Being on video and watching videos is today’s business norm. A recent survey showed 76% of consumers watched a video before purchasing a product. Social media influencers promote products through video-based storytelling. You login to video meetings daily with prospects and customers.
Since 2005, the year YouTube launched, video has increasingly grown in prevalence, production value, and consumption. Then in 2020 video marketing took a massive leap forward with the pandemic-induced use of video conferencing, podcasts (with video), and livestreams.
Today, YouTube is the most used social platform for research purposes among business-to-business decisions makers with 50.9% of users. And every day more than 300 million people participate in a Zoom meeting.
The reluctant say about video meetings, “It’s not going away.” Strategic leaders, though, say, “Video is how we do business now.”
In today’s business world all video is video content marketing. Zoom is not a phone call with video. Whether it’s a livestream or a self-produced YouTube short, your videos still need to follow a handful of rules.
Some marketers consider the word brand to be a four-letter word. The job of marketers and business leaders, they say, is to position a company or product in the market.
The brand becomes how customers define it, and, hopefully, they define it based on your considerable efforts.
The best marketers see this work of positioning to be the first and most important activity. They have learned to be comfortable with discomfort, because good positioning feels limiting. Good positioning is uncomfortably narrow.
It’s a single, narrowly defined target buyer. Your videos—live and recorded—will improve once you know who you are producing them for and what their motivations are.
What makes you different is what gets people’s attention. Not different for different sake, but a viable, propositional difference which appeals to your ideal buyer.
It’s a noisy, messy, and chaotic market. You want to be a brand which means you can charge a premium. If there is nothing to distinguish yourself from the competition, then you’re a commodity and you can only compete on price.
Your differentiation needs to be relevant and clearly expressed on all your video channels, especially video meetings. The first step is to shift responsibility for video meetings from operations to marketing. The next step, especially with a hybrid workforce, is to make sure that everyone who shows up on video is well trained and that their presence represents the value of the brand.
Where to post your videos is determined by positioning and differentiation, not trend or fashion. A fishing guide once said, “You’re not fishing unless you have fish under your boat.” Or as Maverick said to Goose in the first Top Gun, “Target rich environment.”
Distribution can include everything from the social media platform (LinkedIn, TikTok) to the video distributor (YouTube, Vimeo) to the livestream platform. It answers what and how of your video content strategy.
Regardless of platform, you want all your videos to do one thing: direct interested parties to your website. There they learn more about you and begin to fall in love with you.
Distribution isn’t a benign decision. It says a lot about who you are and the people you’re trying to reach.
Stories draw prospects in and customers closer. A well-told story engages the right people into a deeper, more meaningful conversation.
The right story you want to tell elevates the customer as hero. It captures your positioning and differentiation. How you will tell your story—written, audible, or visual—will be determined by the platform you choose and the audience you want to reach.
Tiktok is both a genre of video and a distribution platform. The audience consumes video through a spontaneous scroll. How you tell your story on TikTok may not work on LinkedIn.
Additionally, your video meetings, podcasts, and livestream productions express the story of your brand. The way you show up on video tells a story. But is it the right story? Your video meetings and podcast presence need to set the tone and timbre of future engagements.
Better video is an act of kindness. Do everything you can to be more present across the lens.
We all spend enough time in front of a camera. When you show up on camera with a better-than-expected presence, you surprise people. Surprise is one ingredient in being unforgettable.
When you are not present, people check out. When you are present, people respond. Presence is what you say before you say a word.
Your presence should communicate confidence, power, and credibility. This will surprise some people. When combined with confidence, you’ll be more persuasive.
Video content is a critical component to your digital content marketing strategy. All video—whether meetings, podcasts, e-learning, or social media—deserve careful review and attention.
Video is a powerful and compelling medium. These five rules provide the framework you need to begin to evaluate what you’ve already produced and what you plan to produce.
Say to yourself, “Video is how we do business now.” Go and do it!
About the Author
Patrick McGowan, MBA, consults, trains, and coaches business executives and teams to have more power, presence, and credibility on-camera in a video-first market. He pulls together three-decades in marketing, innovation, and leadership. McGowan started Punchn to address the challenges and insecurities we all face when on camera. He is the author of “Across the Lens: How Your Zoom Presence Will Make or Break Your Success.”
Optimizing Cloud Costs: 4 Keys to Ensuring the Most Value For Your Budget
Perhaps you are one of the business leaders considering moving your servers to “the cloud.” After doing due diligence, you choose a provider and consider the work complete. Right? Not quite. It’s not enough to handpick a provider. Whether it’s called cloud cost management, cloud optimization, or a different term, it’s crucial to optimize costs by selecting the right products at the lowest possible price. The following are key practices for doing just that.
Use A Cross Department Approach.
It’s tempting to just put several trusted IT engineers and developers in charge of technology decision-making, but it will likely mean a product(s) that won’t work well across company departments. For instance, a cloud product that IT likes because it works well for them, may be a poor fit for accounting.
Instead, maximize business value by getting engineering, finance, technology, and business teams to collaborate on data-driven spending decisions. Forming a “best practices” or a “center of excellence” group ensures that everyone at the company, not just a select few, takes ownership of cloud usage.
Utilizing a cross-department approach is the idea behind the evolving cloud financial management discipline known as FinOps, so named as it combines Finance and DevOps to stress the importance of communication and collaboration between business and engineering teams.
Understand Current Utilization
Overprovisioning, the act of deploying, and paying for, resources that a firm does not need, represents a technical challenge at any organization. Understanding current utilization can help avert this problem. Purchasing a top-of-the-line cloud server might sound tempting, but is it really what your company needs? Does your firm’s workload require a heavy-duty-server, or would it be a nice-to-have that wil
l cost more than is necessary? On the flip side, if corporate workload is progressing faster than the current server can handle, an upgrade to a top-of-the-line product might be a wise purchase. Understanding current utilization brings a level of accountability to cloud expenditures.
This practice takes utilization a step further. Does automation need to be ongoing, 24/7? Or can automation be “leveraged” more efficiently, and thus save money? If the automation is not needed, operations aren’t as efficient as they could be.
Rather than running all day, every day, automation might be better utilized during a specific high-traffic time of the day – for instance, when many credit card transactions come in early each morning for processing. If automation is only needed during early morning hours, it does not make sense to have this feature operating 24/7. In a case like this, it makes sense to “leverage” automation with the provider.
Utilize The Payment Model That’s Right For Your Company
The options usually involve purchasing in advance versus paying as you go. If your company has a steady workload that does not change much over time, a fixed price paid in advance to a cloud provider makes a lot of sense.
On the other hand, perhaps your firm is a recent start-up with very uneven workflow, maybe depending on the time of year or current economic climate. In such cases, paying as you go would be a better choice.
Utilizing a FinOps approach and forming a central best-practices group – thus creating a cloud center of excellence – will result in greater team collaboration; “ownership” of cloud usage; decisions driven by the business value of cloud; take better advantage of variable cloud costs, and maybe even increase revenue.
About the Author, Susanne Tedrick
Susanne Tedrick is a certified Microsoft Technical Trainer. In her work, Susanne delivers skills-based, outcome-driven training on the Azure platform for some of Microsoft’s leading enterprise clients Susanne is the author of the critically acclaimed “Women of Color in Tech” and the upcoming “Innovating For Diversity”. For more information, please visit: www.SusanneTedrick.com. A portion of this feature was excerpted from the FinOps Foundation
Several neuroscience principles limit our ability to creatively solve problems and generate innovative ideas. Understanding some of these principles can help you optimize your creative thinking and innovation processes.
While your brain is working all the time, there are serious energy constraints.
The brain stores no fuel, and running on empty degrades performance significantly. Therefore, it needs frequent breaks from high energy usage.One of the places you experience this brain energy constraint most acutely is during the brainstorming phase. It’s a fast and furious pace of generating ideas, potentially for a long time. Leaders have always known that taking breaks from ideation makes for better results, and this neuroscience principle is obviously why. However, it’s also important to help people understand they actually need to take a brain break, and to have the willpower to do it (instead of checking email or doing other work during the “break”). To help them, plan a little “enforced fun.” This can be things like group juggling, kid-like games or songs like “Heads, Shoulders, Knees, and Toes”, or an impromptu dance session.
You’ll notice many of these activities have a physical element. This physicality also helps with restoring some energy for the intensive brain work.
Another energy-enhancing tip: feed people. A growling stomach is not conducive for maximum output of ideas. Be sure to feed them satisfying food—not just sweets. Offer nuts, cheese, veggies, or fruit. Oh, you can offer sweets too—but always make sure there’s some more sustaining fare, as well.
The brain naturally limits System 2 thinking.
Your brain has two types of thinking:
- System 1 (Fast): is the “easy” type of thinking that we use most of the time. It’s intuitive and automatic. So, obviously, it’s also energy-efficient
- System 2 (Slow): is thinking that requires more deliberation, more focus, more conscious thought, and literally uses more energy. So, we subconsciously avoid it whenever we can.
If you avoid (or limit) System 2 thinking when it’s needed in your innovation process, you will, at the least, miss out on really good ideas—and at the worst, make some bad judgment calls that you might have avoided if you had effectively used System 2.
One of the phases where people frequently try to avoid System 2 thinking is immediately after idea generation, when it’s time to select the best ideas. The brainstorming is usually lots of fun. It’s fast, and our brains are making sub-conscious and intuitive connections. Then comes the time we have to be focused and deliberate to narrow to a manageable set of ideas. Suddenly, it all becomes…a Lot. Less. Fun.
Know that your team will try hard to avoid System 2 thinking, and you need to be prepared to counter the objections, and ensure that the needed deliberate thinking will happen. For example, people will say, “It takes too long to review all the ideas. We don’t have time.” or, “Let’s just have everyone champion a few ideas instead of reviewing all of them. The ones we remember are probably the best ones anyway.” (Which isn’t true, but that’s another topic.)
Another all-too-common scenario — the team has gotten together and spent several hours generating ideas. Then, everyone gets 5 sticky dots to vote for top ideas. Most people will do this in 5 minutes and immediately dash out the door. They weren’t forced to engage System 2 thinking, so they won’t. Their decisions will rely on System 1, with all its concurrent biases, shortcuts, and mistaken intuition. There will never be the deliberate, conscious, effortful thinking that’s needed at this stage. If this is the typical process in your innovation sessions, you need to make some significant changes.
The brain is a “Bayesian inference machine.”
Huh? Bayesian logic is a very specific, formulaic method that provides a disciplined way of combining new evidence with prior models. So, the reference to our brains being a Bayesian inference machine is obviously a metaphor, although a very apt one.
Whenever people are faced with new information, they use it to only slightly refine — not completely rethink — their existing models/beliefs/hypotheses. Rarely do we assume new data means our existing beliefs might actually be wrong. Instead, we make only incremental and minimal adjustments to our existing beliefs; the least possible change in our thinking that will account for the new data.
Further, the more experience you have in a subject, the more of these existing assumptions you have about it. You are likely not even aware of all these embedded assumptions; many of them are so ingrained in your thinking that it wouldn’t occur to you to question them. They are presumed to be fact — if you even consciously recognize that you have these beliefs.
Obviously, to reach truly breakthrough insights and ideas, you must go beyond incremental thinking. To get there, we need to consider the possibility that our view of the world (or the market, or our product category, etc.) might need shaking up. Given that our human tendency is to retain existing mental models, you need to consciously be doing things to help you and your team break out of this natural limitation on new thinking.
Our brains are constantly making short cuts, mostly in the interest of conserving energy. As a result, your brain will subconsciously limit your thinking in ways you’re not aware of, unless you consciously and actively manage it. Remaining vigilant about these neuroscience-based barriers can help you dramatically improve your creative thinking and your innovation processes.
About the Author, Susan Robertson
Susan Robertson empowers individuals, teams, and organizations to more nimbly adapt to change, by transforming thinking from “why we can’t” to “how might we?” She is a creative thinking expert with over 20 years of experience speaking and coaching in Fortune 500 companies. As an instructor on applied creativity at Harvard, Susan brings a scientific foundation to enhancing human creativity. To learn more, please go to: https://susanrobertson.co/