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Tune Audiences Into Your Marketing Video Initiative

IDG Connect 0811 Tune Audiences Into Your Marketing Video Initiative

With video consumption on the rise, audiences today expect to able to receive information that is easy to digest and also engaging. It is predicted that by 2016, 1.6 billion people will be watching video online, and the growth of video traffic on the web will rise from 57% to 69% by 2017. As a result, a million minutes of video content will cross the network every second in 2017.

Given the eminence and influence video content will have over the next few years it could become one of the marketing department’s most powerful tools. Videos can be shared as compelling content that can help attract new customers, encourage existing ones to upgrade to a new product or spread product information quickly and efficiently.

Short videos can even be used as an alternative to lengthy text descriptions, telephone calls and face-to-face demonstrations to help a customer chose the right product for them. James McQuivey from Forrester Research believes that one minute of video can be equivalent to 1.8 million words. Video can provide easily accessible, on-demand information that is also engaging to a wider customer base.

Creating video content that is audience-tailored and accessible across multiple devices can keep digital marketing initiatives on the road to success. One quick and easy method of content creation is screencasting. Screencasting software records everything on your screen from applications and mouse clicks to your audio commentary. Screencasting technology is efficient since little investment is required for equipment and unlike working with video cameras or other videography equipment, very little training is needed.

To make successful screencasts, there are a few factors any marketer should consider:

Know Your Audience

With any video marketing initiative, understanding what makes your audience tick should be a priority. One video might be the right hook for a particular viewer, however could completely miss the mark for someone else.

Continue reading… 

4 ways magazines are making video work

Digiday

Magazine publishers have plowed money and resources into video. The reason is obvious: Video advertising is a booming market, with plump ad prices that dwarf the CPMs display ads fetch.

But the devil is in the details or, more precisely, in the execution. There are internal challenges to organizing to create video — just ask Condé Nast – in addition to problems around generating a viewership of sufficient scale and putting together attractive ad packages.

“Legacy publishers seem to have internal difficulties shifting to a multi-format content model that is committed to each distribution platform from dot-com to social to apps,” said Paul Kontonis, executive director of the Global Online Video Association. “Shared services is a way to get a publisher to dip their toe in video without overhauling the existing hierarchies, politics and comforting bureaucracies.”

Traditional publishers have made great headway to reinvent their content strategy and distribution model, but they are still building diversified video inventory at scale, said Robin Steinberg, evp, publishing and digital director of investment and activation, MediaVest.

“They are contending with publishers outside their traditional competitive set with stronger targeting capabilities and pricing structures,” she said. “Due to their traditional print legacy position in the marketplace, they have to push harder for a prime seat at the digital video marketplace table.”

Find out the four ways publishers are trying to ensure success…

Media Advertising Sees Largest Growth in Over a Decade

IDG Connect 0811 300x141  Media Advertising Sees Largest Growth in Over a Decade

Media Advertising

Media advertising spending will see its largest growth in over a decade, according to Neustar’s Media Intelligence Report for Q2 2014. Companies are focusing more and more on the data that they can collect, and they are trying to use that data for their marketing. However, half of marketers reported that they’re still having trouble linking the data to actionable insights.  Some of the other areas of interest in the study were social, video, and mobile. Social is the only channel that performed above the indexed average for reach efficiency, and video and mobile are becoming a more normal buy. The three areas that Neustar advises marketers to work on for the upcoming year are mobile, video, and attribution.

Inbound Marketing

Ascend2’s Inbound Marketing Research Summary Report takes a look at what’s next for inbound marketing. Currently, 90% of companies are integrating social, search, and content for inbound marketing purposes, and most of them are doing it successfully. For the next year, the most important objectives for inbound are to increase conversion rates and improve lead quality. One of the challenges of inbound is the lack of an effective strategy, which will begin to change as more companies adopt inbound as a top marketing priority.

 

Read more…

Digital Marketing Strategy: The Importance of Language

IDG Connect 0811 300x141 Digital Marketing Strategy: The Importance of Language

There’s no doubt that we’re living in an increasingly multilingual society. It actually takes 20 languages to communicate with 80% of the world’s online population. However, according to a report from Common Sense Advisory (CSA), content in English has dominated the web “while companies have catered to Anglophone markets and the enormous spending they generate”. Despite this, English isn’t in fact the only prime language of ecommerce.

When it comes to business, people like being marketed to in their native language and, more often than not, that’s not English. We’ve commissioned a year-long study into the behaviour of the millennial generation (aged 18-36) looking at how their behaviour is forcing businesses to adapt their digital marketing approaches. A key focus for us within this has been the impact language has on marketing techniques. We surveyed 1,800 millennials and found that 32% of the millennial generation in English-speaking markets actually prefer a language other than English. What’s more, 46% are more likely to make a purchase if information is presented in their preferred language. These findings are supported by the CSA’s report which highlighted that 75% of online shoppers are more likely to buy products from websites in their language and 74% are more likely to purchase from the same brand again, if the after-sales care is in their mother tongue.

More so than any generation previously, it’s the millennials who are causing the biggest headache for marketers. They’re far more demanding than their predecessors and expect content to be delivered to them across their preferred device, channel and more importantly, in their preferred language. Figures like those above demonstrate just how language needs to be an integral part of any global digital marketing and customer experience strategy. If you don’t have this factored in then you risk alienating a significant proportion of your target audience, reducing the likelihood of driving brand advocacy and sales.

But how can marketers easily deliver high-quality multilingual content to their customers? It often seems particularly difficult to accomplish this in such a fast-moving, multinational market where millennials interact online and through social media. Digital marketers need to implement solutions that will enable them to translate potentially high volumes of high quality content into multiple languages, and deliver this at speed.

A great example of a business committed to offering its customers this service is B2B travel providerGTA, part of the Kuoni Group. GTA is growing fast, with already thousands of customers in 185 countries worldwide and processes over 21,000 bookings per day in more than 25 languages online. The company has recognised the importance of localising its content – tens of thousands of hotel and ground travel descriptions – to its global customer base, particularly as it continues to grow exponentially. It aims to deliver a seamless and personalised customer experience by addressing cultural differences.

Continue reading… 

 

The 5 mistakes marketers make that prevent them from becoming leaders

MarketingWeek

The job of turning that aspiration into a reality is fraught with obstacles – some self-imposed and others dictated upon marketers by their organisations. Business leaders speaking at The Marketing Academy’s inaugural “Inspire” event in London this week outlined the five challenges and how they can be overcome in order for marketers to get to the top of their careers.

Mistake #1: marketers are underselling marketing

Marketers are “best placed” to become future CEOs, but they need to reframe how they and the skills they have are seen within the business, according to founding partner of creative agency 101 Phil Rumbol, who also draws on his experience as marketing director at Cadbury and alcohol giant InBev.

He said: “Part of the problem is too often people equate marketing to advertising and promotions, but I think marketing is about a whole lot more than that. It’s about doing things that make a brand or service relevant, but the whole image of marketing is skewed to the fluffy, spin, marketing men getting people to buy things they don’t really want. Marketers need to go back to basics and use [and talk about] advertising once the core and basics are as strong as they can possibly be.

That warped image of what a marketer does (or should be doing) in their role, is affecting their ability to influence the finance director.

As Rory Sutherland, executive creative director and vice chairman of OgilvyOne, acerbically framed it: “There’s a  danger marketers are suffering from kind of Stockholm Syndrome, it’s a bit like being [Josef] Fritzl’s [- found guilty of imprisoning his daughter for 24 years, alongside four of the children he had fathered with her -] children to the finance director. It’s been going on for so long [marketers] have started to take on some of the attributes of their oppressors”.

The result has seen marketers trying to speak the “deranged” language of economists – a lexicon that implies human behaviour is predictable – in justifying their actions, which means many finance directors still see marketing as a cost centre: a source of inefficiency rather than competitive advantage, Sutherland said. In order to obtain the budgets required for marketing innovation, marketers would do well to learn behavioural economic theory and apply it to marketing, using the “scientific terminology finance directors have come to expect”, giving them the opportunity to fight back with case studies of marketing effectiveness.

Mistake #2: marketers aren’t curious enough about other areas of the business

Former Procter & Gamble marketer and now CMO of holiday rental site Housetrip Zaid Al-Qassab said a good marketer is “insatiably” curious about people, but for many marketers that stops at their customers rather than looking internally too.

“An awful lot of people have a major blind spot where they’re not insatiably curious about all the other people in the business around them. I speak to a lot of marketing directors who do not know what they key performance measures are for their finance director and other departments…it’s hard to make it on to the board if you’re not curious about what they are trying to achieve,” he added.

Richard Robinson, managing partner at marketing consultancy firm Oystercatchers, shared Coke’s mantra: “the only brand you will ever manage is yourself”.

“That stuck with me, knowing who the hell you are, what your personal brand was and managing your career across all those different brands: it’s all about you and how you can enable all the other people around you to succeed. To do that you have to be hungry, hoover up as much information as you can to be interesting and have a point of view,” he added.

Mike Hughes, director general of ISBA, advised marketers to be particularly curious about the procurement department – not least because they report into the chief financial officer.

He added: “Procurement has to be embraced, cuddled or part of the team, one thing a marketing director should not do is be excluded in the conversation about the agency…because procurement can completely undermine what you get from an agency as if their margins are slashed wafer thin, you won’t get the best people.”

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Context is King: Points to Consider When Implementing a Contextual Marketing Strategy

IDG Connect 0811 300x141 Context is King: Points to Consider When Implementing a Contextual Marketing Strategy

For the past few years, marketers have focused on pushing incredible amounts of content to their consumers and prospects to fit the mold of content marketing, having been told that is the future of their industry. This isn’t entirely false. Marketers need content to communicate with their consumers. However, many don’t know the context in which the consumer is engaging with that content, making it impossible to deliver the most relevant information to the right person at the right time. Today, consumers expect an optimal experience when interacting with any brand. They are accustomed to on-demand, personalized information and want marketers to understand their preferences before they buy. Because of these heightened expectations, marketers have to recognize who they are talking to and accept that context, not content, is now king. What should marketers today consider when developing a contextual marketing strategy? Here’s a start:

Continuous profile development

In order to effectively communicate with a consumer and determine the context in which they are consuming content, marketers should be continuously building a profile of each individual that touches their brand. Points to consider are consumer value score, age, location, gender, etc. Once a profile of an individual begins to develop, the process of communication becomes easier and more natural. Consider this: you meet a friend of a friend at a cocktail party and have a 30-minute conversation. The next week, you run into that same person at the supermarket. You wouldn’t start the relationship over by re-introducing yourself. You have the history of the previous conversation, and you would pick up from where you left off. The same holds true when a consumer engages with a brand – the context from previous engagements is key to making the current conversation relevant and more likely to result in a positive outcome.

The mobile conundrum – a blessing and a curse

The definition of “location” has shifted as consumers now have the opportunity to interact with a brand from anywhere in the world without stepping into a physical store. This anywhere, anytime access makes it challenging to recognize each consumer as they move across multiple channels and locations during the path to purchase. As individuals increasingly adopt tablets, social media, mobile phones and other technology, the marketing approach must shift to provide an optimal experience based on that specific consumer’s location, meaning in-store or out, inbound or outbound.

Mobility has given marketers the chance to keep track of every consumer inside and outside store walls. This has the potential to be a great opportunity, but can make it challenging for a brand to identify where a consumer is located and serve them appropriate content. With the rise of geo-fencing and iBeacon technologies, as well as advanced consumer engagement systems, brands are learning to embrace mobility and use it to their advantage. Targeting a consumer with a relevant piece of content—be it an in-app offer, automated email or tailored website material—when  they are in the location most appropriate can result in a powerful touch point.

Bridging the online-offline communication gap

Marketers think contextual marketing is easy, largely because many people are talking about its value in the online world. In reality, most companies are struggling to turn that vision into practice because context is only fully valuable when all touch points – online and off – can be linked and a complete profile of a user’s engagement with a brand can be built continuously. Many retailers, for example, are missing the full power of context because they are often unable to connect consumers’ in-store experience to those they have online—such as understanding which products they may have purchased in store in the past, or how many times they have stepped in and out of a location. The key is for the marketer to be aware of every touch point regardless of where and how it happens, which cutting-edge technology can help to track. As more and more consumers begin to blend their online and offline engagements with a brand and technologies continue to evolve, it will be important for marketers to facilitate an omnichannel experience, understanding a consumer’s full profile and targeting them in the context that makes the most sense. For instance, if a consumer was researching a sports car on an auto maker’s website or app, they should be directed immediately to that model (or others like it) when they visit the showroom (and vice versa), acknowledging their past preferences and therefore strengthening the bond between brand and consumer.

Potential pitfalls

Marketers do have the ability to buy consumer profiles and derive context from third-party media channels. This route doesn’t have the same, immediate timeline idea and it doesn’t translate into an effective contextual marketing strategy. Furthermore, the information is not always related specifically to a consumer’s interaction with the specific brand and rarely is it detailed at the individual level. Taken out of context and with a lag in time, a brand misses a lot of the consumer’s story, and marketers can only take context into account if they know all of it—not just bits and pieces—and can act quickly to leverage it.

If a company doesn’t have inside intelligence on its own consumer, they’re coming in last in today’s data-driven, personalized world.

Brands need to recognize that context is critical to starting a conversation with their consumers and maintaining that dialogue throughout the customer journey. Brand loyalty and repeat purchases are results of a series of positive engagement—each linking to the one before. By aligning content with context, marketers can make educated decisions on how to proceed with communication by helping and guiding consumers along the buying journey. As a result, consumers get what they really want in a way that makes sense to them and ultimately drives them to purchase while simultaneously improving their experience across channels.

For more blogs and research from IDG Connect, click here 

5 Measurement Pitfalls to Avoid

Mashable

Say your goal is to increase the number of customers you serve each day. Perhaps you run a city office processing food stamp applications, or maybe you’re offering technical support for your company’s product. How many customers do you serve online, in person and over the phone? What’s the average time to resolve a problem in each of these channels? Which types of customer requests take the longest, and which can be handled expediently?

If you can’t answer these questions, you’re setting yourself up for failure before you even begin to try.

Data-driven decision making is a way of life these days, from city hall to the corporate boardroom. If you have the numbers to dictate a course of action, the thinking goes, why would you use your heart or your mind? But in the quest to back up every move with cold, hard data, it can be easy to mistake any old numbers for useful numbers. Not all data is created equal, and the best way to ensure you’ll be collecting the right data is to develop the right set of performance metrics.

So how do you decide which metrics will help you and which will just distract you from the central issues? Here are five common mistakes people make when dealing with data, and some tips to avoid them.

Mistake #1: Just having metrics is enough

It’s true that measuring a little bit is better than measuring nothing. But too many people are satisfied upon merely being able to utter the word “metrics” to a supervisor, and too many supervisors assume that if their team is counting anything at all, they must be doing something right.

Data is only useful if it allows you to measure and manage performance quality. This means it’s not necessarily as important for, say, the Buildings Department to count how many buildings passed inspection as it is for it to know the types of citations that caused them to fail, the number of inspections each inspector completed in one day, and how many buildings corrected their violations within one or two months of initial inspection. This richer set of data will reveal inefficiencies in the inspection process and allow the department to work toward better safety standards.

Mistake #2: The more metrics, the better

A common misconception is that if something can be counted, it should be counted. I’ve made the mistake of laying out tabs and tabs of metrics on a spreadsheet, only to find that the effort required to collect the data is a drain on not only my time, but the time of the people assigned to carry out the very work we’re trying to measure.

You never want your performance monitoring to be so onerous that it actually hinders performance itself. When coming up with a set of metrics, it helps to start by brainstorming everything you could possibly measure, then prioritizing the top 10 indicators that will yield the most critical information about your program. Start with a manageable load, and gradually add more — as long as the effort required to collect the data will pay for itself in useful observations and opportunities for improvement.

Mistake #3: Value judgments should be assigned to volumes

On the surface, it may seem intuitive that more calls answered is better than fewer calls answered. But imagine that in order to squeeze in an extra five calls an hour, the quality of each call is compromised. Less information is gathered, and fewer issues are addressed. Callers aren’t satisfied with the first call, so they call a second or a third time, further increasing your call numbers but taking up extra time and failing to address the reasons why the calls are coming in the first place. Perhaps calls that last a minute longer but more adequately address the caller’s questions end up preventing repeat calls, thus rendering the more-equals-better line of thinking not just mistaken, but backwards.

It’s also important to realize that many metrics, when counted as absolute numbers,aren’t particularly helpful. Without context, a number is more or less meaningless. Any numerator deserves a denominator, and pure numbers should be represented as a percentage of the total. For example, moving 1,000 homeless individuals off of the street and into temporary housing is laudable. But if the goal is to create housing for 20,000 homeless people, then it’s important to recognize that you’re only 5% of the way there.

Continue reading…

5 Tweaks to Your Website That Could Increase Sales 300%

Mashable

A company website is a must-have in today’s Internet-driven economy. But while most companies have a website, few use them to their full potential to drive sales and revenue. That’s a shame, because websites are often a major investment in terms of time and money, and they can be a lot of work to keep updated.

So if you aren’t maximizing the return on investment of your site, you’re missing out on a huge opportunity.

Luckily, there are a few relatively simple updates you can make to your website that can have a huge impact on customer attraction and retention, sales, revenue and long-term brand loyalty. These steps don’t require hundreds of thousands of dollars in investment and can be implemented by small companies and multinational corporations alike.

There are five common areas that most company websites can improve upon and expect to see an immediate boost in revenue. Taken together, they have the potential to increase your revenue by 300% or more (depending, of course, on your industry, location and a variety of other factors).

1. Add video content

Consumers love video — and so should you. Our brains process visual information 60,000 times faster than text, so ditch the long-winded product descriptions and opt for dynamic video content visitors can engage with on your website. Videos on your landing page can increase conversion rates by 86%, and 44% of customers purchase more products on sites that provide informational videos — and these numbers are only rising.

Customers also tend to stay longer on sites with videos, and even better — they are more likely to return. Engaging product videos, customer testimonials and even tours of your work space can help increase conversions.

Potential opportunity: Up to 86% increase in sales

2. Go global and multicultural

The global economic potential of online communication totals $45 trillion. But if your site only offers content in English, you miss out on a whopping two-thirds of that market potential. Making your website available for multilingual — and multicultural — audiences will help you reach a much bigger slice of the pie, improving your overall market potential by as much as 200%.

Choose a translation management system that integrates into your site; it’s much more efficient than manual translations, which often require time-consuming email communications with translators. New translation tools make it easy to roll out and maintain translated websites for the long-term.

Beyond translation, it’s important to be sensitive to the different cultural norms of your markets. Make sure you don’t make the same blunders as companies like Pepsi, whose light-blue branding alienated an entire market of consumers who associated the color with death. By preparing your site with localized content, you open a world of new opportunities to your business — literally.

Potential opportunity: Up to 200% increase in sales

3. Prevent downtime

On Cyber Monday, Amazon sold 36.8 million items worldwide. Minutes of downtime could have cost the company a big chunk of change. Same goes for your site. If it isn’t loading fast enough, you can lose customers before they even get a glimpse of your content and products. In fact, 57% of visitors abandon a website if it takes more than three seconds to load. It’s important that your website is resilient and scales to meet demand, since 24% of people cite downtime as the reason they abandoned their shopping carts.

Improving your site’s scalability will prevent slow load-times and downtime, ultimately keeping more customers on your website and driving more purchases. Make sure to build your website on an elastic cloud platform that maintains your content and application quality, even when major traffic surges hit. And make sure to frequently test out your page speed on Google.

Potential opportunity: 24% increase in sales

Click to continue reading…

Price & Big Data for Marketers

IDG Connect 0811 300x141 Price & Big Data for Marketers

Marketers have a wide choice of new software solutions that can help them be more productive, including automated lead-generation systems, customer tracking and social media tools. However, when it comes to leveraging big data to enhance revenue and profits, marketing professionals often overlook one of the classic four pillars of the marketing mix—price.  Yet those marketing executives who learn to harness the wealth of big data they already possess can gain substantial advantages and outperform their markets. 

While the marketing function in global businesses is often responsible for setting list prices for products and services, few marketers excel at the task. For distributors and retailers, this can mean a constant struggle to manage prices for thousands of SKUs, as well as associated discounts and promotions. Those suggested list prices can also be discounted during the sales process to close deals and maintain customer relationships.

Unfortunately, there is an unequal balance of power in the battle to maintain prices and margins in today’s highly competitive global marketplace.  That’s because marketing and sales teams frequently don’t utilise the kind of big data tools and insights their customers’ procurement departments possess when negotiating prices and contracts.

By adopting big data solutions to look across internal ERP and CRM data, as well as external marketplace information, you can free your marketing and sales functions from time-consuming, manual spreadsheet updates and other inefficient pricing practices. Analytical tools can efficiently process vast amounts of data to identify customer segments and provide insights into specific customer buying behaviours. Using information this way can also identify the key drivers or variables that influence buyers, and determine their willingness to pay a certain price for a given set of products and services.

As a result, you can begin to harmonise pricing practices across your organisation and align marketing and sales resources to achieve strategic as well as tactical goals. Instead of constantly reacting to price changes in the marketplace, you can test various marketing scenarios and take a more proactive approach to decisions. Harnessing the knowledge locked in your big data translates into the power to price more efficiently and profitably.

Let me offer an example. A global chemical company based in Europe was able to analyse and interpret available internal data, as well as external marketing information. With these combined resources, the organisation integrated pricing and competitive and transactional data in one centralised location.   

The chemical company gained immediate value. By allowing the company to organise incoming data and identify key customer segments, they found 10 key value-based customer-behaviour drivers. Collecting this vast amount of data from various sources and putting it together meant that the company could determine list prices, which they could adjust to help achieve strategic margin goals. In addition, big data enables the company to execute more informed pricing decisions in conjunction with field sales operations, providing specific pricing guidance during contract negotiations. None of this would be possible using traditional pricing and sales methods that frequently rely on outdated, manual spreadsheets.

Today, marketing and sales executives can use pricing technology solutions to simulate pricing and promotion campaigns as a predictive tool. Exploring and then choosing optimum pricing strategies, marketing and sales professionals can execute their campaigns then monitor and measure the results by regional markets, individual sales people and customer accounts.

In the case of our global chemical company, a pricing initiative led by marketing and sales executives established a new process for setting prices that incorporated a wide range of variables, including product bundling, freight and handling costs, payment terms, discounts and rebates, and exchange rates across global markets. The pricing project identified more than USD $20 million of potential revenue uplift within the first quarter of implementing its big data analysis. 

Given the growing complexity and competitive nature of global markets today, marketing and sales executives owe it to themselves and their companies to learn how to exploit the potential of big data in making better pricing and business decisions. The right tools and opportunities exist today. Those who act now will reap the rewards.

Click here to see more blogs and research from IDG Connect

8 Tips and Tricks for LinkedIn Power Users

Mashable

You have hundreds of connections, stacks of skills and endorsements, a killer review of your experience and a flattering but professional headshot. Your LinkedIn profile is all set up for some seriously productive networking, and you’re ready to build up your brand online as you climb the ladder of success.

But don’t you wish you could get a little bit more out of LinkedIn? While having an extensive network is a big advantage, there several little things you can do to help make the most of the website — and a lot of them are free.

Here are eight ways to get a leg up on the LinkedIn competition.

1. Request to connect through search instead of the profile button.

When you send connection requests through the Connect button on someone’s profile, you have to prove you know them through a mutually listed company or school. To skip that step, just search for the person you want to connect with, and use the Connect button next to her name to immediately send the invitation.

2. Set up anonymous profile viewing to explore the network fearlessly.

Whether it’s an old college rival or your new boss, it’s natural to want to delve a little deeper into someone’s professional past. However, LinkedIn’s default settings notify users when someone looks at their profiles.

The first concern is coming off as creepy, but if you’re using LinkedIn to vet potential hires or recruiters, you may not want them to know what you’re doing. Luckily, there’s an easy fix to limit or remove all identifying information from your visit, so the people whose profiles you view won’t knew you were there.

The one caveat is forfeiting your ability to see who views your profile (if you have a basic account), but it’s a small sacrifice for searching in secrecy.

3. Use advanced searches to hone in on the best jobs and candidates.

Whether you’re a recruiter looking for the perfect person for an opening at your company, or you’re just someone looking for a new gig, a basic search might not yield the best results. While LinkedIn offers several paid upgrades that give you special tools for this, an advanced search can help you filter through a slew of postings and connections.

The paid upgrades give you deeper filters and streamline the process, but the free ones are a great first step toward a successful search.

4. Import your email contacts as connections.

If you’ve been using LinkedIn long enough, chances are you’ve connected with most people you’ve done business with by now. That said, searching through your email contacts is a great way to find anyone who might have slipped your mind or works in a different industry than they did before.

It may not make a huge difference right away, but all it takes is one message to start a big business move, whether it’s a new job or a major partnership.

5. Make sure your profile reflects your current work and aspirations.

Keeping your profile updated might not be at the top of your to-do list, but it’s helpful to clear out the cobwebs and keep the information fresh. You shouldn’t need to make major changes to the experience and education sections, but consistently updating your work portfolio will keep connections updated on what you’ve been doing recently.

While this is mainly useful for those in media, graphic design and other industries that often value work samples over resumes, it can also highlight a specific interest or specialty you want to parlay into a new job.

6. Take advantage of groups.

While connecting with people you don’t know is against LinkedIn’s rules, joining groups of users with similar experiences, jobs and interests is a great way to reach more people and resources. There are groups for colleges, industries, professional organizations, companies and common interests, and being part of these groups allows you search and filter through them with an upgraded account.

Each group has a page with an open forum and job board, helping those within the group help each other. Also, group memberships appear on your public profile by default, which will help connections see what you do beyond your listed experience.

7. Ask connections to leave you recommendations.

Letters of recommendation can make or break a job application, and LinkedIn allows users to recommend each other’s work at specific companies and organizations. While it might be awkward to ask at first, these recommendations add immediate credibility and depth to your experience. And beyond it’s content, the recommendation shows that people actually like you enough to say nice things about you for everyone to see.

8. Save job searches and receive email alerts.

If you’re looking for a new gig, you can save job searches on LinkedIn and get email updates daily, weekly or monthly. This is a great way of making the site work for you, as you look for work yourself.

Click to see images