more you showcase your expertise in your domain, the more you stand out among the crowd.

11. Be social (more than your competitors)

Whenever you post something, you get likes, comments, and shares. To make people participate in your post, you can conduct interesting polls and surveys. The chances are that people will show up, take part, and may get converted to potential customers.

LinkedIn is nothing as exciting as Facebook or Instagram; hence there are much lower engagements, which is why you need to social regularly to appear on your connections’ feed.

Wrapping up!

There are plenty of ways in which you can grow your business on LinkedIn. Though these are a few tactics, you can mix and match other ways and find out what works the best for you. Use the platform efficiently and enjoy lots of success.





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Getting Started with the Agile Marketing Navigator: Cycle Planning

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Getting Started with the Agile Marketing Navigator: Cycle Planning


We recently introduced you to Agile Marketing Navigator, a flexible framework for navigating agile marketing for marketers, by marketers in the article A new way to navigate agile marketing. The navigator has four major components: Collaborative Planning Workshop, Launch Cycle, Key Practices and Roles. Within these categories, there are several sub-pieces for implementation. In recent articles, we covered the pieces in the first stop of the navigator, the Collaborative Planning Workshop

Now we’re going to dive into our second stop on your agile marketing journey—the Launch Cycle. The Launch Cycle is a repeatable cadence for delivering valuable marketing experiences early and often. Within the Launch Cycle there are five key components—Marketing Backlog, Cycle Planning, Daily Huddle, Team Showcase and Team Improvement. Last week we shared how to build an effective Marketing Backlog. Today we’re going to take a deeper look at Cycle Planning.

Cycle planning

During Cycle Planning, the team collaborates and plans for the work they intend to launch during a 5 or 10 day cycle. The goal is for everyone on the team to commit to what work they plan to launch and to discuss how they’re going to work together to achieve that goal. The team synchronizes timing around their work and understands everything involved to deliver customer value in this launch. 

To prepare for Cycle Planning, the Marketing Backlog should be ready for the team. Things to look for here are:

  • Is the work in priority order?
  • Is the work sized by effort?
  • Do we understand any dependencies?
  • Do we know what success looks like for each backlog item?
  • How will we test, learn & measure our results?

The Marketing Owner should come to Cycle Planning with a Cycle Goal in mind that ladders up to the Guidepoint. This is meant to give the team guidance on what a good outcome of the cycle will look like, but not specific tasks that they will complete.

A Cycle goal may read something like this:

The above shares what the Marketing Owner hopes the team accomplishes, but the team decides what work they can do in the cycle to get there and may also have other work as well.

The team doing the work attends Cycle Planning. This may include part-time team members, or Supporting Cast people that have work in the upcoming Cycle. Stakeholders and Practice Leads shouldn’t attend unless they are contributing to the work.

The team is self-organizing in Cycle Planning. The team decides which marketing backlog items they can tackle during the cycle, and how they will accomplish the work by breaking out tasks.

At the end of Cycle Planning, all team members should know what work the team has committed to and how they all plan to approach getting it done. The Cycle Planning eliminates siloed planning and people only focusing on their tasks and brings to light collective team ownership.


Opinions expressed in this article are those of the guest author and not necessarily MarTech. Staff authors are listed here.


About The Author

Stacey knows what it’s like to be a marketer, after all, she’s one of the few agile coaches and trainers that got her start there. After graduating from journalism school, she worked as a content writer, strategist, director and adjunct marketing professor. She became passionate about agile as a better way to work in 2012 when she experimented with it for an ad agency client. Since then she has been a scrum master, agile coach and has helped with numerous agile transformations with teams across the globe. Stacey speaks at several agile conferences, has more certs to her name than she can remember and loves to practice agile at home with her family. As a lifelong Minnesotan, she recently relocated to North Carolina where she’s busy learning how to cook grits and say “y’all.”



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What It Is & How to Build an Effective One

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What It Is & How to Build an Effective One


In the business world, professionals are obsessed with tactics because they can help them meet their short-term goals. But if all you do is focus on the short-term, you won’t spend enough time or energy figuring out how you can succeed in the long-term.

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the second key persona for modern marketing operations leaders

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the second key persona for modern marketing operations leaders


This 4-part series presents a framework that helps rationalize the roles and responsibilities modern marketing operations leaders are taking on. This installment summarizes the framework briefly, and dives into how MOps leaders are now “orchestrators.” 

In case you missed it, part 1 is here.

Inspiration for this framework

Two years ago, marketing technology pioneer and chiefmartec.com editor Scott Brinker outlined the four key responsibilities of marketing technologists, summarized here.  

That work espoused the view that you could be both a marketer AND a technology leader. They are not mutually exclusive! It was my inspiration for this framework, explaining how today’s MOps leaders are instrumental for marketing and business success.

X-Axis:  A range of skills from a focus on technology to creativity and arts

Y-Axis: A range of decision-making skills, ranging from emotional to rational approaches

The resulting grid captures four MOps archetypes or “personas.” MOps leaders exhibit characteristics across all parts of this framework and will operate in multiple quadrants, similar to Brinker’s frameworks.

Modernizers – Are most likely to be the “original” technologists, constantly modernizing their martech stack.

Orchestrators – Are the closest to Brinker’s Maestros and the focus of this article. He described this archetype in 2020 as the “Operations Orchestrator — MAESTROS who design and manage the workflows, rules, reports, and tech stacks that run the marketing department.

Psychologists – Are now increasingly responsible for “reading customers’ minds,” i.e. interpreting customers’ interest through intent data and digital engagement.

Scientists – Are constantly testing and evaluating. Experimentation is their specialty.

Orchestrators: Leaders of the band

Now that you’re familiar with the framework, let’s dig deeper into the Orchestrators!

I’ll start with a personal story. My exposure to orchestration started with 8-straight years of practice in violin and trumpet during my formative years. Each week was literally a blur of private lessons, group lessons, orchestra and/or band practice. I probably spent as much time with music directors as I did with my family.  

It was painfully obvious to those conductors when we hadn’t prepared or practiced. Moreso, we would get – literally – an “earful” from the conductor when we were not listening to the other instrument sections. If we were not coordinating our efforts and timing, the outcome was awful for anyone listening.

Source: Unsplash

This orchestration metaphor is powerful because there are multiple levels for MOps leaders:

  • As a project management team within marketing, and often as a conductor across external agency partners.
  • As a cross-function business partner and primary contact for IT, compliance, and legal, in addition to the traditional MOps role of achieving marketing/sales alignment

Notably, all marketers have to be project managers for their own tasks/deadlines. They must be aligned with overall campaign and program timelines. 

However, as organizations scale they are more likely to have dedicated project management teams to handle coordination across the specialist teams within marketing. The orchestration responsibility may include timeline, scope, and capacity trade-offs even after campaign briefs have received approval. 


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The orchestration responsibility multiplies when agency execution teams are delivering on individual tactics and media buys. Last year, Optimizely described these evolving orchestration duties as a “transformative shift and approach towards how marketing synchronizes their teams, content, channels, workflows, and data!”

I believe the shift is even more impactful, with orchestration benefits being felt beyond marketing. The highest value “program orchestration” responsibilities occur when MOps leaders are representing marketing’s interests in enterprise-wide programs with other functions within the organization, including product, compliance, and IT. Examples of orchestration duties with these other key functions can include:

  • Product teams – Coordinating campaigns with major product feature/functionality launches, and managing brand standards.
  • Legal/Compliance – Overseeing compliance with Can-Spam, GDPR, and CCPA, and customer preference and data privacy initiatives that may be initiated by a marketing touch-point. 
  • IT/Procurement – Technology stack management, vendor evaluations and negotiations, platform integrations and data management.

All of this departmental and cross-departmental coordination requires skill sets that can be analogized as the difference between a chamber orchestra (marketing) and a full symphony. It’s the highest level of conducting across the enterprise. 

MOps leaders are holding individuals and teams to target timelines while managing the scope of a particular campaign and business initiative. They do this while also overseeing targeting of customer and prospect segments.

In order to accomplish this complex segmentation and coordination, MOps leaders are now responsible for cross-functional data – embodied by the modern martech stack imperative: integration. Integration across systems has been the #1 issue for marketers since the modern marketing tech stack started exploding in the early 2010’s, but software and solutions providers finally listened. A tipping point was reached in 2020. Marketers reported that we were finally working within an integrated, multi-system environment, according to a CDP Institute member survey analyzed here.  

Continuing with the orchestration analogy, the conductor is the integration “synchronizer,” deciding if/when the data flows across the stack. The sheet music is the data model standard showing how to map common attributes. 

However, just because we now have this more integrated environment does not mean our work is done. The instruments do not play themselves (yet!) and they require configuration and deliberate training to play effectively — both individually and in groups. 

Training was one of the top responsibilities for marketing ops leadership, ranking it in the top 5 of MOPS tasks by percentage of work, according to the 2022 MarTech Salary and Career Survey, published jointly by MarTech and chiefmartec.com (free, ungated download here). conducted by chiefmartec.

In the 2020 version of that same study, training was highlighted as one of the top two responsibilities for many of the primary marketing technologists personas, and 91% of operations orchestrators reported that training and supporting technologies were among their top priorities.

MOps leaders are never done

Finally, under the category of “MOps leaders are never done”, the last several years have also forced a whole new category of orchestration duties – a combination of conducting, training, and martech growth: marketing work management.

The largest growth (67%) over the last several years was in the category of “work management”, according to the 2022 edition of the Martech Landscape. Established entrants such as Adobe expanded with the acquisition of Workfront, while newer players like Trello and Monday gained traction.  

Although this was already a prevailing trend BEFORE the pandemic, the hybrid/remote work environment brought on by the last 2+ years forced these project management and agile-planning tools to the forefront.  The marketing work management category grew to over 1000+ tools, according to the State of Martech 2022

Source: State of MarTech 2022 – chiefmartec.com and Martech Tribe

MOps leaders are Maestros

In summary, modern MOps leaders are indeed Maestros. They are skilled orchestrators, conducting a symphony across multiple levels. They lead:

  • Omni-channel campaigns within marketing and across business functions
  • Integration across an ever-growing, integrated martech stack
  • Training and deployment as one of their primary responsibilities 

Editor’s note: In Part 3 of this 4-part series, Milt will expand on MOps leaders’ growing role as Psychologists. For background on this framework, see Part 1 of this series here


Opinions expressed in this article are those of the guest author and not necessarily MarTech. Staff authors are listed here.


About The Author

Milt is currently Director of Customer Experience at MSI Data, an industry-leading cloud software company that focuses on the value and productivity that customers can drive from adopting MSI’s service management solutions.

With nearly 30 years of leadership experience, Milt has focused on aligning service, marketing, sales, and IT processes around the customer journey. Milt started his career with GE, and led cross-functional initiatives in field service, software deployment, marketing, and digital transformation.
Following his time at GE, Milt led marketing operations at Connecture and HSA Bank, and he has always enjoyed being labeled one of the early digital marketing technologists. He has a BS in Electrical Engineering from UW Madison, and an MBA from Kellogg School of Management.

In addition to his corporate leadership roles, Milt has been focused on contributing back to the marketing and regional community where he lives. He serves on multiple boards and is also an adjunct instructor for UW-Madison’s Digital Marketing Bootcamp. He also supports strategic clients through his advisory group, Mission MarTech LLC.



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